Cape Town Partnership 2011 Annual Report by Cape Town Partnership

[OUR MISSION] Born in 1999 out of a partnership between the City of Cape Town, the South African Property Owners Association (SAPOA), the Cape Town Regional Chamber of Commerce and Industry and other stakeholders, the Cape Town Partnership is a developmentfacilitation agency focused on the mobilisation, coordination and alignment of public, private and social resources behind the urban regeneration of the Cape Town Central City. Our mandate is to develop, manage and promote the Cape Town Central City as a place for all and a leading centre for commercial, retail, residential, cultural, tourism, educational, entertainment and leisure activities. Bringing public and private shareholders together to drive the regeneration of this unique city, the Partnership is a Section 21, non-profit organisation governed by a board of directors who pool their expertise for the benefit of the city. Our vision is for an inclusive, productive and diverse Central City that retains its historic character and reflects a common identity for all the people of Cape Town.

cape town partnership

annual report 2011

contents DESIGNING OUR FUTURE

DESIGNING OUR CITY

06 CHAIRPERSON’S REVIEW: A renewed focus – Kevin Roman 10 CHIEF EXECUTIVE’S MESSAGE: An enabling context – Andrew Boraine 14 MD’S REPORT: An inclusive approach – Bulelwa Makalima-Ngewana

24 Designing a City for PEOPLE 29 Mugendi M’Rithaa on designing solutions 31 Brett Herron on transport for transformation 34 Bonita Bennett on history and memory

36 39 40 45 46 48

Designing a City for PROSPERITY Bryan Ramkilawan on sharing ideas Wendren Setzer on market access Rashid Toefy on spreading wealth Rob Stokes on better connectivity Projects in the pipeline

50 52 55 59

Designing a City for POSTERITY Dudley Simons on cycling to work Olga Naumowicz on taking the bus Lauren Shantall on stepping out

62 THANK YOU 64 FINANCIAL STATEMENTS

DESIGNING

OUR FUTURE

DESIGN AND THE FUTURE “Design is more than simply shape or surface. Through design we recognise reality. To design something means to understand the principles of human needs. Good design is communicative, enabling, enriching people’s lives. Design can make us happy … if it is good, creative, intelligent. “Seventy percent of all people on earth will live in cities by 2050. Cities are not only the fate of mankind, but also the solution to many ecological problems. Cities are about connecting people. Good urban design mirrors that – it can give people orientation, comfort, security. It empowers them to be citizens, not slaves; participants, not followers. Good design brings people together; travellers and inhabitants, newcomers and locals. For the last 30 years we have heard about the Knowledge Society. But knowledge moves all human societies. What really distinguishes the future from the past is the design aspect. More and more, we are not just letting things happen. More and more, we understand ourselves. We design our environment. We design our relationships. We even design our feelings, via social media. This is what makes the design industry the core business of the future. Design is everything because it is the core of humanity. Design is the process by which we create with understanding. Design means we become active participants in the creative process, instead of being the object of external chance.” Excerpts from a keynote speech by Matthias Horx, German futurist and founder of the “Zukunftsinstitut” (Future Institute), at the World Design Cities Summit in Seoul, Korea, 2010. The theme of the summit was, “Design and Cities: Designing a Competitive City for the 21st Century.”

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[CHAIRPERSON’S REVIEW]

A RENEWED FOCUS

hen it comes to reviewing our operations for the last year – measuring what we have achieved against our original mission and operational mandate – I am delighted to once again celebrate the strong commitment of the Cape Town Partnership (CTP) and the Central City Improvement District (CCID). Despite a global recession, we can confidently say that our city is presentable and attractive to investment. On a micro level, we have kept the city clean, with our maintenance work; safer, with our seamless security presence; and caring, with our strong social-support programme, through the tireless efforts of the CCID. On a macro level, we followed 2010, a year of incredible energy and excitement, with invaluable legacy initiatives. In last year’s Annual Report, we asked ourselves:

18 06

“How do we take the exceptional experience of the World Cup and make it the norm? How do we continue to democratise our public spaces? And how do we unlock the potential of R14-billion worth of new infrastructure, much of it linked to new transport systems?” I am happy to report that the city has harnessed much of the exceptional World Cup experience, and the Partnership has been instrumental in that process. The work of the CTP team on the Waterkant pedestrian route, which is now celebrated as the Fan Walk, has been a great vehicle for building stronger ties, not only with provincial and City officials, but also with businesses, property owners, urban planners and stadium management. And we know the Fan Walk will continue to benefit the city as an engaging and inclusive space. Our new infrastructure, much of it fasttracked to deliver a world-class sporting

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event, is now enhancing the lives of Cape Town’s citizens, as people move easily across the pedestrian bridges over Buitengracht, along bicycle lanes and through major interchanges, or embrace our new and refreshed publictransport systems. The continued role of the Partnership will be to mobilise citizens to make the most of these enhancements – with the ultimate goal of bringing people together, to ensure that our city is both more liveable and more lively, 24/7. We also rallied behind several initiatives to carry 2010’s massive injection of confidence in our city into the future. Making the shortlist for the World Design Capital 2014 (Cape Town was one of three cities selected out of 56 that have shown interest in bidding) is a feather in the cap of the team that worked so tirelessly to get our impactful message

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Our Central City is open for business – now the challenge is to create a 24-hour city.

onto the world stage. We can Live Design. Transform Life, but this work – bid or no bid – revolves as always around transforming the city and people’s lives. Our Creative Cape Town programme continues to gear our city for the knowledge economy, presenting fresh opportunities for our creative and design industries to strengthen and grow. The programme’s fledgling East City Design Initiative of 2007 is now reaching critical mass under its bold new branding, The Fringe, driving innovation and entrepreneurial thinking in the Central City. Inevitably, 2011 presented us with challenges, not least the threat of a postWorld Cup slump. Certainly, we have felt the lag effects of the recession and the mood has become more cautious. Retailers, in particular, are suffering and have had to adapt to selective spending patterns after a long period of double-digit growth. People do not want to travel far – especially out of their comfort zones – and the desire for safe, walkable, welcoming neighbourhoods is growing. This poses the ultimate challenge

to our city: to become more welcoming and embracing, and to build on our potential as a vibrant centre of diversity, community and social cohesion. I believe that CTP has a vital role to play in this. When it comes to the Central City’s future development, there are pressing issues to be dealt with. Our city faces high unemployment rates and persistent racial and class-based inequalities. We have a lovely mixed-use city, but we do not have enough front doors in it. Our city should not lose its pulse at 18h00, but the lack of affordable housing (and of an effective public-transport system) prevents us from becoming a 24-hour city. Years ago, all the residential energy was moved out of our city and now we need to develop affordable-housing units to encourage people back. We need a collective vision aimed at incentivising the private sector rather than relying on public funds to deliver on our affordable housing needs. Pursuing these aims will revitalise our Central City and foster social cohesion. It will also position our city better to potential investors, who want their workforce close, supported by educational and recreational facilities. Regarding our competitiveness as a city, we cannot continue to view ourselves in isolation of regional, national and global economics. We must ask ourselves: How are we positioned in the world’s view? How do we support investment, not only from abroad but also domestic re-investments? How do we develop our city brand from a business point of view to ensure sustainable lifestyles, jobs and opportunities for everyone? There are positive plans underway to improve our standing as a business destination through smarter technology (for example, the installation of hundreds of kilometres of fibre optic cable), visionary thinking around extending the CTICC and connecting the Central City with other areas by making provincial land available, and initiatives like the establishment of an Economic Development Partnership for the region. To remain relevant and resilient as an organisation, the Cape Town Partnership constantly evaluates its role and, where necessary, reinvents itself. To this end, we held our Board Strategic Review in

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September 2010. One of the outcomes of discussions was that, while a great deal of continuity will be needed to accelerate current projects and build on existing partnerships, much of the future strategic focus will be on building new partnerships and contributing towards the broader economic development of our region. In order to safeguard our core mandate and maximise our resources and efficiency, while strengthening our strategic role, a new management structure was put in place this year and has already achieved a lot. The revised structure separates the roles of Chief Executive (CE) and Managing Director (MD) – the CE role has become one of content development, as well as strategy and partnership-building, while the MD is tasked with running the organisation on a daily basis and ensuring effective implementation. The restructuring has no financial implications but impacts on reporting lines. Bulelwa Makalima-Ngewana took up the reins as MD with aplomb, running the business in terms of the current CTP mandate of managing, developing and promoting the Central City and driving our World Design Capital bid process. Andrew Boraine has been freed up as CE to charter new territories and expand the business beyond the geographical boundaries of the Central City. This has broadened our vision for the CTP and engaged us with diverse stakeholders – regional, national and global – but with strong benefits for the city and the Cape Town brand.

When I took up office as Chairperson of the Cape Town Partnership board, I set my sites firmly on making the CTP model for the Central City a catalytic one. I remain steadfast in my belief that the Cape Town CBD is a nucleus of excellence in the city and, as such, what happens here should ripple through the entire city and beyond. I salute the CTP team, lead by Andrew and Bulelwa, for the great work they have done this year. Each and every one of you can be proud of making a difference. I also wish to recognise the City of Cape Town and the many officials we work with every day. Finally, thank you to my fellow board members for their support and valuable input in steering the Partnership this year. I thank in particular five departing board members, Anton Groenewald, Martin Rippon, Albert Schuitmaker, Shaun Johnson and Dr Annelie Rabie, for their contribution during the time they spent with us. Harry Bovensmann joined our board in April 2010 and Rob Kane, chairman of the CCID, joined in November to replace Martin Rippon as the representative of the CCID. Let’s lead Cape Town further on the path to being an inclusive city and an opportunity city for all its citizens – and a city to do business in.

Clean, safe streets are welcoming streets – and free outdoor events, like the Infecting the City public arts festival, make them more so.

Kevin Roman

Chairperson, Cape Town Partnership

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[CHIEF EXECUTIVE’S MESSAGE]

AN ENABLING CONTEXT

hile the Cape Town Partnership has focused squarely on the requirements of its core mandate of reviving and maintaining the fortunes of Cape Town’s Central City, the past year has also been one of transition for the organisation. Two projects in the last year have taken us beyond our traditional work in the Central City. The first was the World Design Capital bid. The World Design Capital designation is awarded by Icsid (International Council for Societies of Industrial Design) in recognition that more than half the world’s population lives in cities and that design has become an

increasingly fundamental tool to make cities more competitive, liveable and efficient. We were honoured to be given the mandate to compile the bid by the City of Cape Town. In last year’s Annual Report I noted that there needs to be a paradigm shift in our tourism marketing message, which for too long has been based almost entirely on promoting our natural environment. Instead of the traditional focus of “escaping the city”, I emphasised that the new message needs to be about engaging with the city and its people. The city-branding work conducted by Accelerate Cape Town, Cape Town Tourism and the City of Cape Town over the past year, together with new thinking at provincial level, would suggest that this vital shift from

CHIEF E X ECUTIVE ’ S M ESSAGE

a purely nature-based proposition to an urban one is starting to take place. One of the Partnership’s most important strategies remains that of promoting Cape Town as a creative city. World Design Capital recognises that wealth, especially urban wealth, is created by innovation, not by factories or services alone. To quote Richard Perez of …XYZ Design, “In South Africa, where socio-economic problems appear to be multiplying, it’s going to take major innovations to secure the investment and development required for economic growth, and clear strategies to ensure that poor people benefit from it.” Our World Design Capital bid is an opportunity to reposition Cape Town on a world stage through design. We were able to showcase Central City initiatives like The Fringe – previously named the East City Design Initiative – which aims to establish a design and innovation hub in the east of the CBD; and highlight World Cup legacy assets like our Green Point Urban Park and our new public transport infrastructure. But our bid also took us beyond the Central City into areas like Khayelitsha, Mitchells Plain, Athlone and Stellenbosch. Through this city-wide project, we have been able to build exciting new links, networks and partnerships. And we are extremely proud that our bid earned us a place on the shortlist of cities, along with Dublin and Bilbao. The second project that took the Partnership beyond the city and into the province was the laying of the foundations for the new Economic Development Partnership (EDP). In January 2011, CTP was mandated by the Provincial Government and the City of Cape Town to facilitate a consultation process and design a proposition for an EDP for the Western Cape. To date the absence of a common economic agenda and strategy, and a disjointed regional economic delivery system, had led to a number of serious problems, namely: The region not achieving full growth potential, particularly in relation to assets and opportunities. Jobless growth: we are not reducing poverty and inequality sufficiently or quickly enough. Breaking the cycle of poverty means expanding incomes and jobs, not just the provision of more services to more people.

designing our future

Cape Town’s World Design Capital bid has taken the work of the Cape Town Partnership beyond the Central City, highlighting socially responsive design projects like Violence Prevention through Urban Upgrading (VPUU) in Khayelitsha.

Many barriers remain to making us a more competitive region, while the postrecession global economy has become even more competitive. Our regional economic strategy needs to take the growth agenda more seriously. This is why the EDP will focus on improving the business and investment climate. At the same time, given the near-crisis levels of poverty, marginalisation, unemployment and inequality, we also need to expand and strengthen the economic inclusion agenda. Economic development involves at least three distinctive clusters of activity – growth, development and inclusion. These need to be integrated into a single development framework: it cannot be “either/or”, since all are needed. There are no quick fixes with regards to the economy, particularly the challenge of structural unemployment. We need to gear up for a long-term commitment from all economic role players. This will take leadership. Over the past six months we have

met with a wide spectrum of stakeholders to discuss ways in which the economic delivery system can be better organised. On 17 August 2011 the Western Cape Provincial Cabinet approved the establishment of an Economic Development Partnership for the region. The EDP as a formal corporate entity is due to be launched by end March 2012. It is proposed that the EDP will be a partnership-based organisation, rather than a conventional public entity. This assumes that various economic partners can come together on the basis of a shared vision, common agenda and joint implementation plan – the Cape Town Partnership has been a pioneer in this regard. The EDP will lead, coordinate and drive the regional economic-growth, development and inclusion agenda through: •E conomic and market intelligence and monitoring (evidence-led strategy) •E conomic vision and strategy (leadership and common agenda)

•B usiness

attraction, retention and expansion (improved business and investment climate) •S ingle-brand platform (Cape marketing alliance) •O rganisation of the economic system for optimum delivery The EDP is an exciting development for the Cape Town Partnership, one that will help to put our work in the Central City into the context of a wider spatial economic strategy, where there has been a vacuum to date. The EDP will also establish a forum to coordinate all economic agencies, entities and departments, as well as a Cape Town city-region forum, in which CTP will no doubt participate. I would like to thank the CTP board of management for giving me the opportunity to participate in the EDP process. It has broadened my own experience and has widened the scope and impact of the Partnership. At the same time I would like to congratulate Bulelwa Makalima-

Ngewana on so ably taking over the running of CTP as our new MD, as well as on assuming a strong leadership role in the World Design Capital 2014 bid process.

VPUU hosted the presentation of Cape Town’s bid book to Premier Helen Zille by Executive Mayor Patricia de Lille.

Andrew Boraine

Chief Executive, Cape Town Partnership

THE ABC OF THE EDP “The EDP will seek to organise a more coherent system of economic delivery in the region, helping public, private, social and institutional partners to do their jobs better, rather than trying to do everything itself. This approach is an invitation to all economic role players, within the government and outside, to strategise and address the most pressing issues we face: poverty, inequality and unemployment.” – Alan Winde, MEC of Tourism and Economic Development, PGWC The EDP goals with the highest priority are: •H igher employment, including part-time employment programmes. • An improved business and investment climate. •A more competitive, productive and resilient economy. •A more coherent regional business brand. • I mproved digital, transport and logistical infrastructure. To achieve these goals the EDP plans to: •S hift from a culture of disaggregation to a more collaborative approach to the economy. •E nsure better economic and market information to develop economic-development strategies.

•D evelop

a single vision and brand for the Western Cape and Cape Town. •E nsure a closer working relationship on the economy with national government departments and agencies. •E nsure strong coordination of economic effort between the province and the city. •D evelop a single strategy on contested markets – visitors, firms, events and festivals, students, investors, institutions, innovators and entrepreneurs, research. “When I came into office, I did so with the pledge that this administration would look to create the enabling environment in which investment could grow and jobs could be created. If we are so short-sighted as to think that issues of delivery happen in isolation of economic conditions, then we will ultimately not be able to provide for people. If, however, we take the long view of government, we realise that to provide services to the best of our ability, we must simultaneously provide an environment of opportunity in which people can provide for themselves. That is why I am so excited about the EDP. It will be a nimble body of economic facilitation and direction.” – Patricia de Lille, Executive Mayor of Cape Town

designing our future

[MANAGING DIRECTOR’S REPORT]

AN INCLUSIVE APPROACH Capetonians flocked to the U2 concert at the Cape Town Stadium in February 2011, and the Fan Walk was activated to enhance their on-foot experience.

t the Cape Town Partnership our work is premised on a strong belief that cities are for people – and that great cities are shaped by partnerships. We believe that, if Cape Town is designed to serve all its citizens, not just a select group of people, it will ultimately sustain itself as a great place to work, invest, live, learn, visit and play in. Our work is therefore geared towards making Cape Town a more liveable city; a city whose character and personality do not rely only on scenic beauty but on its ability to provide its citizens with an urban system that contributes to the physical, social and mental wellbeing and personal development of all its inhabitants. Liveable streets are the bedrock of a liveable city. The work of the CCID on safety and cleaning, as well as social development and job creation, has ensured that the Cape Town Central City has remained welcoming and productive. Without the consistent, quality urban management that has earned the CCID a reputation for excellence – and getting the basics right – the Partnership’s vision for a liveable city would remain a pipe dream.

