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CAPE TOWN


Welcome to Cape Town

2

IDP Overview

5

Mayor’s Foreword

6

City Accomplishments

8

Economic Outlook

10

Finance

13

Cape Facts

35

Social Development

38

Public Health

40

Community Safety

42

Human Settlements

44

Community Services

50

Transport

57

Water & Sanitation

64

Energy

74

Environment

83

Digital

86

Tourism

88

SAP Africa Future Cities Integrated Public Transport Internet of Things

18 20 23

Absa Unlock Shared Growth Absa Cape Epic

26 34

ContinuitySA Ensuring Success through Resilience

36

Civils 2000 A Step Ahead

49

Goscor Meeting Soaring Demand

55

Aveng Making its Mark

62

Aqua-Loc Effective Water Demand Management 68 Landfill Consult Recycling Green Waste

78

Publisher Elizabeth Shorten Associate Publisher Martin Hiller Executive Head: Special Projects Neilson Kaufman Editorial Candice Landie Head of Design Beren Bauermeister Design Consultant Frédérick Danton Chief Sub-Editor Tristan Snijders Sub-Editor Morgan Carter Client Service & Production Manager Antois-Leigh Botma Production Coordinator Jacqueline Modise Marketing Manager Mpinane Senkhane Executive Head: Digital Marketing Roxanne Segers Financial Manager Andrew Lobban Administration Tonya Hebenton Distribution Manager Nomsa Masina Distribution Coordinator Asha Pursotham

published by No. 9, 3rd Avenue, Rivonia, Johannesburg PO Box 92026, Norwood 2117, South Africa t +27 (0)11 233 2600 f +27 (0)11 234 7274/75 www.3smedia.co.za Please Note: City of Cape Town statistics have been taken from publically available documents that may or may not reflect the absolute correct numbers applicable at the time of going to print. NOTICE OF RIGHTS This publication, its form and contents vest in 3S Media. All rights reserved. No part of this book, including cover and interior designs, may be reproduced or transmitted in any form or by any means, without permission in writing from the publisher, nor be otherwise circulated in any form other than that in which it is published. The authors' views may not necessarily reflect those of the publisher. While every precaution has been taken in the preparation and compilation of this publication, the publisher assumes no responsibility for errors, omissions, completeness or accuracy of its contents, or for damages resulting from the use of the information contained herein. While every effort has been taken to ensure that no copyright or copyright issues is/are infringed, 3S Media, its directors, publisher, officers and employees cannot be held responsible and consequently disclaim any liability for any loss, liability damage, direct or consequential of whatsoever nature and howsoever arising.

connect 2017

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w e lco m e to cape town

I

n her speech at the full council meeting on 7 December 2016, the City of Cape Town’s executive mayor, Patricia De Lille, mentioned the launch of the Invest Cape Town brand initiative, which took place three weeks earlier. “We have done this to change the perception that Cape Town is only a beautiful place to come on holiday. We want people to know that Cape Town is open for business and that it is also an ideal place to invest and do business in,” said De Lille. The city contributes to economic growth by providing stable governance, delivery of infrastructure and constantly finding ways of making it easier for companies to do business. “But we want to do even more to consolidate and amplify Cape Town’s standing as a globally competitive business destination. “Encouraging investment and development is one of the key features of our Integrated Development Plan and

we have big plans to implement this. We are positioned at the tip of South Africa, with high-quality infrastructure and strong governance. We have a strong and supportive base from which to invest, expand and export. And so we are perfectly positioned to be a springboard to the rest of the continent, connecting businesses to opportunities for South African growth,” she further continued. This strategy has certainly paid off, with a number of companies setting up their headquarters in Cape Town. All of the city’s efforts are geared toward inclusive development – to enable all people of Cape Town to take part in economic and social opportunities. The expansion of the MyCiTi bus service to previously neglected and far-flung areas such as Atlantis, Imizamo Yethu and Hangberg is a clear example of including previously excluded persons by connecting them with world-class public transport infrastructure.

Open for

business The City of Cape Town’s Mayoral Committee prides itself on constantly developing the city into one that is inclusive, responsible and innovative.

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A key intervention to transform the metro over the next decades is the Transit-Oriented Development Strategic Framework, which, among others, seeks to improve the location of future residential areas for all income groups in relation to economic and work opportunities. This will hold substantial benefits for lower-income households who spend a higher portion of their income on transport. If employment opportunities exist closer to residences, travel costs will be substantially reduced. Below are extracts from speeches made by various members of the Mayoral Committee, which cements the city’s commitment towards delivering on its mandate:

Tourism “As the City of Cape Town, we don’t hide our desire to sustain our efforts to ensure that Cape Town remains the events capital of Africa. For a city to authenticate such a pursuit, it has to host big events throughout the year. In this regard, the annual Cape Town International Jazz Festival is an integral feature on the city’s events calendar. The City of Cape Town is pleased to host this world-class music event, as it amplifies our intention to be the events capital of Africa and allows us to further realise our economic growth strategy of building skills and creating jobs, as this festival is known to be ‘more than just jazz’.” City’s Mayoral Committee Member for Tourism, Events and Economic Development, Councillor Eddie Andrews

Housing “Over the past 10 years, the city has been developing a vision for responsible,


Good to know R94 million

The amount the city has invested over the past four years in upskilling staff members

161

The number of CoCT employees who graduated in 2016 on various levels ranging from 38 higher education certificates to several master’s degrees and two doctorates

850

The number of homes built as part of the Harmony Village Project, a PPP Cape Town

Sound infrastructure meets scenic beauty

Events

International Jazz Festival

Beaches

29 Western Cape beaches have blue flag status

inclusive development in all urban centres around the metro. Our vision has included the exploration of the Cape Town CBD and nearinner-city areas for potential subsidised and social housing initiatives for low- to mediumincome residents in well-located parts of the city. For instance, there are currently earmarked near-inner-city social housing projects in the Woodstock and Salt River areas. City-wide, we have budgeted approximately R230 million in this financial year for social housing projects across the metro through our People’s Housing Process, which is cityenabled but community-driven. The city is actively promoting the provision of social housing by the private sector and housing companies. Apart from our desire to explore more affordable near-inner-city housing projects, we are also concentrating on making sure that affordable state- and privatesector- or community-driven projects are increasingly better located.” Extract from a speech delivered by Councillor Van Minnen at Affordable Housing Africa

Transport “I know that this is not because our city’s transport is the best it can be. My guess is that, for most, the high cost, inconvenience and challenge of moving

around our city has become part of life in South Africa – a pattern that has existed for decades. I know, and you know, that the current state of mobility in Cape Town is unsustainable and that the barriers of cost and inefficiency entrench economic exclusion. Also, the growth in private car ownership and road consumption are threats to our city’s economy and our ability to attract job-creating investment. The scale of urbanisation and population growth we are facing is staggering. Our Integrated Human Settlements Framework – the strategy we have adopted to address the housing crisis – identified that over the next 20 years, we will need to provide an additional 650 000 housing opportunities. This is a mammoth task and executing a plan to address such a scale of need cannot be business as usual. We will make a disastrous mistake if we pursue a plan to deliver housing opportunities at that scale without also addressing mobility and access in an integrated way. It goes without saying, to those of you here, that pursuing low-density public housing on the outskirts of our city is not a solution. Our Transit-Oriented Development Strategic Framework – adopted by Council earlier this year (and which has just been nominated for a C40

35 000

The average number of people who participate in the annual Cape Town Cycle Tour

Awards received in 2015/16 • Luxury City Destination of the Year Luxury Travel Guide Africa and Middle East Award • Top 10 City to Visit in the World Lonely Planet’s Best in Travel Guide • Best City for Restaurants and Bars Condé Nast Traveller Reader’s Travel Awards • Second Best Overseas City Condé Nast Traveller Reader’s Travel Awards • Second Best Beach City in the World National Geographic • Cheapest Long-Haul Destination The Telegraph Travel • Best City Telegraph Travel Award • The Harmony Village Project was named the Best Institutional Housing Project in the country at the 2016 National Govan Mbeki Awards ceremony

Award) – is the new order of business. It is a bold commitment to correcting our spatial reality over the next few decades. It is a plan that prioritises more efficient land use with increased densities and mixed uses. It prioritises the right development in the right locations to reduce travel times and costs. It also prioritises public transport and non-motorised transport.” Extract from a speech delivered by Councillor Brett Herron at the Mobility Indaba in Kenilworth connect 2017

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If you believe you can do anything, we’re here to help you do it.

Transforming the 23-storey Cape Town Civic Centre, that was constructed in the 1970s, into a smart building was an innovation unlike any other. After 3 years of careful planning and retrofitting, we helped convert this iconic municipal hub into a state-of-the-art building with a hightech facilities management enterprise system (FMES) that electronically monitors and controls 18 key subsystems like fire detection and suppression, heat, ventilation, access control and CCTV to name a few. This is how we’re helping the City of Cape Town achieve greatness.

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idp ov erv i ew

Making steady

progress

An overview of the City of Cape Town’s Integrated Development Plan.

T

he City of Cape Town’s Integrated Development Plan (IDP) 2012 - 2017 includes five key focus areas, agreed on between the city and residents in 2012. It sets out what the city aims to achieve and how it will spend its budget over the fiveyear period.

IDP

The is based on the City of Cape Town’s vision and mission to create an environment that enables: • Economic growth • Quality service delivery • Help for those in need • Job creation • Well-governed administration

the opportunity city

Create an environment where investment can grow and jobs can be created by investing significantly in infrastructure, utilities and services.

the Safe city

Address crime beyond law enforcement. Partner with communities to work on social crime prevention, disaster response and management, and ongoing urban regeneration. • Law enforcement auxiliary service • Emergency and policing incident control • Training and human resource development • The Metro Police Youth Academy Disaster Risk Management

the caring city

Show commitment to residents by investing in social and environmental resources to build a metro that provides access to quality services. • Early childhood development centres • Street people programme • Recreational hubs • Re-blocking in informal settlements • Taps and toilets – investing directly in informal settlements • Backyarder Services Programme • Reducing air pollution • Substance abuse initiatives

• Fibre-optic broadband network • Solid waste management • The green economy • Biodiversity and ecosystems

• Water demand management • MyCiti • Training and development • EPWP opportunities

the Well-run city

Be accountable for resources and maintain a high level of efficiency by checking integrity of management systems and efficacy of processes to further the development of residents.

• The 24-hour fraud and corruption hotline: 0800 32 31 30 • Management and Leadership Development Programme • Mentoring and coaching

• Management Accountability Programme • Ensuring clean audits for the city • Development Information Resource Centre

the inclusive city

Build a shared community by ensuring that residents from every cultural and social group feel acknowledged, valued and heard. • Blue Flag for • Implementation of the Service Cape Town beaches Management Programme: • Cemetery provision Service Notification • Sports and recreation System (C3) facility provision • Installation of FreeCall lines • Spray parks • Provision of parks

connect 2017

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A w o rd from the e xe cuti ve m ayo r

Building an exceptional city,

together

City of Cape Town executive mayor Patricia de Lille shares her plans for the makings of a great city.

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W

e are proud of our city! It’s not just the breathtaking mountain views, vast coastlands and rich historical sites that make us proud, it’s what we stand for as a proudly South African city. It’s reflected in our people, our thriving business and tourism sectors, our world-class universities, and our quest to connect the city digitally through the installation of a competitive broadband infrastructure network – all of which are positively tied to GDP and economic growth.


The path towards becoming a great city is no easy feat. It has taken us years of overcoming obstacles, forward-thinking and even tough decisions to get to this point. Increased emphasis must be placed on infrastructure investment and maintenance to provide a sustainable driver for economic growth and development, greater economic freedom, and increased opportunities for investment and job creation. By continuously investing in infrastructure, we will be encouraging and, indeed, leading growth by always ensuring the physical supporting capacity for people to build opportunities. Such an approach places the City of Cape Town at the forefront of South African metros and will bring us in line with international best practice in terms of development strategies. One of the biggest challenges facing the City of Cape Town is that of rapid urbanisation. As more and more people seek to make the city their home, we have to explore ways to meet their needs and enable them to access opportunities within our communities. This growth, however, brings with it an associated growth in needs. Cape Town must position itself to be able to provide services to a growing population. As economic growth shifts to the more dynamic developing world, we must do all we can to ensure that we are part of that shift. Only innovative policies that make us a flexible city can help achieve our objectives. We are also finding innovative ways of attracting investment and business to ensure that our economy grows and that more job opportunities are created for our residents. To achieve its vision, the City of Cape Town is building on the strategic focus areas it has identified as the pillars of a successful and thriving city. These focus areas form the foundation of the city’s five-year Integrated Development Plan (2012 – 2017), namely: • The Opportunity City: Creating an environment where investment can grow and jobs can be created by investing significantly in infrastructure, utilities and services. • The Safe City: Addressing crime beyond law enforcement. Partnering with communities to work on social crime prevention, disaster response and management, and ongoing urban regeneration.

As more and more people seek to make the city their home, we have to explore ways to meet their needs and enable them to access opportunities within our communities

Vision • The Caring City: Showing commitment to residents by investing in social and environmental resources to build a metro that provides access to quality services. • The Inclusive City: Building a shared community by ensuring that residents from every cultural and social group feel acknowledged, valued and heard. • The Well-Run City: Being accountable for resources and maintaining a high level of efficiency by checking the integrity of management systems and efficacy of processes to further the development of residents. The Integrated Development Plan is the blueprint of our vision for this incredible city. It is a plan that belongs to all the people of our city, who have all been given the opportunity to have their say in how we move Cape Town forward. Through the pages of this publication, we better understand why the provision of parks and recreation facilities, a 24-hour fraud and corruption hotline, early childhood development, taps and toilets in informal settlements, water demand management, an efficient public transport network, and a law

The vision of the City of Cape Town is threefold: 1 To be an opportunity city that creates an enabling environment for economic growth and job creation, and to provide help to those who need it most 2 To deliver quality services to all residents 3 To serve the citizens of Cape Town as a well-governed and corruption-free administration

Mission

In pursuit of its vision, the city’s mission is as follows: • To contribute actively to the development of its environmental, human and social capital • To offer high-quality services to all who live in, do business in, or visit Cape Town as tourists • To be known for its efficient, effective and caring government

enforcement auxiliary service, among others, are of significant importance to the City of Cape Town. If you are new to Cape Town, welcome to our beautiful city. For those who live, work, study, visit, or volunteer in Cape Town, thank you for helping us make this a great city. An inclusive city. A caring city. A wellrun city. An opportunity city. A safe city. A city that we can all be exceptionally proud of. connect 2017

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Awards and accolades Cape Town is not just appealing to the eye – the city has also earned numerous awards, accolades and ratings over the years.

1

Cape Town was ranked by National Geographic as the World’s Second Best Beach City in its top 10 list for December 2012, 2014 and 2015.

2

 amps Bay Beach, C Clifton 4th Beach, Boulder’s Beach and Bloubergstrand Beach have been voted among Africa’s best beaches.

3

T he Central Library Art Library won Best Contribution to Visual Arts (incl. Public Arts) at the 2016 Western Cape Government Cultural Affairs and Sports Awards.

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4

Table View Library was the winner of the Universal Knowledge Systems Helping Hands Competition in 2012.

Cape Town has had the most blue flag beaches in South Africa for the last four years.


cit y acco mplish ments

7 6

8

 ea Point was named one of S the Top 10 Swimming Pools by The Guardian in 2013.

I n recognition of its effective water conservation and water demand management initiatives, the city won the 2013 Department of Water and Sanitation Water Sector Award. The city has also garnered numerous awards for bringing about improvements in the quality of its drinking water.

The city’s housing rental stock initiative has been widely recognised for its innovative approach, receiving awards from the Southern African Housing Foundation and the South African Institution of Civil Engineering, among others.

9

The City Parks team from the Weltevreden Depot was awarded an Executive Director’s Service Excellence Award for the knowledge, skills and imagination that went into the development and upgrade of the Lost City Park.

10

Cape Town was named Fittest City in South Africa by the Discovery Health Vitality Wellness Programme. It is the country’s fittest city in terms of physical health, activity and infrastructure. Cape Town has the highest number of sports facilities per 100 000 people among the six major metros in SA.

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e co no m ic outlook

The recent financial climate has taken its toll on economies across the world. Here’s how external

Shaping a medium-term budget

factors influenced the City of Cape Town’s Medium Term Revenue and Expenditure

T

Framework.

he 2016/17 Medium Term Revenue and Expenditure Framework (MTREF) period represents the final year of the city’s current five-year Integrated Development Plan horizon. The 2016/17 MTREF process commenced with a technical analysis of the previous year’s performance outcomes, an assessment of the economic outlook, and consultation with various role players. The process encompassed the following: • framework for and strategic direction of the budget provided by the Budget Strategy Committee (BSM) • Long Term Financial Plan (LTFP) model forecast taking the above direction into account • reiterative LTFP presentations to Budget Steering Committee and BSM • directorate presentations at budget hearings on, inter alia, processes to execute the city’s strategies, business improvement measures and implementation readiness of capital programmes • Eskom’s application for electricity tariff increases to Nersa • utility services presentations on proposed budgets and tariff increases.

According to the Bureau of Economic Research (BER), real growth is projected to average 1.6% over the next three years. It is expected that the factors exacerbating slow growth, such as the electricity constraints, will improve in the next two years. The value of the rand against the US dollar has declined continuously over the past three years, which can be attributed to various factors, including the decline in global commodity prices, poor business confidence and the electricity supply crisis. Oil prices declined over the past year, mainly driven by the supply of the

Budget year 2016/17 R’000

Budget year +1 2017/18 R’000

Budget year +2 2018/19 R’000

Capital grants and donations

2 264 840

2 246 932

2 433 776

Capital replacement reserve

1 232 385

875 912

772 053

75 356

16 180

16 838

External finance fund

2 928 696

2 376 700

2 660 838

Total

6 501 277

5 515 724

5 883 505

Funding source

Revenue

10

External factors

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commodity exceeding its demand. The fall in the oil price partly cushioned the impact of the weaker rand exchange rate. The consumer price index (CPI) has fluctuated between 4.3% and 6.1% over the past five years, but is expected to surpass the South African Reserve Bank (SARB) inflation target range of between 3% and 6%. CPI forecasts for at least the next two years are expected to remain above the 6% upper inflation target. At the time of preparing the city’s budget, the BER CPI forecasts were at 5.1%, 6.2% and 5.6% for the calendar years 2015 to 2017 respectively. Therefore, the city’s CPI forecasts in municipal financial years were at 5.9% for 2016/17 and 5.5% for each of the two outer years. The latest BER projection, however, shows a higher CPI projection for 2016 and 2017, and the 2017/18 MTREF will be adjusted accordingly.

National and influences In drafting the 2016/17 MTREF, the following Medium Term Budget Policy Statement (MTBPS) received special attention: tab le 1 The MTBPS highlighted MTREF capital that the national economy budget


R16.60

The expected mediumterm stabilisation of the rand to US dollar

1.6%

The average projected growth average over the next three years

Projected by the Bureau of Economic Research

had grown at a slower rate compared to 2015 projections. To maintain healthy public finances and support social and economic transformation, the MTBPS set out measures to: • strengthen economic performance to improve policy coherence and certainty, to give greater impetus to infrastructure investment, and to address impediments to development, employment and innovation

•b  uild energy capacity, water and transport networks and communication •e  xpanding joint investment by stateowned companies and private sector by implementing systems •e  nsure public debt and expenditure remain affordable, while protecting flagship social and economic programmes • improve living standards and accelerate social development

• enhance state capacity and governance, reinforce financial management and procurement reforms, and step up training and institutional renewal • rapidly implement the NDP, working with the business sector, organised labour and social stakeholders to maintain stable labour relations, improve confidence and promote development. With regard to the measures above, the city is continuously investing in the Expanded Public Works Programme. In 2013/14, the city implemented cost containment measures, including reducing the cost of national and international travel, catering and entertainment. These measures are revisited and assessed on an annual basis to ensure that maximum efficiencies are attained. Grants received from national and provincial government remain a significant funding source over the 2016/17 MTREF. Externally financed funding levels over the three years average R2.7 billion.

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fin an c e

1eading by numbers Solid financial records and a clean audit speak volumes about a municipality or region, and imply good corporate governance, sound leadership and an overall well-run city.

T

he City of Cape Town’s Finance Directorate ensures the sound financial management of the city’s financial resources, in compliance with the Municipal Finance Management Act (No. 56 of 2003), together with other related legislation, policies and procedures. The directorate’s core functions are led by: Strategic Focus Area 1 – The Opportunity City and Strategic Focus Area 5 – The Well-Run City. Main priorities include: • obtaining a clean audit for the city

• maintaining a good credit rating for the city • developing an immovable property asset management framework • collecting revenue • developing supplementary and general valuation projects. A municipality’s financial plan integrates the financial relationships of various revenue and expenditure streams, giving effect to the IDP as a whole. The city is funded by public money, and is therefore expected to exercise the highest levels of corporate governance,

promoting the Well-Run City, and ensuring financial prudence with clean audits by the Auditor-General.