This year was the first in my new role as Managing Director. Having been with the Cape Town Partnership for more than seven years, most recently holding the position of Deputy Chief Executive to Andrew Boraine, I have enjoyed the new focus and responsibility immensely. My MD role entails the hands-on running of the business, ensuring effective implementation of projects and programmes, and safeguarding and strengthening our core mandate – to manage, develop and promote the Cape Town Central City, with the onthe-ground operations of the CCID and the vision of the Central City Development Strategy (CCDS) as our pillars. In addition, I am responsible for ensuring that CTP continues to leverage the gains of the World Cup, both social and infrastructural, to lend impetus to the goals and objectives of the CCDS. The CCDS was born in 2008 to plot a 10-year vision for the area, with five outcomes: •T o reinstate the historical connection of the city to the sea, the mountain to the water, the raison d’être of the city

M ANAGING DIRECTOR ’ S REPORT

of Cape Town in the first place, through a variety of public space interventions; •T o bring the people of Cape Town back into the Central City to live, through appropriate residential densification and more affordable housing; •T o improve the public-transport system, providing greater accessibility to, from and around the Central City for Capetonians and visitors; •T o provide space for future growth and investment in the Central City, in particular through the redevelopment of the Cape Town Station Precinct; •T o divide the Central City into 20 neighbourhoods, paving the way for development protocols, based on local characteristics that reinforce the distinctiveness of the Central City, in order to address issues such as appropriate densification, mixed usage, building height, parking ratios, streetfrontage, heritage and conservation. The exceptional experience, broadened partnerships, infrastructural enhancements and citizen pride that were gained by hosting the 2010 World Cup have undoubtedly brought us closer to the realisation of this vision. I am happy to report that, in addition to the infrastructural enhancements we gained from hosting the World Cup, we initiated and supported two sub-projects of the CCDS, namely the Development Guidelines for Land Use Management and the Underground Infrastructure Assessment project. These two projects will empower partners and stakeholders – both from the public and private sectors – to improve the quality of the Central City through peoplefriendly developments, including increased residential opportunities, while ensuring that important views, heritage areas and green spaces are safeguarded and enhanced. I echo the words of Executive Mayor Patricia de Lille, who said in her inaugural speech in June 2011: “The solid relationships that grew out of the World Cup collaboration have made delivery on our mandate more efficient. We can feel assured that we are working towards a Cape Town for everyone, with support from all our key stakeholders. Today, Cape Town is one of the most celebrated cities in the world. We need

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The Partnership hosted a walking tour for mayors of other African cities attending the Local Climate Solution for Africa 2011 Congress in Cape Town in February 2011.

to harness that acclaim and make a great city even greater. In order to achieve that greatness, we need to roll back the frontiers of poverty.” Over more than a decade, the CTP has learned – and shared – the value of strong partnerships in creating a better city. It is gratifying to see this approach extending to the region and beyond. Partnerships between the public and private sectors are critical. A good example of such a partnership at work is the one between the Public Investment Corporation (PIC) and Growthpoint, which recently acquired the V&A Waterfront for R9.7-billion and will now begin to develop and redevelop facets of the property. The PIC’s Wayne van der Vent was a speaker at a Central City Partners Forum hosted by the Cape Town Partnership in June 2011 – exploring the theme, “Cape Town is Open for Business” through the lens of new developments and investment in the Central City. “Cape Town is a global city in Africa, and it made sense to acquire an asset here,” he said. He emphasised that the Waterfront project hoped to be a catalytic one and called on the property-development sector to propose ideas for the reshaping, which will roll out over the next 10 to 12 years. Outlining the vision for the Waterfront, Van der Vent said: “We want to see the Waterfront become more integrated with the city. We want to make the Waterfront in the psyche of Capetonians, part of town again.” He also added that the Waterfront

development would play a further catalytic role in job creation in the city and surrounds. In 2010, we proved that we as a city (and a country) are able to compete on a world stage, hosting one of the most successful World Cups in recent years and the first on African soil. Our city has built on this legacy through two major bids in the past year – our bid to host COP 17 (the 17th Conference of Parties of the United Nations Framework on Climate Change), which will take place in December 2011, and our bid to be World Design Capital 2014. Although Durban was awarded COP 17, our bid process – driven by a steering committee representing a broad range of public- and private-sector partners – was valuable in itself. For a start, it encouraged us to continue the healthy habit of approaching events in a more integrated way, and allowed us to leverage the infrastructural enhancements of the World Cup to position the entire city centre as an “eventing space” – a safe, clean, green, connected, accessible and navigable platform, able to host mega events with ease and enjoyment. In addition, our COP 17 bid and the work of the steering committee incubated a new public-private partnership, the Cape Town Climate Change Coalition (CTCCC), a unified voice to promote a greener future for the city through citizen activation. As part of our work on this committee, the Partnership hosted a walking tour for mayors of other African cities attending the Local Climate

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Solution for Africa 2011 congress held in Cape Town in February, to share ideas about the challenges of urbanisation. The work of the CTCCC will also be presented at the COP17 conference in December 2011, where we will interact with world delegates. It is hoped this will bear fruit locally and regionally. Cape Town’s bid to be World Design Capital 2014 – coordinated by the Cape Town Partnership on behalf of the City – has also allowed us to build on our World Cup success. At the CTP Strategic Board Review in September 2010, we highlighted the strategic role of creative, culture, design and knowledge economies to bring people together. Our discussions on the subject resulted in some key insights regarding the Partnership’s mandate and scope: •R eimagining the city creatively becomes our core business. •W e are in the realm of ideas leadership and putting those ideas into the right channels, as well as bringing leadership together creatively. • I f we don’t bring creative ideas together, there will be no creative solutions to problems. •O ur Creative Cape Town programme needs to be city-wide. Cape Town’s World Design Capital bid forms part of a broader vision to position Cape Town as a leading global city – a hub of creativity, knowledge, innovation and excellence. But it goes far beyond that. On a fundamental level, our WDC bid is about using design as a socio-economic catalyst to

create a more inclusive, prosperous and equitable city, and to lend impetus to the CCDS. As Icsid president, Mark Breitenberg says, “WDC is more than just a project or a programme – it’s a global movement towards an understanding that design does impact and affect quality of human life.” His words have been confirmed by Oh Se-hoon, Mayor of Seoul, the World Design Capital for 2010, who states that “Urban design is not merely a matter of convenience, aesthetics and safety but an essential element for survival in the 21st century, in view of the competition between cities for investment, tourism and talent, as well as maintaining and raising the happiness index among residents and visitors.” Design is the key to repositioning, rebuilding and reconnecting our communities. Without design as a tool for transformation, Cape Town risks becoming less and less economically competitive, in an aggressively competitive global landscape. Cape Town has an intrinsic understanding of just how important design is for our city’s future. In 1994, we inherited a city designed for separation. In the last two decades we’ve been designing an integrated city – one that is more economically and environmentally sustainable. We are not talking about design as high-end consumer ‘stuff’. This is about making better design choices for our city – public transport systems, public spaces, community facilities, informal settlements upgrading. It’s about designing a more

Sporting and cultural events contribute to a more inclusive city by fostering social cohesion.

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Cape Town’s World Design Capital bid book was translated into an intense two-day itinerary when CTP hosted members of the World Design Capital 2014 Organising Committee in the city in July 2011. Archbishop Emeritus Desmond Tutu attended the gala dinner and pledged his support.

inclusive economic vision.” Our bid book was submitted to Icsid in March 2011, and in June 2011 we were announced as one of three World Design Capital 2014 finalists, along with Dublin, Ireland, and Bilbao, Spain. This has earned us a platform on a global stage, including showcasing Cape Town’s considerable design assets and transformative design thinking at the IDA Congress in Taipei at the end of October 2011. Compiling the bid to be a World Design Capital has been integral to understanding a new vision for Cape Town, one which sees the design process as a means of transforming lives by reconnecting infrastructural development with the rebuilding of social cohesion. Our bid recognizes and mobilises Cape Town’s considerable design resources towards addressing the legacies of our city’s apartheid past. The year 2014 represents a significant milestone for Cape Town and South Africa, marking 20 years since we embraced freedom in 1994. For this reason, 2014 will be a momentous year, as we take stock of the challenges and gains of our transformation, and celebrate the achievements of the past two decades, both as a City and as a country. Our bid theme – Live Design. Transform

Life – focuses strongly on socially responsive design, with its sub-themes of rebuilding community cohesion, reconnecting people through infrastructural enhancements and repositioning Cape Town for the knowledge economy. One of the key projects featured in our bid book is the Integrated Rapid Transit (IRT) system, a significant milestone in the development of Cape Town as a liveable city. Cape Town’s IRT initiative seeks to integrate all modal options into a coherent package for the customer. The IRT initiative is a 15-year project and part of a vision for Cape Town that centres on its future sustainability for the people who live in it. It is also a vision for Cape Town as a future tourism, business and educational centre attracting global investment and intellectual capital. Brett Herron, recently appointed as councillor for transport, roads and storm water, is already leading the charge: “The City’s vision is to assimilate the different modes of public transport: rail, bus, minibus, metered taxi and non-motorised transport. The ultimate end goal is a fully integrated public-transport network across the whole city, which would mean the residents will have easily accessible public transport available to them, and have far

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shorter distances to travel to places of work, leisure and study.” The Cape Town Partnership has played a key role in supporting the City’s efforts by encouraging citizens to make full use of their new and improving public-transport system. All in all, this has been an amazing year of organisational growth, strengthening existing relationships and forging new partnerships. It has also been a challenging year economically, jobs have been lost in many sectors, strikes have been prevalent, and employers and employees are feeling embattled. The challenge of chronic homelessness, exacerbated by the recession, is an ethical issue that we at the Partnership and CCID strive to manage sensitively and constructively. The tireless efforts and commitment of the CCID’s socialdevelopment team, working in partnership with local NGOs and the City’s social services departments, are a source of great pride. Through their targeted interventions, they strive to connect homeless people on the streets of the CBD to appropriate social services and resources in communities. This year has seen a greater focus from the City on integrating the efforts of various programmes and organisations to address the issues, and this is proving effective.

The CCID’s job-creation project with Straatwerk – an NGO that uses work to rehabilitate people and provides regular monthly job opportunities through the CCID’s subcontracted work – also has a critical role to play through its socio-economic knock-on effects of alleviating poverty and reducing the pressure on other services for the homeless. In meeting the challenges of the past year, I have often been reminded of a quote from one of our Bid Committee members, architect Luyanda Mphalwa, who says: “Design will thrive where there are big challenges. Design will always be influenced by the need to find solutions where you don’t have resources.” Difficult times require creative solutions, and one of my key management objectives this year has been to optimise the limited resources that we have to ensure that the Partnership is fully capacitated to maximise and respond to opportunities, and to improve on delivery. In 2011 we have employed a total of nine new staff members for both the CTP and CCID. In addition, we have provided work experiences to four senior interns. At our Board Strategic Review in September 2011 we identified communications as a critical area requiring strengthening. Everything we do at the Partnership relates to marketing and

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Compiling the bid to be a World Design Capital has been integral to understanding a new vision for Cape Town, one that sees the design process as a means for transforming lives.

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– Bulelwa makalimangewana

designing our future

One of the key themes of Cape Town’s World Design Capital bid is the role of design in rebuilding communities.

communications. Yet our communications department has historically been designated a supporting role within the organisation. Over the past year we have worked at bringing it into a more central role. By making communications the "spinal cord" of the organisation, rather than the "mouth", we intend to expand our efforts beyond simply PR and branding in order to enhance our place-making strategy. This will mean using communication as a tool for engagement – putting coalitions together, eliciting feedback and translating feedback into new ideas. To ensure effective delivery on the communications needs of both the CTP and the CCID, we have embarked on an integrated-communications strategy, whereby both organisations will contribute equally to the funding of the strategy, thus leveraging spend and maximising our joint impact. In the communications department, we have welcomed Lianne Burton as communications manager, Judith Browne as content manager (both interim positions), and Alan Cameron as our new online coordinator, while we have created

greater role clarity for our existing events coordinator, Sue Martin, and production coordinator, Aziza Patandin. We have also appointed Rabbit in a Hat, headed up by Sascha Polkey, as our PR agency. In an effort to ensure that our communication is based on sound research and accurate trend analysis, both CTP and the CCID will be putting resources towards the publication of the first economic ‘state of Cape Town’s downtown’ report, scheduled for publication in 2012 and bringing us in line with other international downtowns. In this regard, we have started a small research unit within CTP, and Andrew Fleming has been appointed as our inhouse researcher. Already, his contribution has added weight and substance to our communications efforts. We have achieved much this year, and I believe that the operational improvements that the Partnership has undergone over the past year will ensure the more effective implementation of our key projects and programmes – with the ultimate goal of designing a Central City for people, prosperity and posterity.

M ANAGING DIRECTOR ’ S REPORT

World Design Capital judges were impressed by architect Luyanda Mphalwa’s innovative Design Indaba 10x10 Low Cost Housing project, which they visited in Mitchells Plain.

To quote Andrew Boraine, “The challenge to the city is not about tagging the issue of inclusivity onto the end of a long agenda, but that it is an integral part of the agenda. It’s all very well to have a clean, safe but empty city – as opposed to a clean, safe and lively city. Public space for public life is critical, because without people, a city is useless.” I would like to thank the Board and my CE Andrew Boraine for fully entrusting me with the day-to-day running of the Cape Town Partnership. In addition, I would like to congratulate Andrew on the pioneering work he has undertaken in applying the successes and learnings of the Cape Town Partnership to the development of an Economic Development Partnership for the region. I look forward to seeing him flourish in his new role of content development, strategy and partnership-building, and I look forward to seeing the Partnership and the Central City reap the benefits.

Bulelwa Makalima-Ngewana

Managing Director, Cape Town Partnership

DESIGNING OUR city

a city for people, prosperity, posterity How does one design a city for people? We believe that the eight development values outlined in Cape Town’s Central City Development Strategy (CCDS) are a good place to start. The strategy was drafted in 2008 by the Partnership, City of Cape Town and other key stakeholders, and suggests that our decision-making be guided by the following ideas: • Distinctiveness: those unique attributes that enhance our competitiveness. • Openness and inclusivity: an accessible city where diversity is celebrated and all are welcome. • Compact: urban intensification encouraging mixed-use developments and public transport. • Connectedness: where people, goods and ideas move freely. • Sustainability: balancing economic, social and environmental goals. • People-centric: creating urban spaces and places for people rather than cars. • Business-friendly: providing an environment for the creation and growth of small and large businesses. • Quality: a well-designed and managed urban environment.

designing our city

DESIGNING A CITY [FOR PEOPLE] streets must not only be liveable but alsoOurloveable. They should be places you go to connect, find inspiration, expand yourself. We encourage investment in the Central City, and not just of the monetary kind. Emotional and personal investment are key. Ownership goes beyond title deeds. It extends to ownership of the Central City as a whole, and of its reputation.

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– Tasso Evangelinos COO of the CCID in the August issue of City Views newspaper focusing on the Cape Town Central City as “A City for People”.

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afe, clean streets are welcoming streets. They provide the setting – often without us noticing – for a vibrant street culture and an enjoyable pedestrian experience. When it comes to quality, the urban-management efforts of the CCID for more than a decade have ensured that the streets of the Cape Town Central City are the smartest of any major CBD in the country. The fact that the rejuvenation of the Central City has been achieved with even the most vulnerable in mind – including the homeless, who flock to the city every year seeking opportunities – means that we also have a caring city. Although new city bylaws make it illegal to sleep on the streets, there are shelters and social development programmes that offer alternatives. Through the CCID’s Give Responsibly campaign, now in its third year, we encourage citizens and visitors to give where it counts. And through the CCID’s partnership with Straatwerk,

designing a city for people

we facilitate rehabilitation, training and employment. Events continue to play a crucial role in building an open and inclusive city where diversity is celebrated. The exceptional experience of the World Cup – where citizens and visitors energised our public spaces, shared the thrill of being part of a crowd and shed the fear that one needs to be confined to a car or behind closed doors to be safe – has created a valuable legacy of a more people-centred city. This year, a wide range of well-managed events brought people together in historic Central City spaces like the City Hall, Greenmarket Square and the Company’s Garden, and animated newer venues like the Cape Town International Convention Centre (CTICC), the Station forecourt, the Cape Town Stadium and the Fan Walk. Since the World Cup, the Fan Walk has proved to be more than a one-month wonder, and the Partnership’s facilitation

work on this project has had enormous legacy benefits. On Mandela Day, 18 July 2010, citizens thronged the Fan Walk to march against xenophobia. The following month, of the 46 000 people that attended the PSL double-header match at the Cape Town Stadium, around 40 000 fans – and many non-ticket holders – used the Fan Walk. The Fan Walk also channelled throngs of fans to the stadium to attend sporting events like the Bafana Bafana vs US match on 17 November 2010, and international music concerts like U2 on 18 February 2011, and Neil Diamond on 11 April 2011. Says Partnership CE Andrew Boraine, “The Fan Walk is turning out to be much more than a mobility corridor to get people to an event at the stadium. It is a new way of using public space, of discovering the Central City, of promoting public transport. It is a new way for Capetonians from disparate communities to come together. It is a way for families to enjoy safe public space at night. It is a way for traders and retailers to make money. And for local entertainers to make a living.” Cape Town’s largest public open-air event, the official switching on of the Adderley Street festive lights, annually attracts more than 100 000 people to the city centre. Taking place on 28 November 2010, the event was moved to the Station forecourt due to construction on the MyCiTi bus lanes in Adderley Street. With the theme “Celebrating Africa’s Greatest City”, soccerinspired designs of the previous year gave way to more iconic Cape Town images, including a giant rotating protea flower. The streets of the city came alive from 21 to 26 February for the Africa Centre’s annual Infecting the City public arts festival, which used the Station forecourt, Grand Parade, Church Square and St George’s Mall as its key venues. For the fourth year in a row, the free festival turned Cape Town’s plazas and squares into theatres, pavements into art galleries, and even a rubbish truck into a stage! The 2011 festival theme, “Treasure”, was about making art something that everyone can relate to. Festival-goers found ritual piercing, sari-wrapping, ballet and stick-fighting in the mix with opera, sculpture and performance art. The Station forecourt served as the festival hub, and rush-hour commuters were encouraged to

The Ubuntu Festival takes place each year on former president Nelson Mandela’s birthday, 18 July, and encourages Capetonians to gather in St George’s Mall to celebrate their diversity.

designing our city

Events like the annual switching on of the festive lights bring vibrancy and life to our public spaces. The Partnership is committed to ensuring that these spaces are well managed and maintained.

slow down and take in the engaging – and often surprising – live music and visual art performances. A festive spirit continued to vibrate through the Central City in March 2011. Rather than compete for attention, the Cape Town Festival and Cape Town Carnival sensibly aligned their programs. As a result, citizens could warm up their party shoes with the splashy extravaganza of the Long Street Carnival on 18 March 2011, and then enjoy the Cape Town Festival’s four-day lineup of events, running from 18 to 21 March and culminating in a community concert in the Company’s Garden. The Cape Town International Jazz Festival once again attracted thousands of people to its free community concert in Greenmarket Square on 23 March 2011 – the CCID provided event support to ensure an incident-free and enjoyable night, and the Cape Town Partnership hosted its popular annual stakeholder function on the square to celebrate the event and highlight the importance of public space for public life. This iconic jazz festival has become the defining music event on the continent and warranted a mention in President Jacob Zuma’s State of the Nation Address in February 2011: “We have seen the value of

events such as the Cape Town International Jazz Festival, which contributed more than R475-million to the economy of Cape Town and created 2 000 jobs in 2010,” he said. From attracting some 6 000 music lovers when it launched in 2000, the jazz festival now attracts an audience of some 33 500, and has been sold out in advance for several years. “We’ve reached the audience capacity ceiling in the venue for the moment,” says espAfrika CEO and Festival Director Rashid Lombard. But, with the planned expansion of the Cape Town International Convention Centre by 2014, further growth seems certain. The event’s skills-transfer programme comprises a range of courses in musicianship, arts journalism and business skills. Courses designed to build skills in music-event production and in the hardedged business side of music have proven very popular. As Rashid observes, “In these times and especially on our continent, a healthy creative industry has become a necessity. The festival is proof that the arts can be a powerful tool to alleviate socio-economic ills such as poverty and unemployment. Worldwide, creative industries have proven to be viable and highly sustainable. We must

designing a city for people

do everything we can to learn from these examples and be prepared to innovate at home.” The Partnership’s Creative Cape Town programme has for years advocated that City Hall be reclaimed as a cultural space for all Capetonians. While that journey is a long one – it will involve public- and private-sector buy-in and a shared vision for the potential of the space – they have secured funds from the National Lottery Distribution Trust Fund (NLDTF) to run a two-year programme of music, the City Hall Sessions, profiling musicians from the Cape, Africa and the South and raising the profile of the venue as a versatile and iconic eventing space. On 9 and 10 September 2011, to kick off Creative Week, music lovers were treated to the first of a series of 10 live-music mega-events at City Hall. The inaugural City Hall Sessions line-up featured 2011 SAMA female artist of the year Thandiswa Mazwai, an Afro-Brazilian piano-and-guitar duo made up of Congolese Ray Lema and acclaimed Brazilian songwriter and social commentator Chico César, and Kesivan & The Lights, made up of two Standard Bank Young Artist Award winners for jazz, Mark Fransman and Kesivan Naidoo.

At our Board Strategic Review in September 2010, the Partnership identified the need for an integrated City events strategy. We believe that the City must have an integrated approach to bidding for and funding sporting, cultural and business events and avoid an ad-hoc approach. If we’re going to be putting money into events, we must ensure that they: •A re well organised (and include public transport) •M aximise local participation • I mprove the visitor experience •P romote the Cape Town brand •L eave an economic, social and cultural legacy. While events can bring vibrancy and life to public spaces, these spaces must also be managed and maintained effectively to ensure that their potential is safeguarded and unlocked. Considering the numerous public spaces the city has, and the current uncoordinated management of these spaces by various City departments, a great deal of work is needed. The deterioration of the Grand Parade in terms of urban management and safety since the World Cup is of particular concern, especially given the significant investment that was made in its upgrading ahead of the event.

The Partnership’s Creative Cape Town programme secured funding from the National Lottery Distribution Trust Fund to run a series of music events called City Hall Sessions, in the City Hall.

designing our city

The Cape Town Carnival in March 2011 saw Long Street closed off to traffic and opened up to pedestrians.

The Partnership will continue to play an advisory and facilitation role to ensure that our public spaces – which we claimed so powerfully during the World Cup – do not slip away from us. An integrated approach must be agreed on, aimed at providing an enabling environment that encourages regular creative and cultural activity in these spaces in order to celebrate our diversity and distinctiveness as a city, and linking public space to the promotion of access and mobility via better public transport (notably road and rail).

ON THE MOVE Perhaps the greatest gains over the past year have been related to connecting the city and improving accessibility through a number of public-transport initiatives that have continued to roll out post the World Cup. As is noted in our World Design Capital 2014 bid book, in 1994 we inherited a city designed for segregation, and since then we have been designing a city for integration. May 2011 saw the launch of the first phase of MyCiTi bus routes, giving Table View residents easy access to the City Centre. The Table View trunk route along the R27 kicked off the service, and was matched by a feeder service in the City Centre – connecting up Green Point, the Waterfront, Loop and Long streets and Gardens – as well as three feeder services in Table View, connecting to stations

in Big Bay, Parklands and Blaauwberg. In the Central City, Thibault Square station is rapidly nearing completion and the new red lane around the Fountains Circle in Adderley Street has been finished. Work is also under way on a hub station in Gardens, underneath the freeway bridge at the intersection with Mill Street. This station will connect several inner city routes that are planned for around the City Bowl, through the East City and as far as Salt River station, and along the Atlantic Seaboard to Hout Bay. MyCiTi will be rolled out in phases, and is part of a seamless whole of infrastructure planned for the city and to be implemented over a 15-year period. The Integrated Rapid Transit (IRT) plan for Cape Town includes cycle paths and park-and-ride facilities; rail, bus and minibus improvements; and pedestrian and urban space upgrades. The MyCiTi buses permit passengers to bring their bicycles on board, to allow greater mobility between bus and residential areas, and there are planned lock-up stations for bikes at convenient points. Councillor for transport, Brett Herron, announced in September 2011 that commuters living in the Metro South East will be prioritised for the next MyCiTi rollout phase, hoped to be launched towards the end of 2013. This route will play a vital role in linking town and township, and the City of Cape Town is planning several MyCiTi bus services for these areas, including an express service between Khayelitsha and Mitchells Plain and central Cape Town. The express service is planned to start in December 2013 and will continue until the Passenger Rail Association of South Africa (PRASA) finishes its planned modernisation of the Khayelitshato-CBD service. “Over the next five years the City will work towards delivering a safe, affordable, efficient and accessible transport system, which is essential to overcoming the spatial poverty trap. This is part of our vision of building an inclusive city where public transport connects communities and residents and visitors to work and recreational opportunities,” Herron says. MyCiTi is not intended to replace rail routes but to supplement them. The key to improving the city’s transport system should in fact start with rail, which remains the backbone of our public-transport system.

designing a city for people

dr Mugendi M’Rithaa Mugendi is an industrial designer, educator and researcher who believes in the power of design and education.

If you could sum up Cape Town in one word, what would it be? Surprising.

Name the most beautifully designed object made and conceived in Cape Town. The MyCiTi bus service – I have enjoyed the service. It is a celebration of the expanded field of design, from the town planners who designed the looping system, to the architects of the stations, to the communication designers who allowed understanding of way finding without words, to the industrial and interior designers who created the seats and other fittings, to the surface designers who conceived the attractive decals and colour schemes. I encourage Capetonians to experience it for themselves.

What makes Cape Town a great design city? The Mother City’s energy emanates from the dynamic tension it draws from its mix of history and community, technology and society. Cape Town is an incredibly rich creative, intellectual, technological and social nexus.

What makes design relevant and pertinent to our daily lives? Design is the act of providing a solution to basic challenges of life. Designers are optimistic people who typically believe they are part of the solution. Think, for example,

Design is the act of providing a solution to basic challenges of life. Designers are optimistic people who typically believe they are part of the solution.

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of how the design intervention to improve SARS’s tax-filing system has enhanced this experience for users and increased the compliance rate. We all win with good design!

How does Cape Town inspire your work? Few cities in the world have such a wide spectrum of industrially developed, as well as developing (or majority world) realities, in such high concentration. Of particular interest to me are the opportunities to engage in co-creative design initiatives.

Is social responsiveness part of our ethos in education? There is an increasing awareness of the need to be socially responsive, but there is certainly room for improvement. At the CPUT (Cape Peninsula University of Technology), instead of just modelling students to specific employers’ requirements, we actively challenge students to look around and create employment for themselves and others by solving real problems.

What more can be done to ignite Cape Town’s entrepreneurs? Potential investors need to have access to a pool of design services in the city. That is why The Fringe is an exciting concept – a neutral third space that is inclusive and accessible, where ideas can flow between different disciplines. Further progressive policy needs to inform an economic framework that buttresses the “second economy”, (informal sector), where there is potential to create gainful employment for the vast majority of citizens. This is the sector in Africa that has proven itself agile, responsible, resilient and flexible in a constantly shifting global economy.

designing our city

The Partnership supported the City with its IRT roll-out through engaging with stakeholders and encouraging citizens to try out new publictransport options.

For many Capetonians (23% of our daily commuters use the rail network), their daily experience is one of terrible overcrowding, constant security threats and frequent delays to the service. Add to that the stations that are unsafe, unappealing and not coping efficiently with the feeder services that are bringing commuters to its platforms. When it comes to the MyCiTi and broader IRT roll-out, the Cape Town Partnership continues to play a key role, advising on routes and station sites, and communicating with businesses and stakeholders in the Central City – through our regular Central City Partners Forums and one-on-one meetings – on developments that may affect them. Our communications efforts are also aimed at promoting and encouraging greater use of services like MyCiTi among citizens, and we spread this message regularly via our website, social media platforms, City Views newspaper and PR.

GETTING BACK ON TRACK In May 2011 the Partnership submitted an op-ed piece to the Cape Argus, written by MD Bulelwa Makalima-Ngewana, highlighting the great progress that is being made in reconnecting Cape Town via public transport, but also urging Capetonians to hold rail service providers (Metrorail and PRASA) accountable and to demand more rolling stock, better security, greater service and safer signalisation.

Signs of progress are there. Councillor Brett Herron recently drew up a report on transport objectives for the city, in which he noted that the city has a relatively extensive but poorly integrated public-transport system, the backbone of which is rail. The City is undertaking this study as National Government is seeking to devolve responsibility for all modes of public transport to metropolitan transport authorities. “Whilst the City currently has limited influence over the rail service, our ultimate goal is to see a vast improvement in the capacity and quality of the Metrorail offering,” said Brett. The Cape Town Partnership also welcomed PRASA’s recent announcement of its plans for a R1-billion face-lift for the Cape Town Station. The development, to be carried out in partnership with the Eris Property Group, will include a shopping precinct and threestar hotel. These are intended to unlock value from PRASA’s property assets to help fund its capital expenditure programme, which includes a massive upgrade to its rolling stock and signalling systems.

A LIVING CITY Although easy and affordable access to the city via public transport is essential, the integration of affordable housing is equally important. For a city to be truly liveable, it must offer affordable residential accommodation in well-located areas. Our

designing a city for people

Brett Herron

The City of Cape Town’s new Mayoral Committee Member responsible for the roll-out of the City’s Integrated Rapid Transit system over the next few years, Brett feels transport and transformation are one.

If you could sum up Cape Town in one word, what would it be?

What do you tell others about it?

Transformative.

Our city’s challenge is to integrate spatial planning with transport as a catalyst for economic transformation. Once we have development corridors through which transport runs, work, housing and study opportunities will start blossoming in these nodes. Our greatest challenge is delivering on the needs to the southeast of the city. There is a crisis we need to address in Khayelitsha and Mitchells Plain.

What’s your vision for the city? My vision is for a highly mobile city, where anyone can access any area using public transport. We need to overcome the spatial divides of the city, and the economic challenges that result. Good public transport is crucial, and the IRT is probably the most strategically important project of this department. In the past, I thought for a long time that this project was all about engineering but now I see it’s all about people and about how the city develops.

Did you make any surprising discoveries about MyCiTi? The overwhelming public response has been fantastic encouragement for a service that is still in its infancy. What is really great so early on is that it is used over weekends and is not just seen as a commuter service, but as true public transportation.

can link people to Transport opportunities and over time will allow the breakdown of social divisions and enhance economic integration.

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Is this mobility transforming Cape Town into a more inclusive city? It absolutely will revolutionise society. At the moment it is still baby steps, but wait and see in 10 or 20 years’ time! The integration of MyCiTi with other forms of transport will make it a leading dynamic in our city. Transport can link people to opportunities and over time will allow the breakdown of social divisions and enhance economic integration.

designing our city

partnering for irt success

CTP hosted a delegation of highlevel New York public-transport officials, including Transport Commissioner Janette Sadik-Kahn, in Cape Town as part of a national Institute of Transportation and Development Policy tour.