Proposed plans An important emphasis for the city is infrastructure investment. This entails the determination of investment and growth trends to ensure that adequate infrastructure is provided in areas of high growth. Investment in the maintenance and expansion of essential utilities and services – such as water and sanitation, electricity, solid waste removal and disposal, roads, stormwater and transport infrastructure – are fundamental to improve services and the quality of life for all citizens. It also encourages local and foreign investors to invest in other economic infrastructure. The city is in the process of developing an immovable property connect 2017

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f in a n ce asset management framework dealing with land, buildings and property rights, incorporating a comprehensive asset register, asset management system, compliance framework and strategy aligned with the city’s strategic focus areas and international best practice in immovable property asset management. In realising the city’s goals, as contained in the IDP, financial resources are fundamental. The Financial Management Programme supports the following: ensuring an effective revenue stream; managing tariffs for municipal services, so that annual tariff changes are predictable and gradual; implementing, tracking and reporting on measurable targets for debt; and ensuring that citizens are billed correctly and only for services they consume.

Financial contributor Cape Town’s economy, which contributed 9.7% to national GDP in 2014, is the second largest

municipal economy in the country. The city, together with the cities of Johannesburg and Tshwane, and eThekwini Municipality, accounted for 42.2% of the country’s economic output in 2014. All four municipalities recorded a lower contribution rate compared to 2012. While the four largest municipalities contributed 42.2% of the country’s output value, they accounted for only 37.6% of the country’s total employed population. Cape Town is the second most important contributor to national employment. Cape Town’s economic performance, according to gross value added (GVA), is dominated by the four sectors of finance and business, trade and hospitality, community services and government, and manufacturing. However, some structural changes have occurred specifically in the respective contribution of these sectors. In 2014, the finance and business services sector maintained its importance by contributing 32.4% of the total GVA. The manufacturing sector share of the

Some of Cape Town’s comparative advantages • Second busiest container port in South Africa • Second busiest airport in South Africa • Good public transport linkages • Strategic positioning on the west coast of Africa • Servicing of a vast agricultural hinterland, acting as a processing, trade and retail hub for agricultural products • Established business culture and clustering of financial institutions • Scenic beauty and natural sights, which attract international visitors and make Cape Town globally recognisable • Three major universities all located in the metro region

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Cape Town economy decreased and shed some more jobs potentially suited for semi-skilled and unskilled workers.

The informal economy The informal economy is a crucial part of Cape Town’s economy and incorporates a broad spectrum of economic activities and business typologies in a diverse range of geographic locations across the city, with varying intensities of relations with formal business. While Cape Town’s informal sector may be relatively small, especially by emerging-economy standards, its penetration into the most vulnerable households in the city and its impact in terms of poverty reduction are disproportionately large. In 2014, the Cape Town economy supported 9.6% informal employment opportunities out of total employment in Cape Town. Up to 75% of businesses in Cape Town are classified as small, medium and micro-sized enterprises (SMMEs) and account for 50% of the city’s


5.9%

R2.003 bn

CPI projected for the city for 2016/17 and 5.5% for each of the two outer years of the Medium-Term Revenue and Expenditure Framework period

has been provided for debt impairment in the 2016/17 budget and is based on an average collection rate of 92.6% (excluding housing)

economic output. Up to 93% of all SMMEs are low-tech operations in mature, traditional industries, with very little interaction with large firms.

Growth forecast The IMF economic growth forecast for South Africa was 2% for 2015 and 2.1% for 2016. This is lower than forecasts for South Africa’s neighbouring countries.

9.7%

75%

Up to of businesses in Cape Town are classified as small, medium and micro-sized enterprises and account for 50% of the city’s economic output

Cape Town’s contribution to national GDP in 2014. The second largest municipal economy in the country

The South African economy remains vulnerable to the slow economic recovery in Europe, continuing concerns about an economic slowdown in China, as well as the impact of domestic work stoppages. The Western Cape economy continues to outperform that of the rest of the country, although the growth rate is less than half of what

it was at the start of the recession in 2007. After steady growth at an annual rate of 2.7% in 2012, economic growth in the Western Cape slowed to 2.4% in 2013. Cape Town’s economy has a number of key positives on which to build. It is known to have solid economic infrastructure and a good services base with which to attract international and national industry.

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Corporate Finance

Valuations Due Diligence Strategic Advise Fairness Opinions Financing Solutions Management buy-outs, Corporate Restructuring Mergers and Acquisitions

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Treasury Services Credit Rating Advisory Independent Expert Advice Management Consulting

Infrastructure & PPP

Feasibility Studies Project Finance Bus Rapid Transit (“BRT”) Public Private Partnership (“PPP”)

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future cities

SAP Afr ica

Innovation brings the future closer Across the world, cities are constantly looking for new ways to improve consumer service delivery and enhance living and working ecosystems for their citizens.

I

t’s no surprise that many consider digital technology to be the ideal methodology to help deliver new public services, address existing problems, and reshape citizen engagement. Digital technology holds the key to the successful transformation of cities. It can accelerate and enable economic prosperity and commerce, improve safety and security, and make a real impact on citizens’ quality of life. According to the ‘World Bank Report on Digital Citizen Engagement’, the use of new media communication technologies presents exciting opportunities to improve communication between citizens and government institutions. It is clear that digital technology can shape the way government engages with communities and how it plans to address some of its service delivery challenges. Most of the cities’ operational processes are not citizen-centric. They are structured for the physical world and lack a human touch. Innovation forces public sector institutions to think differently about how to provide services, how citizens consume and share information, and how to engage with citizens. This requires an innovative digital platform with the relevant digital tools to meet all these needs and serve citizens better. SAP’s digital transformation technology for cities focuses on all these aspects and more. The technology is designed to help

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cities prosper, improve safety and security, and become more resilient.

How can technology help cities become more resilient?

thing to remember is that it’s not onedimensional. More and more citizens may want a digital channel – though not every citizen. Innovation brings a new level of engagement with a digital experience. This means that more citizens can take advantage of selfservice functionality, instead of standing in long queues to pay for services.

Economic prosperity is every city’s ideal goal

The use of digital technology enables One of the challenges that cities face cities to engage citizens and service is managing natural disasters such providers in order to help cities as floods. In many cases, drains get understand challenges like transport blocked due to the flow management volume of heavy rains, and the scheduling creating blockages of resources and Digital technology can that prevent the rapid budget allocations. and safe diversion of shape the way government Engaged citizens stormwater. With the are able to engages with communities communicate help of technology, cities can now use and how it addresses ser- better with digital technology to government vice delivery challenges and exchange manage these risks. For example, by installing important sensors in the drain information system, the city can monitor water that could help cities improve levels, detect any malfunction in the service delivery. drains and be able to allocate resources SAP technology is a relevant digital in real time to remedy the situation option for cities, because citizens before it hits disaster levels. need simple choices. The technology puts citizens at the heart of how a Helping cities transition to service is delivered, presented, and digital transformation consumed. It is designed with the Digital transformation allows cities to future in mind, taking cities through the tap into their own data and transform journey of transformation from point that data into meaningful business A to B. Today’s citizens are looking for insights and decisions. The use of personalised services that are easily technology can help cities to interpret, accessible. Citizen and government understand, plan, prioritise and target engagement should be part of specific problem areas to find the the operational process, with clear, right solution. When we think about collaborative plans for the sustainability constituent engagement, the first and economic prosperity of cities.


TECHNOLOGY IS LIVE. 150% faster transaction processing speed.

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database size by eliminating aggregates.

prototype development.

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public transport

sap afr ica

Integrated digital public transport

• clear understanding of the various options for multiple or single trips across various providers. Transportation authorities, districts and cities, therefore, need to develop and evolve just as rapidly, to accommodate the needs of citizens. Technology has an important role to play in this process, particularly in terms of providing the underlying platforms to support and integrate the various modes of transport in and around the centre. The use of innovative technology emerges as an ideal solution to help transform the transportation industry, by driving a world-class service through real-time collaboration and monitoring, and providing insights to improve service delivery and enable cost reductions. Recent advances in technology and the rapid adoption of smartphones have created the connected traveller, with constant access to information via social and other channels. As a result, transport organisations are now able to deliver a personalised engagement, tailored to the needs of the individual passenger. Pioneering technologies such as the integrated SAP industry software for Travel and Transportation, for instance, provides a comprehensive, end-toend solution that allows transport organisations to plan, schedule, predict and react with real-time insights to passenger behaviour, travel patterns and transportation network conditions. Technology is already helping the passenger travel industry across the world to deliver safety and a more integrated travel experience. Leading passenger travel companies are utilising SAP technology and software to achieve profit goals and grow market share – and SAP continues to invest in creating innovative solutions, which will enable the sustainable economic growth of the continent’s people.

Vital for economic growth Achieving accessible, reliable and affordable public transport

W

hen we speak about Africa’s development, we refer not only to the rich natural resources at the continent’s disposal. More relevant to us today, and more sustainable than resources, is the rise in our middle class. The growth of this band of people is key to improving investor confidence, and financial inclusion and contribution toward the formal economy. This is, therefore, of utmost importance to economic development. A consequence of the emergence of this middle class is rapid urbanisation, with most seeking a better future and job prospects in the developed cities. Research shows that by 2030, more than 50% of Africa’s population will be living in cities. This mass-migration, however, already places strain on the existing infrastructure and resources. A key focus for most emerging countries is public transportation. The present modes of transportation are simply too ill-equipped to cater for the projected volumes. Therefore, cities need to develop and evolve just as rapidly to accommodate

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the needs of the new urbanites that ply their trade in the city – and technology has an important role to play, particularly in terms of transporting these urbanites. If the countries in Africa achieve this goal, technology innovation has the potential to bring about sustainable economic advancement with equal opportunity and quality of life for passengers.

Driving forces behind transformation What are the driving forces behind the need to transform public transport? • Rapid urbanisation and changing regulations shifting the risks to industry •p  ressure on public cost and subsidies, driving the need for innovative approaches to future revenue streams • increased emphasis on supporting and evolving existing platforms • t ravellers’ need for efficiency and transparency in pricing, including onestop booking of travel with consistent pricing across various channels

Benefits

The benefits of a digitally transformed and integrated public transport system: • a transport provider network that is inclusive of all modes of transport • integration results in transport being accessible, reliable, affordable and efficient • development of new skills with the promise of further job creation • passengers are provided with multi-touch points to create a seamless travel experience • a 360-degree view of the passenger to accommodate for varying traveller needs.


DATA IS LIVE. 98% faster report generation.

98% faster

94% faster

predictive analytics.

queries.

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EFFICIENCY IS LIVE. 250% improvement in data compression.

200% increase in productivity with scheduled data loads.

80% reduction in backup and restore time.

With SAP HANA, you’ll never waste a cent, a moment or an opportunity. Run live. Run simple. sap.com/ITlive

©2017 SAP SE. All rights reserved. Results based on specific system configurations. Customer results may vary.

®


internet of things

sap a f rica

A critical driver for Africa’s future iot

Some key ways the internet of things can transform the way we live, move, work and play in the cities of tomorrow

I

oT is expected to become a $1.46 trillion market by 2020. This innovation will have a positive influence across all sectors, but especially in the provision of public healthcare, transport and security in the world’s cities. According to the United Nations, as much as 66% of the global population is expected to live in urban areas by 2050. This means that cities will face many challenges, mostly centred around having to leverage limited resources to deal with a growing influx of people needing services.

Reimagining the ways cities work with IoT When it comes to the mega cities of the future, only those that are serious about

be able to respond in real time to innovation will be successful: these emergencies and natural disasters are the ones willing to reimagine such as flooding. The biggest their operations with citizens in mind. challenge is the capacity to integrate Their success will rely heavily on technology into cities’ services collaboration with small businesses, models, as the process requires an service providers and citizens to make innovative technology platform with service delivery work the ability to work in a new way. with multiple data African cities, in sources across all Connectivity and data particular, stand to services and also analysis will help cities and provide realbenefit immensely from IoT – especially governments provide more time insights. with the high quality Cities, need and speed that to capitalise on efficient services comes with network these innovation connectivity and opportunities by infrastructure. The escalation in identifying solutions and planning urbanisation and climate change has better for natural disasters and put pressure on cities’ management; emergencies. Connectivity and data they require speed and agility to analysis will play an increasingly connect 2017

23


internet of things

sap afr ica

152 000

smart devices will connect to the internet every minute in 2025

100 GB

the amount of data generated by a Ford GT per hour

critical role in helping cities and governments to provide more efficient and effective healthcare, transport and security services using real-time, high-analytics technology platforms such as SAP S4/HANA.

Solving traffic problems with an IoT mindset Public transport is one of the major challenges facing modern urban centres. Navigant Research predicts that from 2025 onward, public transportation itself will become more of an on-demand service, which will use buses much more efficiently. An IDC report illustrates that there will be 152 000 smart devices connecting

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80 bn

Number of devices connected to the internet by 2025

to the internet every minute in 2025 – indicating that the future of cities will be heavily influenced by the level of smart and innovative technologies they use. Additionally, a more citizencentric business model for service delivery can help alleviate problems such as traffic congestion, unsafe communities and shortages of healthcare facilities that currently face most cities. Citizens need tangible outcomes, enjoyable experiences and more personalised services. This is what will capture the hearts of many citizens across the continent. It is clear that IoT is critical for cities to become smarter and

180 zb*

The amount of digital data to be created worldwide by 2025 *1 ZB (zettabyte) is approximately 1 billion terabytes

run more efficiently with better managed traffic flow, open lines of engagement between cities and citizens, greater safety in communities and amplified use of digital devices for all services across all municipal departments. In this age of innovation, cities are urged to think differently, have a clear vision of the city’s future and a roadmap to get there. IoT - like other innovative technologies presents cities with exciting fresh methodologies and real-time insights on finding new ways to connect, manage their operations better and provide real value to citizens.


Corporate and Investment Banking When we partner with purpose, we all prosper.

Authorised Financial Services Provider Registered Credit Provider Reg No NCRCP7


finance

a b sa

Unlocking shared growth Our Western Cape regional office, through the investment in our new premises in Century City, speaks to Absa’s continued commitment to the region. Absa has consolidated its 14 Western Cape offices into one centrally located regional office, which facilitates better collaboration between our various business units to take client service and solutions development to the next level. The new office also offers a more professional environment for client meetings and even allows clients to use dedicated spaces for their own meetings. Bringing everything under one roof further helps to create a dynamic, agile environment that stimulates internal creativity and productivity.” Doug Walker, Managing Executive, Western Cape

By embracing a philosophy of shared value, Absa is seeking to apply its substantial resources more deliberately – both assets and expertise – to unlock solutions to social challenges through innovative products, services and partnerships. This is Shared Growth.

A

bsa, a member of Barclays Africa Group Limited, is leading a shift away from traditional grant-making and corporate responsibility programmes, towards an integrated approach that delivers both shareholder and

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social returns. It is about moving beyond the traditional, narrow approach that focuses on maximising short-term financial performance towards shared value creation. Because so much of South Africa’s potential remains untapped and limited by social challenges, strategically tackling those challenges will unlock substantial new growth opportunities. Absa is committed to ensuring that every business decision made not only contributes to the bottom

line, but also improves the lives of the communities in which the bank operates. Healthy economies need strong banks to drive economic growth and social progress and, as a business, the bank has an opportunity to play a pivotal role in fostering innovation and facilitating inclusive shared growth for current and future generations. By tackling social challenges through commercial business models, the bank is able to offer self-sustaining and scalable solutions that increase access to employment opportunities through skill building as well as


finance

a b sa

Standing tall Absa’s Cape Town head office

access to quality education, support university. It is also middle”, reaching to small and medium enterprises relevant for those approximately 550 (SMEs) that help grow the economy, who are already in students. These are and the provision of wider, more the workplace so students who either convenient access to appropriate they can sharpen have a shortfall financial services in its communities. their skills and on their National The Shared Growth strategy is, advance their careers. Student Financial Aid therefore, focused on three interlinked Once young people Scheme (NSFAS) funding themes where the bank can have have completed the or whose parents can the greatest impact: education and curriculum, they only afford a portion skills, enterprise development, and receive a certificate of number of students who of their student fees. financial inclusion. participation. R26 million was invested participated in each of two three-hour ReadyThe bank engages and works with In the Western Cape, a in university research and toWork sessions like-minded partners in business, number of ReadytoWork capacity building. government, academia and the awareness programmes Over and above this, non-profit sector to leverage their have taken place at an additional R57 expertise and blended resources. TVETs, schools and million was contributed Forging strong public-private universities, including towards the settlement Absa’s 2016 assistance partnerships is key to creating shared Northlink College of the 2016 student to universities value that can deliver maximum campuses, South Cape debt for approximately impact and reach the greatest number College and the Cape 1 450 students at seven of people across the country. Peninsula University. universities across As part of this, the bank has The purpose of South Africa, committed to investing R1.4 billion the awareness bringing Absa’s over the next three years to support campaigns is total contribution education and skills development to encourage to student tuition across Africa. A number of initiatives students for the year to have been implemented in support of and budding R80 million, and this, one being ReadytoWork. entrepreneurs R106 million in ReadytoWork, the bank’s panto register for total assistance African employability initiative, ReadytoWork and to universities. was launched in 2015 and aims to complete the curriculum In support of access to upskill young people who are setting on absa.co.za/readytowork. opportunities for employment out to find employment or create As part of this, Absa was approached or entrepreneurship, the City of Cape self-employment. Focusing on work, by the City of Cape Town to launch Town, Western Cape Government people, money and entrepreneurial ReadytoWork at the Youth Career and Absa embarked on an extended skills, this free Expo held on 14 May business skills training process for online and 2016. Many schools, 1 000 emerging entrepreneurs in June face-to-face including those from 2016. A partnership with the Centre Absa has committed to training initiative Gugulethu, Mitchells of Entrepreneurship at the University provides learning investing R1.4 billion over Plain, Khayelitsha, De of the Western Cape is another way in material to help and Ocean View, which business skills training is made the next three years to Noon young people attended. In excess available to budding entrepreneurs improve the soft of 1 000 students across the city. support education and skills needed participated in each Among its portfolio of sponsorships skills development to effectively of two three-hour in the Western Cape, Absa transition from ReadytoWork sessions. endeavours to expand the impact education into the In 2016, as part of of the commercial value linked to world of work. In 2016, 198 000 young its education and skills commitment, these investments. One example people registered were being trained Absa invested R49 million primarily in is Absa’s investment in South across Africa, with over 144 000 based historically previously disadvantaged African extra virgin olive oils which in South Africa. universities in South Africa. has also resulted in a promising The curriculum is aimed at young R23 million was allocated for tuition supply chain to top retailers, people in high school, college and fees for what is termed the “missing including Woolworths.

1 000

R106 m

connect 2017

27


finance

a b sa

By Phakamani Hadebe

Head: Client, Corporate and Investment Banking, Absa

the organisation. Absa’s understanding of client-centricity is the ability to get ahead and stay ahead by giving long-term value to, and getting longterm value from, clients in a way that makes it difficult for others to catch up. This is premised on shared value principles. It is about helping our clients achieve their ambitions. To do this, we see our relationship with our clients as being more than a bank-client relationship – we become a trusted partner. In today’s environment, becoming client-centric is not just a feel-good mantra. It is a core business requirement. As a bank and trusted partner, it is incumbent on us to operate at our full potential to deliver simpler, quicker, cheaper and real-time banking and solutions for our clients. These solutions must put the clients first and solve the

client-centricity

C

lients’ expectations and behaviours have changed dramatically over the past decade. Organisations are now not only expected to meet clients’ needs and expectations consistently at every interaction, but also to understand client ecosystems so that they can provide holistic solutions. The ability to deliver this depends on the extent to which client-centricity is embedded within every single person in

B y KeaObaka Mahuma Head: Enterprise and Supply Chain Development, Corporate and Investment Banking, Absa

economic growth and contribute towards job creation. Without the necessary interventions, however, SMEs face numerous challenges that will limit their chances of success. These challenges include: • a ccess to markets for products and services • a ccess to finance • limited or no capacity. While it may not be possible for corporates to solve all challenges, there exists an opportunity for them, together with partners, to provide solutions that will address some of the challenges alluded to above.

procurement spend to SMEs in their local communities. For example, in many countries, the public sector specifically allocates and ring-fences up to 30% of procurement spend towards SMEs. On the other hand, SMEs on the portal, corporates often raise concerns about procuring goods and services from SMEs. These concerns include corporate buyers difficulty in finding procurement-ready SMEs, the inability of many SMEs to meet the high quality standards corporate procurement opportunities made of goods and services available per month Access to markets expected, and limited for SMEs products technical depth and and services capacity of SMEs to deliver goods and Without access to markets for their services consistently and sustainably. products and services, it would be From a Barclays Africa perspective, we difficult for SMEs to build sustainable have invested in a technology partner businesses. Corporates can play an who has built a procurement platform important role in facilitating access for our corporate clients. This platform to markets by making conscious effectively matches corporate buyers decisions to allocate portions of their with SMEs. There are over 55 000 SMEs

driving SME growth through supply chain development

O

pening up opportunities for SMEs to access corporate supply chains is one of the most efficient and effective ways in which established corporates can contribute towards sustainable entrepreneurship in Africa. According to the International Finance Corporation, formal SMEs in developing countries contribute up to 45% of employment and up to 33% of GDP. In contrast, SMEs in developed countries contribute nearly 64% to GDP and 62% to employment – indicating the potential of SMEs in developing countries to grow and stimulate

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banking, payment and investment issues they face on a daily basis, as well as increase the prosperity of their entire ecosystem to drive mutual economic and social growth in their communities. As a bank with a significant African footprint, we have a responsibility to make a difference; to not only do well, but to do good. Equally, our clients have a responsibility to make a difference – a brand imperative to deliver positive impact. What differentiates us from our competitors is that we understand our clients’ entire ecosystems and the communities they impact. We interact with clients and dissect their business strategies, immerse ourselves in their cultural and social issues, and identify gaps within their businesses. In identifying gaps, we offer consultancy expertise beyond financial services, minimising clients’ external consultancy costs.