The Partnership has been intimately involved in the City’s IRT system. From a planning perspective we have advised on appropriate Central City routes and best placement for inner-city stations, relying heavily on stakeholder engagement and local knowledge. In support of the City’s communications strategy for IRT, the Partnership has provided electronic and print platforms for vital information on the roll-out of the MyCiTi system: •C CPF sessions devoted to IRT Phase 1 Roll-out – August 2010: MyCiTi System; September 2010: Inner City Routes. • ITDP visit – two high-level officials, Amanda Burden (Chairman of the NYC Planning Commission) and Janette Sadik-Kahn (Transport Commissioner) in the Bloomberg administration in NYC travelled to Cape Town as part of an Institute of Transportation and Development Policy tour. •C TP hosted a Public Seminar on Transportation and Public Life. •C TP arranged an Interactive Round table on Building Leadership for Transport and Urban Life. •C elebration and communication of MyCiTi services launch May 2011.

city has had a history of systematically pushing people out – and now the challenge is to pull them back. Cape Town’s many persistent inequalities, legacies of a divided history, will only be solved by true spatial integration. The pursuit of an affordable housing policy is crucial to any successful growth strategy, and remains a critical point of focus at the Cape Town Partnership. Through the exploration and future implementation of properly planned and accessible, affordable housing options in the city centre, Cape Town will be able to further transform into a city space where people from all communities can access the cultural, social, and economic benefits that the city centre has to offer. One of the largest challenges to the expansion of affordable housing in the city centre has been the lack of availability of productive land on which to build new houses, along with the inability to finance the acquisition and reconstruction of existing structures. Cape Town’s city centre is unique in South Africa in that the geographical land availability is heavily restricted by spatial constraints (topographical limitations to spatial growth), environmental concerns (disruption of unique native flora and fauna), and social legacy disputes (heritage debates in District Six). Property within the city centre has also maintained a historically higher value

designing a city for people

when compared to other urban areas in the country, making it one of the more challenging land/property markets in which to integrate affordable housing. Current initiatives in affordable housing within the city centre are being spearheaded through partnerships between the City of Cape Town’s Department of Human Settlements (DHS), the Cape Town Partnership, and other organisations that seek to expand the availability of affordable housing in Cape Town’s urban environment. The DHS has created a five-year plan for the roll-out and provision of affordable and social housing throughout the Cape Town metropolitan area, in which affordable housing plays a vital role in a larger process of economic and social development. Yet the City remains constrained by the abovementioned challenges and its own limited financial resources, especially in light of the high prices of city property, which results in the majority of their housing initiatives taking place outside the city centre. As a means of driving the progress of affordable housing forward, the creation of the Central City Development Strategy (CCDS) by the Cape Town Partnership in conjunction with the City of Cape Town seeks to address the historical inequalities of the past through a much larger promotion

of affordable housing options in both the ownership and rental tenure tracks. Through the identification of land sites that have the potential to host affordable housing options, the CCDS aims to allow more of the Capetonians who work in the city to live here as well. We are currently expanding our research into possible solutions, so that we may take a more active role in the exploration of suitable and effective provision of affordable housing in the city centre. One of the tenets of the CCDS is the expansion of affordable housing design in the potential redevelopment of the District Six area – focusing on this will allow

Urban sprawl and the lack of affordable housing close to the city remain some of our greatest challenges.

designing our city

Bonita Bennett

As Director of the District Six Museum, she seeks to place the museum at the heart of the process of reconstruction of District Six and Cape Town through working with the memories and experiences of dispossessed people.

If you could sum up Cape Town in one word what would it be? Possibility.

Is The Fringe initiative helping to rebuild and fuel our city’s spirit? People are surprised – even shocked – when they attend functions at our Homecoming Centre and The Fugard Theatre at night! Life is coming back after the city shuts down for business; people are walking the streets again in safety and owning them. The energy of design and creative businesses in the area contributes to its vitality. We need to nurture and grow this to be more inclusive, while respecting the silent intangibles of remembrance that underlie it all. The Fringe initiative should not displace what is and what has gone before. It should draw on and enhance what exists, tangible and intangible.

What keeps people living and working in this area on the fringe of the city? The people I work with are very committed to retaining the awareness of District Six as an important part of the memory of the city. The Fringe is not an overt identity that we reference. My reason for working here is to help keep the primary identity of District Six alive. In the same way, many families settling back here want to make sure their memories are not swamped by commercial and other interests. They see their homecoming as a return to what was the heart

is coming back after theLife city shuts downs for business; people are walking the streets again in safety and owning them.

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and soul of Cape Town, and want the city to recognise this. At the museum, our aim is to preserve a layer of the city’s memory, and while activities to regrow communities here will inject new vibrancy, development objectives have to be mindful of the traumatic history of the area.

What have people said when they’ve noticed the area’s regeneration? I speak to many people who see the regeneration as exciting and positive, and an indication of what is possible. But much of the past is one of painful loss and for some people this heartache lingers. It is hard to have one’s hopes – of restitution and of returning to one’s home – dashed over many years. So the area needs to keep a balance between conservation and development, so that low income families are not muscled out on the basis of limited income. None of us should be allowed to obliterate the memory of what was there, nor alienate those who have the right to be there.

What space in the area excites you? Horstley Street is a vacant, haunting space. The District Six Museum would like to memorialise this old residential area by retaining a piece of the original cobbled road and material fragments of the families who lived there. A memorial park which retains a sense of barrenness and openness in this spot, bounded by the mountain, city and harbour, will be the most powerful reminder of the community that lived here.

designing a city for people

the land to be utilised in a manner that opens it up to Capetonians who would otherwise not be able to secure such well-located land within the city centre. To further underscore the position of the Partnership on affordable housing, MD Bulelwa Makalima-Ngewana presented some of our most recent research findings at a National Association of Social Housing Organisations’ conference titled “Financing Social Housing – Investing in Urban Regeneration”, on 12 October 2011 in Johannesburg. One of the most exciting partners to come on board within the Central City urban development context is the Public Investment Corporation (PIC). With the funds available for investment at the PIC coming from government employees’ pension contributions, the PIC has a strong social agenda and a specific mandate to invest in socially responsible and enriching ventures. The Cape Town International Convention Centre’s recent announcement of its planned expansion eastward holds great promise for the partnership of the corporate and public sectors in the provision of affordable housing. The planned creation of a convention precinct presents opportunities for well-located affordable housing, which will be promoted primarily to young working individuals. The CTICC expansion forms part of the Provincial Government’s ambitious Provincial Property initiative. The programme will see R4.5-billion allocated to urban regeneration in

the Central City, and aims to leverage socio-economic benefit by initially focusing on the upgrade and integration of six precincts, namely Artscape, Government Garage, Prestwich, Wale Street, Oude Molen and Somerset Hospital. The provincial Department of Transport and Public Works is the owner of hundreds of properties ranging from office blocks to schools to farmland. Speaking at the CTICC expansion launch, Minister for Transport and Public Works Robin Carlisle said, “Our government sits on underperforming assets that should be available for development, attracting new investment, encouraging new businesses, creating new jobs, providing opportunities for well-located housing and generating an income stream to cross-subsidise projects for the poor. “Regeneration is about unlocking Cape Town and the Province’s potential to transform into an agile, diverse, technologically astute, globally connected and socially inclusive space that encourages a sustainable, entrepreneurial culture, provides a hospitable and inspiring place for socially mixed communities, and attracts major business investments”. The Cape Town Partnership’s goal is to triple the population of the Central City in the next decade. Initiatives like the Provincial Property Project – and the good progress that is being made on a District Six Development Framework – have the potential to help us achieve this.

The development of District Six, once the vibrant heart of Cape Town, could see the resident population of the Central City grow substantially over the next decade.

designing our city

DESIGNING A CITY [FOR PROSPERITY] the 1950s, suburbs were the future. TheIn city was then seen as a dingy environment. But today it’s these urban neighborhoods that are exciting and diverse and exploding with growth.

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– Robert Fishman Professor of architecture and urban planning at the University of Michigan, quoted in the Harvard Business Review, May 2010

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or decades, Cape Town’s reputation has been built on natural beauty, rather than urban assets. Yet, as emphasised in the United Nations’ State of World Cities 2010/2011 report, a continuing megatrend for the next generation is urbanisation, and Africa is no exception. In fact, no country has achieved sustainable economic growth without urbanisation. This means that it is no longer economically viable for a city to be “just a pretty face”. Cape Town’s shortlisting for World Design Capital 2014 – alongside Dublin and Bilbao and ahead of cities like Beijing and Istanbul – has enabled us to gain additional visibility in a competitive global arena as a centre of design, creativity and innovation. This is good for our economic location and visitor destination brand – enabling us to attract investment and creative people, strengthen our knowledge-based economy and build our international design contacts.

designing a city for prosperity

The Partnership’s highly successful Creative Cape Town programme aims to communicate, support and facilitate the development of the creative and knowledge economy in the Central City of Cape Town – through its website, social media, regular networking events and a Creative Cape Town Annual publication. Recently, its focus has extended beyond the boundaries of the Central City. The 2011 edition of the Creative Cape Town Annual notes that our city is undoubtedly rich in design talent, with many designers and firms in the city growing their local and international profiles. But, it asks, how can our design assets impact on the city’s potential for greater economic growth, resulting in new firms being established, and our products and services being traded more extensively in international markets? Importantly, how do our design innovators impact positively on the local contextual challenges – health

and safety, unemployment, access to basic services and education – and thereby create an equitable and sustainable city for all? Thinking even bigger: Can our innovations make an impact on the rest of the global south, where similar challenges of inequity are being faced? How could such innovations translate into greater economic wealth for the region as well as create a better life for its people? These are some of the many questions that Creative Cape Town has been asking in the past few years. Our World Design Capital bid process, which was incubated by Creative Cape Town, has given us a common platform for acknowledging design as an asset and is a massive catalyst to align creative sectors. Although Cape Town has thousands of people engaged in creative industries in the city, to date there has been no collective vision. Considerable legacy benefits have accrued from the bidding process itself, not least the 465-page bid book, which delivers

Cape Town’s World Design Capital 2014 bid is about positioning Cape Town for the Knowledge Economy, and educational institutions like the Cape Peninsula University of Technology have been key partners in our bid process.

designing our city

Cape Town’s 465-page bid book has great legacy potential, offering a consolidated record of our region’s considerable design assets.

a compelling statement about local design capacity. Cape Town’s bid book is the first of its kind to consolidate information ranging from organisational support and design courses offered, to the City’s design achievements and projects planned for the future. The bid book can also be used as a “forward-moving” plan of action for design initiatives, dedicated as it has been to demonstrating how designers can play a fundamental role in meeting the challenges of “socially responsive design”. In a recent online article titled “Innovation: The Key to the Future of African Cities”, writer Lauri Elliott points to the work of Christopher Hire, executive director of innovation at 2ThinkNow in Australia. Hire believes that innovation is key to making cities what we want them to be, socially and economically. To this end, he and his team have developed the Innovation Cities Programme and Index. On the Innovation Cities Emerging Index, there are seven African cities – Cape Town, Casablanca, Johannesburg, Dakar, Dar es

Salaam, Nairobi, and Port Louis – listed out of 16 cities. He says, “The key issues or trends that cities need to address successfully over the next 15 to 80 years are equity, economics, and the environment. The objective of Innovation Cities is to improve social and economic performance of cities over a period of approximately 15 years, accounting for these trends.” According to Elliott, the Innovation Cities methodology measures the precursors for innovation, such as libraries and internet cafés, as well as outcomes like the number of patents. The indicators used in the methodology are organised into three pillars, or factors, for innovation – cultural assets like libraries, human infrastructure like water and food supply, and network markets. Cape Town’s World Design Capital bid is not about high-end consumer “stuff”. As drivers of the bid on behalf of the City of Cape Town, the Partnership has ensured that the bid is about designing a more inclusive economic vision – the creation of a new Economic Development Partnership for the region is a good example of this at work. Our bid is also about industrial design for the low carbon economy, such as the Joule

designing a city for prosperity

Bryan Ramkilawan

When the Cape Town Fashion Council CEO talks about local fashion and textiles stakeholders, new initiatives to promote the sector pepper his conversation. Likewise he has big plans for the CTFC headquarters in Harrington Street in The Fringe, Cape Town’s new innovation district.

If you could sum up Cape Town in one word what would it be?

As designers working here it informs us. We cannot live and work in an isolated bubble.

Cosmopolitan.

What space in The Fringe has a vibrancy that excites you? What I appreciate about the direction The Fringe is taking is that it is all about communal spaces and the sharing of ideas. It’s a kind of Ubuntu. The coming together of ideas in a place like the new Fashion Technology Innovation Centre at the Cape Town Fashion Council is exciting. This is a fantastic laboratory to explore concepts and experiment with the latest technologies. More open-plan studios and showrooms for interdisciplinary collaborations between fashion designers and graphic designers, musicians, jewellery designers and crafters will enhance the vibrancy here.

What keeps people living and working in this area on the fringe of the city? The freedom we have to walk in Cape Town’s central areas and to experience the city living around us is a huge benefit. The East City precinct has grown and changed a lot, but when I walk the streets, I see all elements that make up its fabric as desirable – the shelters, the street people, the loft residents, the designers, the soup kitchens, the students, the crafters and others.

Is The Fringe initiative helping to rebuild and fuel our city’s spirit? District Six has left a scar on our city’s soul, and we need to grow and learn from it. This is where our city’s life was, in its cultural vibrancy of writers, artists and musicians. Only once it was taken away, and after many years, did we realise that this is what we want for our city. The Fringe is now springing up as a microcosm of design and creativity, and it can bring about a healing for the city.

What have people said when they’ve noticed the area’s regeneration? Social media is fantastic for promoting this concept. People around the country and the world are seeing the creation of The Fringe innovation district as positive and long overdue. In fact, people are envious of this lead that Cape Town has taken. My advice to people is to see how they can get their businesses involved here, be optimistic and use it as a platform for greater growth.

What I appreciate about the direction The Fringe is taking is that it is all about communal spaces and the sharing of ideas.

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designing our city

Wendren Setzer

Wendren is a textile artist, design lecturer and entrepreneur, whose innovative laptop cases made from PPC Cement bags, and holdalls from coffee bean bags, are getting noticed in all sorts of places.

If you could sum up Cape Town in one word, what would it be? Opportunity.

What more can be done to ignite Cape Town’s entrepreneurs? Our designs in many fields are innovative and beautifully conscious, but not recognised in international markets. We have to challenge the world’s notion that the only designed objects in Africa are crafts or curios. Locally, designers need to pull together, help each other, and not see each other as competitors. Better access to markets, with design showcases, financial resources for emerging designers and more studios and workshops where we can interact and learn, will turn the tide. I’m a big fan of The Fringe. Young designers with an idea, talent and passion are opening shops. They start small and they are growing.

Is social responsiveness part of our ethos in education? If you’re a designer, you have to be conscious of the environment and care for it and for people. What education can do is get students excited about helping people and finding reward in that. At Cape Peninsula University of Technolgy (CPUT) I learnt a different way of thinking; that design is not just about creativity but how you ask questions and how you find answers. I learnt that skills can be

Better access to markets, with design showcases, financial resources for emerging designers and more studios and workshops where we can interact and learn, will turn the tide.

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temporary – for instance, painting for design is now generally computer generated – but the way you think and approach things is timeless. If you know how to think, you can adapt. I love being back at CPUT.

What makes design relevant and pertinent to our daily lives? We take it for granted, but the objects and services that we interact with every day were all thought through by a designer and, if they were well-designed, improve our experience as users. We do not appreciate how unmanageable and static life is when we do not have design in it. Bad design – that’s what we really notice!

Name the most beautifully designed object made and conceived in Cape Town. There are so many, but an intriguing and interactive piece of public art on the Sea Point promenade is my favourite at the moment. There are five white horses, which allude to an interesting experience from sculptor Kevin Brand’s childhood, and their animation struck me.

designing a city for prosperity

electric car in Woodstock. And about design for social and community development, such as the work of the Reconstructed Living Laboratory (RLabs) in Athlone and the Violence Prevention through Urban Upgrading (VPUU) programme in Khayelitsha. And it’s about designing strong partnerships. Cape Town’s World Design Capital success has been the result of good teamwork, local networking and organisation between public sector, industry, professional, academic, nongovernmental and community organisations. There is great value for a city like Cape Town in building crosssector partnerships to support a more resilient and sustainable city-development trajectory. The investment of time and effort in local collaborative partnerships will pay off in the long term. Knowledge and education are key. More than 20 000 students study annually within the Cape Town Central City, at its two universities, as well as at 55 other education-related entities and private enterprises. Local public primary and high schools now see more students coming to them from out of town than from around their own neighbourhoods. For this reason, the town-to-township connection has now become an important part of inner-city schools.

FRINGE BENEFITS One of the most exciting innovation partnerships currently being forged in Cape Town is the one around the development of The Fringe: Cape Town’s Design & Innovation District. Previously known as the East City Design Initiative, the project aims at establishing a design and informatics hub in the Central City. It has been in a concept planning phase since 2007, when a range of stakeholders began to engage government on the need for an environment to support innovation and development in the design, media and ICT sectors. After a favourable interim business feasibility study by strategy-consulting firm Kaiser Associates showed the possibilities of setting up such a district for the sectors’ growth, the decision was taken to rename the project and begin to formulate an institutional vehicle to drive it. Kaiser Associates’ study recommended that, besides showcasing the work of designers, The Fringe could also be a testing ground for urban innovations. The vision for the project has been to create “the premier African environment for design, media and ICT innovation, creativity and entrepreneurship”. The project is heavily supported by the Provincial Government of the Western Cape’s Department of Economic Development and Tourism through its Cape

The Partnership’s Creative Cape Town programme is coordinating the development of The Fringe, a knowledge and innovation hub planned for the East City.

designing our city

Unless we ensure that everyone has the chance to get a job, the South African dream will never be more than a dream. A job is a passport out of poverty and the start of the path to prosperity,

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– Helen Zille, Premier of the Western Cape Catalyst initiative. This unit has recognised the importance of various creative industry sectors for growing the provincial economy through relevant infrastructure. The project is also supported by a number of departments in the City of Cape Town, the Cape Peninsula University of Technology’s Faculty of Informatics and Design (CPUT’s FID) and other civil society bodies. It is currently being project-managed by the Cape Town Partnership through its Creative Cape Town programme, and forms an important element of Cape Town’s World Design Capital Bid for 2014 – The Fringe hosted the World Design Capital organising committee during their bid inspection visit to Cape Town in July 2011.