55 000 4 500

R2.5 bn


Share. Grow. Prosper.

Authorised Financial Services Provider Registered Credit Provider Reg No NCRCP7

Sharing. It’s the most powerful form of humanity. It is something we are taught before we can even walk. Because in sharing lies positive growth for all. The chance to prosper. To give and receive. It holds the promise of a strengthened society. It connects us and evolves us. From learning to getting people ready to work. From dreaming of careers to studying for them. From having fun to meeting responsibilities. It stimulates the innovators and inspires future leaders. Sharing is something we practice everyday. We listen, we care, we design, we add value, to your life and that of others. We empower small businesses to think big and big businesses to remember the small. There is a beginning to Shared Growth. But there is no end. And each time we share we know that some day, in some way, it will be shared again. When we share, we grow. When we grow, we all prosper.


finance

a b sa

on the portal, as well as more than 4 500 corporate buyers and over R2.5 billion of corporate procurement opportunities are made available per month.

clients on the basis that is described above. This enables us to partner with our corporate clients to develop and transform their supply A R165 million fund was set chains through Access to financing. aside to finance qualifying finance Furthermore, SMEs in our own supply chain we have just Many of the SMEs that corporates may recently set be looking to support aside a R165 through procurement spend may not million fund to finance qualifying SMEs have adequate track records, financial in our own supply chain. records, strong balance sheets, good Capacity building credit records or enough collateral to Capacity building refers to providing enable them to access traditional bank business development support, technical funding. These entities then end up and operational support, financial having to go to the informal markets and cashflow management training, to borrow at exorbitant rates, which general business management support, defeats the whole purpose of building mentoring, advisory services and sustainable SMEs. information to qualifying SMEs, enabling Barclays Africa has two initiatives them to grow and be sustainable. addressing this. Firstly, we have In our experience, it is unlikely that established an innovative fund to any single corporate can have all of the provide lending to SMEs that are in above capabilities internally to support the supply chains of our corporate



By Doug Walker

Managing Executive, Western Cape

projects advancing Shared Growth objectives

A

bsa’s Rise Africa, based in Woodstock, is an innovation hub where we welcome people from the fintech start-up community. We want to collaborate with start-ups and people in the fintech community in our search for ways to provide Absa with solutions that ensure we remain relevant going forward. This is why we created Rise Africa, and did so in Cape Town, because this is where the global digital community is in Africa. We are especially interested in African solutions, specifically from an inclusive banking perspective in terms of giving the unbanked access across Africa – and technology is going to be able to provide that capability. We need new technologies that can break

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its SMEs. While it may be easy for the corporate to provide technical and operational support to their SMEs, it may be best for the corporate to partner with other external organisations to deliver an end-to-end solution. Through our Shared Growth strategy, Barclays Africa co-invests with our corporate clients and partners to develop supply chains through capacity building. We also have a network of enterprise development centres that the SMEs that supply goods and services to our corporate clients can access. Through their supply chains, corporates have a critical role to play in the acceleration of economic growth through SMEs. They should further be leveraging the capabilities of their partner networks to complement their own. In this way, corporates will be able to transform, diversify and develop their supply chains, and at the same time assist local markets in which they operate for the benefit of broader society.

the old paradigms and bring into the banking system those people who currently find it inaccessible due to cost and accessibility. This is why we’ve seen a growth in mobile wallets throughout Africa, but not banking. People feel more secure sending airtime around to each other and making payments than putting money in a bank. They find traditional banking expensive whereas mobile technology is more accessible and cheaper. Everything centres around accessibility and cost for this market, and that’s what Rise Africa is about. The Western Cape Government has a very clear agenda: to grow its economy and, more specifically, entrepreneurs and SMEs, in order to boost job creation. Formal big business corporates are unlikely to create more jobs going forward, as they are focused on changing their own operating models, which may have an advserse effect on job creation. We need to find solutions


Corporate and Investment Banking

Meet the most important people in our latest collaboration As partners of the Mother City we offer more than just a bank account, we offer the chance to create positive change for the businesses and people of Cape Town. From education to entrepreneurs, from small business to the sectors that make the Cape world-famous, we have initiatives that focus on the growth of our country – and we look forward to growing alongside the City of Cape Town.

When we partner with purpose, we all prosper.

Authorised Financial Services Provider Registered Credit Provider Reg No NCRCP7


finance

a b sa

where we can support and help grow small businesses, in the fintech community, in particular. The Western Cape Government has partnered with Absa in its drive to encourage growth in this sector. Absa has quite a big Technical Division based in Cape Town, another in Prague, and a small team in Johannesburg. Over the next two years, we will be growing the Cape Town team significantly because we are finding that this is where people want to be. Fintech is a digital community that’s collaborating, co-creating and constantly looking for solutions – and the City of Cape Town is behind it all. Absa, of course, is doing whatever we can to help. On a non-technical level, we have enterprise development programmes, which we are running with the city and province. With that said, the city is incredibly committed to public-private partnerships, and it is certainly putting its money where its mouth is. We, as a bank, embrace This is why we created and support Rise Africa and did so in Cape this through shared growth Town, because this is where development in the global digital community terms of getting people “ready for is in Africa work”, by assisting those who manage to get an education but don’t know how to get employed. And for those who can’t secure employment, we are teaching them to become entrepreneurs in their own communities. This forms quite an important part of what we’re doing. Absa needs to remain relevant to the city and the broader communities in which we operate. We’ve got to align to the city’s agenda and Absa’s Shared Growth strategy is at the core of it – helping businesses grow in communities. We realise that Absa is not sufficiently indexed as a bank in black African social and business communities and we are working to change this. We need to be relevant to all communities in Cape Town if we are going to sustain ourselves going forward. Playing a proactive partnership role with the city is extremely important to us. Absa will open enterprise development centres on the West Coast as we identify appropriate sites, so that we can partner with the city in terms of developing start-ups and providing a space where they can come together. As a bank, we don’t want a one-on-one relationship with a business; we want to foster an environment and an ecosystem where businesses can do business with each other, growing economic opportunity in the region.

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B y Bonisile Magewu

Head: SA Coastal Regions – Public Sector, Corporate and Investment Banking

more than a bank

W

e are very proud to be in partnership with the City of Cape Town which is one of our most valued clients. Our role is to be always proactive in providing the City with innovative and tailored solutions that will enable them to execute their mandate of service delivery efficiently and costeffectively. Our in-depth understanding of the City’s strategic priorities, which are detailed in the Integrated Development Programme (IDP) enables us to have a focused and realistic approach in all our initiatives. At Absa we believe that in order to add real value to our clients we need to be more than just a bank and this is one of the ways in which we differentiate ourselves in the market. Therefore we engage with the City on a regular basis to identify and execute a number of partnership initiatives of mutual interest. One such example is that of initiatives aimed at SMME development. The City is very committed to empowering its citizens with economic opportunities and we are vey proud to be a partner in that regard. Some of the benefits of our focused approach in public sector include: • s haring of best practices among fellow colleagues across the continent about successes and challenges that our similar clients experience. • i n-depth understanding of the legislative framework within which our clients, like the City, operate. These enable us to be more effective in our endeavors to be more than a bank. It is indeed our pride and privilege to be in partnership with the City in ensuring that our communities PROSPER.


finance By Clinton Clarke

and

Head: Client, SA Coastal Regions, Corporate and Investment Banking

bespoke solutions

A

bsa has been the banking partner to the City of Cape Town for well over 10 years. Our approach to public sector clients is to partner with them, and not in the sense of simply providing banking services. What differentiates our services is that Absa has a specialised public sector team that spends a great deal of time with our clients. This gives us unique insight into tailoring our offering, and developing bespoke solutions for them in a way that matches their specific requirements. With regard to projects specific to the City of Cape Town, the highlights of our partnership initiatives include the implementation of the Bus Rapid Transit system by providing an automated fare collection system as well as Merchant Services to facilitate card payments at municipal offices. To

MyCiti

I

n partnership with the city, Absa provides commuters with a card that they can use to load credits or money that they can then use for bus rides or to buy a few amenities at the city’s other partners, such as Pick’n Pay.

Card acquiring

In June 2016, Absa won the card-acquiring mandate for the city. All motor vehicle and licensing departments were fully fitted with Absa’s machines in July 2016 with cash offices following in 2017. This increases

a b sa

Ayanda Mfusi

R elationship Executive Coverage, Corporate and Investment Banking Africa

this end, Absa commends the City for putting its residents first by introducing this convenient and secure payment platform as there was huge demand from the community. Absa’s system will make it possible for residents to pay rates, taxes, etc., using a bank card at any municipal office. Absa’s Shared Growth initiative speaks to how we partner with our clients. For our business to be sustainable and to grow, we need to ensure that all the partners/ components of our broader banking ecosystem are also prosperous. As our partners grow, so do we. The two partnership initiatives mentioned above proved that our relationship extends beyond providing banking services. We engage at all levels and are committed to making the interaction between the City and the community more meaningful, which is why it’s been such a great partnership.

community convenience and will significantly enhance the existing processes of revenue collection by the municipality.

Enterprise and Supplier Development

The Department of Economic Development found its biggest challenge with suppliers to be that most do not know how to properly price tenders and complete the appropriate documentation. In partnering with the city and its suppliers, Absa’s enterprise and supplier development team was able to provide a half-day tendering workshop, which trained 400 SMEs in costing and documentation. connect 2 0 1 7

33


Conquering as one The Absa Cape Epic was borne from an unshakeable partnership based on a shared vision.

A

bsa has been the proud title sponsor of the Absa Cape Epic since 2006, and is thrilled to be part of an event that makes an impact in the lives of the teams who participate and the communities who benefit from the race. Strongly woven into the rich tapestry of the race is a partnership between the two groups and it is this deep-rooted relationship that has helped make the Absa Cape Epic what it is today. Over the years, Absa has introduced and supported various initiatives aimed at widening the appeal of the race. Programmes such as Epic Trippers give enthusiastic weekend warriors the opportunity to experience the world’s toughest mountain bike race. The Absa Pride (the collective name for all Absa-invited riders and clients participating in the Absa Cape Epic) places a focus on family involvement – an acknowledgement of the support structures needed to conquer the ultimate race. Absa’s ongoing support of the Diepsloot Mountain Bike Academy not only gives talented development riders the chance to showcase their

skills on a world stage but also provides passionate students with once-in-alifetime internship opportunities by fulfilling various roles over the course of the race.

Absa and the Absa Cape Epic 2006 Absa becomes the title sponsor of the Absa Cape Epic

renewed, taking its sponsorship of the race through to 2018

2007

The Absa African jersey for the highest placed all-African team is introduced

2014 Team Absa is replaced with Absa

Pride – the collective name for all Absainvited riders and clients taking part

2008 Team Absa, featuring

2015

celebrities and sports figures riding for charity, is introduced

2009 Doug Brown and Barti Bucher, riding for team Absa Masters, claim the Masters’ title for the second consecutive year

2010 Absa renews its contract with the

Absa Cape Epic, taking its sponsorship of the race through to 2013

2011

Nine current and former world champions take part in the Absa Cape Epic

2013 Induction of the Diepsloot

Mountain Bike Academy as Absa’s official CSI beneficiary

691 km 2x

distance covered

corporate procurement opportunities made available per month

34

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Absa introduces #ConquerAsOne, a celebration of teamwork and perseverance and a rallying cry to all riders to tackle the world’s toughest mountain bike race together

2016 A moment embodying

#ConquerAsOne is selected on each race day, with the winning team receiving a #ConquerAsOne Jersey to wear proudly in the following stage

2017 Absa’s Grand Finale hospitality

will host over 1 000 VIP guests in an area spanning over 1 000 m2

Absa Cape Epic in numbers

the height of Mount Everest climbed vertically by riders over the race

R2.5 bn

2013 Absa’s sponsorship is again


Go figure!

cape facts

Interesting facts about Cape Town.

300 millon years That’s how long ago Table Mountain’s flat top started developing, and it’s still evolving.

1

Cape Town is home to the one and only tobogganing track in Africa, aptly named Cool Runnings, after the film about Jamaica’s bobsled team.

1654

Asian immigration to the Cape started and slaves were brought in from Malaysia, encouraging the spread of the Islamic faith.

20

43

T he number of white and red grape cultivars grown across the Western Cape’s wine farming region.

The number of kramats in the Cape Peninsula, and an additional 4 in the city’s outer lying areas.

5 .9% According to the 2011 census, the Western Cape’s female population dominates.

1929 2 Jan

The date Cape Town celebrates Second New Year in the form of a parade of singing and dancing Kaapse Klopse minstrels. This tradition has its origins in the Cape Malay slaves who celebrated the new year on the only day they were offered leave from work each year.

The San and Khoekhoe were the first recorded people in the Cape.

90 000 km2  The size of the Cape Floral Kingdom, the smallest and richest recognised floral area on the planet.

The original Table Mountain cableway opened for business. The Queen of England, Elizabeth II, was among the passengers on the maiden ride.


insurance

c o n t in uit ysa

Ensuring success through resilience

The Western Cape’s long-term success as a business and government hub is dependent on the resilience and business continuity of suppliers in the region.

C ontinuitySA Cape Town site T hird-floor syndicated and pause area

Third-floor syndicated 12-seater boardroom

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he recent report released by the Institute of Directors in Southern Africa, ‘King IVTM’, once again highlights how important risk management and mitigation are to organisational sustainability. It re-emphasises the board’s responsibility for overseeing risk governance, and breaks new ground by highlighting the opportunities that risk may create. This dynamic view of risk heralds new opportunities for the Western Cape and the City of Cape Town, in particular, as they continue to strengthen their position as a prime location for business and government. As recent events have shown, the risk landscape is constantly shifting and mutating. Who would ever have guessed how much student agitation over fees would impact the ability of local business and government to continue functioning? In a similar vein, “normal” risks like weather, pandemics, and power and water outages are exacerbated by rolling service-delivery protests. An additional factor is increasingly clogged roads. At the primary level, then, it is critical that businesses and government entities in the area have not only the capability to identify and


Fourth-floor canteen

mitigate risk, but also to build overall resilience to cope with risks that may materialise unexpectedly. As the global business and sociopolitical environment has become riskier and more difficult to predict, the discipline of business continuity has become more sophisticated. A formal set of methodologies and best practices has been developed globally, the most important of which are the ISO 22301 standard and the Business Continuity Institute’s Good Practice Guidelines. Many leading companies and government organisations have seen the benefit of partnering with a specialist business continuity provider who can not only provide them with the technology and infrastructure they need, but also the skilled personnel to provide advice. Mature business continuity service providers also offer business continuity as an outsourced service. Increasingly, organisations are electing the cost-effective outsourced route because business continuity falls squarely into the category of missioncritical but non-core activities. This approach also means that organisations purchase peace of mind as a monthly expense, rather than assuming the capital and management costs of setting up their own business continuity capability, which would include an alternative data centre and fully equipped and connected office and/or call centre space.

Opportunity, the flipside of risk ContinuitySA has recently commissioned a 5 200 m2 facility in the upmarket Willowbridge office park, just off the N1 in Tyger Valley. Several leading network providers terminate there, ensuring true latency, and it is fully equipped with the latest ICT and office equipment. “Our flagship facility is a good example of how risk can create opportunity,” says Bruckner de Villiers, general manager: Western Cape, ContinuitySA. “Because our site is situated just outside the Cape Town CBD on a good route, some clients are starting to use their emergency capabilities to provide alternative office space. Some use the facilities to avoid rush-hour traffic, and commute to their real offices when the traffic has subsided. Others are seeing the

Why Continuit ySA? Comprehensive portfolio of end-to-end services The company

provides a range of hosted, availability, network and standby solutions, backed up by strong enterprise resilience advisory services.

Experience For close on three decades, the company has provided organisations

in many sectors with tailored business continuity solutions. ContinuitySA has also built seven customised recovery sites, performed hundreds of risk assessments and business impact analyses, developed many viable recovery strategies and solutions, and written the supporting business, incident and IT continuity plans.

The right resources and facilities The company is proud to have some of the country’s leading business continuity practitioners on its staff. Its people are backed up by a network of world-class facilities, offering a total of 15 000 m2 of space, with disaster recovery centres in Gauteng (Midrand and Randburg), Cape Town, Botswana, Mozambique, Mauritius and Kenya. Methodologies and frameworks in a process context ContinuitySA has distilled its years of experience into reusable frameworks, methodologies and toolsets to reduce risk and ensure standard, consistent engagements in line with best practice. Most importantly, the company understands that business continuity is a process rather than an event, and invests the requisite time to build an ongoing relationship with clients.

Professional affiliations and standing The company subscribes to the highest international standards and is a Gold Partner of the Business Continuity Institute. More than 40% of the members and associates of the Business Continuity Institute working in South Africa are employed by ContinuitySA. The company was inducted into the Business Continuity Institute’s Hall of Fame in 2016 for winning the Business Continuity Provider of the Year award for three years running. Training The company ensures that its people have the right skills and offer a

one-day IT Continuity® Programme and five-day Complete Continuity® Practitioner Programme. It also offers ISO 22301 Lead Implementer courses.

Corporate social responsibility ContinuitySA is a Level 4 BBBEE contributor. The company’s current corporate social investment is focused on education. benefit of locating at least some staff permanently there, acquiring highly resilient office space. When the CBD is shut down by traffic or protest action, they are unaffected.” ContinuitySA has developed an integrated, client-centric approach to building corporate resilience through business continuity based on global standards. The company’s proven approach is technology- and vendor-agnostic, and has been leading the way for more than two decades.

ContinuitySA is the market leader in business continuity management in Africa, making it the partner of choice for corporate and public sector organisations serious about not letting risk put them out of business.

www.continuitysa.com connect 2017

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s o c i a l d eve lopme nt

A better city for all An attractive financial report constitutes a wellrun city but is also about developing and uplifting citizens. As such, the City of Cape Town has placed significant emphasis on developing its children, youth, women, disabled and street people to personify one of its strategic pillars of being a “caring city”.

P

scychologists agree: a solid foundation for early childhood development plays a big role in raising a responsible, well-rounded adult. Acknowledging the importance of early childhood development (ECD), the City of Cape Town has identified the critical period in a child’s life – from birth to six years – and has programmes in place to offer quality ECD services. The city will run programmes aimed at: • impact- and outcomes-based research for the ECD programme •o  ngoing research on registered and unregistered ECDs • a wareness raising •o  rganisational development •e  ntrepreneurial training and development • increased access to educational support materials • improvement of child safety • improvement of curriculum development • increased awareness of child wellness and nutritional needs • improvement of practice standards, including supporting existing community-based ECD forums

The city, alongside provincial and national government, is committed to protecting all vulnerable children in the city

to make them more effective and sustainable • increased access to credible ECD services in informal settlements •m  inimising the challenges faced by children with special needs. There are currently many ECD facilities operating within the city’s boundaries that remain unregistered, as they are unable to fully comply with the land use management, health, safety and educational requirements of the Children’s Act (No. 38 of 2005). Through joint initiatives, the city – in collaboration with the Western Cape Department of Social Development – will embark on ECD registration drives to guide unregistered ECD centres. The city will also construct ECD centres and renovate current city-owned facilities that are being used solely for ECD services into fully fledged ECD centres. Furthermore, the city, alongside provincial and national government, is committed to the protection of all vulnerable children living in Cape Town. All city officials are equipped with the knowledge, skills and tools necessary to initiate and deliver equitable, appropriate and timeous services.

All people matter Apart from ECD, a key objective of the city is to reduce the number of its citizens living on the streets. It seeks to achieve this through the implementation of its Street People Programme. The programme is aimed at developing and implementing projects to effectively reduce the number of people living, sleeping and surviving on the streets, and ensuring that street people are given the necessary development assistance to achieve reintegration into society, accommodation and employment. The programme entails the following key projects and interventions: • impact- and outcomes-based research for the Street People Programme • compilation of a street people database by completing an enumeration every two to three years • rehabilitation and community reintegration of people living, sleeping


80

substance abuse projects were implemented in 2014/15

and surviving on the streets • focused, proactive activities aimed at youth and adults at risk, including aftercare services for youth at risk in communities of origin, and assistance for parents of youth at risk • monitoring and assessment of individuals reintegrated with their communities of origin • providing a seamless interaction between reintegration and follow-up services via a Reintegration Unit • providing a complete assessment of general physical and mental health, including aptitude tests to ensure appropriate skills training • providing detoxification programmes • a winter readiness programme • implementation of the Give Responsibly campaign to encourage tourists and the general public not to give handouts to persons begging on the street, but rather to give responsibly through the various official mechanisms that the city and its partners have put in place • facilitating access to possible job opportunities • establishment and support to existing local networks of care • creating safe nodes, in the form of overnight accommodation, for street people to utilise.

Guiding the youth The future of South Africa lies in the capability of its youth – our future leaders. The city is committed to the development of its youth and recognises the important role they play in society. Not only are youth unemployment levels high, but substance abuse, particularly drug abuse, by young Capetonians is on the increase. In order to facilitate youth development and support, the city will improve its capacity to deliver on its various programmes. Some of the

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persons with disabilities were trained in work skills and placed in work opportunities during 2014/15. This increased to 50 by December 2015

major youth programmes that will be implemented include skills development, awareness of risks such as HIV, youth involvement in public participation, and IT development solutions, among others.

920

youth were trained in life skills during 2014/15. By December 2015, a further 339 were trained. During 2014/15, 334 youth were trained in work and employment readiness skills. By December 2015, a further 135 were trained

• celebrating commemorative days for persons with disabilities.

People living with disabilities

Women empowerment

The city focuses on awareness-raising initiatives concerning disabilities, in order to break down the barriers and promote and foster social integration and opportunities for persons with disabilities. The city’s disability programmes are aimed at the following: • c onducting impact- and outcomesbased research for the vulnerable groups programme •u  sing drama performances to raise awareness and enhance people’s understanding of disability, the rights of persons with disabilities, and the importance of inclusion •p  roviding livelihood training

By creating an enabling environment that celebrates women rising above adversity, the city seeks to raise awareness of domestic and genderbased violence, as well as the support services on offer to both women and men. The following programmes are provided in collaboration with numerous partner organisations: • Women’s Day events celebrating women rising above adversity • training to create greater awareness of domestic and gender-based violence • fatherhood training programmes • a door-to-door awareness programme on domestic and genderbased violence.

The golden years The city’s programmes for seniors are designed to raise

awareness of vulnerable older persons in our communities. The vulnerable groups programme of the Social Development and Early Childhood Development Directorate focuses, inter alia, on programmes for older persons, with the objective of raising awareness of the services available to them, and promoting healthy living and active ageing

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p u bl ic health

A huge gap exists between private and public healthcare, with the underfunded latter primarily aimed at lower-income households. The City of Cape Town’s approach to public healthcare focuses on HIV/Aids, TB and substance abuse.

Caring for the people

C

linic health services are • TB control the responsibility of each • substance abuse prevention province’s Department and treatment. of Health, as stated in the A key concern across all subdistricts National Health Act (No. 61 of 2003). The has been the long waiting times at Constitution, however, makes provision municipal clinics. This, and the general for these services to be assigned to local quality of services offered by these government via mutual agreement. clinics, will be addressed by: Therefore, City Health continues to • ensuring that all staff, especially render these services under a servicefrontline staff, are trained in customer level agreement with the department. care and diversity management Services include: • ensuring that all staff members • women and child health services, are identifiable including preventive, promotional and • monitoring of, and early intervention curative services, e.g. family planning, in, absenteeism immunisation, • educating clients treating sick about complaint children procedures A key concern across all • prevention • prioritising infection subdistricts has been and treatment control and cleanliness of HIV/Aids the long waiting times at • setting standards and sexually for quality municipal clinics transmitted • ensuring policy diseases implementation

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• ensuring quarterly supervisory visits by the heads of personal primary healthcare and programmes •u  nannounced visits by senior management, who will also interact with clinic visitors. Environmental Health will act timeously when complaints are received, and will respond to these within set norms and standards. This will be achieved by entrenching the use of the C3 notification system: referring complaints to relevant departments, and tracking whether complaints have been addressed.

Collective efforts The city is faced with an increasing burden of disease, creating a greater demand for health services that require budgetary provision. Multisector action teams are operational in each of the eight health subdistricts. These bring together all the local stakeholders


involved in HIV/Aids and TB NGOs, community-based organisations, local business, faith-based organisations, local officials, councillors and subcouncil managers to develop and drive a coordinated plan that addresses local needs. The Global Fund communitybased response programme, which funds qualifying NGOs, will continue to be administered by the city. The city’s HIV/ Aids and TB Coordinating Committee, chaired by the Mayco member for Health, coordinates the multisector response. Every quarter, the committee brings together representatives of relevant directorates and the multisector action teams, as well as other community representatives.

HIV/Aids strategy The overall HIV prevalence in Cape Town appears to be stabilising, though at quite a high level, which means that the HIV/ Aids epidemic continues to be one of the major challenges facing the city. South Africa has the largest HIV/ Aids burden globally. In 2012, the infected population comprised 5.6 million people. The South African 2013 national antenatal HIV survey estimated the HIV prevalence for the Western Cape at 17.1% of the total population. The 2013 antenatal survey showed a 19.7% HIV prevalence for Cape Town. The increase in prevalence rates between 2009 and 2011 is attributed to the large numbers of people receiving ART, which enables them to live longer with the virus, thereby increasing the total number of people living with HIV. Since the 2013 prevalence rate is lower than the 2011 rate and closer to the 2010 rate, this suggests a stabilisation in the prevalence. The strategy for HIV/Aids involves strengthening the prevention, treatment and care components. There is already a strong emphasis on condom distribution. According to the District Health Barometer, Cape Town has the highest coverage of all South African districts in this regard. Another key focus area is increasing HIV testing at clinic and non-medical sites, including using the advise, consent, test and support (ACTS) provider-initiated testing model. This model is also adopted during outreach interventions as part of the ongoing Get Tested campaign. HIV testing has an important role to play in prevention, as well as being the entry point to general

Great idea!

The Cape Health Technology Park Aim To establish a health technology hub, accommodating firms, government and academia in the healthcare industry

spin-offs such as improved capacity, economic growth, and increased regional and country competitiveness

Reason To share services and knowledge, to reduce costs in the industry with the aim of producing health-related technological innovations (new firms, intellectual property, products and services), as well as to generate

Location Pinelands Partnerships Western Cape Department of Economic Development and Tourism, the Biovac Institute and Disa Vascular

as a major problem, and recognises HIV care and, when the need exists, that the municipality, in conjunction ARV treatment. The number of facilities with other spheres of government and providing a nurse-driven ARV service the community, has a role to play in (24 as at September 2012) will continue addressing this. Eight City of Cape Town to increase, as will the number of Cape Alcohol and Drug Action Town residents receiving  Historic Healthcare Committee (CTADAC) ARV treatment. Groote Schuur Hospital subcommittees will be Tackling TB formed and will meet on TB incidence per 100 000 a monthly basis. These of the city’s population sub-committees will was fairly stable provide broad at below 900 stakeholder annually representation, between 2003 as stipulated in and 2009. the legislative However, framework. Each between 2009 subcommittee and 2014, will develop TB incidence appropriate and started to show culturally adaptive a downward trend, local-area strategies decreasing from 877 to to address alcohol and 631 incidences per 100 000 other drug supply and of the population. demand reduction. The One of the city’s objectives CTADAC will pursue a in terms of access to process of engagement primary healthcare includes with other spheres of The City of Cape Town improving TB prevention government, NGOs and the delivers primary healthand cure, reducing maternal, private sector. care clinic services via infant and child mortality, The ambitious aims and reducing injury, of the strategy, and its accidents and violence. complexity in terms of the This is supported by the reliance on interdirectorate, clinics city’s implementation of interdepartmental and women and child health intergovernmental services, such as preventive, cooperation and promotional and curative collaboration with external community services and TB control; stakeholders, necessitate health centres attempts to establish a law consideration of a broad enforcement as well as a fire number of assumptions and rescue reserve member and the clear identification service; and enhanced speed of risk conditions. There satellite clinics enforcement capacity. are currently out-patient substance abuse treatment Substance abuse centres at the Tafelsig, Table Additionally, the city has View, Delft South as well as identified substance abuse Town 2 clinics. mobile clinics

Did you know?

82 5

22 10

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C o m m u nit y S af e t y

To serve and protect

The smart way

T

o optimise Cape Town’s reputation as a safe city, five key objectives have been identified: Objective 2.1: Expand staff and capital resources in policing departments and emergency services to provide improved services to all, especially the most vulnerable communities. Objective 2.2: Resource departments in pursuit of optimum operational functionality.

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Responding to crime is more than a law enforcement function. It includes positive action on the whole spectrum of development challenges facing the residents of Cape Town. Here’s how the city is using technology and intelligent policing in its fight against crime.

Objective 2.3: Enhance informationdriven policing with improved information-gathering capacity and functional specialisation. Objective 2.4: Improve efficiency of policing and emergency staff through effective training. Objective 2.5: Improve safety and security through partnerships. In line with Objective 2.1, the city aims to bring staffing levels in the

Fire and Rescue Service in line with the SANS 0090 guidelines. It will also move towards aligning with the staffing objectives of the Metro Police, established in 2001. Its externally funded policing programme was launched in 2008, and enables the private sector to secure the dedicated services of members of the city’s policing departments for specific areas. It is expected that the initiative will grow steadily during the new financial year (2016/17). Matters that will be addressed in support of this programme include exploring innovative ways to make the programme more attractive for


potential sponsors – while significantly contributing to the safety of the city’s residents and visitors – and growing the city’s law enforcement capacity.

Training Capacity expansion of the city’s training colleges includes expanding the staff capacity of Epping Fire and Observatory Metro Police training colleges, maintaining the accreditation of these training colleges, and expanding the range and quality of training college courses and facilities. The additional human resources yielded by these training colleges will be required for new initiatives, including the following: • implementation of a training programme for law enforcement reservists • repurposing Metro Police staff in support of the NSO communityoriented policing strategy • implementation of the directorate’s Wellness and Fitness Policy • introduction of a training programme on problem-oriented crime prevention. A policy is also being developed for the introduction of a youth academy for the city’s three policing departments. This initiative will be delivered by means of two models: a police camp programme and a school resource officer programme. The main objectives of these programmes will be to improve school safety and foster an interest

in, and understanding of, the law enforcement profession among learners. The police camp programme will be a week-long programme delivered at Metro Police facilities during school holidays, and will present learners with an opportunity to experience what it is like to be a police officer. The school resource officer programme will be delivered in schools by specially trained Metro Police members. The initiative will be implemented in close cooperation with the provincial departments of Education, Community Safety, and Cultural Affairs and Sport. The American State Department also indicated its willingness to provide expert guidance to the city during the initial phase.

What is VPUU?

Violence Prevention through Urban Upgrading (VPUU) is a multilateral collaboration between the City of Cape Town, Western Cape Province, KfW, National Treasury, a number of NGOs, and the residents of a specific geographic area. VPUU aims to prevent violence in these areas and, consequently, to improve the quality of life of the residents. The goals include a general increase in the safety of the beneficiary population, upgrades to neighbourhood facilities, and economic and community development. By December 2015, the following has been upgraded through the VPUU programme: • Renovation of the Solomon Mahlongu Hall • Training of Neighbourhood Watch members and Community Policing Forum executive committees

Disaster management The Disaster Risk Management Centre will continue to increase the number of fire warden and emergency coordinator programmes provided for commerce and industry. It will also continue to present events safety courses for event organisers and emergency services personnel. Additionally, the centre will continue to increase the number of public awareness and preparedness sessions it conducts with at-risk communities in informal settlements. These sessions aim to raise awareness regarding the hazards of fires and floods, climate change, etc. This initiative will also entail the development of risk-specific

pamphlets for distribution among identified communities, as well as industrial theatre performances on specific themes relating to identified risks. Such interventions will contribute significantly to positive behavioural change towards conforming to risk reduction initiatives, which could result in a decrease in the number of fire and other lifethreatening incidents.

Cutting-Edge Plans For Effective Policing ISERMS

The integrated spatially enabled response management system (ISERMS) will enable the Metro Police Department to coordinate its activities more efficiently. The overall objective of this initiative is to create an integrated information management system that can effectively contribute to law enforcement management. The system will enable management to monitor the city’s policing resources in real time.

High-Tech Patrol Vehicles

The introduction of advanced technology for patrol vehicles is currently being investigated, and it is the city’s intention to introduce this technology in all three of its policing departments over the next five years. This technology will include an in-car camera system that will allow for the recording of offences, an automated number plate recognition system, and a speed-over-distance system that will allow for mobile speed testing.

Gunshot Location

Technology that can pinpoint the location of a gunshot has been introduced in a number of American cities in recent years, with remarkable results. The city will investigate the feasibility of this system for use in Cape Town. The system provides real-time data that enables an intelligent police response, increases positive community engagement with police, and improves investigation and forensic analysis.

Neighbourhood Directing

Experimenting with operational strategies and crime prevention concepts. The Dutch police’s concept of “neighbourhood directing” is the ideal implementation model for the philosophy of problem-oriented policing. Officials are encouraged to identify problems that lead to crime and disorder, work closely with communities and other stakeholders to discover the root causes and, ultimately, develop and implement solutions.

Urban Design

Crime prevention through environmental design (CPTED) principles are already employed in the city’s VPUU programme in Khayelitsha, and guidelines for the implementation thereof have been developed. However, such principles and practices need to be institutionalised in the city, and a policy that will govern the implementation of safety design guidelines will accordingly be developed during the next five years. connect 2017

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h u m a n se t tle me nts

Building the city, In an effort to become a caring city, Cape Town is committed to building a desirable and sustainable environment where everyone feels at home.

 B o-Kaap

The famous colourful homes

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w

ith its vast coastline, spectacular mountain views and trendy city centre, Cape Town does not fall short of prime property. But the City of Cape Town still faces a huge challenge – formalising its informal housing sector. For families of low-income households, a sustainable integrated approach to human settlements is perhaps the best way forward. In light of this, the city will assess the possible sale or transfer of rental stock to clearly identified beneficiaries, according to the National Housing Codes. The city is committed to upgrading informal settlements in different parts of Cape Town. Its five-year housing plan – 2012 to 2017 – sets out a host of strategies for upgrading the living conditions of people in informal settlements. But when it comes to urban restructuring, electricity, water, sanitation and refuse are not the only factors to consider; a good location


Housing 32 000 Housing opportunities provided from 2012/13 to 2014/15, by the City of Cape Town

As at 1 April 2014

8 000

historic title deeds registered in the preceding two years

5 253

title deeds registered for new projects

7 661

title deeds in process of registration

R700 m

Approximately what the city has spent for an initial five-year programme to undertake major refurbishment and upgrades of its rental stock

one house at a time and links to services such as public transport, healthcare and recreational facilities are equally important. However, as large areas of privately owned land in Cape Town are limited, and the scarcity of such open land has had the effect of inflating land prices. The city will continue to engage private landowners where such land is suitably located, and aims to secure a further 150 ha to 300 ha in the coming five years.

Innovative housing programme The mandate of the Human Settlements Coordination Project was to develop an Integrated Human Settlements Framework (IHSF) for Cape Town, which outlines short- and long-term housing options for the city. The IHSF is currently being fleshed out for purposes of implementation. By 2032, another 428 000 households will have been added to the number above due to in-migration and population growth. Assuming that all

convert leasehold titles transfer to freehold titles; the state attorney’s office has requested the opening of a township register for all former African townships, where the leasehold tenants will become deedholders. This process is under way and will result in significant transfers. Many low-income families who bought their properties before 1994 funded these through loans, as per government policy at the time. Since the houses at the time were not free, owners were required to repay the loan value in instalments. Effectively, the state served as banker and issued these loans, but also retained the title deeds. Approximately 2 400 such servicedsite plots are still to be finalised in Cape Town, and 4 500 houses remain registered in the name of the National Housing Board. The Western Cape province has passed a policy to ensure that, in future projects, all title deeds are delivered immediately upon project completion. National government

has established a task team, provided funding and created a forum with estate agents to address the issue of outstanding title deeds. Council, in turn, is drafting a policy to guide the rectification programme, and has signed a cooperation and financing agreement with the Free Market Foundation, which has freehold tenure as its mission.

A new structure As part of the strategic changes to its functional and managerial structure, the city’s Human Settlements Directorate has restructured its New Housing Department and created a Development and Delivery Department, incorporating units that address community and project facilitation, implementation, land reform, technical services and implementation. This will enable the city to fast-track a range of housing projects that will deliver serviced sites, with and without top structures, social and gap housing, as well as planned non-residential connect 2017

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FS-Systems was established in 1971 and has a wealth of experience in the installation, management and maintenance of electronic life safety systems. Our team understands the City’s legislative requirements around life safety systems and we commit to working with the City to ensure compliance one building at a time. FS-Systems, FS-Systems, FS-Systems, aaa leading leading leadingAfrican African African systems systems systems integrator, integrator, integrator, delivers delivers delivers end-to-end end-to-end end-to-end life life life safety safety safetyand and and electronic electronic electronic security security securitysolu8ons solu8ons solu8ons across across across Sub-Sahara Sub-Sahara Sub-SaharaAfrica. Africa. Africa.

A S A F E R C ITY

On 12th October 2016 FS Systems (PTY) LTD was awarded a three year Term Tender for the Installation and Maintenance of Fire Alarm and Audible Emergency C C CO O OFacilities. N N NTA TA TAC C CTTT U U USSS Evacuation Systems for all City of Cape Town

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Census According to the statistics, in 2011,

Upgrade of informal settlements The city has embarked on a strategic plan to improve the living environment of families in its 204 informal settlement areas. The following objectives form part of this strategy: • Optimising land availability through the reblocking process • Improving service delivery • Security of tenure • Establishing development partnerships • Participative planning • Partnership-driven coordination • Communication

erven for social and economic opportunities. The city will also ensure that beneficiaries for the various housing projects are selected in terms of its revised Allocation Policy: Housing Opportunities.

Affordable housing Gap housing refers to houses that are provided to households earning between R3 501 and R15 000 per month, which are not provided for by the private sector or the state The Human Settlements Directorate recognises the critical importance of supplying houses within this price range for the proper functioning of the overall residential housing market. In this spirit, the city has undertaken the sale of serviced plots at reduced prices to enable buyers to build their own homes on a piecemeal basis via access to short-term loans or with employer assistance. At the upper end of the gap spectrum, a second initiative is in place. Well-located parcels of municipal land have been made available to social housing partners and banks to build homes with bond finance. Ownership will be registered with the buyers and not the developers.

Densification programme Rapid and continuous low-density development is threatening the long-term sustainability of Cape

Town. Densification is necessary to reverse this trend and to support the efficient functioning and viable provision of services such as public transport, while improving the quality of the built environment and safety. An important component of this is growth management, which includes densification, utilising the urban edge, and the optimal and sustainable use of land through densification in transport corridors and economic nodes. To ensure densification on well-located land, infill housing developments will also be pursued. The City of Cape Town continues to improve housing density per hectare by implementing the following: Supportive policy framework: A citywide density-related policy is supported by more detailed, districtbased SDPs, local density plans and urban design guidelines and policies (e.g. Tall Buildings and Public Open Space policies). To ensure a sound understanding of the policy by officials, councillors and the public, informationsharing and training sessions are being held. Proactive promotion of densification in prioritised locations: The city will investigate the financial, design and institutional mechanisms to facilitate the development of affordable multistorey BNG ownership and rental housing, and improve the form and quality of living environments in subsidised-housing areas. Monitoring and evaluation: Through its Built Environment Performance Plan, the city will implement a monitoring and evaluation system that assesses progress with regard to densification, and identifies and flags infrastructurerelated issues. Development corridors: The city will continue to identify and promote

Cape Town had a population of approximately one million households, of whom:

46%

(489 833) were living in owned formal dwellings

31%

(328 135) were living in rented formal dwellings

13%

(143 823) were living in informal settlements

7%

(74 957) were living in backyard shacks

1% (12 297) were living

less than in hostels

Earnings It is also known that, in terms of household economic profile:

47% R0 to R3 200 per month 4% R3 201 to R6 400 per month 13% R6 401 to R13 000 per month 12% R13 001 to R26 000 per month 14% R26 001 and more per month high-density housing development along approved transport and development corridors, in order to support densification.

Rental stock The city will be phasing out its current funding arrangements for the upgrade of existing nonsaleable rental stock, and will work with the private sector to develop and maintain affordable rental housing units. The building of new rental stock and the upgrade of existing highdensity hostels into family units will cater for families who prefer rental housing, and earn less than R3 500 per month. connect 2017

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A proud partner of the City of Cape Town

www.civils2000.co.za


infrastructure

Civil s 20 0 0

Concrete reservoir construction

A step ahead

Strand coastal protection works

Green Point Stadium The fan walk and pedestrian bridge

Designing, building and constructing quality projects, on time and within budget – these are the cornerstones that underpin Civils 2000’s approach to its work.