The key boundaries of the area are Roeland and Darling Streets, Buitenkant and Canterbury Streets, and the area also includes a strip of land which connects it to CPUT from Longmarket through to Tennant Street. It borders onto the proposed District Six development, and the area’s oftentimes neglected edge or fringe relationship to the Central City has given the project its name. The area’s development will by necessity need to be a careful mix of public and private investments – the details of which are currently being researched. The Fringe is already a “happening” environment. It is currently home to two sector bodies – the Cape Craft and Design Institute (CCDI) and the Cape Town Fashion Council (CTFC) – both set up with government and private-sector involvement to further sector development in the province. The organisations have jointly opened a new facility in Harrington Street that houses a Creative Enterprises Training Unit. The area is also home to Open Innovation Studio, a social entrepreneurship environment as well as a range of small- and medium-sized

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CO-CREATING THE FRINGE An ecosystem is always greater than the sum of its parts. And when those parts collaborate with a common vision and purpose, meetings lead to projects, abstracts become tangibles, and ideas reap rewards. The Fringe has fostered engagement with student ideas, partnering with the Vertical Studio project of the University of Cape Town’s school of architecture, planning and geomatics, and with CPUT’s biomimicry programme. These students have identified a range of potential projects such as proposals for improved pedestrianisation, better way-finding and lighting,

cycling routes, recycling systems, street furniture and greening. Included are landscaping proposals that aim to draw on Table Mountain’s water sources that flow under the area (a project indebted to the Reclaim Camissa initiative) as well as projects working with the memory of District Six. Another project involved a team of well-known Cape Town architects who, over a period of months in 2010, developed ideas to rejuvenate some important spaces within The Fringe. These projects include Design Space Africa’s Harrington Generator, which will be

designing a city for prosperity

design and ICT firms. Most importantly, the presence nearby of various design-related educational institutions – in particular CPUT’s FID – makes this an environment ready for the science park model. The Fringe is based on an urban sciencepark model. A science-park is defined by the International Association of Science Parks as “an organisation managed by specialised professionals, whose main aim is to increase the wealth of its community by promoting the culture of innovation and the competitiveness of its associated businesses and knowledgebased institutions”. It is understood that this requires a strong relationship between “universities, R&D institutions, companies and markets” leading to “incubation and spin-off processes; and … other valueadded services together with high-quality space and facilities” to stimulate economic growth. Successful models the area will be benchmarked against include 22@Barcelona, the Toronto Fashion Incubator and Design London, among others. An important element of modern-day science parks are cafés, bars and other

venues for networking – the area is already blessed with many of these: The Field Office, Charly’s Bakery, Dias Tavern, 38 Special, The Assembly, Que Pasa, The Fugard Theatre, The Book Lounge and the Kimberley Hotel, to name a few. Proposals for relevant public-space improvements have been made to increase the potential for such an environment to work well in the interests of The Fringe mandate. The first of these is the proposed change of Harrington Street (a core central road) into a one way, together with increased greening, pedestrianisation, cycle routes and improved lighting.

CREATING CAPE TOWN Cape Town’s World Design Capital 2014 bid has lent impetus to the Partnership’s Creative Cape Town programme in a number of other ways. The Cape Town Design Network – which grew out of Creative Cape Town’s Creative Clusters project and is a legacy project of our World Design Capital bid – has gone from strength to strength. The network has hosted

Creative Cape Town has encouraged architects, academics, designers and students to participate in shaping a vision for The Fringe. Design Space Africa’s Harrington Generator is a concept for a temporary incubator space to help young design entrepreneurs find their feet.

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a temporary incubator environment for young designers; Rennie Scurr Adendorff’s Design Garage proposal; and Makeka Design Lab’s proposal for Harrington Street, the key activity spine of the district. More recently, an urban design framework was commissioned together with a landscape study. The Fringe team is currently working on advancing various aspects of this business project, including establishing a design gallery space (the first step towards a possible design museum). They’re also aiming to attract relevant incubators to the area,

like the highly successful Bandwidth Barn, and are promoting the development of shared office space for individual designers and small design, media and ICT firms. In recognition of the exciting opportunities presented by the area, which is both a testing ground and ecosystem for innovation and a microcosm of a vast number of important city services, The Fringe will be launching an urban-innovation laboratory and festival, SPAZA, in 2012. A competition to rethink Harrington Square, the main public space of the area, is also on the cards.

designing our city

The Partnership would like to see the Loerie Awards remain in Cape Town, cementing our status as a top creative hub. This year, Creative Week Cape Town encouraged Capetonians to think beyond the box.

regular design events, including a mega design gathering at the Assembly in The Fringe – in partnership with Design Indaba and Pecha Kucha Cape Town – that drew some 450 design champions to the venue. The event coincided with the visit of the World Design Capital organising committee to Cape Town in July 2011. Creative Week Cape Town, also a World Design Capital legacy project, has entered its third year and continues to grow exponentially. This annual user-generated creative event puts the spotlight on the city’s creative industries for a week in September – for the past three years it has aligned with the timing of the Loerie Awards in Cape Town. While Creative Week Cape Town involves a core programme developed by the Creative Cape Town team, the Creative Week calendar is predominantly populated by Capetonians themselves. The September 2011 programme included such highlights as the City Hall Sessions music-series launch; Music City, a Cape music-documentary film festival screened at the Labia on Orange in partnership with Encounters Documentary Film Festival and the Cape Film Commission; Meet the Makers, a series of tours of design studios in and around the city, in partnership with VISI magazine and the Cape Town Design Network; Walking on Walls, a street art tour of The Fringe, with leading street-artist Mak1One; a Central City Partners’ Forum

focusing on the future of The Fringe, and the launch of the 2011 Creative Cape Town Annual at The Bank. While September 2010 saw the annual Loerie Awards take place at the Good Hope Centre for the second year running, in September 2011 the prestigious advertising and marketing event moved to the CTICC. Cape Town-based agencies continue to scoop numerous awards each year, and hosting the cream of the country’s advertising and marketing industry in our city serves to position Cape Town as a centre of creative excellence. Cape Town’s World Design Capital bid book, designed by local firm Infestation, won a bronze Loerie Award this year. After three years of being hosted in Cape Town, the Loeries organisers have opened up the bidding process to host the awards for the next three years to cities countrywide. Considering the strategic significance of the Loeries event to the creative industries, many based in the Central City, the Cape Town Partnership hopes to keep the Loeries in the Mother City. Our city also played host to other leading creative events, including Design Indaba, held at the CTICC in February 2011 (Cape Town Tourism and Creative Cape Town partnered on a World Design Capital themed stand at the Design Indaba Expo, aimed at encouraging citizen support of our bid through an interactive graffiti floor), the

designing a city for prosperity

Rashid Toefy

The CEO of the Cape Town International Convention Centre (CTICC) has economic, social and environmental sustainability at the core of his operations. As the CTICC plans the proposed doubling of its venue by 2014, enhancing the building’s ‘green’ reputation will be a key consideration.

If you could sum up Cape Town in one word what would it be? Ambitious.

bookings and to use holographic technology to create a virtual speaker presence during conferencing.

Is there a magnetism and buzz to enterprise in Cape Town?

What would make running a business in Cape Town easier?

I feel proud to market a city like Cape Town. There is an absolute magnetism and dynamism to its appeal. Not only is it one of those places people want to see in their lifetime, but we have all the right elements in place for business, travel and meetings. We have the potential to be the gateway to Africa for investors wanting to access the untapped market of more than a billion African consumers. We must locate ourselves squarely as that entry point into Africa.

We need greater bandwidth capacity, and free WiFi across the board would be good. Our city has a continental flavour, but we need to accept our Africaness and nurture it fully. And now we have the potential of a single unified voice with the Economic Development Partnership.

Are Capetonians innovative? As a nation we have always been innovative. We have managed to overcome challenging times, when we needed to be resourceful, and this has created and fostered a natural entrepreneurial spirit. At the CTICC we have leveraged some of the infrastructure innovations put in place during the 2010 FIFA World Cup to produce cutting-edge conferencing. We were one of the first convention centres to offer online venue

Inclusiveness is an expression of sustainability. At the CTICC, we spread wealth by being a modern day job factory, creating more than 7 000 jobs a year.

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Are you helping to transform Cape Town into a more inclusive city? Definitely, at the CTICC we recognise that sustainability is a key strategic priority rather than a secondary business consideration. Without an absolute commitment to ensuring our sustainability, and that of our communities and environment, we cannot expect to achieve success. At the CTICC, we spread wealth by being a modern day job factory, creating more than 7 000 jobs a year, thanks to the economic spin-off of foreign revenues. We also create opportunities for previously disadvantaged people as we outsource most of our key functions to small businesses, creating a network of hundreds of small suppliers. While we represent the demographics of our region in our employment equity, we would love to attract and retain more black talent in the hospitality industry.

designing our city

rob Stokes

The Group CEO of Quirk has no hesitation in describing Cape Town as the Silicon Valley of Africa. He also leads The Silicon Cape Initiative, a non-profit, communitydriven movement for entrepreneurs, geeks, venture capitalists, angel investors, marketers and other professionals in the IT industry.

If you could sum up Cape Town in one word what would it be? Experimental.

Is there a magnetism and buzz to enterprise in Cape Town? Absolutely. It is hard to pin down, but we know it is here. Many people ask why Cape Town seems like a more creative city. Why do we have more tech startups than anywhere else? The best explanation is that there is an inspiring entrepreneurial spirit to the place.

Are Capetonians innovative? Per capita, I would say we are more innovative than the rest of South Africa. Clients in the UK tell us they love employing South Africans. It seems the boer maak ’n plan attitude stands us in good stead and we work harder and smarter. I think Capetonians have been forced to recognise that the financial power is in Johannesburg and we have to make our own opportunities. The appeal to build a business that is successful globally is also greater, as the size of the market in Cape Town is too small to focus only on this region.

Are you helping to transform Cape Town into a more inclusive city? As an agency Quirk is proud of our intern programme. We spend millions on it

each year and this is our greatest social contribution. No institution teaches what we do, so only we can grow our own skills. There is so much scope and opportunity in our organisation that allows these interns to find their niche in the marketplace.

What would make running a business in Cape Town easier? Better internet connections. As a technology business, our internet connectivity is holding us back fundamentally. We have agencies in Johannesburg, London and Cape Town, but we cannot have a video conference cost-effectively. The unreliable broadband also means we cannot have live webinars for our educational business. Cost and quality are improving, but quality connectivity within the country is needed. South Africa also has to start lowering the barriers to starting a business – just registering a business means loads of red tape. For entrepreneurs, skills-needs are a huge issue, and importing skills is not easy from a regulatory perspective. The City is behind Silicon Cape and supports projects underway to improve the operating environment of tech businesses.

Why do we have more tech start-ups than anywhere else? The best explanation is that there is an inspiring entrepreneurial spirit to the place.

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designing a city for prosperity

There is a tremendous amount of energy and creativity in the city at the moment and a lot of people are thinking in very interesting ways, both about design and about Cape Town. The enthusiasm for our World Design Capital bid, from both design professionals and ordinary people, tells you a lot about where we are at as a city.

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– Mervyn Sloman, owner of The Book Lounge in The Fringe, and co-creator of the Open Book Festival

Toffie Pop Culture Festival and Conference at the City Hall in March, Cape Town Fashion Week at the CTICC in July, and the newly launched Open Book Festival, a literary festival involving 150 events, hosted in various venues in The Fringe, from 21 to 25 September 2011. All this creative energy and innovation have helped our city to weather one of the toughest economic chapters in our history. Despite a global development slump, Cape Town has seen a steady growth in business confidence in the Central City, with a number of ambitious developments gaining momentum in the past year. The proposed expansion of the CTICC and other urban-regeneration projects planned for the Central Business District are set to boost Cape Town’s reputation as a globally competitive business destination and contribute to economic growth through driving job creation in the city and the province as a whole. Plans to reconnect the city by integrating the Waterfront, expanding the CTICC, and

transforming the Foreshore will all enhance Cape Town’s profile as the country’s premier city centre in terms of high-end, mixed-use urban spaces. Cape Town’s future prosperity will depend on strong partnerships. As Cape Town Convention Centre CEO Rashid Toefy says: “The CTICC is a tangible demonstration of the power of partnership, and an excellent example of the success that can be achieved when public and private enterprises work together towards shared goals.” And, because future-fit businesses need to be connected, the City’s ongoing investment in creating a world-class broadband infrastructure network is good news for Cape Town. By 2014 the City intends to put in place about 300 kilometres of fibre optic cable, and already many kilometres of cable have been laid. The increased connectivity of our city will attract foreign investment, facilitate e-commerce, and bring with it major economic and social benefits for the city.

World Design Capital supporters, like The Book Lounge, painted the town yellow for a week in July to welcome the judges to town.

designing our city

Projects in the pipeline

The V&A Waterfront The Waterfront is to be made more easily accessible to the city when new owners, the Public Investment Corporation (PIC) and Growthpoint Properties, pursue their plans to address the current divide between the city and the Waterfront. At a Central City Partners’ Forum hosted by the Cape Town Partnership in June 2011, PIC challenged the property-development sector to propose ideas for reshaping the Waterfront over the next 10 to 12 years.

The CTICC The Cape Town International Convention Centre has its sights set on being the leading long-haul convention centre in the world by 2020. This has prompted plans for a six-star, greenbuilding expansion that will see the centre double in size by 2014. The expansion – co-funded by the CTICC, City and Province – will also include 10 000 square metres of retail space, a hospital, an office tower, extensive basement parking bays, as well as the regeneration of Founder’s Garden by the Province, which will connect to the Artscape precinct. The expansion is set to create a convention precinct and will contribute to the creation of more than 8 000 jobs annually by 2018, enhancing the economic spin-off of the centre. It will unlock construction and development opportunities in the Foreshore of more than R4.5-billion, which will have a multiplier effect on the economy.

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designing a city for prosperity

The Portside

The Culemborg Quarter This eight-block area is at the planning and urban design stages towards becoming the new gateway to the city, transforming the landscape as seen from the elevated highway entering the city. A crucial focus of the precinct plan is the need to integrate the project with the city centre, Foreshore and links to the Integrated Rapid Transport system, walkways and green spaces.

The creation of Cape Town’s tallest building has started on a 6 000 square metre site at the corner of Bree and Buitengracht streets – Western Cape Premier Helen Zille officiated over the groundbreaking ceremony on 12 August 2011. FirstRand Bank and Old Mutual Properties will be spending around R1.6-billion on the development. Completion is scheduled for March 2014 and the building – which will stand at 32 floors and hold 52 000 square metres of office space for 3 000 people – aims to achieve four-star green status through the installation of energy-efficient lighting and rainwater collection systems. The Bree Street MyCiTi station will be built into the Portside building to ensure easy public-transport access.

The Government Precinct This development will focus on Provincial Government-owned buildings, for example the Provincial Administration Building in Wale Street. The corner of Loop and Leeuwen streets will see the erection of a high-rise building to accommodate government departments that presently rent office space in the city. Among the plans is the establishment of one main entrance to government buildings in Keerom Street.

designing our city

DESIGNING A CITY [FOR POSTERITY] Sustainability requires an integrated approach to urban planning and development. If you do not tackle densification then you cannot have a green city; and if you don’t have public transport, then likewise you do not have a green city.

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– Andrew Boraine, CE, Cape Town Partnership

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ow do we kick the car habit and bring people closer to employment hubs? During the World Cup, both visitors and locals took to their feet to explore the city, and loved it. It was social, safe and enjoyable – and it showed them pleasant spaces that they may never have noticed – while saving them the schlep and costs of commuting by car and parking. The post-World Cup challenge has been to keep Capetonians from retreating back into their cars. Cape Town holds the dubious title of being the SA city with the highest percentage of private car owners. The success of the Fan Walk has given us a resolve to connect the Central City with the sea and mountain, and to create safe, enjoyable crosscity access for pedestrians and cyclists. It is essential that our cities become places of public and not just private life, where the objective of town planning is to get people onto the streets, not simply to improve the speed of cars through an urban area.