B

eyond delivering exceptional work, at its heart, Civils 2000 is a people-centric organisation that strives to establish and maintain good relationships with both clients and employees, through delivering value, and enhancing skills and education respectively. As a civil engineering construction company, Civils 2000 is qualified to build roads, bridges, wastewater treatment works, reservoirs, civil engineering services, pipelines, renewable energy infrastructure, buildings, bridges and bulk earthworks. Its legacy spans all those undertakings, and as an expert in new construction as well as infrastructure renewal and development, the scope of projects the company undertakes is both impressive and expansive. Comprised of two arms, Civils 2000 and RoadSmart Asphalting, the organisation is structured in such a way that it can take on a diverse range of construction and rehabilitation projects.

An evolving business When Civils 2000 was founded in 1992, private residential projects comprised the bulk of its work. Its project profile has evolved to include more public projects, leading to the current 60/40 split between public and private sector work. In 2014, Civils 2000 partnered with three new but established and successful shareholders. It was a move that improved the company’s

BBBEE position and added great value to that allows it to consistently adapt to the its business leadership and governance. changeable nature of work availability, This partnership also introduced new work type and location. thinking, new energy and greater financial Civils 2000 is recognised through various capacity to the company,. notable projects around the country. The registered CIDB 9CE civil contracting These include the fan walk and associated company has the capacity to tender on infrastructure that span from Adderley projects of unlimited value, and consistent Street in the centre of Cape Town to Green expansion has meant that it has taken Point Stadium, large residential estates on increasingly such as Stonehurst challenging work, Mountain Estate, the both in terms of scale Napier Bus Terminal Civils 2000’s core values and complexity. With project, significant satellite offices in Port provide a competitive edge portions of the Cape Elizabeth, George Town’s Integrated and East London, this Rapid Transit system, geographical spread enables the company the Mthatha wastewater treatment works, to take on projects throughout South Sere Wind Farm and various bridges. Africa. Any services not provided for inThe road forward house are outsourced to a diverse pool of Looking forward, Civils 2000 plans to subcontractors and consultancy partners, continue investing in the group’s resilience, which allows Civils 2000 to provide a efficiency, people, equipment and service comprehensive, turnkey service. offering, says CEO Justin Spreckley. Moving Core values towards ISO accreditation is also in sight A number of core values allow Civils 2000 offering clients added piece of mind. to maintain their competitive edge in Ongoing employee education and skills the marketplace. To begin with, one of training will also remain key focus areas, as the company’s philosophies is to own, will expansion in terms of national footprint. instead of hire, equipment. Staff training, As a company that believes in mutual education and upskilling are among the benefit for all stakeholders, Civils 2000 other key components of success, as is the embraces the strength provided by company’s policy of investing in business employing a diversity of skills, experience infrastructure. Last, but not least, it is and cultures, and always strives to be Civils 2000’s policy of remaining nimble approachable and accommodating. connect 2017

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c o m m u nit y se rvi ce s

Connecting the community

The Community Services Directorate is about so much more than just facility provision and maintenance. It’s about taking an integrated approach to community development, thereby ensuring that all residents benefit from programmes and infrastructure that can help spark a better functioning society. 50

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he Community Services Directorate has taken an integrated approach to facility provision and maintenance. This includes better utilisation of informal and formal space ratios, adjustments to infrastructure, upgrading existing facilities, and integrated planning for the development of new facilities in order to improve accessibility, promote a variety of activities and increase usage, thereby decreasing the threats of vandalism.


Integrated facilities A great example of one such project undertaken by the City of Cape Town’s Community Services Directorate is the Valhalla Park Family Recreation Park in Bishop Lavis, which includes a library, outdoor gym, open park, skate park, cricket 8 City Parks key strategies pitch, BMX track, spray parks and synthetic soccer pitches. This facility • Greening caters for a variety of sport codes and • Capital investment leisure activities to increase usage • Internment • Finance and create easy access to all types of • Knowledge management recreation. Another good example • Human capital is Mandela Park, situated in Imizamo • Business improvement Yethu settlement in Hout Bay, which • Facility management incorporates a smart park, outdoor gym equipment and synthetic pitches. Directorate will focus on integrated But, can these examples be facility planning to improve the applied to existing infrastructure? quality of life of communities. If one looks at the Stephen Reagan This will be implemented in highSports Complex and the Westridge risk areas that face significant Gardens in Mitchells Plain, these are social challenges. excellent examples of how physical Libraries barriers can be Library and adjusted to improve Information accessibility to a Integrated facility Services (LIS), variety of activities under the and facilities. The planning is key to Community two facilities are situated next to each improving quality of life Services Directorate, other, separated hosts numerous only by a wall. If this programmes that have become wall were to be removed, the whole staples on the events calendar in area would include a swimming the communities that they serve. pool, synthetic pitch, baseball field, These programmes range from netball court, outdoor gym, skate activities that support the core role park, walking park, spray park, sports that libraries play in communities fields and beautiful, untouched to programmes that support gardens on one property. Going recreational and developmental roles. forward, the Community Services

fast facts 20

The number of climate change initiatives implemented to save water and offset carbon footprint

11 Water-wise initiatives undertaken 9 Smart living initiatives 23 154

The number of trees planted between 2011 and 2015 as part of City Parks’ Tree Policy

R19.3 million

The cost of upgrading 13 community centres

71 The number of major City Parks

facilities developed and upgraded over the last five years

60

The number of libraries that received major upgrades and repairs over the last five years

These programmes include: Holiday programmes: These quarterly programmes geared towards keeping children and communities occupied during the school holidays have become a staple programme on the LIS calendar. Many of these programmes are integrated initiatives involving numerous CoCT departments and external partners. LIS Annual Reading Competition: The reading competition started with one library and, at the height of the competition, comprised the participation of 72 libraries. World Book Day celebrations: The annual event celebrating the birth and death of some of literature’s most famous historical figures and celebrating the power of reading and books. Libraries organise various activities to celebrate this event, including storytelling in the Company Gardens, hosted by Central Atlantis Smart Park Construction in the Saxonsea area

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c o m m u nit y se rvi ce s

Library with other external partners. Storytelling sessions are core to the business of the LIS department and sessions are held at all libraries throughout the year.

are to promote social development, youth empowerment, social cohesion and community upliftment. A research study that was conducted in 2010 across the Cape Metropole revealed that only Almost 90% of Sport and 24.6% of adult Capetonians feel that recreation residents in Cape Statistics have Town participate in sport and recreation shown that physical activities is important for participation in their spare time, in sport and yet 60% of them communities recreation plays rate themselves a big role in as healthy. reducing crime rates and criminal Almost 90% of Capetonians feel that activity in communities that regularly sport and recreation is important participate in sport and recreation. for communities in Cape Town, and The objectives of these programmes Capetonians are more interested

in recreational programmes like health and fitness, arts, crafts and games, rather than formal sports such as soccer and cricket. The City of Cape Town’s Sport and Recreation Department’s Programmes Policy was adopted in January 2016. This policy will guide the Community Services Directorate on how programmes will be run, where they should be run and with what. It will also allow the department to find out which programmes and activities would attract the most people and allow for maximum sustainability. It stipulates that programmes should be run in accordance with the particular needs and wants of communities. The focus is on

Valhalla Park Family Recreation Park Includes a library, outdoor gym, open park, skate park, cricket pitch, BMX track, spray parks and synthetic soccer pitches M andela Park In Imizamo Yethu settlement in Hout Bay, incorporates a smart park, outdoor gym equipment and synthetic pitches The Green Point Park A little piece of paradise in the middle of the Mother City 

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R100 million

R7 million

Cost of upgrading nine Cost of upgrade of sports fields 6 swimming pool

R100 million Cost of building of 28 new synthetic pitches


delivering services and facilities according to a community’s preferences – increasing the visibility of recreation staff, capitalising on the things that motivate residents and forming partnerships to implement the necessary changes. One of these strategies is to focus on establishing recreation hubs in all communities. The recreation hubs are core facilities where various recreation programmes and activities take place on a regular basis throughout the day. To date, 55 recreation hubs, in communities across the City of Cape Town, have been established. The department has established four main recreation

pillars, namely: getting people active, sustainable programmes at recreation hubs, connecting the unconnected, and addressing youth development in communities.

Cemeteries Due to a lack of space within the City of Cape Town’s existing cemeteries, it has been essential to develop new cemeteries, extend existing ones, and upgrade and improve the capacity for cremation at the city’s Maitland Crematorium. The Wallacedene Cemetery in Kraaifontein was developed in 2011. The extension of Klip Road Grassy Park Cemetery has been completed, creating burial space for

the Southern Suburbs for a further 10 years. Two new cremators were imported to replace the oldest machinery and they were tested and approved as compliant in terms of the new national standards. A mausoleum was developed in 2010 due to the fact that the Western Cape has the common problem of a high water table in winter, which makes certain parts of cemeteries impossible to bury in during winter. A pilot mausoleum, comprising 144 above-ground concrete crypts, was built in Maitland Cemetery and launched in 2012, after extensive testing and environmental approvals. 

R12 million

5

10 years

144

The cost to build six new spray parks over the last five years

The number of new libraries launched to date

Lifespan on Klip Road Grass Park Cemetary

Above-ground crypts in Maitland Cemetary’s new mausoleum

1

New cemetery built

Sustainable & innovative infrastructure solutions for the public sector iX engineers (Pty) Ltd provides professional services for the design, development and throughlife support of infrastructure and building projects, including roads, rail, airports, dams, water supply, water treatment, wastewater, power transmission and distribution infrastructure.

www.ixengineers.co.za info@ixengineers.co.za +27 12 745 2000

- Majority equity held by black employees (Level 2 BEE status) - In excess of 30% black women equity - Offices in Cape Town, Port Elizabeth, Durban, Pretoria, Bloemfontein, Kimberley and Upington


community services

go s c o r

Meeting Soaring Demand A passion to deliver quality service underpins Goscor’s continuous growth and impressive capabilities.

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common misperception is that access platforms are used for construction purposes only. According to Brent Viljoen, branch manager: Western Cape, Goscor Access Rental (GAR), while you will find numerous GAR access machines on building sites in and around the region, they are also gaining popularity in other industries such as cleaning, signage erection, and shopping centre and warehouse maintenance. “Improved health and safety standards in South Africa are also leading to a rising demand for mobile elevated work platforms (MEWPs) as opposed to more traditional methods such as ladders and scaffolding,” he adds. Viljoen says that more specific to the Western Cape are applications of GAR access equipment in the film industry, various harbour projects, as well as farming applications. Unique to GAR’s coastal branches are trailer-mounted boom lifts, also available for rental, ideal for customers working on various sites that need to move the units themselves, as well as for home maintenance or tree cutting over a weekend. The Cape Town branch of GAR started as a family-owned business named African Access, specialising in access platform rentals. Over a period of 15 years, this grew into one of the largest independent access rental companies

B rent Viljoen

Branch Manager: Western Cape, Goscor Access Rental

which is continuously busy, as well as a facility offering accredited training of operators, ensuring maximum productivity and safety on work sites for our clients,” he adds. When questioned about the future prospects for the Western Cape branch, Viljoen is optimistic. “Besides the growing demand for GAR’s products, we foresee a number of opportunities, as the Cape region is experiencing massive growth with many additional projects confirmed for the next few years. Additionally, in the country before being acquired our satellite branch in the Northern by GAR in June 2013. Cape, which services a number of Operating under the name Goscor mines, as well as solar and wind Access Rental t/a African Access, energy projects, will now fall under the company’s focus has been on our area as we seek to close the gap building its already strong reputation between the two regions. as a leading supplier of MEWPs “It’s extremely exciting to be in a throughout the Western Cape, which growing business despite the tough include scissor economic lifts, telescopic climate, but my and articulated A couple of 57 m super booms enthusiasm is boom lifts, crawler by the are available for hire – these fueled booms and, most energy and recently, telescopic passion of our are some of the highest handlers. staff – we work platforms in the country GAR’s fleet exceptionally consists of diesel hard to offer and electric variants of various sizes the best service and a safe, costand in heights ranging from 7 m up effective solution. I have a fantastic to 43 m, ensuring a safe and highly team supporting me and, thanks to efficient solution for working at heights their dedication, we will continue in virtually any environment. In the to grow from strength to strength,” national fleet, a couple of 57 m super he concludes. booms are available for hire – these GAR, part of the Goscor group, has are some of the highest platforms in been supplying the South African the country. market with industrial equipment GAR’s ever-growing fleet of machines and solutions since 1984. With 10 comprises Genie (GAR’s signature companies and over 1 000 employees brand), as well as other leading under its belt, the group has a international brands, such as Teupen, national footprint with branches ATN and PB Lifttechnik. and dealers countrywide supplying Viljoen is extremely happy with the access machines, earthmoving progress his branch has made under equipment, forklifts, compressors, the Goscor group. “Not only have we pumps, generators and cleaning doubled our fleet, but we have also equipment, among others – all backed introduced a fully-fledged in-house by world-class aftermarket service servicing and refurbishment facility, and  support.  connect 2017

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Experience Extraordinary

CTICC extends its reach

There’s a place where meetings, conventions and celebrations are transformed from ordinary gatherings into extraordinary experiences. A place where everyone knows they are valued, where vision is shared, and where today’s ideas come to life as tomorrow’s successful reality. Here, a breathtaking location, a selection of superb venues and facilities, and uncompromising VIP treatment for all are brought together to offer your important guests an unforgettable experience worthy of their status. This place is Cape Town International Convention Centre. And to experience it is to experience extraordinary.

T

he Cape Town International Convention Centre (CTICC) has become synonymous with delivering world-class conferences, exhibitions, meetings and events. Home to must-attend events such as the Cape Town International Jazz Festival, Africa Travel Week and the African Mining Indaba, the centre has played a major role in establishing Cape Town’s reputation as a premier business events destination. With seasoned event specialists on staff and expert suppliers on call, the centre has hosted more than 5 295 events since it opened its doors in 2013. The CTICC has set the benchmark in international standards of best practice with three ISO certifications, five-star grading from the Tourism Grading Council of South Africa, and through aligning sustainability practices to the United Nations Global Compact.

A regional boon

To transform your special event into an extraordinary experience contact CTICC: +27 21 410 5000 sales@cticc.co.za www.cticc.co.za

Now, the CTICC is poised to extend its reach with its expansion project, known as CTICC East. Opening in 2017, the 31 148 m2 facility will double the centre’s conference and exhibition capacity, and will provide clients with exciting new venues and options to plan and grow their events. CTICC East offers multipurpose exhibition and conference space that is subdivisible into six halls, as well as four meeting suites, five meeting pod rooms, two terrace rooms, and a modern sky bridge over Heerengracht Street, which will connect the original CTICC West facility with CTICC East. The CTICC, City of Cape Town and Western Cape Government are investing a total of R832 million in the project. The expansion is of strategic value to the investors, as it will help to raise the global competitiveness of Cape Town as a leading meetings and events destination, ensuring significant socio-economic benefits to the region. CTICC East has already secured several high-profile events – testimony to the support the expansion project is receiving from the industry. Due to its expansion, the CTICC will host the World Ophthalmology Congress for 2020, which is set to attract 15 000 delegates to Cape Town.

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Ensuring mobility

L

ocal and international and expansive rail network feeding tourists applaud the City of into the CBD from the southern and Cape Town for being an northern suburbs, and as far out Boosting the local accessible destination in as Simon’s Town, visitors rarely economy is a response to terms of getting around. With have to rely on hired vehicles its scheduled and reliable to get around. Unlike public the fundamental challenge of MyCiti BRT (bus rapid transit) transport systems in other enhancing the City of Cape Town’s service stretching from South African provinces, Hout Bay on the Atlantic Cape Town’s bus and rail sustainability, and increasing the Seaboard all the way to system is all inclusive Atlantis on the West Coast and its commuters resilience of its citizens by making

income-earning opportunities more accessible. An efficient transport system lies at the centre of this.


t ra n sp ort

MyCiti

Cape Town and surrounds’ BRT network

Black %

Coloured %

Indian %

White %

Total %

Office at home

8.4

5.6

5.5

13.7

8.4

Walking

9.3

7.9

1.6

3.1

7.2

Motorcycle/bicycle

0.7

1.3

0.0

1.6

1.1

Minibus/sedan taxi

24.6

13.1

4.8

0.5

14.1

Bus

15.8

12.5

3.4

1.4

11.0

Train

22.9

14.4

5.6

3.0

14.6

1.7

4.5

5.6

1.3

2.9

15.6

39.6

73.5

74.7

39.8

Unknown

0.6

0.9

0.0

0.8

0.8

Other

0.4

0.1

0.0

0.0

0.2

Lift club using private vehicle Private/company vehicle

range from blue-collar workers to executive management. Achieving a successful public transport network is no easy feat, and requires effective planning, management and maintenance. There are naturally still challenges faced: though successful independently, the city lacks an intermodal and sustainable transport system, and not all transport modes cater for people with special needs. Although extremely popular, Cape Town’s CBD is not the only business

tab le 1

Key mode of transport to place of work in 2014 Source: Statistics South Africa 2014

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hub in the city, with more and more businesses popping up in industrial and even residential areas. The city is in the process of implementing an IRT (integrated rapid transit) system that is intended to promote the use of public transport and integrate all modal options. The planning of the IRT to the metro’s south-east – namely Phase 2 of the project – will take into account where new jobs are being created, and may require the creation of new and more direct routes between emerging industrial and residential areas, and alignment with the mediumterm growth management plan. The city’s launch of the single transport authority, Transport for Cape Town (TCT), in October 2012, will also positively advance a coherent public transport system in Cape Town.

The people who matter While visitors may find the city’s

transport services efficient, the reality is that the poorest households live on the outskirts of the city, located furthest away from potential employment and income-earning opportunities. They are unable to afford the costs of urban sprawl, but have to commute longer distances and even use public transport modes that are not optimally integrated. Public transport commuters commonly travel between 30 and 60 minutes to get from their homes to places of employment. In contrast, those who travel by private car are most likely to travel for less than 15 minutes up to a maximum of 30 minutes. Figures from 2011 suggest that those who walk and ride motorcycles to work have shown a slight increase; fewer people take buses and taxis, while there has been a slight increase in the number of people who use the train to commute to work.

Rail

There are four main rail lines servicing Cape Town

Apart from the MyCiti bus service, there are also more than 3 500 bus shelters of varying standards, many of which are deemed socially unacceptable. Public transport on certain train lines and minibus taxis is overcrowded and access facilities are often inferior. The scale of the problem is enormous and many consider the financial burden on the city to address these issues to be insurmountable, reaching into the billions.

Different modes Before we can fully understand how Cape Town’s current transport system affects its citizens, let’s take a bird’seye view of the land. Mobility in Cape Town comprises various modes, including walking, cycling, private cars, rail, commuter buses, minibus taxis, BRT and other options. Delivery on the vision for transport involves ongoing cooperation, communication

Alternative Modes The city is also looking at ways of exploiting the opportunities presented by the Port of Cape Town. As part of its strategic planning, the city will explore mechanisms to improve business opportunities around small-boat harbours and, in partnership with stateowned company Transnet, will work towards the improvement of the Port of Cape Town, while continuing to promote the upgrade of harbour operations and facilities Progress update The mechanism to improve business around small-boat harbours is progressing well with the National Ports Authority; the memorandum of understanding has been signed by the executive mayor

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and collaboration with the city’s partners, including the National Department of Transport, National Treasury, Western Cape Province, state-owned entities, transport agencies, the private sector, public transport operators and communities. For instance, the Passenger Rail Agency of South Africa is helping the city to deliver on its transport goals, and plans to create a multimodal Cape Town with public transport linkages between urban nodes. The Blue Downs line has emerged as the next priority rail link in the Cape Town metropolitan region, and forms a critical link between the metro’s south-east and Bellville. This new passenger rail line will help develop a more compact Cape Town

by providing easier access to new potential employment opportunities (in Bellville), reduced travel times, and better access to health, education and recreational facilities for the communities along the new line and from Khayelitsha and Mitchells Plain. This alternative link to Bellville is expected to have a direct positive and substantial impact on the quality of rail services to more than 50 000 current commuters. The city has embarked on a process to achieve integrated, interoperable and intermodal transportation across Cape Town. The approach is to engage in a comprehensive plan that strategically aligns the processes and projects undertaken in a prioritised manner,

All roads lead to Gauteng take note

According to the navigation brand TomTom, Cape Town was named the most congested city in South Africa. While some may argue that congestion can be seen as the result of a successful city, the crux remains that traffic congestion affects public and private transport and freight movements. A harsh reality is that the city cannot simply build its way out of traffic congestion by widening roads, as this will only attract more vehicles and is, therefore, not a sustainable solution. The following actions will start in 2015/16: • the Congestion Summit 2015/16 • the implementation of a congestion strategy and infrastructure plan for the next six years, including committing the following amounts annually starting in 2015/16: R45 million, R125 million, R250 million, R210 million, R210 million and R120 million • a focus on the following priority areas: Kommetjie; Kuils River; Parklands; Marine Drive (R27); N1 from Marine Drive to N7, and between Durban Road and Okavango Road; N2 from Robert Sobukwe Road to central Cape Town, and between Borcherds Quarry Road and the R300; M5 from Racecourse Road to the Koeberg interchange; M3 from Wynberg Hill; N2 through to Somerset West, V&A Waterfront and surrounds • exploring the possibilities and parameters of congestion charging, coupled with the public transport improvement programme in the same areas • developing and rolling out a travel demand management strategy and intervention plan. Stormwater management and upgrades are also critical to the sustainability of both formal and informal human settlements across Cape Town. It is critical that the city invests in stormwater infrastructure projects and programmes in terms of rehabilitation as well as the protection of low-lying flood-prone areas. The TCT interventions that primarily relate to informal settlements need to focus on the incremental regrading and reshaping of the landscape in these areas. Finally, TCT, along with the Safety and Security Directorate, has developed a road safety strategy. The need for a public transport law enforcement unit has also been identified.