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In 2005, Gehl Architects from Copenhagen did an analysis of public space and public life in the Cape Town Central City. Jan Gehl, an architect and pioneer of the city-building philosophy of “first people, then space, and then buildings”, commented at the time, when he saw the extent of car-dominance on our streets: “Pedestrians in Cape Town are a hunted race”. Although the recommendations of the Gehl report were never formally implemented at the time, they have hugely influenced the work of the City of Cape Town and the Cape Town Partnership over the past six years with regards to the publicspace changes that have occurred in the Central City. The City’s Non-Motorised Transport (NMT) programme is focused on developing a comprehensive city-wide pedestrian and cycle network to facilitate movement across the city. Cycle lanes and pedestrian-friendly corridors form part of the City of Cape Town’s long-term transport vision, which

sees citizens across the metropolitan area connected – to each other and to opportunity – via an Integrated Rapid Transport (IRT) network. For example, the 16km cycle route from Table View into the City Centre, launched in February 2011, complements the now operational MyCiTi trunk route, and cyclists can change onto a MyCiTi shuttle, taking their bike along with them.

Cycling is planetfriendly and fun. The MyCiTi bus service allows cyclists to bring their bikes on board.

ON YOUR BIKE! “A city with a bicycle culture is one that is sustainable,’ says Cape Town Partnership MD Bulelwa Makalima-Ngewana. “We simply cannot afford to keep using our cars for oneperson trips.” Capetonians are starting to take advantage of what the NMT programme has done so far, which makes it possible to: •R ide up the cycle lanes in busy Bree, Shortmarket and Adderley Streets •C onnect to the Somerset Street corridor •F ree-wheel to Main Road, Green Point •P eddle out to the West Coast suburbs

designing our city

Dudley Simons

A building-maintenance supervisor, Dudley has been a cyclist for six years and says changing the pace of the daily commute has made him a more tolerant person.

If you could sum up Cape Town in one word, what would it be? Exciting.

Can you survive a whole working day in the city without a car? Yes, absolutely. I commute by bicycle from Rondebosch East and spend most of the day in the office in Paarden Eiland. If I need to collect building material or visit sites, I am able to use the company vehicles.

What is the single best thing that has come out of changing your commuting habits? It has made me a better motorist and a better cyclist, as I have come to realise the worth of being courteous, patient and adhering to the rules of the road. I also get to work faster, cheaper and in a healthier frame of mind!

What would you improve about your daily cycle in the city? I would like the roads to be more cyclist-friendly. The bicycle lanes should be extended and there should not be gaps where one has to cycle on the main roads.

What inspiring space have you discovered since starting to cycle? The Green Point Urban Park. We joined the Tour de Afrique, from Dolphin Beach to the city, and ended at the park. Loads of people are able to cycle, walk and skateboard in lovely natural surroundings right in the city. It is a real bonus.

I also get to work faster, î ťcheaper and in a healthier frame of mind! î ź

designing a city for posterity

There are many advantages to commuting by bike rather than by car. Some reasons are obvious – if you’re on a bike, you take up less space, use fewer resources and contribute to a far healthier environment and to your own health. But, just as importantly, if you are on a bicycle, you understand your city so much better. In a recent article titled “Designing a Better Urban Ecosystem”, published on Secretrepublic.com, writer Kasey Klimes eloquently outlines the real reason why bicycles are key to a better city: “The benefits of bicycles have been tirelessly elaborated upon; bicycles improve health, ease congestion, save money, use less space, and provide efficient transportation with zero fuel consumption and zero carbon emissions,” she says. “All of this is great, and the culmination of a population on two wheels can have a drastic impact on the overall wellbeing of a city.” However, she continues, “none of these come close to the most meaningful aspect of cycling, a factor that cannot be quantified but has endless value to those fighting to improve their communities.”

“The most vital element for the future of our cities is that the bicycle is an instrument of experiential understanding. On a bicycle, citizens experience their city with deep intimacy, often for the first time.” According to Klimes, in cars, our world is reduced to mere equation. “What is the fastest route from A to B?” we ask, as we start the engine. Our environment, the neighbourhoods that compose our communities, the beauty of architecture … all of this becomes a conceptually abstract blur from the driver’s seat, she argues. “Yes, the bicycle is a marvellously efficient machine of transportation, but in the city it is so much more,” she explains. “It is a thrilling tool of communication, an experiential device for the beauty and the ills of the urban context. One cannot turn a blind eye on a bicycle – one must acknowledge one’s community, all of it.” Invite a motorist for a bike ride through your city and you’ll be cycling with an urbanist by the end of the day, she continues. “Even the most eloquent of lectures about liveable cities and sustainable design don’t hold a candle to the experience from atop a

Cape Town was named one of the 15 most bike-friendly cities by CNN in 2011. Cape Town’s new cycle lanes encourage citizens to kick the car habit and enjoy their daily commute on two wheels.

designing our city

are more links now to connect residential areas to employment areas, and to educational institutions, public facilities and amenities. A number of streets have also seen a reduction of speedy two-way traffic in favour of slower one-way routes. Being on foot is all about a great pedestrian lifestyle, as we’ve seen in Waterkant Street, a pleasant cross-city walkway that forms part of the Fan Walk. Its lively buzz and commercial activity is helping to change the public’s perception of taking to their feet. The Freeworld Design Centre, a décor hub, attracts both office workers and visitors, and a development is under discussion for the corner of Bree and Waterkant streets, which will allow for more mixed use in this spine. A great pavementcafé culture is also blossoming out of the newly widened and landscaped streets like Bree and Shortmarket streets, and in Greenmarket Square. A Partnership team joined thousands of Capetonians on the streets of the Central City for the annual Community Chest Twilight Run.

bicycle saddle. Suddenly, liveability isn’t an abstract concept, it’s an experience. Bicycles matter because they are a catalyst of understanding. Now, that new freeway isn’t a convenience but an impediment. Mixed-use development isn’t a threat to privacy, but an opportunity for community. And maybe, just maybe, car-free living will eventually be seen not as restrictive but as a door to newfound freedom.” Cycling also opens up fresh retail opportunities. Cycling, and bicycles themselves, have the potential to bring new ideas, new employment and new ways of living to the citizens of Cape Town. Think bike-friendly shops, restaurants and bars, bicycle service centres and wash stops, bicycle boutiques and networking events for cyclists – the list is endless. In May 2011 Cape Town was named by CNN as one of the world’s top 15 cyclefriendly cities, ranking alongside the likes of Amsterdam, Barcelona and Berlin. The City has also continued to create some great walking environments this year and improved directional and informative signage along a number of streets newly adapted for pedestrians and cyclists. There

KICKING THE CAR HABIT The Cape Town Partnership’s vision is to see cycling and pedestrian activity grow in the city centre. But a lot of work still needs to be done. Our car culture is a hurdle. Capetonians are in the habit of driving everywhere – and many see bicycles and pedestrians as having less right to road space. It will take time for habits to change. Changed habits are often forced by necessity or consequence. In the long run, travelling by car will become increasingly more expensive and more time-consuming. But in the interim, consistent communication – and, where necessary, legislation – will be required to send a clear message of the need to be more bike- and pedestrian-friendly. To this end, the Partnership has continued to actively promote the role of nonmotorised transport in creating a more liveable city for all citizens: •C ape Town Partnership staff, including CE Andrew Boraine, participated with city officials in the inaugural ride to launch the NMT lanes running along the West Coast Route of Cape Town’s IRT system, on

designing a city for posterity

Olga Naumowicz

Polish by birth, a Capetonian by upbringing and a passionate convert to public transport, Olga lives in Table View and commutes to her job as a propertymanagement agent in the city on a blissfully stress-free MyCiTi bus.

If you could sum up Cape Town in one word, what would it be? Awesome.

Are you happy and relaxed after your daily commute? Absolutely. I read a book and catch up with my friends, and I often meet new people on the bus.

Have you made any surprising discoveries on MyCiTi? Chivalry still exists! I have seen young students get up for older people and some men for women, which creates a caring vibe among commuters. I also like that one can’t eat or drink on the bus, putting a priority on cleanliness.

What do you tell others about it? It saves costs and time. Even when taking two feeder buses along with the main service

enjoy meeting people onI the bus, chatting to my friends or networking on the phone.



from Bayside to the Civic Centre, I still save around 30 minutes on a one-way trip. I also enjoy meeting people on the bus, chatting to my friends or networking on the phone.

Is this mobility transforming Cape Town into a more inclusive city? It has opened up the city to people. I now use the bus over weekends too, making trips to the Waterfront or into Gardens. We even did a trip to Kalk Bay by linking with the train, and had a lovely afternoon at a seaside pub and travelled back with peace of mind.

designing our city

Architect Mokena Makeka and Cape Town Tourism CEO Mariette du ToitHelmbold with Andrew Boraine at an exhibition titled “Our Cities, Ourselves: The Future of Transportation in Urban Life”, facilitated by the Partnership. The Partnership also supported the Big Ride in May to welcome the Tour d’Afrique riders, who arrived in the city after cycling 12 000km through Africa.

1 February 2011, cycling the 8km from the Milnerton Lighthouse, through Paarden Eiland to the Civic Centre. •T he Cape Town Partnership promoted and distributed the independently produced Cape Town Bicycle Map. (See www.capetownbicyclemap.co.za.) •T he Partnership promoted a number of events aimed at encouraging citizen to walk, run and cycle their city. The annual Twilight Run on 7 December 2010 saw 20 000 participants, some dressed in the wackiest costumes – including a World Design Capital-themed Partnership team sporting yellow supporter buttons – crawl, walk, or run in teams through the streets of Cape Town. •O n 15 May 2011, Capetonians on bicycles, skateboards and other forms of non-motorised transport took part in a Big Ride to welcome the Tour d’Afrique riders, who arrived in Cape Town after cycling 12 000km through Africa. The event was hosted by the Bicycle Empowerment Network (BEN), a non-profit organisation that promotes the use of bicycles as a form of mobility;

the National Cycling Academy, which aims to create a new generation of young cyclists by focusing on cycling primarily as a form of transport rather than simply as recreation or sport; and RideLife, a coordinated collaboration pooling skills, resources, expertise and actions to realise a shared vision of active transport in South Africa. •T he Partnership facilitated the hosting of an exhibition titled “Our Cities, Ourselves: The Future of Transportation in Urban Life” – presented by the Institute for Transportation and Development Policy (ITDP) in association with world-renowned architect Jan Gehl – at the Freeworld Design Centre from 7 to 19 April 2011. The exhibition challenges the car-dependent model of development gripping cities across the globe, advocating for an urban-policy agenda that prioritises walking, cycling and public transit. It showcases the potential transformational role of transportation in 10 major cities across the world and illustrates how the dream of a

designing a city for posterity

sustainable, equitable and liveable future can be realized when transport is a core foundation. •T o coincide with the “Our Cities, Ourselves” exhibition, the Partnership hosted a Central City Partners Forum on 19 April 2011 at the Freeworld Design Centre, themed “Liveable Cities”. Keynote speakers Andrew Wheeldon of the Bicycle Empowerment Network (BEN), Gail Jennings of Mobility magazine and Theuns Kok, senior official in the Universal Access and NonMotorised Section of the City’s Transport Department, highlighted the virtues of non-motorised transport. Kok said Cape Town is leading the NMT agenda in South Africa, with metropolitan councils from key cities like Johannesburg, Pretoria and Durban visiting the city to learn. He described how the face of the city is changing in the way it functions, citing the impact the World Cup experience and the Fan Walk have had on pedestrianising the city. Wheeldon said a key role of his organisation is to encourage more people to start cycling. “The smartest thing we can do to promote the safety of cyclists is to get more cyclists out there. We need a powerful media-and-marketing campaign to get people out on their bikes to meet in the streets of Cape Town and to share a common mode of transport. We need to get the critical mass and all of the rest will follow.” Jennings added: “It is so much safer to cycle where road speeds are much lower. Decreasing road speeds is another non-structural intervention that would make a big difference to cyclists in Cape Town.”

LIVEABLE GOALS INTO THE FUTURE We cannot look at transport as an issue separate to land use or planning. Cape Town is a low-density city, which leaves us with greater urban sprawl and therefore greater travelling distances, and this must change to heed sustainable and liveable goals into the future. There is an urgent need for appropriate densification in the city, especially in proximity to the rail and bus stations. According to an article by Ania Wieckowski published in the Harvard Business Review in May 2010, titled “Back

to the City”, both young workers and retiring baby boomers are actively seeking to live in densely packed, mixed-use communities that don’t require cars. “The change is about more than evolving tastes,” she explains. “It’s at least partly a reaction to real problems created by suburbs. Their damage to quality of life is well chronicled.” She cites, for instance, studies in 2003 by the American Journal of Public Health and the American Journal of Health Promotion linking sprawl to rising obesity rates. (By contrast, she says, new research in Preventive Medicine demonstrates that people living in more urban communities reap health benefits because they tend to walk more.) “Car culture hurts mental health as well,” she adds. “Research by behavioral

Appropriate densification is needed in the Central City and surrounds, connected to rail and bus stations for easy access via public transport.

designing our city

The Fan Walk has become more than a pedestrian corridor – it’s a meeting place where citizens can mingle and connect. For instance, the Fan Walk saw Capetonians march against xenophobia on Mandela Day in July 2011. Andrew Boraine hosted a walking tour for a New York publictransport delegation in February 2011.

economist Daniel Kahneman and his team shows that out of a number of daily activities, commuting has the most negative effect on people’s moods. And economists Bruno S Frey and Alois Stutzer have found that commuters who live an hour away from work would need to earn 40% more money than they currently do to be as satisfied with their lives as non-commuters.” One of the key outcomes of the Central City Development Strategy has been the compilation of a set of guidelines for development – or Development Guidelines for Land Use Management. These guidelines respond to the unique character and economic role of various precincts in the Central City, and have been prepared in order to address objectives relating to land-use mix, density and height, bulk, street interface and other town-planning conditions. The focus is on ways in which decision making relating to the development of sites and buildings can bring the Central City closer to the vision of a livable city, as outlined in the strategy. A draft of the guidelines was finalised and entered the City of Cape Town approval system in March 2010. It is has since gone to a public-participation process, which the Partnership facilitated in August and September 2010, and final approval of the document is still pending. The Provincial Property Project’s Infrastructure Assessment may also facilitate the future densification of the Central City.

The Provincial Government of the Western Cape is currently engaged with Central City stakeholders in an Urban Regeneration Project with the aim of mobilising the value inherent in PGWC property assets in Central Cape Town. Although primarily developed to inform this project, an Infrastructure Capacity Assessment was commissioned by Province to form part of Phase 2 of the broader Central City Development Strategy initiative and was intended as a baseline investigation relating exclusively to infrastructure. This project investigated and evaluated the capacity of urban infrastructure in the Cape Town Central City, including electrical, sewer, water, storm water and transportation. Current shortfalls and available (known) spare capacity in the existing levels of provision of infrastructure have been identified. Inter-governmental cooperative arrangements have allowed data derived from this project to be included as a valuable layer of information within the CCDS property database. As guidelines and policies are being drafted to form a solid foundation for future densification of the Central City, new developments are already taking the lead when it comes to sustainable building. The expansion of the CTICC, set to double in size by 2014, is aiming to achieve six-star green-building status, while the new 32-floor Portside development is aiming for four-star status. The hosting of the World Cup also

designing a city for posterity

Lauren Shantall

DĂŠcor guru and curator of the Freeworld Design Centre, Lauren loves the inspiration and contemplation that flows from walking. Her hope is that corridors like the Fan Walk can be mobilised year-round and not just on special occasions.

If you could sum up Cape Town in one word, what would it be? I am unable to sum up this city at all, never mind in just one word!

Can you survive a whole working day in the city without a car? I am not anti-car, but I would like people who work in town to think about whether or not they need to drive to a meeting or a lunch date in town when they can just as easily walk and get some exercise at the same time. Once you get into the habit, Cape Town is quite an easy city to get around in.

What is the single best thing that has come out of changing your commuting habits? I think the mind-set shift that comes with choosing to walk to meetings and lunch appointments instead of driving is the most empowering thing. If you can shift one paradigm, then it becomes easier to shift another. Consider lightening your personal carbon footprint, while enjoying in a wonderful way the historic setting of our city and the fresh air. Walking is about going slowly to go conceptually fast. I started

the mindset shift î ťthatI think comes with choosing to walk to meetings and lunch appointments instead of driving is the most empowering thing.

î ź

the WalkCapeTown campaign to bring this idea home.

What would you improve about walking in the city? I think the public signage system could be redesigned to make walking routes and destinations of interest clearer and more accessible. I would love to see mounted maps, community notice boards, more trees and drinking fountains, and more public benches. The building where I work is situated on the Fan Walk, so I felt in a postWorld Cup environment we needed to re-energise the Fan Walk with a series of public-hearted events that bring life, love and excitement to the area. The WalkCapeTown icon is available to be used by any event that safely contributes to the cultural life of Cape Town, and involves the positive use of the Fan Walk for the greater good.

What inspiring space have you discovered since walking more? There are so many! The other day I discovered the Koopmans De Wet Huis, a historic gem allowing one to transcend time to life in the early city centre. Parking is an improbability on Strand Street, unless you use a parkade, so it made sense to hotfoot it over there. I am a museum-andinteriors nerd, so this destination hits both of my sweet spots.

designing our city

The Green Point Urban Park is one of the case studies featured in Cape Town’s World Design Capital bid book, and was part of the itinerary for the two-day visit of the organising committee in July. Visitors were guided through the park by members of the Cape Town Climate Change Coalition.

contributed significantly to Cape Town’s vision for sustainable development. In April 2011, Cape Town’s Green Goal programme – a joint initiative between the City of Cape Town and the Provincial Government of the Western Cape, which aimed to reduce the carbon footprint of the event and increase environmental awareness in the process – won an International Olympic Committee (IOC) Sport and Environment Award for outstanding contributions in the field of sustainable sport and the environment. On accepting the award, City of Cape Town Green Goal Programme Manager Lorraine Gerrans said: “Winning this award is testimony to the collaborative efforts of all the stakeholders involved. The principles and lessons learnt from the 2010 Green Goal interventions serve as a baseline for future major events in Cape Town and worldwide. We are already in conversation with the organising committees of the Brazil 2014 FIFA World Cup™, and host cities of other upcoming major events, to share our experience and broaden the international body of knowledge on event greening.” The launch of the Green Point Urban Park in February 2011 saw the ultimate vision

of a stadium surrounded by a planet- and people-friendly public space – accessible via pedestrian walkways and cycling lanes – become a reality. The Park, with its spectacular Biodiversity Garden, is one of the projects featured in Cape Town’s World Design Capital 2014 bid book, and was a highlight of the organising committee’s visit to Cape Town in July 2011. Cape Town’s bid to host COP 17, the 2011 UN Climate Change Conference, was intended to leverage the infrastructure and expertise gained as a result of hosting the World Cup. Although the event went to Durban, the bid process has had positive legacy benefits for Cape Town. In the words of Stephen Granger, manager of major projects at the City of Cape Town: “The manner in which many players have pulled together to work intensely in support of Cape Town’s bid has been a wonderfully affirming process and has cemented partnerships and friendships. This will doubtlessly stand us in good stead in months and years to come.” One such partnership, the Cape Town Climate Change Coalition, was born out of the steering committee for Cape Town’s

designing a city for posterity

COP 17 bid, which included the Cape Town Partnership and various private, governmental, non-governmental and academic organisations. The partners felt strongly that the group needed to continue its work, even when Cape Town was not awarded the event, to ensure that the Cape benefits fully from South Africa’s hosting of COP 17, and to build Cape Town into a more resilient city. All 23 partners have signed a charter that commits them to a campaign for Cape Town: • t o become more compact and resource efficient; • t o become a lower-carbon city, adapting well to the impacts of climate change; • t o protect its most vulnerable citizens; • t o build an economic future based on clean development, localisation and jobs for all; • t o inspire and assist other regional, national and continental cities to achieve similar ends. Certainly, the World Cup has contributed significantly to Cape Town’s future sustainability – in the form of new partnerships, progressive thinking and

improved infrastructure. Our bid to be World Design Capital 2014 aims to build further on this legacy. It has given us an opportunity to use the energy of our present to re-imagine and reposition ourselves for the future. Through our bid theme – ‘Live Design. Transform Life’ – we have demonstrated what design can do for us. And we will continue to make a ‘designerly noise’ about the future of our city and our citizens – the Partnership’s Creative Cape Town programme is in the process of putting in an application for Cape Town to join the UNESCO Creative Cities Network, which will allow us to learn from, and share ideas with, leading cities around the globe. Through the World Design Capital Bid process, we have ensured a very prominent link between design and city development in Cape Town, further enriching and supporting the goals of the Central City Development Strategy (CCDS). Ultimately, it’s about growing a common vision for Cape Town as an inclusive, innovative, entrepreneurial, sustainable African city – a city designed for people, prosperity and posterity.

The Partnership has ensured widespread buy-in for Cape Town’s World Design Capital bid by putting the bid book on public display at key events.

THANK YOU

hether they don their cycling helmets to celebrate the new bicycle lane that stretches from the city to Milnerton, or pull on their running shoes to do the Twilight Run for charity, our team can always be counted on. Thank you to our staff, who once again ensured that we broke new ground, broadened our networks and kept our focus on bettering the way we work. You are

enthusiastic and committed to the success of the Partnership and the CCID, and you consistently do us proud. We salute our partners and stakeholders. As always, they have made the regeneration of our Central City a prized goal. Through our joint efforts, we have put Cape Town on track to take its place among other world cities, attracting and retaining talent, investment and industry. With a wide range of partners, and the support of the City and

thank you

key has been partnerships. WeThe have always been about utilising the strength of our partners towards facilitating a forum for sharing. – Andrew Boraine, CEO, Cape Town Partnership

the Province, we are confident of success, and of making this one of the most liveable cities in the world. Special thanks to our Board of Directors for their time and for the tireless contribution they make. Your advocacy and effort allow us to do brave and pioneering work. Thank you to our most vital partner, the CCID – and its board – for their steadfast commitment to our vision of a city to be enjoyed because it is clean, safe and caring.

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Their on-the-ground urban-management efforts provide the foundation for everything that we do – livable cities, after all, begin with livable streets. We look forward to the continuing journey of building a sustainable and productive Cape Town Central City, sharing our successes and lessons generously, rising to the challenges that will inevitably present themselves, and finding innovative solutions through a partnership approach.

contents 66 Directorsâ&#x20AC;&#x2122; responsibility for the financial statements 67 Independent auditorâ&#x20AC;&#x2122;s report

68 Directorsâ&#x20AC;&#x2122; report 69 Statement of comprehensive income 70 Statement of financial position

cape town partnership

Annual financial statements for the year ended 30 June 2011

71 Statement of changes in reserves 72 Statement of cash flows 73 Notes to the financial statements

2011

Other information not covered by the audit opinion 84 Detailed income statement

Directorsâ&#x20AC;&#x2122; responsibility statement (Association incorporated under Section 21)

The directors are responsible for the preparation and fair presentation of the annual financial statements of Cape Town Central City Partnership, comprising the statement of financial position at 30 June 2011, and the statement of comprehensive income, changes in reserves and cash flows for the year then ended, and the notes to the financial statements, which include a summary of significant accounting policies and other explanatory notes, and the directorsâ&#x20AC;&#x2122; report, in accordance with South African Statements of Generally Accepted Accounting Practice and in the manner required by the Companies Act of South Africa. The directors are also responsible for such internal control as the directors determine is necessary to enable the preparation of financial statements that are free from material misstatement, whether due to fraud or error, and for maintaining adequate accounting records and an effective system of risk management as well as the preparation of the supplementary schedules included in these financial statements. The directors have made an assessment of the companyâ&#x20AC;&#x2122;s ability to continue as a going concern and have no reason to believe the business will not be a going concern in the year ahead. The auditor is responsible for reporting on whether the annual financial statements are fairly presented in accordance with the applicable financial-reporting framework.

Approval of the annual financial statements The annual financial statements of Cape Town Central City Partnership, as identified in the first paragraph, were approved by the board of directors on 26 August 2011 and are signed on its behalf by:

KM Roman AM Boraine (Chairman) (Chief Executive)

Declaration by Company Secretary In my capacity as Company Secretary, I hereby confirm, in terms of the Companies Act, 2008, that for the year ended 30 June 2011, the Company has lodged with the Registrar of Companies all such returns as are required of a company in terms of this Act and that all such returns are true, correct and up to date.

Nazeer Rawoot (Company Secretary)

cape town partnership annual report 2011

Independent auditor’s report

To the members of Cape Town Central City Partnership (Association incorporated under Section 21) We have audited the annual financial statements of Cape Town Central City Partnership, which comprise the statement of financial position at 30 June 2011, and the statements of comprehensive income, changes in reserves and cash flows for the year then ended, and the notes to the financial statements, which include a summary of significant accounting policies and other explanatory notes, and the directors’ report as set out on pages 68 to 83.

Directors’ Responsibility for the Financial Statements The company’s directors are responsible for the preparation and fair presentation of these financial statements in accordance with South African Statements of Generally Accepted Accounting Practice and the requirements of the Companies Act of South Africa, and for such internal control as the directors determine is necessary to enable the preparation of financial statements that are free from material misstatement, whether due to fraud or error.

Auditor’s Responsibility Our responsibility is to express an opinion on these financial statements based on our audit. We conducted our audit in accordance with International Standards on Auditing. Those standards require that we comply with ethical requirements and plan and perform the audit to obtain reasonable assurance whether the financial statements are free from material misstatement. An audit involves performing procedures to obtain audit evidence about the amounts and disclosures in the financial statements. The procedures selected depend on the auditor’s judgement, including the assessment of the risks of material misstatement of the financial statements, whether due to fraud or error. In making those risk assessments, the auditor considers internal control relevant to the entity’s preparation and fair presentation of the financial statements in order to design audit procedures that are appropriate in the circumstances, but not for the purpose of expressing an opinion on the effectiveness of the entity’s internal control. An audit also includes evaluating the appropriateness of accounting policies used and the reasonableness of accounting estimates made by management, as well as evaluating the overall presentation of the financial statements. We believe that the audit evidence we have obtained is sufficient and appropriate to provide a basis for our audit opinion.

Opinion In our opinion, the financial statements present fairly, in all material respects, the financial position of Cape Town Central City Partnership, at 30 June 2011, and its financial performance and cash flows for the year then ended in accordance with South African Statements of Generally Accepted Accounting Practice and the requirements of the Companies Act of South Africa.

Other matters The supplementary schedules set out on pages 20 to 21 do not form part of the annual financial statements and is presented as additional information. We have not audited these schedules and accordingly do not express an opinion on them. KPMG Inc.

Per: BR Heuvel, Chartered Accountant (SA) Registered Auditor, Director. Date: 26 August 2011

Directorsâ&#x20AC;&#x2122; report

for the year ended 30 June 2011 The directors have pleasure in presenting their report for the year ended 30 June 2011.

Business activities To develop, manage and promote the City of Cape Town as a place for all, and a leading centre for retail, commercial, residential, cultural, tourism, education, entertainment and leisure activities.

General review of operations The business and operations of the company during the year under review continued as in the past year and we have nothing further to report thereon. The financial statements adequately reflect the state of affairs and the results of the business operations of the company. No further explanations are considered necessary.

Events subsequent to the reporting date There are no post-reporting events that need to be reported.

Share capital The company does not have share capital.

Directors The directors who held office during the period and at the date of this report: Director Date appointed Date resigned R Toefy 27 June 2008 N Badsha 27 June 2008 AC Schuitmaker 31 October 2006 30 April 2010 R Lombard 25 January 2008 AM Groenewald 25 January 2008 26 August 2010 Y Emeran 31 October 2006 AM Serritslev 21 July 2006 PJ Gordon 24 June 2005 HAS Khan 24 June 2005 EA Pieterse 24 June 2005 JM Rippon 20 February 2004 26 November 2010 AM Boraine 01 September 2003 AL Rabie 31 July 2002 26 August 2010 SA Johnson 01 July 2003 30 April 2010 LAK Robinson 21 July 2000 KM Roman (Chairperson) 19 June 2002 A Ebrahim 21 July 2006 LA Muller (Alternate) 28 November 2009 R Kane 26 November 2010 H Bovensmann 30 April 2010

Secretary N Rawoot Business address 10th Floor, The Terraces, Cnr Bree & Riebeek streets, Cape Town, 8001 Postal address PO Box 1997, Cape Town, South Africa, 8000

cape town partnership annual report 2011

Statement of comprehensive income for the year ended 30 June 2011

2011 R

Note Revenue

9 912 134

8 882 774

Other income

1 859 752

436 026

Operating expenses Deficit from operations

Finance income

(12 098 595) (326 709)

196 519

13 825

(203 891)

Other comprehensive income for the year

(9 719 210) (400 410)

340 534

Net surplus/(deficit) for the year

13 825

Net comprehensive income/(loss) for the year

2010 R

(203 891)

Statement of financial position at 30 June 2011

2011 R

Note

2010 R

Assets Non-current assets 5

523 067

643 893

Current assets

8 871 551

1 977 604

Trade and other receivables

1 071 008

1 816 618

Cash and cash equivalents

7 800 543

160 986

Property, plant and equipment

Total assets

9 394 618

2 621 497

Reserves and liabilities Reserves

1 495 116

Accumulated surplus

1 481 291

Current liabilities Trade and other payables

Total reserves and liabilities

7 899 502 9 394 618

1 140 206 2 621 497

cape town partnership annual report 2011

Statement of changes in reserves for the year ended 30 June 2011

Accumulated surplus R

Balance at 1 July 2009

1 685 182

Total comprehensive loss for the year

(203 891)

Balance at 30 June 2010

1 481 291

Balance at 1 July 2010

1 481 291

Total comprehensive income for the year

13 825

Balance at 30 June 2011

1 495 116

Statement of cash flows for the year ended 30 June 2011

Note

2011 R

2010 R

7 544 440

(1 432 881)

Cash flows from operating activities Cash flows from operating activities

8.1

340 534

Interest received

Net cash inflow/(outflow) from operating activities

196 519

7 884 974

(1 236 362)

Cash flows from investing activities Additions to property, plant and equipment

(245 417)

Net cash outflow from investing activities

(245 417)

Cash and cash equivalents at beginning of the year

7 639 557

(1 513 692)

160 986

Cash and cash equivalents at end of year

(277 330)

Net increase/(decrease) in cash and cash equivalents

(277 330)

1 674 678

7 800 543

160 986

cape town partnership annual report 2011

Notes to the financial statements for the year ended 30 June 2011 1. Reporting entity ape Town Central City Partnership (the â&#x20AC;&#x153;Companyâ&#x20AC;?) is a company domiciled in C South Africa. The address of the Companyâ&#x20AC;&#x2122;s registered office is 10th Floor, The Terraces, 34 Bree Street, Cape Town.

1.1 1.1.1

Basis of preparation Statement of compliance The financial statements are prepared in accordance with South African Statements of Generally Accepted Accounting Practice and the requirements of the South African Companies Act.

1.1.2

Basis of measurement The financial statements are prepared on the historical-cost basis, except for financial instruments, which are carried at fair value. These financial statements are prepared on the going-concern basis.

1.1.3

Use of estimates and judgements The preparation of financial statements requires management to make judgements, estimates and assumptions that affect the application of accounting policies and the reported amounts of assets, liabilities, income and expenses. Actual results may differ from these estimates. Estimates and underlying assumptions are reviewed on an ongoing basis. Revisions to accounting estimates are recognised in the period in which the estimate is revised and in any future periods affected.

2. Significant accounting policies The accounting policies set out below have been applied consistently to all periods presented in these financial statements.

2.1

Property, plant and equipment Recognition and measurement Items of property, plant and equipment are stated at cost less accumulated depreciation and accumulated impairment losses. Cost includes expenditure that is directly attributable to the acquisition of the asset. When parts of an item of property, plant and equipment have different useful lives, they are accounted for as separate items (major components) of property, plant and equipment.

Subsequent costs The cost of replacing part of an item of property, plant and equipment is recognised in the carrying amount of the item if it is probable that the future economic benefits embodied within the part will flow to the Company and its cost can be measured reliably. The costs of the day-to-day servicing of the property, plant and equipment are recognised in comprehensive income as incurred.

Depreciation Depreciation is recognised in profit or loss on a straight-line basis over the estimated useful lives of each part of an item of property, plant and equipment.

Notes to the financial statements for the year ended 30 June 2011 (continued)

The estimated useful lives for the current and comparative periods are as follows: Office equipment

6 years

Furniture

6 years

Fittings

3 years

Computer hardware

3 years

Computer software

2 years

Depreciation methods, useful lives and residual values are reassessed at the reporting date.

2.2

Impairment The carrying amounts of the Companyâ&#x20AC;&#x2122;s assets are reviewed at each reporting date to determine whether there is any indication of impairment. If any such indication exists, the assetâ&#x20AC;&#x2122;s recoverable amount is estimated. An impairment loss is recognised whenever the carrying amount of an asset or its cash-generating unit exceeds its recoverable amount. Impairment losses are recognised in the statement of comprehensive income. Impairment losses recognised in respect of cash-generating units are allocated first to reduce the carrying amount of any goodwill allocated to cash-generating units (group of units) and then, to reduce the carrying amount of the other assets in the unit (group of units) on a pro rata basis.

2.2.1

Calculation of recoverable amount The recoverable amount of other assets is the greater of their net selling price and value in use. In assessing value in use, the estimated future cash flows are discounted to their present value using a pre-tax discount rate that reflects current market assessments of the time value of money and the risks specific to the asset. For an asset that does not generate largely independent cash inflows, the recoverable amount is determined for the cashgenerating unit to which the asset belongs.