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t ran sport

within the given policy and legislative imperatives. The city launched TCT with the overall vision and desired outcomes of a unified plan, network, management system, contracting authority, ticket and timetable for all modes of transport, enforcement system, brand and city, and standard for infrastructure and operations. Over the next four years, the vision and outcomes will be rolled out in order to achieve a sustainable and intermodal transport system.

Strategising The CITP (Comprehensive Integrated Transport Plan) is a statutory transport sector plan of the city’s Integrated Development Plan in terms of the National Land Transport Act (No. 5 of 2009). The CITP – a five-year strategic plan with annual reviews, programmes and action plans – recommends the transport policies and investments required to support the city’s strategic development objectives. As a strategic investment plan, the aim is to redirect

capital and operating investments • non-motorised transport standards as follows: • special services (such as people with • Invest to maintain: repairs and disabilities, pensioners, scholars and upgrades to keep existing systems, the indigent). services and infrastructure in a good The 2013 to 2018 CITP was completed working order. in December • Invest to enhance: 2013, and more, better and Transport for Cape Town, along will be used faster services, with with the Safety and Security along without major the integrated building investment. Directorate, has developed a public • Invest to expand, transport road safety strategy where appropriate: network to new infrastructure provide the requiring major improvements. mandate for the roll-out of TCT’s The 2013 to 2018 CITP will set the Transport Vision of 1 for Cape Town framework relating to: in consultation with all stakeholders. • operational and technical standards TCT has identified a few long-term for services, for all modes of public strategies; however, one of the transport most critical steps that was taken in • finance and investment standards the 2014/15 financial year was the • governance standards establishment of the TCT Transport • operating licensing strategy Development Index, which will be and standards used as the baseline and barometer • information management against which performance will • intermodality and inter-operability be monitored.

ROADMAC SURFACING CAPE (PTY) LTD Rehabilitation, Resurfacing and Rejuvenation of Roads Office Tel: 021 9050170 www.raubex.co.za Contact: info@road-mac.co.za


av eng

Making its mark For more than 125 years, Aveng has evolved in character, capacity and reach, and the company continues to make its mark across the globe.

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s a company with its roots in South Africa, Aveng also has a significant footprint in Southern Africa, Australasia and Southeast Asia. Aveng’s origins lie in modest construction projects, but today it boasts expertise in steel, engineering, manufacturing, mining, concessions, public infrastructure and water treatment. Aveng operates in a diverse range of sectoral and geographic markets, and has stamped its mark on infrastructure development in the Western Cape, with significant projects delivered through three of its operating groups: Aveng Grinaker-LTA, Aveng Steel and Aveng Manufacturing, in particular its Aveng Infraset and Aveng Automation Control Solutions (ACS) business units. Aveng Grinaker-LTA offers a multidisciplinary construction service with an emphasis on building construction and has completed a diverse array of high-profile construction projects in the Western Cape. Aveng Grinaker-LTA’s Coastal business unit is in the process of constructing the new extension on the Cape Town International Convention Centre, the Centre Point mixed-use development in Milnerton, the administration block for the Karl Bremer hospital, and a 602-unit, seven-storey student boarding house and three levels of basement parking in Cape Town, within walking distance from the University of Cape Town and specifically targeting students enrolled at the university. Aveng Grinaker-LTA offers multidisciplinary services across the construction and engineering value chain to clients in South Africa, Namibia, Mozambique, Mauritius and selected markets in the rest of Africa. The company offers a comprehensive range of standalone or integrated services in building, civil engineering, roads, earthworks, concrete, ground engineering, piping and mechanical, electrical and instrumentation contracting as well as water treatment services and plants.. Aveng Trident Steel’s Cape Town branch has been awarded, and is in the process of executing, some significant projects across the Western Cape, which includes: • The provision of 450 tonnes of structural steel for the construction of the Ilanga Solar Project’s condensator building near Kathu in the Northern Cape. The project began in October 2016 and is K usile Power estimated to continue for a year. The Station 100 MW concentrating solar power M  itchell’s Plain plant, located approximately 30 km Hospital east of Upington, will form part of Blue Route Mall the Karoshoek Solar Thermal Park.


av e ng

Projects in the Western Cape Paardevlei Private Hospital Gouda Wind Farm Project

• The provision for 450 tonnes of structural steel for the new Table Bay Mall, located in Berkshire. • Aveng Trident Steel and the Mazor Group, which has specialist expertise in the design, supply and installation of structural steelwork and aluminium façades, were appointed to provide 400 tonnes of structural steel for the new Shoprite Holdings’ distribution centre based in Bracken Gate. The project began early in 2016 and is in its final stages of completion. • Again alongside the Mazor Group, Aveng Trident Steel has recently been appointed to provide 500 tonnes of structural steel for the new Woolworths warehouse and distribution centre in Milnerton. The project is in progress and in its early stages. • Aveng Trident Steel and Union Structural provided 300 tonnes of structural steel for the extension of Value Logistics’ distribution centre, located on the N1 midway to Paarl. Aveng Trident Steel is a business unit of Aveng Steel with main operations centrally situated in Roodekop, Germiston, Alrode, Durban, Port Elizabeth, Rosslyn and Cape Town. The company supplies a wide product range to the steel industry from its extensive steel yards, as well as its modern processing and service centres.

• The Blue Route Shopping Mall redevelopment, where the scope of work included the phased demolition of the existing 50 000 m2 shopping centre, the refurbishment of 8 000 m2 of existing basement parking, the construction of a new 29 000 m2 basement parking level, the construction of a new double-level shopping centre with rooftop plant rooms and the refurbishment of the remaining building facades. Further work included 58 000 m2 and 107 000 m2 of external works comprising bulk services, roads, parking and loading yards. • The construction of both the new Paardevlei Private Hospital and the Mitchells Plain Hospital. • The extension to Cape Town International Airport’s multistorey parade. • Provision of civil works for the civil engineering balance of the plant component for the 135.5 MW Gouda Wind Farm.

and curing technology, which not only ensures that the factory delivers consistently high-quality concrete, but also reduces the impact on the environment due to lower cement and energy consumption. Through the application of this technology, skilled engineers and a motivated workforce, Aveng Infraset Kuils River delivers technically advanced solutions for the construction industry, ensuring that projects are executed on time and within budget. The products manufactured range from precast toilets, large-diameter pipes and culverts for stormwater, to sewer and jacking applications. Aveng Infraset manufactures a diverse range of precast products for the development of infrastructure. These include products such as pipes, culverts, retaining blocks, paving, roof tiles, pre-stressed poles, masts and railway sleepers. Aveng Manufacturing’s Automation & Control Solutions (ACS) Business Unit is a leader in Southern Africa in the field

Aveng has stamped its mark on infrastructure development in the Western Cape

Manufacturing upgrades Aveng Manufacturing is another Aveng operating group making its mark in the Western Cape. Aveng Infraset, an Aveng Manufacturing business unit, has recently upgraded its Kuils River factory pipe production facility, which will use the latest international technology to manufacture concrete pipes. The technology enables the manufacturing of high-quality reinforced and nonreinforced concrete pipes in a clean and modern environment. The facility also employs modern water compensation

of process control instrumentation, process control systems solutions, a wide range of machinery health monitoring equipment and services, as well as engineered fire and gas detection systems and solutions. The Johannesburg-based business unit, with a branch in Cape Town, provides worldrenowned products, specialised training, engineering, aftersales service, servicelevel agreements and technical support. Aveng ACS supplies and supports field devices and systems, helping businesses automate production, processing and distribution. Engineers at Aveng ACS are qualified, trained and have experience and an in-depth understanding of the needs of the industry. Aveng ACS proudly associates itself with high-quality brands such as AMS, Baumann, Bettis, Daniel, DeltaV, Fisher, Micro Motion, Rosemount, Roxar, Tartarini, TopWorx, Brooks, Hansford Sensors, GVS Reliability Products, DetTronics, and the Vibration Institute of South Africa (VIS).

www.aveng.co.za connect 2017

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wate r & sanitati on

Building a sustainable

water network

With water playing a critical role in the dayto-day running of households, businesses and industries, are we geared up to face the tough times ahead resulting from the recent drought? The City of Cape Town’s 10-year Water Demand Management Strategy aims to reduce the rate of demand growth.

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outh Africa’s dams were only 55.4% full on 11 January 2016, although it is still some way off from the 35-year low point of 34% reached in November 1983. The Department of Water and Sanitation (DWS), through its National Water Resource Infrastructure Unit, has responded in full force to the drought and has embarked on many drought interventions. The City of Cape Town, too, has taken a close look at water demand. Its 10-year Water Demand Management Strategy aims to reduce the rate of demand growth, and includes various water conservation and water demand management (WC/WDM) initiatives. These include: bringing about a reduction in the high minimum night flow for residential consumers; hosting education programmes on water conservation; presenting programmes to detect and repair plumbing leaks and faulty meters; pipe replacement; treated effluent reuse; imposing water restrictions; and implementing stepped tariffs.

Planning ahead Medium- and long-term planning for water and sanitation infrastructure is critical to ensure that the provision of new infrastructure will support city

growth and development, providing these essential services where needed. Pressure management and pipe replacement, to strengthen the reticulation network, form part of the city’s Water Demand Management Strategy to reduce losses. According to the Water Research Council (WRC), rapid population growth, urbanisation, the unpredictability of conventional water source sustainability due to climate change, and pollution are among the key drivers of the need to change the way we currently do things. An alarming fact is that by 2025, 1.8 billion people will be living in countries or regions with absolute water scarcity, and two-thirds of the world’s population could be living under water-stressed conditions. The City of Cape Town’s established city growth areas continue to require capital investment in infrastructure, while densification is a future spatial strategy being provided for in the design of long-term capacity upgrades. The city is in the planning stages of its Bulk Water Augmentation Scheme. When implemented, this will increase the potable-water treatment, bulk storage and bulk conveyance capacity of the city’s water supply system, increasing the overall capacity as well as boosting supply to development


City of Cape Town’s plans for

alternate water sources areas. Increased investment is being channelled towards the eradication of maintenance backlogs, such as the replacement of failing pipelines and the upgrade of treatment and pumping plants. Further research by the WRC indicates that, in an attempt to reconcile water supply and demand, South Africa needs to increase its available water supply by nearly 2.5 km3 and reduce withdrawals by 0.57 km3 by 2035. The research indicates that even with all of these interventions, withdrawals would exceed supply every year through to 2035. The City of Cape Town is committed to developing, implementing and maintaining tools and business processes that promote a smooth, seamless and responsive experience for the consumer. Over the next five years, the city also aims to formalise a 20-year plan for coordinated development, the stricter enforcement of regulations and engineering standards, the setting up of coordinating forums with business units such as Human Settlements, and reinforcing intergovernmental relationship processes between the city and the Western Cape Government. The bulk water system in the northern areas of the city is under stress during peak periods due to rapid growth there. As such, further development must be accompanied by infrastructure upgrades and extensions. The north-west corridor infrastructure also needs upgrading. Seawater desalination is one of the alternative technologies being evaluated to supply water to both these regions. The timing of the development of the required bulk water

infrastructure depends on the growth in water demand and the effectiveness of the Water Demand Management Strategy. To ensure security of supply, the city, in consultation with the DWS, is exploring the next water resource scheme to be developed by 2019. “We will continue with our interventions, as government, to ensure citizens in drought-hit areas receive water via our water tankers. Our refurbishment of boreholes is ongoing and the maintenance of infrastructure to prevent water losses through leaks will continue,” said Minister of Water and Sanitation Nomvula Mokonyane during a press briefing.

Sustainable development Sewage and wastewater generated from the city’s 3 918 830 (Stats SA’s 2014 midyear estimations) inhabitants (with approximately 627 026 erven sewer connections as at June 2015) are collected and pumped to the city’s 24 wastewater treatment works (WWTWs), three marine outfalls and two oxidation ponds. This system is facing the challenges of ageing infrastructure and the deterioration of assets. The latter could result in further health and environmental hazards. Attempts to address these challenges have included the use of targeted CCTV inspections to enhance proactive sewer maintenance. The challenge is to achieve

55.4%

South Africa’s dam levels on 11 January 2016. 34% – lowest point reached in 35 years in November 1983

1 Rainwater harvesting

Although this has limited benefits due to winter rainfall patterns in Cape Town, rainwater harvesting could be useful in low-income areas, particularly when used in conjunction with food gardens.

2 Local borehole extraction

The groundwater table is relatively high in a number of areas throughout Cape Town, and the installation of such boreholes and wells may be relatively inexpensive.

3 Grey-water reuse

The conservation of existing water resources entails their protection from pollution and overutilisation, as well as the optimisation of operations to reduce losses. Most of these functions are the responsibility of the DWS, but the city is obligated to assist and accept joint responsibility in a number of functions and activities.

4 Retrofitting and integrated leaks programme

This objective is arguably one of the most important in the city’s water management strategy, as it will ensure that all new consumers, city-owned facilities and connections are water efficient. The programme aims to save water and reduce residents’ water and wastewater (sewerage) bills by empowering them to identify and repair their water leaks and reduce wasteful consumption. The concept behind the integrated water leaks programme is to be able to carry out ad hoc plumbing leak repairs (and other demand management activities) within households registered as indigent, by empowering community plumbers.

5 Recycling and reuse of treated effluent

The treated effluent infrastructure will be expanded to protect natural resources, prevent current and future potablewater shortages, return the city’s streams to seasonal flow conditions, and enable unrestricted irrigation during water restrictions. This is in line with the principles of the city’s WDM policy and the policies of the DWS and the province’s Department of Environmental Affairs and Development Planning.

6 Reduction in unconstrained water demand

Unconstrained water demand refers to the quantity of water that would have been used if there had been no changes in user behaviour and no constraints on production or delivery. The total water saving or reduction in water demand has historically been measured as a reduction below this unconstrained demand estimate for a particular year. The main factors that influence demand are user behaviour (using more than necessary) and rising industrial use as a result of a growing economy. The measurement is also affected by water losses, which can be either real losses (leaks or physical losses) or apparent losses (theft or metering inaccuracies).

1.8 billion

People who will be living in countries or regions with absolute water scarcity by 2025

2.5 km3

The volume by which SA needs to increase its water supply by 2035, while withdrawals needs to be reduced by 0.57 km3

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wate r & sanitati on

Desired outcomes • Improved living conditions for vulnerable communities, underpinning socio-economic development and job creation

information about the water they get from their taps. The City of Cape Town has been awarded Blue Drop status, and aims to maintain its high water quality standards. The DWS has also introduced a Green Drop certification programme for WWTWs. This initiative attempts to ensure the progressive improvement of operations, so as not to have a negative impact on the water bodies into which wastewater is discharged. The city has been awarded Green Drop status, and aims to maintain its wastewater quality standards.

a comprehensive Inland and coastal water natural resource quality initiatives sewer network and uses about The city will develop and refine condition 70% of the • Healthy rivers and coastal waters an inland and coastal water assessment for such planet’s accessible with good water quality and thriving ecosystems, which are valued quality improvement strategy and a large network. fresh water, by communities for cultural and implementation plan to address A network and pollution. recreational purposes declining inland and coastal water replacement Ironically, • Increased sustainability, quality through a coordinated, strategy is agriculture is resource efficiency and climate project-based approach. This will proposed, together considered among change resilience take place in partnership with with operational the leading causes • Positioning the city as innovative, communities, business and other improvements of water pollution proactive and leading in the fields of that will lead to today. As at August spheres of government in a manner integrated urban water management and water-sensitive urban design that improves quality of life, sustains better-performing 2015, about 95.2% economic development, values natural reticulation with of South Africans • Capacitated communities working in partnership with the city resources, and complies with statutory less water loss and received clean requirements. Priority will be given to sewage spillage. drinking water the following aspects: These investments will contribute to since 1994. Whether they have access • informing and directing the city’s sustainable development by helping to this water every day, however, is long-term servicing and infrastructure to safeguard public health and the debatable. With only 20% of global planning, particularly with regard to environment, and by supporting social wastewater being treated, the United the provision of basic sanitary services, and economic development. Among Nations urges governments to see by ensuring that water quality issues others, the following major projects treated wastewater as a valuable are adequately considered in the will be undertaken during the period resource, and a priority for its post-2015 allocation of resources 2014/15 to 2016/17: development agenda. • disinfecting, or deviating to sewers, • Khayelitsha sewerage The 2014 Blue Drop Status report highly polluted, drynetwork upgrades revealed significant weather stormwater • rehabilitation of outfall sewers in Pentz dips in the level Innovation is key in the flows that pose Drive and Sanddrift of water quality. immediate risks • construction of Cape Flats 3 bulk sewer Limpopo’s score in fight for a stronger to communities from Lansdowne Road to Bridgetown particular dropped water network or recreational pump station 17.9%, from 79.4% water users • rehabilitation of the Philippi in 2012 to 61.5% in • ensuring synergy across departmental collector sewer 2014. The report states that 45 water programmes with an impact on water • replacement and upgrade of systems in Limpopo received scores quality, forming partnerships, and sewer network below 50%, with 18 systems being building capacity and understanding • potable-water reticulation. placed in the high-risk category and among internal and external two systems in the critical-risk category. Water status stakeholders. In Polokwane, the number of supply Constitutional fact: all South Africans When it comes to water demand systems scoring less than 50% increased have the right to water. Absolutely solutions and strategies, it is evident from 17 in 2012 to 45 in 2014. The DWS nothing can grow or survive without that innovation is key in the fight for introduced the Blue Drop certification this precious asset. Two factors are a stronger water network – one that system – a programme that encourages considered the major problems is able to cope with the accelerating local municipalities to improve their affecting water: agriculture, which demands of rapid urbanisation water quality management, while consumes a staggering amount of this and industrialism. empowering consumers with the right

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When every drop

counts

Latest technologies for cost-effective water management solutions

www.aqualoc.co.za


water management

aq ua-lo c

Effective water demand management

A major dilemma exacerbated by the recent drought and imposed water restrictions is the inability of municipalities to effectively enforce restrictions.

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he recent drought, driving home the realities of global warming and climate change, has raised a number of red flags to highlight the need to urgently address and resolve already known water management problems. While South Africa’s rate of nonrevenue water compares well to the global average of 36.6%, there is a lot of variability between municipalities, with metropolitan municipalities averaging 34.3% and smaller, rural municipalities averaging 72.5%. eThekwini, for example, has stated that contributing factors to the problem are unmetered connections, connections not on their billing system or not monitored, inadequate capacity (human and financial resources), and vandalism of infrastructure. What is needed is a reliable, easy-to-install, low-maintenance, “simple” water

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The Hydrus Meter

The Econobox and fitted meter The meter has a stop-valve that can be repaired in situ

demand management system (WDMS). This system should offer sustainability, flexibility and accuracy in its designed functionality, longevity and delivered efficiency in its day-to-day operations, and management control. Aqua-loc’s WDMS delivers exactly that, together with the company’s unique Intelligent Flow Regulating Device (IFRD), for controlling flow rates. With an installed base of over 800 000 units in South Africa, the actual, realised success of Aqua-Loc’s WDMS is illustrated by the following City of Cape Town example. The initial pilot in the City achieved measureable success in that there has been a 60% reduction in overall water consumption, with the average consumption per household reduced from 14 Kℓ to below 6 Kℓ. The Aqua-Loc system’s flexibility over its whole-life cost is what municipalities identify with: • easily installed by semi-skilled local labour • can be operated with special flow control devices without a meter for a maximum initial economy • upgrades through a wide range of metering options and sizes; maintained and repaired in-situ,

Enables exact data measurement, optimum precision and greatest efficiency

without disturbing the system installation or fittings – therefore, cost-effective • one-piece moulded box for far better product strength and leakage detection • ideal in both affluent and indigent areas, developing and developed environments • same product with different applications, the value of being able to upgrade the system with non-standard tools, as and when council requires • SABS/NRCS approved and ICASA certified • application does not need to be done with a team of technicians; one individual can apply council’s needs with unique tools and do up to 60plus units in a day • can accommodate 15 mm or 20 mm • no-dig policy – the system is designed so that, once installed, maintenance can be done through the lid of the meter box, including repair of the stop valve if required – therefore there is no need for extensive re-instatements • technical support – once contract is awarded, Aqua-Loc undertakes


Automatic meter reading

The EVC can be supplied in two ways 1 to train installers; competence certificates are issued to trained and approved installers.

Metering

A  s a fully installed and configured device and forms part of a factory installed Aqua-Loc Water Management System.

return flows, and water temperature of up to 90°C. It is considered to be better than a class D meter and is SABS/NRCS certified. The Hydrus meter may be installed in any direction and comes in various meter body lengths. It is the perfect solution for shopping malls, townhouse complexes and apartment buildings.

The Aqua-Loc Econobox is a one-piece moulded meter box fitted with a stop valve that can be repaired in situ. The water meter is a 165 mm class C multijet, inferential-type meter. The meter’s housing includes 45 degree or straightfit male compression fittings. The box’s Flow regulating devices double-lip lid design and locking device prevent water, soil or insects from entering Aqua-Loc’s SABS-approved IFRD is a credit management device, allowing the council the box. The box itself has a pressure or the consumer to safely manage water test load in excess of 1 200 kg. Both the usage. IFRDs are available in 4, 6, 8, 10 or 15 mm and 20 mm meter capsule are 15 litres per SABS approved. The minute and Econobox housing can accommodate a 15 mm The Hydrus meter is the latest easily upgraded. Fitting an IFRD or 20 mm brass meter in pioneering technology will result in or a 15 mm or 20 mm huge cost piston water meter. savings. Client These meters are also has the option of no meter (which is available from Aqua-Loc. replaced by a blanking plug) with an IFRD The Hydrus meter is the latest in pioneering of choice. The Electronic Valve Controller technology, enabling exact data measurement, optimum precision and the (EVC) is an electromechanical water management device developed and greatest possible efficiency. patented by Aqualoc. It is designed to This meter accurately measures work in conjunction with the WDMS, consumption. As a static system, which and enables the controlled dispensing has no moving parts, it allows longof water. The operation of the EVC is term accuracy with a high degree of software configurable, and is typically protection against manipulation. It has a configured to dispense a maximum robust, UV-resistant housing and its fully of 350 ℓ per day, with an opening time encapsulated (waterproof) electronics of 4 AM – once the allocated water is provide an invaluable advantage. The consumed, the EVC can either shut off Hydrus meter measures forward and

2

A  s a stand-alone product to be retrofitted by a fully Aqua-Loc trained installer

or restrict the water flow rate. Unused allocated water is carried over to the next day, providing municipalities with a simple solution to provide free basic water. Used in conjunction with intelligent flow regulating devices (IFRDs), the EFC is a highly configurable water demand management solution that allows for the control of maximum flow rates and maximum daily consumption. The device can be fully configured and customized according to the Council’s requirements.

Automatic meter reading Radio output is unidirectional and approved by ICASA, assuring no interference from other radio bandwidths. All of its electronic components are IP68 (i.e. fully waterproof). The AMR system accommodates walk-by, drive-by or fixed network technology, which makes it operationally efficient. It offers leakage and manipulation/tamper detection and has a minimum battery  life of 12 years – no external power supply  is necessary. The comprehensive AMR system is compatible with any meter that has a pulse output. Its software is capable of interfacing with any billing system. It has graphic analysis capabilities and is compatible with AMR on electricity, gas, water and heat meters. The entire AMR system is fully  NRCS (National Regulator of Compulsory Specification) and SABS approved. connect 2017

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Aqua-Loc South Africa (Pty) Ltd, now a BBBEE Level 1 company, was founded in 1998. Over the past 18 years Aqua-Loc actively participated in research on the specific needs of Water Demand Management (WDM) in Africa.

PRODUCTS With this in mind, Aqua-Loc has formed a strategic partnership with Diehl Metering GmbH for the supply of high quality German technology components that are used in our Aqua-Loc Water Management Systems. All Aqua-Loc's WDM products are designed around offering a simplistic cost effective solution, that accommodates all scenarios of application, from rural to sophisticated high-tech environments. All plastic materials and components are RAS approved, ensuring no dangerous chemicals leak into the potable water.

RANGE OF PRODUCTS

ABOUT US Water is one of the world’s most critical resources, but in every continent it is under threat, especially in drought stricken Africa. Aqua-Loc is dedicated to providing products and solutions to help protect and preserve fresh water around the globe. With the ever increasing demand for the supply of fresh water, WDM products are becoming a necessity. With this in mind, AquaLoc identified a niche market and targeted clients who recognized the inherent value of WDM. Aqua-Loc is proud to say that there is more than a half a million Aqua-Loc Intelligent Water Management Systems installed through-out Africa and Southern Africa.

Aqua-Loc Water Demand Management System (WDMS) Econobox & Meter Intelligent Flow Regulating Device (IFRD) Ultrasonic Static water meters Energy & Thermal meters Woltman Bulk Meters

WHEN EVERY DROP COUNTS

ABILITY TO SUPPLY We have to date supplied in excess of 1 million units to the African and South African Market and the success has been that it is not just a metering system but can also manage water at consumer level, thus offering huge cost savings to councils. HEAD OFFICE CONTACT DETAILS

ADDRESS

POSTAL ADDRESS

Tel: +27 11 474 1240 Fax: +27 11 474 1245 Email: sales@aqualoc.co.za

Unit 8 Marvil Park, 84 Rachet Ave, Stormill Ext. 3, Roodepoort, RSA

P.O. Box 2631, Florida, 1710

www.aqualoc.co.za


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Systems (Pty) Ltd

More than 30 years’ experience in the pumping industry Hidro-Tech Systems was founded in 1986 with the initial focus of providing pumping solutions to the Free State mining industry. The company has since expanded to serve the municipal and water industries concentrating on wastewater plants and pump station installations both nationally and in Africa. Hidro-Tech Systems long-standing expertise spans into mechanical, electrical, instrumentation and telemetry installations, and therefore the company is able to offer turnkey solutions to pumping requirements.

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e n e rg y

Developing a green economy There is huge potential for households to save energy, which would reduce their monthly expenditure. The City of Cape Town has played, and will continue to play, a key role in assisting residents to save electricity through its electricity-saving campaign and through the exploration of alternate energy solutions.

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he City of Cape Town plays a pivotal role in creating demand for green services through its programmes, projects and procurement systems, as well as through the use of renewable energy in its own operations. The city aims to promote small-scale embedded power generation in Cape Town, and to ensure that it benefits from regional and national scale projects, where suitable. However, the city faces skills development challenges, and requires significant investment, land release and buy-in from various stakeholders. There are opportunities for sustainable industries such as solar water heater, photovoltaic and wind turbine manufacturers, whose services and products will be required for many years. Not only can this be the answer to the city’s renewable energy questions, but it can also result in significant job creation. The Department of Energy will soon appoint preferred bidders to supply renewable energy; therefore, the downstream capabilities and industry services will need to be in place. A green technology cluster park can benefit from synergies through colocation, and can serve the industry more

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The city is developing a renewable effectively. Atlantis, situated on the west energy plan to meet this target, and to coast of Cape Town, provides an ideal support energy business investment in location, with good access to roads, Cape Town and the rest of the province. well-priced industrial land and access Policy to facilitate residential and to port facilities. The deliverables of this commercialised small-scale embedded initiative will include: generation is also being developed, and • f acilitating the process of establishing private project developers will also be a green, renewable-energy hub engaged, where large-scale electricity • identifying the portions of land generation projects could add strategic available for such an initiative benefits to the general economy. • r apid release of city land to Options for city-owned electricity manufacturers/suppliers who qualify generation are being investigated. in terms of Projects for renewable predetermined energy supply from criteria city operations The city pursues a target of •e  stablishing institutional generating 10% renewable structures to manage the energy as per the 2020 Energy process.

and Climate Action Plan

US$30 million investment In the second half of 2015, a $30 million wind tower factory was completed in Atlantis by European multinational GRI Renewable Industries. The factory aims to build 150 South African wind towers per year, creating much-needed employment in the area.

So, what’s viable? The city pursues a target of generating 10% renewable energy set by the 2020 Energy and Climate Action Plan (ECAP).


Good to know – including micro-hydropower from potable water systems, a landfill gas initiative – as well as energy from wastewater treatment facilities are under way.

Landfill gas-to-electricity Landfills generate a flammable biogas that contains a high percentage of methane, and is produced by biological activity within the landfill. Landfill gas is a greenhouse gas, and the methane component has the potential to increase global warming by more than 21 times that of carbon dioxide. The management of this gas is essential to

ensure the protection of humans and the environment. Landfill operating permits allow for the biogas to be vented in a controlled manner, and for the process to be monitored, ensuring that there are no dangers. The additional implementation of gas mitigation measures includes the destruction of the methane gas, and the harnessing of the energy component as electricity has been proposed for the city’s three operating landfills. This process would be regarded as being compliant with the additional criteria for Clean

Renewable Energy Business Incubator The South African Renewable Energy Business Incubator (Sarebi) is one of 42 incubators supported by the city’s Economic Development Department and the Small Enterprise Development Agency (SEDA). Located in the heart of the Atlantis industrial hub and occupying 15 000 m2 of factory space, Sarebi is well equipped to lend a helping hand to entrepreneurs, ensuring the sustainability of their businesses in the renewableenergy/low-carbon economic sector. To assist the selected companies to develop their businesses, a manufacturing technology centre has been set up within the incubator to provide subsidised facilities, infrastructure, equipment support, access to technology and a link with professionals and experts in the

field. Phase 1 of the centre has helped five entrepreneurs to set up viable business entities. They will receive further support by way of mentorship and coaching activities, which will ensure the future sustainability of their ventures. The South African renewable-energy sector, which is still in its infancy, requires much development support and assistance, specifically for small and medium-sized enterprises that wish to enter the sector. As the Economic Development Department was instrumental in the establishment of the incubator, it will continue to provide strategic assistance to Sarebi to ensure that it achieves sustainability.

The city’s innovative actions on climate change and its dedication to pursuing the goal of a sustainable urban environment were recognised by the World Wide Fund for Nature (WWF) when it named Cape Town the Global Earth Hour Capital for 2014

Development Mechanism projects registered in terms of the Kyoto Protocol. This could create additional income for the city while generating renewable energy.

Waste-to-energy Landfill waste contains a number of components with energy-generating potential. The city is investigating the feasibility of harnessing this energy through the implementation of waste-toenergy projects. Direction in this regard has been provided in the Municipal Systems Act, Section 78(3) investigation, which recommended the consideration of future organic-waste treatment facilities that use the organic fraction of municipal solid waste and sewage sludge to produce biogas, which can be used as a fuel to generate electricity. In addition, the non-organic high calorific value components going to landfills can be separated and potentially used as a fuel in power-generating facilities. The project, funded by the German Development Bank, is looking in more detail at the type of disposal/treatment technology that can be implemented in Cape Town. This project would connect 2017

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Energy services programme reduce the amount of waste being disposed of in landfills.

Time for change Renewable energy has a long way to go to overtake South Africa’s reliance on coal. The country is number 11 in the world for total CO2 output from energy use, and the fifth largest producer of the climate-changing fossil fuel.

Electricity consumption The City of Cape Town is establishing a programme to facilitate the mass roll-out of solar water heaters to households. It

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Aimed at Reconstruction and Development Programme (RDP) houses, backyard shacks, cityowned houses and informaal dwellings Aims to Improve the provision of energy services to low-income households How it works Basic energy costs take up a significant percentage of these households’ monthly income. By reducing these costs, the city will be helping to improve citizens’ quality of life Challenges Regulatory considerations around budgeting and difficulties raising adequate grant funding Harsh reality An estimated 40 000 RDP households are currently without ceilings (as built up to 2005), and the future of the Eskom rebate on low-pressure solar water heaters is uncertain Advantages Enormous job creation potential in the manufacturing, installation and maintenance sectors

is intended that the programme will boost both local business and skills development. Energy savings per 100 000 high-pressure systems installed will be in the order of R800 million per annum for households, a R1 billion investment in the economy, and 280 000 MWh of power. To help the commercial sector achieve energy savings, the city, in partnership with Eskom and the South African Property Owners’ Association, runs a very successful Energy Efficiency Forum, which provides information-sharing, networking and a marketplace for Cape Town business.


The official journal of the Institute of Waste Management of Southern Africa Institute of Waste Management of Southern Africa

www.landfillconsult.com

members of


energy

l a n dfil l c o n sult

Recycling

green

waste

The disposal of municipal solid waste is a constant challenge. However, recycling has introduced novel and environmentally friendly ways of doing so. As it turns out, clean garden waste is useful.

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he City of Cape Town is very proactive when it comes to non-collectable solid waste such as garage waste, clean garden waste, motor oil, cans and metal, paper, cardboard, glass bottles, plastic, e-waste, clean builder’s rubble, polystyrene and Tetra Pak. Under the slogan “Don’t dump, drop off”, it has created 20 waste drop-off points in and around the peninsula. Each of these waste streams requires special handling. Domestic kitchen waste is not accepted and should be disposed of through the city’s residential waste removal service. Landfill Consult, a licensed 100% BEE company and member of the Institute of Waste Management of Southern Africa, manages the clean garden waste aspect of solid waste disposal

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at five sites – called green waste transfer stations. Clean garden waste is defined as biodegradable green waste composed of garden or park waste, such as grass or flower cuttings, hedge trimmings and tree prunings. The difference between green and brown waste is that green waste is high in nitrogen (good for plants), while brown waste is primarily carbonaceous. Clean garden waste can be dropped off at any of the city’s 20 drop-off facilities, Monday to Saturday, and even on Sundays until 14:00. Up to 1 300 kg (1.3 tonnes) per day per household can be dropped

off at any of these sites, at no cost. The total estimated amount of green waste processed by Landfill Consult is eight thousand cubes per month. However, to rework an old expression, one person’s waste is another person’s valuable resource. When garden waste arrives at any one of the recycling sites managed by Landfill Consult, nonmulchable/compostable materials, such as plastic bags, etc. are removed. The remaining garden waste is then shredded and laid out in piles in the open air. Most types of recycled garden waste can be used for making mulch/ compost, including bark, flowers, grass and hedge cuttings, leaves, plants, small branches, twigs and weeds. If you are unable to compost at home, it is best that you take your clean garden waste to one of the city’s recycling points managed by Landfill Consul, which, once it is processed, puts it to good use. From a municipal management


energy

Waste into Worth Chipper turning garden waste into organic chips I nset Dropping off garden waste at a municipal drop off point

perspective, if the municipality were to run its own operation instead of outsourcing it to Landfill Consult, it would cost at least 50% more. Based on the tonnages involved, that is a lot of money saved for the municipality.

How is mulch used? Mulch can be applied in a range of end uses: within full-scale agriculture, landscaping, gardens and brownfield sites. It can be used as a soil improver, topsoil constituent, turf dressing, growing medium constituent and for making compost. Mulching is the most important step you can take for your landscape. Almost any landscape will benefit from the use of mulch. Landfill Consult’s mulch is prepared and processed with due care, and is of the highest quality.

Mulching is defined as applying material to the soil surface without injuring plants, while at the same time reducing water loss from the soil and preventing weed growth. Almost any landscape will benefit from the use of mulch. The goal is to produce better plant growth than if no mulch were used. Water availability can be a limiting factor for plant growth. Mulch reduces water loss from the soil and conserves soil moisture in the root zone. This makes more moisture available and results in better growth. As water passes through mulch, it is slowed down, resulting in greater soil infiltration. Soil moisture is then available to root systems for longer. Also, more even soil moisture is maintained with mulch. All of this reduces the frequency of watering needed. Watering thoroughly need only be done every 10 to 14 days. Always check soil moisture before watering. Root growth stops or slows when temperatures are too high or low. Mulch also maintains a more uniform soil temperature, which

landf ill c o ns u lt

encourages root growth. In the heat of the summer, the soil temperatures under mulch can be reduced by as much as 1°C (when surface may be 38°C). During the autumn and early spring, when temperatures fluctuate and dip below freezing, soil under mulch remains warmer, freezes more slowly, and stays at a more uniform temperature, effectively lengthening the growing season. Organic mulches such as shredded bark or wood chips are best. These materials will add nutrients and organic matter to the soil as they decompose. Mulching generally aids tilth and soil structure. Beneficial soil microorganisms are present in greater numbers and thrive in mulched areas. Soil biodiversity is also increased, which can have many benefits. Mulching has additional benefits, as well. It can prevent weeds that would compete with desirable plants for the same water and nutrients, and potentially damaging mowers and trimmers are kept away from plant trunks. The depth of mulch is extremely important and will vary depending on the kind of mulch, type of soil, and the

S hredded Waste Clean garden waste is shredded, turned into mulch E nd Product Mulch is most useful in gardening, growing vegetables, agriculture and similar applications D elivery Landfill Consult delivers to customers, charging for transportation costs only

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The official journal of the Institute of Waste Management of Southern Africa Institute of Waste Management of Southern Africa

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Landfill Consult (Pty) Ltd, a level 1 BEE company, provides a range of operational, project management, administrative and consultation services related to solid waste management in South Africa.

We specialise in garden waste management and beneficiation. We are currently responsible for chipping garden waste for Cape Town, operating in five depots.

CONSULTING

FIND US GAUTENG 280 Waterbok Street, Ninapark, Akasia City of Tshwane 0182 Company Reg No: 2009/02704/07 012 542 3966

ORGANIC WASTE

www.landfillconsult.com

COMPOSTING

members of

WESTERN CAPE 20 Montreal Drive Epping Industrial Cape Town 021 380 0297 info@landfillconsult.com

COLLECTIONS


energy

landf ill c o ns u lt

case study Waste to Food What Customers Say Kronendal Primary We are most grateful for the generous donations of mulch. We are also most grateful that Thrive coordinates these requests and deliveries. We use the mulch as part of our overall gardens and in our food gardens, and without it, we could not have achieved the quality and kind of gardens that we have. Thrive, Hout Bay We are very grateful for the delivery of several loads of mulch to the Community Centre Garden, Hout Bay High, Sentinel School, Kronendal Primary and Silikamva High school. Thrive will be launching a Saturday morning Organic Market at Valley Nursery (flyer attached) where schools, together with other small urban farmers, will sell their produce.

plant material used. Remember that air must be allowed to reach roots in the soil. When all the air spaces are filled with water, oxygen and other gases are not available to the roots and the plants will suffer. Heavy clay soils require a thinner layer of mulch than light, sandy soils. Too much mulch, improper applications, or too frequent applications may very well result in harmful effects. A depth of 5 cm to 7.5 cm of mulch is usually plenty. Keep it a few centimetres away from the trunk of the tree or plant. Mulch can be applied any time. To have the most benefit, mulch at planting time, and in advance of summer droughts and before active weed growth starts. Bark and wood chips will last at least two years, sometimes longer.

Looking ahead Looking to the future, as a joint community project, Landfill Consult is seriously considering the manufacture of fuel briquettes from mulch. It will also explore supplying mulch to the wasteto-energy industry.

Waste to Food is a social and environmental business located in Philippi East, Cape Town. Landfill Consult supplies Waste to Food with chipped garden waste, an essential component in the process they use to convert commercial food waste into high-quality growing media and for organic plant pest and disease control. Waste to Food will begin processing commercial food waste from Pick ‘n Pay stores in Cape Town early in 2017. This food waste is composted in a high-tech in-vessel composting system. In this system, the heat of composting kills pathogens, pests and weed seeds, and rapidly converts the food waste into compost rich in microbes that earthworms can eat. After a short, in-vessel compost, the pre-composted organic waste is then processed further in an industrial-scale earthworm composting system. Earthworm compost is rich in nutrients, organic compounds and beneficial microorganisms. These promote plant growth and protect plants from pests and diseases. The nutrient-rich liquid that drains from the earthworm composting system is fed into sub-irrigated growing beds in a quarter-hectare greenhouse. This system wets the growing media from below, providing ideal conditions for growing high-quality organic fruit and vegetables. The earthworm compost is used in the production of premium-quality organic growing media and organic plant pest and disease controls. A range of premiumquality growing media will be produced for the agriculture, horticulture and floriculture industries. Bagged products will also be sold through garden centres and selected retail outlets, including Pick ‘n Pay. Waste to Food addresses a wide range of environmental issues by diverting waste from landfill, and providing environmentally beneficial alternatives to fossil-fuelbased products. The company also has a strong social component, the largest shareholder being a Community Enterprise Development Trust that is mandated to create small-scale business opportunities for local black entrepreneurs.

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The official journal of the Institute of Waste Management of Southern Africa Institute of Waste Management of Southern Africa

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Landfill Consult (Pty) Ltd is committed to quality products and service delivery. Our solid track record, which includes various municipalities, as well as mine waste projects, supports our claim of commitment to superior quality service and product delivery.