2.2.2

Reversals of impairments An impairment loss is reversed if there has been a change in the estimates used to determine the recoverable amount. An impairment loss is reversed only to the extent that the assetâ&#x20AC;&#x2122;s carrying amount does not exceed the carrying amount that would have been determined, net of depreciation or amortisation, if no impairment loss had been recognised.

cape town partnership annual report 2011

2.3

Financial instruments Measurement Non-derivative financial instruments Non-derivative financial instruments comprise trade and other receivables, cash and cash equivalents, and trade and other payables. Non-derivative financial instruments are recognised initially at fair value plus, for instruments not at fair value through profit and loss, any directly attributable transaction costs, except as described below. Subsequent to initial recognition, non-derivative financial instruments are measured as described below. A financial instrument is recognised if the Company becomes party to the contractual provisions of the instrument. Financial assets are derecognised if the Companyâ&#x20AC;&#x2122;s contractual rights to the cash flows from the financial assets expire or if the Company transfers the financial asset to another party without retaining control or substantially all risks and rewards of the asset. Regular way purchases and sales of financial assets are accounted for at trade date, i.e., the date that the Company commits itself to purchase or sell the asset. Financial liabilities are derecognised if the Companyâ&#x20AC;&#x2122;s obligations specified in the contract expire or are discharged or cancelled. Cash and cash equivalents comprise cash balances and call deposits. Accounting for finance income is discussed in note 2.4. Non-derivative financial instruments are measured at amortised cost using the effective interest rate method, less any impairment losses. Financial instruments are initially measured at cost, which includes transaction costs. Subsequent to initial recognition, these instruments are measured as set out below.

Trade and other receivables Trade and other receivables originated by the company are stated at cost less provision for impairment losses.

Cash and cash equivalents Cash and cash equivalents are measured at fair value.

Financial liabilities Financial liabilities are recognised at cost, comprising original debt less payments.

Derivative instruments Derivative instruments are measured at fair value.

2.4

Revenue Revenue comprises contributions, parking income, net invoiced membership fees and administration fees excluding Value Added Taxation.

Notes to the financial statements for the year ended 30 June 2011 (continued) 2.5

Finance income Finance income comprises interest income on funds invested, gains on the disposal of available-for-sale financial assets, changes in the fair value of financial assets at fair value through profit or loss and foreign-currency gains. Interest income is recognised as it accrues, using the effective-interest method.

2.6

Employee benefits Short-term employee benefits The cost of all short-terms employee benefits is recognised during the period in which the employee renders the related service. The accruals for employee entitlements to wage, salaries and small annual leave represent the amount which the company has a present obligation to pay as a result of employeesâ&#x20AC;&#x2122; services provided to the reporting date. The accruals have been calculated at undiscounted amounts based on current wage and salary rates.

2.7

Cash and cash equivalents Cash and cash equivalents comprise cash on hand, deposits held on call with banks, and investments in money-market instruments, net of bank overdrafts, all of which are available for use by the company unless otherwise stated.

2.8

Sundry income Sundry income comprises funds received from projects other than that included in revenue and reversals of prior-year accruals.

2.9

Income received in advance Income received in advance includes the initial amount agreed in the contract to the extent that it is probable that they will result in revenue and can be measured reliably. As soon as the outcome of a contract can be estimated reliably, contract revenue is recognised in profit or loss in proportion to the stage of completion of the contract. Contract expenses are recognised as incurred unless they create an asset related to future contract activity. The stage of completion is assessed by reference to surveys of actual work performed. When the outcome of a construction contract cannot be estimated reliably, contract revenue is recognised only to the extent of contract costs incurred that are likely to be recoverable.

cape town partnership annual report 2011

2.10

Provisions Provisions are recognised when: • The company has a present obligation as a result of a past event; • It is probable that an outflow of resources embodying economic benefits will be required to settle the obligation; and • A reliable estimate can be made of the obligation. The amount of a provision is the present value of the expenditure expected to be required to settle the obligation. Where some or all of the expenditure required to settle a provision is expected to be reimbursed by another party, the reimbursement shall be recognised when, and only when, it is virtually certain that reimbursement will be received if the entity settles the obligation. The reimbursement shall be treated as a separate asset. The amount recognised for the reimbursement shall not exceed the amount of the provision. Provisions are not recognised for future operating losses:

2.11

Leases A lease is classified as a finance lease if it transfers substantially all the risks and rewards incidental to ownership. A lease is classified as an operating lease if it does not transfer substantially all the risks and rewards incidental to ownership.

Operating leases Operating-lease payments are recognised as an expense on a straight-line basis over the lease term. The difference between the amounts recognised as an expense and the contractual payments are recognised as an operating lease asset. This liability is not discounted. Any contingent rents are expensed in the period they are incurred.

3. Deficit from operations is arrived at after taking into account: 2011 R

2010 R

Audit fee

84 000

62 550

1 753 910

1 586 694

Operating-lease charges – premises

311 334

529 636

(1 028 694)

(952 494)

Director’s emoluments – executive services

Administration fees received – Central City Improvement District

4. Finance income Interest received on bank balance

340 534

196 519

Notes to the financial statements for the year ended 30 June 2011 (continued) 5. Property, plant and equipment Accumulated Carrying Owned assets Cost depreciation amount R R R

2011

Computer software

360 644

(297 143)

63 501

Furniture

348 594

(206 925)

141 669

Fittings

314 909

(258 661)

56 248

73 285

(25 136)

48 149

Office equipment Computer hardware

703 582

1 801 014

(490 082) (1 277 947)

213 500 523 067

2010

Computer software

305 763

(183 753)

122 010

Furniture

368 169

(180 118)

188 051

Fittings

276 889

(218 263)

58 626

Office equipment

148 764

(90 608)

58 156

Computer hardware

659 013

(441 963)

217 050

1 758 598

(1 114 705)

643 893

cape town partnership annual report 2011

5. Property, plant and equipment (continued) Carrying Carrying amount at amount at beginning of year Additions Disposals Depreciation end of year R R R R R

2011

Computer software

122 010

56 514

(115 023)

63 501

Furniture

188 051

3 733

(50 115)

141 669

Fittings

58 626

38 020

(40 398)

56 248

Office equipment

58 156

14 097

(13 738)

(10 366)

48 149

(136 603) (352 505)

213 500 523 067

Computer hardware

217 050

133 053

643 893

245 417

- (13 738)

2010 Computer software

100 054

98 000

(76 044)

122 010

Furniture

235 670

3 987

(51 606)

188 051

Fittings

85 731

41 386

(68 491)

58 626

Office equipment

62 108

12 122

(16 074)

58 156

(104 698) (316 913)

217 050 643 893

Computer hardware

199 913

121 835

683 476

277 330

Notes to the financial statements for the year ended 30 June 2010 (continued) 6. Trade and other receivables 2011 R

2010 R

Trade debtors

1 071 008

1 126 192

Cape Town Central City Improvement District

564 426

City of Cape Town

126 000

1 071 008

1 816 618

7. Trade and other payables Accruals

49 708

21 400

Income received in advance

6 152 267

Provisions

594 647

245 515

Straight lining liability

5 705

95 490

1 097 175

VAT payable

777 801

7 899 502

1 140 206

8. Note to the statement of cash flows 8.1 Cash generated by operations Operating deficit

(326 709)

(400 410)

352 505

316 913

Adjustment for: Depreciation of property, plant and equipment

13 738

Loss on scrapping of equipment

Operating income/(loss) before working capital changes

39 534

(83 497)

Decrease/(increase) in trade and other receivables

745 610

(732 683)

Increase/(decrease) in trade and other payables

6 759 296

(616 701)

7 544 440

(1 432 881)

cape town partnership annual report 2011

9. Related parties 9.1 Identity of related parties The entity’s receives substantial funding from the City of Cape Town. The directors are listed in the directors’ report.

9.2

Material-related party transactions City of Cape Town funding received – R 7 158 360 (2010: R6 500 000).

10. Financial risk management The company has exposure to the following risks from its use of financial instruments: • credit risk • liquidity risk This note presents information about the Company’s exposure to each of the above risks, the Company’s objectives, policies and processes for measuring and managing risk, and the Company’s management of capital. Further quantitative disclosures are included throughout these financial statements. The directors have overall responsibility for the establishment and monitoring of the company’s risk-management policies and procedures that have been established to identify and analyse the risks faced by the company, to set appropriate risk limits and controls, and to monitor risks and adherence to limits. Risk-management policies and procedures are reviewed regularly to reflect changes in market conditions and the Company’s activities.

10.1

Credit risk Credit risk is the risk of financial loss to the Company if a customer or a counterparty to a financial instrument fails to meet its contractual obligations, and arises principally from the Company’s receivables from customers and investment securities. The majority of the company’s customers have been transacting with the company for a number of years, and losses have occurred infrequently. Trade and other receivables relate mainly to Government entities. An allowance for impairment is established based on managements’ estimate of identified incurred losses in respect of specific trade and other receivables. Bad debts identified are written off as they occur. Reputable financial institutions are used for investing and cash-handling purposes.

Notes to the financial statements for the year ended 30 June 2011 (continued) 10.2

Liquidity risk Liquidity risk is the risk that the Company will not be able to meet its financial obligations as they fall due. The Company’s approach to managing liquidity is to ensure, as far as possible, that it will always have sufficient liquidity to meet its liabilities when due, under normal and stressed conditions, without incurring unacceptable losses or risking damage to the Company’s reputation.

Fair value of financial instruments The Company’s financial instruments consist mainly of cash at the bank and cash equivalents, trade and other receivables, and trade and other payables. The estimated net fair value at which financial instruments are carried on the statement of financial position at 30 June 2011 have been determined using available market information and appropriate valuation methodologies, but are not necessarily indicative of the amounts that the company could realise in the normal course of business. Management has a credit policy in place and the exposure to credit risk is monitored on an ongoing basis. At reporting date there were no significant concentrations of credit risk. The maximum exposure to credit risk is represented by the carrying amount of each financial asset in the statement of financial position. The maximum exposure to credit risk at the reporting date is: 2011 R

2010 R

Trade and other receivables

1 071 008

1 816 618

Cash and cash equivalents

7 800 543

160 986

8 871 551

1 977 604

The maximum exposure to credit risk for trade receivables at the reporting date by type of customer is: 1 071 008

Local debtors

1 816 618

No trade receivables have been impaired in the current year.

cape town partnership annual report 2011

10.2

Liquidity risk (continued) The following are contractual maturities of financial liabilities, including interest payments and excluding the impact of netting agreements.

Carrying amount R

Contractual cash flows R

6 months or less R

6-12 months R

2-5 More than years 5 years R R

(7 899 502)

(1 140 206)

30 June 2011 Non-derivative financial liabilities Trade and other payables

30 June 2010 Non-derivative financial liabilities Trade and other payables

11. Standards and Interpretations not yet effective There are Standards and Interpretations in issue that are not yet effective. The directors have considered all of these Standards and Interpretations, and found none to be applicable to the business of the Company and therefore expect none to have a significant impact on future financial statements.

Detailed income statement for the year ended 30 June 2011

2011 R

2010 R

Revenue

9 912 134

8 882 774

Administration fees – Central City Improvement District

1 028 694

952 494

Grant income – City of Cape Town

7 158 360

6 500 000

Parking and film income

1 725 080

1 430 280

Other income

2 200 286

632 545

Interest received

340 534

196 519

Sundry income

1 859 752

436 026

Expenditure (refer to page 85) Net surplus/(deficit)

12 112 420 (12 098 595)

9 515 319 (9 719 210)

13 825

(203 891)

cape town partnership annual report 2011

2011 R

Expenditure

2010 R

(12 098 595)

(9 719 210)

Auditor’s remuneration

84 000

62 550

21 353

22 106

Cleaning

15 766

12 683

Computer expenses

63 448

Depreciation

352 505

316 913

Donations and gifts

6 765

3 180

Events

57 166

67 678

General expenses

84 994

96 301

Insurance

33 935

30 864

Internet connectivity

23 790

16 560

Legal costs

1 616

Loss on scrapping of equipment

13 738

Office equipment

15 601

55 474

Postage

4 126

9 506

Printing and stationery

98 728

199 766

Project costs

3 383 406

2 569 266

Reimbursements

19 982

17 327

Rental expenses – Operating lease

311 334

529 636

Salaries and wages

7 047 233

5 137 994

28 128

17 592

Telephone and fax

67 761

105 044

Training

95 417

Travel

363 220

353 353

Bank charges

Subscriptions

NOTICE OF ANNUAL GENERAL MEETING CAPE TOWN CENTRAL CITY PARTNERSHIP (“THE COMPANY”) (AN ASSOCIATION INCORPORATED UNDER SECTION 21) REGISTRATION NUMBER 1999/009660 /08

Notice is hereby given in accordance with the Companies Act of South Africa as to the Annual General Meeting of the members of the Company to be held on 16 November 2011 at 09h30 at the Cape Sun Hotel, Strand Street, Cape Town, for the following purposes:

AGENDA 1. Welcome 2. Report by the Chairperson 3. Election of Directors

The election of directors who have retired by rotation. Any other nominations must reach the Chairperson or the Company Secretary at least 48 hours prior to the meeting. 4. To receive and consider the Annual Financial Statements for the year ended 30 June 2011, including the Directors’ Report and the Auditor’s Report thereon. 5. To consider the appointment and remuneration of the auditors. 6. To transact any such other business that may be transacted at an Annual General Meeting.

Any member entitled to attend and vote at the meeting is entitled to appoint a proxy to attend and vote. A proxy need not also be a member of the company. Proxy forms should be forwarded to the Company Secretary, Mr Rawoot, at The Terraces, 10th Floor, 34 Bree Street, Cape Town, 8001, and such proxy forms must reach the Company Secretary not less than 48 hours before the time of holding of the meeting.

Nazeer Rawoot (Company Secretary)

cape town partnership annual report 2011

FORM OF PROXY

CAPE TOWN CENTRAL CITY PARTNERSHIP (“THE COMPANY”) (AN ASSOCIATION INCORPORATED UNDER SECTION 21) REGISTRATION NUMBER 1999/009660 /08

For use by members of the Company at the Annual General Meeting to be held on 16 November 2011 at 09h30.

I, __________________________________________________________________(full name of member),

being a member of the Company, do hereby appoint ____________________________________________,

or failing him/her ___________________________________________________________________________,

or failing him/her, the Chairperson of the meeting, _____________________________________________, as my proxy to act for me and on my behalf at the Annual General Meeting of the Company to be held on 16 November 2011 at 09h30, and at any adjournment thereof.

MATTER VOTING INSTRUCTION To elect directors SPECIFIC INSTRUCTIONS To adopt the annual financial statements

IN FAVOUR / AGAINST / ABSTAIN

To confirm the appointment and remuneration of the auditors

IN FAVOUR / AGAINST / ABSTAIN

Signed at _______________________________ on this ________ day of _______________________ 2011

Member _________________________________________________________________________________

NOTE: If this form, duly signed, is lodged without specific instructions as to how the proxy is to vote, the proxy shall be deemed to have authorised to vote as he/she deems fit. A member entitled to attend and vote at the meeting is entitled to appoint a proxy to attend, speak and vote in his/her stead. Such a proxy need not be a member of the Company. Each proxy shall be lodged with the Chairperson or the Company Secretary at least 48 hours prior to the meeting at which the vote is to be exercised.

Cape Town Partnership and Central City Improvement District 10th floor | The Terraces | 34 Bree Street | Cape Town 8001 Tel +27-21-419 1881

Copyright No part of this publication may be reproduced without prior permission of the publishers and the reference â&#x20AC;&#x2DC;Cape Town Partnershipâ&#x20AC;&#x2122; as the photo and text source. No liability is assumed for unsolicited text and photos. www.capetownpartnership.co.za

Editor Lianne Burton Art Director Sean Robertson Portrait Photographer Shavan Rahim/NMP Photography Additional Photographers Anita Reed, Bruce Sutherland, Ed Suter, Jacques Marais, Mouton van Zyl, Shaen Adey, Sydelle Willow-Smith Hair and Make-up Melissa van Zyl from Infidels Digital Clark Lin Account Director Jason Curtis Reproduction New Media Publishing Editorial Development Director Irna van Zyl Business Development Director John Psillos Managing Director Bridget McCarney Editorial Director Adelle Horler Creative Director Crispian Brown Digital Director Sue Disler Finance Manager Mark Oaten

Published on behalf of Cape Town Partnership by New Media Publishing New Media House 19 Bree Street Cape Town 8001 www.newmediapub.co.za. For all new business enquiries contact Bridget McCarney. Tel +27-21-417 1111

Design will thrive where there are big challenges. Design will always be influenced by the need to find solutions where you don’t have resources.  – Luyanda Mphalwa

architect and World Design Capital Bid Committee member

Cape Town Partnership and Central City Improvement District 10th floor | The Terraces | 34 Bree Street | Cape Town 8001 Tel +27-21-419 1881