FIND US GAUTENG 280 Waterbok Street, Ninapark, Akasia City of Tshwane 0182 Company Reg No: 2009/02704/07 012 542 3966

www.landfillconsult.com

members of

WESTERN CAPE 20 Montreal Drive Epping Industrial Cape Town 021 380 0297 info@landfillconsult.com


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ccording to extracts from Although the city recognises the the renowned 2016 book need to contribute to global efforts Green Is Not A Colour: to mitigate the effects of climate Environmental Issues Every change, it also recognises the need to Generation Needs to Know, co-authored adapt proactively to the unavoidable by Devan Valenti and Simon Atlas, climate changes likely to occur in the geologists speak of the era we’re living shorter term. In so doing, the city has in as anthropocentric – the “age of man”. developed the Climate Adaptation Today, humans are the dominant force Plan of Action (CAPA), a sector-based of influence on the planet. Among the approach that aims to integrate climate greatest concerns are change adaptation the rapidly increasing measures with all of The city has made a levels of carbon in the the administration’s atmosphere. A potent commitment to conserve relevant service greenhouse gas that delivery and planning and manage Cape Town’s functions. plays a vital role in regulating earth’s The CAPA will unique biodiversity temperature through be continuously the greenhouse effect, reviewed and updated concentrations of carbon as climate science in the atmosphere have increased develops and the city improves its own significantly over the past 200 years. understanding of the specific climate One of the mandates of the City of impacts it needs to manage. CAPA is Cape Town is to promote a sustainable supported by the city’s climate change environment through the efficient think tank – a partnership between the utilisation of resources. Promoting city and academics, as well as specialists appropriate climate change adaptation in the field of climate change. Examples and resilience planning is another. of adaptation measures that are either

A sustainable city is not just economically strong. It’s a city that understands that the proper management of our natural resources is equally important.

Green

The new black

currently ongoing or planned for the next five years include: • ongoing citywide ecosystem services (green infrastructure) mapping and costing • a 15% increase in new stormwater design specifications to accommodate increasing rainfall intensity • climate change factored into 25-year bulk water supply modelling • a sea-level rise risk assessment and identification of a coastal protection zone • the Salt River marine/freshwater flooding interface modelled under various rising-sea-level scenarios, which will be rolled out to other city rivers as well.

Biodiversity The city has also made a commitment to conserve and manage Cape Town’s unique biodiversity. The following key projects and initiatives are planned for the next five years: • proclamation of existing managed areas under the new National Environmental Management: Protected Areas Act (No. 57 of 2003) • completion and adoption of a bioregional plan, the purpose of which is to inform land-use planning and decision-making by a range of sectors whose policies and decisions affect biodiversity • meeting the Integrated Metropolitan Environmental Policy (IMEP) environmental agenda target of conserving 60% of the biodiversity network by 2014, by increasing conservation land through partnerships and stewardship programmes, as well as acquisition where financially feasible • meeting IMEP environmental agenda targets in respect of invasive alien species to significantly reduce the coverage of invasive alien plants and eliminate problematic invasive alien animal populations • committing to the continued roll-out of environmental education and outreach programmes, including the Youth Environmental School programme, which will increase the public’s ability

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to access nature reserves, and will promote environmental education and awareness •d  eveloping a sustainable city communication strategy aimed at improving and streamlining environmental communication across all city departments •e  nsuring continued management of the existing conserved areas in such a way that the benefits to the community are enhanced • c reating a viable ecological link between Dassenberg Hills and the coast as part of the Dassenberg Coastal Catchment Partnership, which aims to protect critical ecological infrastructure, unlock socio-economic opportunities, promote climate change adaptation and mitigation, and promote the natural and cultural heritage of the area • investigating and pursuing alternative methods of energy generation via solar, wind and gas power.

Renewable energy With the increasing demand for coal and electricity tariffs, the city is committed to exploring renewable energy options. Cape Town pursues a target of generating 10% renewable energy by 2020. The city is developing a renewable energy plan to meet this target, and to support energy business investment in

Cape Town and the rest of the province. Policy to facilitate residential and commercial-led, small-scale embedded generation is also being developed, while options for city-owned electricity generation are being investigated. Projects for renewable energy supply from city operations – including microhydropower from potable water systems, a landfill gas initiative, as well as energy from wastewater treatment facilities – are under way. While plans are being put in place for renewable energy options, the city – like much of the country – still faces a high electricity consumption rate. The city is pursuing a range of opportunities to reduce energy consumption in council operations. An internal energy management policy will ensure a systematic approach to energy consumption reduction across all operations. Programmes and projects include the municipal energy-efficiency and demand-side management programme, which covers street and traffic light retrofits, and a city-owned building retrofit programme. The city is improving its electricity consumption management through the use of automated meter readers. Work to green the fleet is ongoing, and a project to green information technology infrastructure has been initiated.

Additionally, there is huge potential for households to save energy, which would reduce their monthly expenditure. The city has played, and will continue to play, a key role in assisting residents to save electricity through its electricity-saving campaign. It is establishing a programme to facilitate the mass roll-out of solar water heaters to households. It is intended that the programme will boost both local business and skills development. Savings per 100 000 high-pressure systems installed will be in the order of R800 million per annum for households, a R1 billion investment in the economy, and 280 000 MWh of power.

Waste minimisation The city is committed to achieving waste minimisation. Steps include developing and running waste management facilities and incorporating material recovery facilities, public drop-off sites, composting and builders’ rubble crushing facilities, as well as running waste minimisation promotion and awareness projects. The intention is to sustain current waste minimisation pilot initiatives for future learning and benchmarking. The city will focus on waste streams that have the largest impact on airspace – namely green


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and refine an inland and coastal water quality improvement strategy and implementation plan to address declining inland and coastal water quality through a coordinated projectbased approach. This will take place in partnership with communities, business and other spheres of government in a manner that improves quality of life, sustains economic development, values natural resources, and complies with statutory requirements.

Green Infrastructure By 26 March 2014, the Radnor site – earmarked for future PPPs on waste beneficiation, i.e. anaerobic processing – was fast-tracked for residential development By December 2015, the city developed 25 drop-off facilities for the disposal of recyclables, garden greens and builders’ rubble

waste management facilities will be prioritised, and allowance will be made for private-sector involvement through PPPs. These facilities will achieve the highest impact on waste minimisation and effective diversion of waste from landfill sites. The city will also encourage and engage in the cost-effective limitation of the amount of waste sent to landfill, by means of waste reduction, reuse and recycling initiatives. Cooperatives will be considered, which also hold the potential for job creation. The Think Twice programme will be continued in certain residential areas along the Atlantic Seaboard, the Southern Peninsula, the Helderberg, and northern suburbs east of Tygerberg Hills. The programme will also be continued in certain portions of Sea Point, Mouille Point, Three Anchor Bay, Kraaifontein, Hout Bay and Camps Bay.

and organic waste, recyclables and builders’ rubble. Organic waste, together with sewage sludge, is a key aspect of the waste-toenergy projects being contemplated. A separate greens collection service will be considered to increase the 35% greens diversion currently achieved by means of drop-offs. The city will Inland and coastal water also prioritise waste minimisation Among the most devastating effects options by focusing on high-impact mankind has inflicted on the natural waste diversion activities through world are the severe depletion and partnerships. The feasibility of publicpollution of our oceans and marine private partnerships (PPPs) will be ecosystems. In Green is not a Colour, evaluated in the coming year. The city the authors explain that due to the will also effect institutional changes vast amounts of pollution we have and set up a separate cost centre discarded into the planet’s oceans to ensure that costs and revenue over the last two centuries, the are ring-fenced for each new health of this environment PPP. Such PPPs will be is dropping rapidly. investigated for different Unfortunately, less disposal facilities, than 1% of the ocean both the Radnor and is protected, and so Bellville composting these trends are likely to sites, and the potential On 18 September continue in the foreseeable landfill gas utilisation 2015, the City of Cape Town was awarded the future. The deterioration of and organic waste South African Plastics our oceans shows a direct treatment projects Recycling Organisation result of our inabilities to to generate energy trophy for 2015’s steward the planet. The from waste. Budgeting Best Recycled Product city intends to develop for integrated

Priority will be given to the following aspects: • informing and directing the city’s long-term servicing and infrastructure planning, particularly with regard to the provision of basic sanitary services, by ensuring that water quality issues are adequately considered in the allocation of resources • the disinfection, or deviating to sewers, of highly polluted, dry-weather stormwater flows that pose immediate risks to adjacent communities or recreational water users – this approach will be tested by means of pilot projects in high-priority areas • ensuring synergy across departmental programmes with an impact on water quality, forming partnerships, and building capacity and understanding among internal and external stakeholders.

Desired outcomes include: • healthy rivers and coastal waters with good water quality and thriving ecosystems, which are valued by communities for cultural and recreational purposes • increased sustainability, resource efficiency and climate change resilience • positioning the city as innovative, proactive and leading in the fields of integrated urban water management and water-sensitive urban design • capacitated communities working in partnership with the city. The city aims to be a national leader in ensuring that all aspects of the Integrated Coastal Management Act (No. 24 of 2008) are implemented, enforced and complied with. This will optimise the economic assets and opportunities linked to Cape Town’s coastline, marine resources and harbours. connect 2017

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d ig ita l

Making a

digital connection The City of Cape Town aims to establish catalytic projects to serve as the major drivers of growth. Apart from expanding and enhancing its public transportation system, the city is installing a competitive broadband infrastructure network, which will also enhance access to economic opportunities.

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roadband penetration is in a number of major infrastructure positively tied to GDP and projects, including a broadband employment growth. For infrastructure project for the Cape the finance and business Town metropole. services sector in Cape Town to NDP objectives continue its growth trajectory, it Ensuring a solid fibre-optic network falls will need ever greater capacity within the city’s contribution towards for processing and transmitting government’s National Development information. Skilled people, greater Plan (NDP). In fact, the computer processing city has 15 objectives capacities and access or chapters in line with to high-speed, highMore bandwidth will NDP, with economic bandwidth fibre-optic allow new services to the infrastructure sitting at cable are critical if the city is to achieve this. be rolled out to areas number four. objective relates An important that previously did not toThis the provision and emphasis for the sustainability of city is infrastructure have access services such as water, investment. electricity and public This entails the transport, and the establishment determination of investment and of a fibre-optic network that can growth trends to ensure that provide competitively priced and adequate infrastructure is provided in widely available broadband. To areas of high growth. The city will act achieve this, the city continuously as a catalyst by investing in suitable strives to maintain and invest in its economic and social infrastructure water and electricity infrastructure, to support and further stimulate and is implementing a fibre-optic economic development. Over the next network programme. five years, the city will be investing


Fibre-optic network programme

The network will further support the telecommunications The broadband and service delivery fibre-optic network needs of the city programme will administration by construct a fibre-optic providing more bandwidth communication network to enable new, enhanced within the Cape Town services, while at the same The length of fibremetro to realise service time bringing down the optic cable already delivery as well as cost of telecommunication. installed throughout social and economic Accessing city services Cape Town metro benefits, by providing from outlying offices access to affordable will be greatly improved, telecommunication infrastructure which will, in turn, have a positive on an open-access basis. Access to impact on service levels. In addition broadband services has proved to be to providing enhanced services, more a stimulus of the modern economy bandwidth will allow new services to and, by making spare capacity be rolled out to areas that previously available, the city will harness this did not have access due to a lack of infrastructure investment to enable connectivity. Ultimately, the network both economic and social benefits. is intended to cover the entire city.

780 km

Kuyasa Library Location Khayelitsha Opened 17 March 2016 Cost R78 million Funding The library was made possible by a grant provided by the Carnegie Corporation of New York. Additional funding provided by the German Development Bank, National Treasury and provincial grant funding provided for the construction of the facility Digital access Yes Features 35 SmartCape computers with free internet access | Extensive book collection, with books in isiXhosa, Afrikaans and English | Audiovisual materials | World-class IT equipment Benefits Internet access to previously disadvantaged persons; will contribute greatly towards making the Kuyasa Station Precinct an attractive, vibrant and safe urban node

Digital Generation (DG) specialises in the product life-cycle management of ICT products. The business was founded in 1999 and has 17 years’ experience developing and delivering unique, scalable business models aimed at unlocking the full lifecycle value of ICT products, services and solutions. While DG’s offering encompasses an extensive range of products - including accessories, phones, tablets, laptops, servers, storage, etc. - our real strength lies in our ability to deliver holistic, value-adding solutions for our clients. In terms of the DTI Codes of Good Practice on Broad-Based Black Economic Empowerment, DG is defined as a Level 2, Black Women Owned Company. This provides significant value to our clients in meeting their B-BBEE objectives.

Black Women Owned

DG offers our clients a unique value proposition. Our business model is built on the cornerstones of cost efficiency, quality, transparency and superior end to-end service. As a result, we have developed and nurtured trust-based partnerships with a diversity of clients who place immense value on our unprecedented value proposition and absolute focus on consistently excellent, innovation-led client experiences. It’s a business model defined as Value Innovation, meaning it provides exceptional value and lower costs.

Cloud infrastructure specialist

Infrastructure management consulting

ICT Product lifecycle management

info@dg.co.za www.dg.co.za


to u ris m

Destination

Cape Town With so many global holiday spots, why should tourists opt for Cape Town? How does a destination stand out, attract tourists and generate sufficient earnings to ensure the growth of its economy?

A

Chapman’s Peak The Cape Peninsula road offers breathtaking mountain and sea views T able Mountain Frames To honour Table Mountain being named one of the New 7 Wonders of Nature in 2011, large frames were placed at seven different locations to frame Table Mountain from every angle

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h, Cape Town! Situated at the southern tip of Africa, the city is regularly lauded as the best-run city in the country, according to international awards, and has industries that are critical economic contributors to South Africa’s GDP. Blessed with a stunning mountain and an Atlantic Ocean coastline, Cape Town has been cited as an inspiring place to discover, offering rich cultural experiences. And if that’s not reason enough, Cape Town has some of the best eating spots and scenic views in the country. The city wants to attract big corporations to establish their headquarters in Cape Town. The aim is to encourage growth in sectors where the city has a competitive advantage, such as the financial and the oil and gas sectors. The city intends to capitalise on its appeal as a creative and educational centre, and the industries that comprise this. It wants to maximise the value of its geographic location as an entry point for industry to the West African market. Tourism has shown a marked increase in the past year. However, as residents do not regard tourism as important, it has very little impact on how they rate the city’s overall performance. To deliver on the city’s constitutional mandate, in terms of local tourism, a comprehensive Tourism Development Framework was to be developed for the 2012 to 2017 period.


St James Beach with its colourful bathing boxes

Driving tourism

Winelands Landscape in Stellenbosch, Western Cape

This Tourism Development Framework was then developed and subsequently approved by Council in December 2013 for the 2013 to 2017 period. Alignment with South Africa’s partners in Brazil, Russia, India and China (BRICS) holds the potential for growing domestic tourism. Cape Town’s tourism includes the following: • cultural and heritage tourism • icon-based tourism, such as Table Mountain, Robben Island, Cape Point, Kirstenbosch Botanical Gardens, Blaauwberg Conservation Area and False Bay Ecology Park • business tourism • events-based tourism • adventure tourism • coastal tourism • youth, student and educational travel.

events segments: • large events, such as the Cape Town Cycle Tour • sports events, such as the FIFA World Cup and F1 racing • business events, exhibitions and conventions • cultural events, such as the Cape minstrel parade • music events, such as the Cape Town Jazz Festival. The city will work with national and provincial government, and neighbouring municipalities, to ensure an alignment of brand positioning, event strategies, event calendars and bidding processes for sought-after events. Such an alignment of tourism promotion initiatives is critical to managing the visitor footprint in the city.

The events space

Events destination

Globally, events are at the As the city’s single-largest strategic centre of strategies for change, asset, Cape Town Stadium will play a redevelopment, social inclusion and critical, catalytic role in positioning improved competitiveness. They are Cape Town as a key events and tourism acknowledged as potential contributors destination. This world-class facility, to economic growth, and offer the comparable to any other leading facility potential to achieve social, cultural in the world, is primed to play a leading and environmental outcomes within role in attracting local and international broader urban development strategies. events of varying sizes and complexity. Events also affect various sectors in Hosting these types of events will the city and have a profound multiplier result in increased opportunities in the effect on tourism and the hospitality, events, tourism, visitor economy, enabling facilities management them to address and logistics industries, seasonality effectively. and will generate Cape Town has the additional income infrastructure and for the Western inherent potential Cape economy. The to become the focus for the next events capital of subfive years will be to Saharan Africa. Over the next five years, the city will position Cape Town International Airport itself as the events ended the 2015 with an Robben Island and Table 8.9% increase in total arrivals capital in Southern Africa, year-on-year – the largest Mountain Aerial Cableway promoting iconic and increase per annum since 2010, have reported annual strategic events by when an increase of 4.9% in year-on-year growth of actively developing, total arrivals was recorded 5% and 2%, respectively inter alia, the following Stats SA 2015 Stats SA 2015

secure a long-term operating model, anchor tenants and partnerships with private-sector entities (both large and small), and to increase the international events-hosting profile of the stadium.

Tourist attraction Research commissioned by the city shows that 1.5 million foreign tourists visited Cape Town in 2013. The research also indicates that the number of foreign tourists to Cape Town increased by 17% from 2012 to 2013, compared to an increase of only 4.7% in the arrival of foreign tourists to South Africa as a whole. This growth confirms the increase in market share that Cape Town has gained. The estimated total direct tourism spend in Cape Town for 2014 is R15.6 billion. The Nyanga Tourism Platform has been established and tourism ambassador programmes have been implemented in Gugulethu and Nyanga. Arts and culture constitute an important part of the tourism offering of successful cities across the globe, attracting people to either theatres, museums, galleries or events, among others. This is particularly significant for Cape Town, where seasonality has been a major concern. Recognising the importance of arts and culture in expressing the vibrancy of its people, the city will develop an integrated promotional strategy to promote arts and culture as part of its tourism offering. These will include the key cultural assets of Cape Town, the museums, live music venues, galleries and cultural events.

1

Did you know?

The City of Cape Town received the top spot on the prestigious New York Times’ list of 52 Places to Go in 2014, ahead of destinations such as Los Angeles, the Vatican and the Seychelles connect 2017

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PROUDLY


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tou rism

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Take my breath away There are few places in Cape Town that offer spectacular views, like the top of Signal Hill. Pack a picnic and take a scenic drive in the late afternoon for a guaranteed sunset view like no other.

Reasons to visit Cape Town

1 Why walk when you can ride

Majestic Table Mountain and the neighbouring Lion’s Head are popular for hiking, or you can take a cable car to the top of Table Mountain. There, follow the various nature trails, enjoy a delicious lunch at the cafe, sip on local wine and take in the endless views. For the adventurous, there’s the option of abseiling down the mountain.

Cape Town has it all: beaches, mountains, harbours and gardens. Here are our top picks when visiting the mother city.

3

4 Become one with nature Unwind by

Happy feet Boulders Beach in the naval community of Simon’s Town is home to about 3 000 adorable African penguins just waiting to be instagrammed!

wandering through Kirstenbosch Gardens. Be sure to walk along the Centenary Tree Canopy Walkway, also known as the Boomslang – a curved steel and timber bridge that winds and dips its way through and over the gardens’ trees.

Hang out by the waterside With everything

from food and markets to catamaran cruises, shopping and a chance to spot sea lions up close, why go anywhere other than the V&A Waterfront?

5

Culture explosion

The Bo-Kaap is one of the most vibrantly coloured neighbourhoods you’ll ever stroll through. The Cape Malay cooking tour is a must.

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Party’s up Synonymous with Bourbon Street in New Orleans, USA, Long Street is a party haven, without being overpriced.

Dop and chop What if you could stroll into a butchery, select your meat and then have it cooked on an open braai? At Mzoli’s in Gugulethu, you most certainly can. Bring your friends and kick back with a beer, or two.

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One for the history books

Robben Island offers visitors a firsthand experience of the imprisoned history of icons like Nelson Mandela and Walter Sisulu. The prison is accessed via a boat from the V&A Waterfront.

Drink and be merry The Cape Winelands stretch endlessly along hills and valleys, and the vineyards produce some of the most prized wines in the world. Be sure to stroll into the towns of Franschhoek, Paarl or Stellenbosch after your wine tours.

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advert index Absa 25

Dimension Data 4

Aqua-Loc 67

FS-Systems 46

Aveng 62 Basis Points Capital 15 Boogertman Architects 16 Botes & Kennedy Group 76 BVI Consulting Engineers OBC Cape Town Tourism IBC

Goscor 54 Hidro-tech Systems 72 IX Engineering 53 Landfill Consult 77 Lektratek 12 Nashua Cape Town IFC Penny Farthing Engineers 11

Civils 2000 48

Roadmac Surfacing Cape 61

Continuity SA 36

SAP 17

CTICC 56

Table Mountain Aerial Cableway 90

Digital Generation 87

Van Schaik Bookstore 92


BVi Consulting Engineers

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