Reinhart S

Member since 25 February 2026

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Reinhart S5 months ago Invitation: ----------- All residents of Bergvliet and surrounds are invited to easily access the official information/documentation, for the goal to unify and allow a transparent replication of comments made on and recorded also (for accountability). Webpage: https://www.facebook.com/CommunityResponseBergvlietSchool/ History: -------- September 1, 2025 the City announced in terms of the National Heritage Resources Act (Act 25 of 1999) (NHRA) by way of Heritage Impact Assessment (HIA) Report of Comment on: Proposed Development of a new high school: Eff 1061, 21 Ruskin Road, Bergvliet, Cape Town. This unified the community to enquire and request more information so as to ensure community involvement followed. Updates (ongoing): ------------------ Let's all do our best to please keep this up to date and relevant as the community stands together concurrently in solidarity with neighbouring suburbs also being forced down similar paths as a result of the same methodology 'dictated' by the WCED and City, whom should be reminded exist to serve the citizens that allow them to lead... Official HIA: Down link: ------------------------ https://sahris.org.za/node/386034 Official TIA: ------------- Docs have been attached (split into 2 docs due to size permitted).

Reinhart S4 months ago All the "user' Service charges are becoming a Tax upon Tax and unrealistic.Please reduce all service costs especially the following: Home User Service Charge Per Month R368.96 Increase of 8.55% is rediculous. Proposed Water Tariffs - Level Water wise (Fixed charge) 2026/27 Proposed City - wide Cleaning tariff These charges are belived not to be in line with the constitution and are driving the community to support parties that will heed their requests for better management.

Reinhart S3 months ago Ensure all departments work together to ensure the best outcome for the residents.As per points below needing focus upon where it makes sense to think on a macro scale to ensure travel is reduced smartly in accordance with world class planning methods.3.2.5 Design for Safety (Road Infrastructure, Urban Design, and Environmental Factor)The close proximity of homes, schools, shops and public transport to busy roads requires stronger integration between land-use and mobility planning4.1.1 Spatial structure: a legacy of inequitable land use planningTo the below points - ensure schols are built in the area of need to reduce travel time and risk."A key spatial and safety challenge is the proximity of residential areas" and "Children walking long distances to school are especially vulnerable".

Reinhart S3 months ago Should we be concerned that the URBAN MOBILITY DIRECTORATE COMPREHENSIVE INTEGRATED TRANSPORT PLAN 2023-2028 has not been updated since 2025 covering 2024 in arrears? We are concerned that it focuses on what is built, not how best to potentially build a smart "15min travel City" (Ref Krygsman's 15-minute city concept).Perhaps Mayoral Committee Member Rob Quintas: Urban Mobility, City of Cape Town, Mayor Geordin Hill-Lewis and DA Cllr Eddie Andrews - Ward 73 you can get our community 'up to speed' as we are concerned that potentially siloed departments are working counter productively. Case in point, a proposed new school build by the WCED in a neighbourhood it may not service with a catchment area of 50km surrounding it, potentially creating more traffic and longer travel times for young students.In addition, we believe community involvement in projects of this magnitude and impact demand community involvement and trust we will be heard and considered, even if only to remind you of the "principles applied" on pp131 and 132 needing attention.Read more here: https://www.facebook.com/share/p/18MerfJoQg/

Reinhart S3 months ago GOAL: Resident-Centric Publicly Transparent & Integrated Collaboration – with Coordinated Action across Directorates to Hold City to Account to its ResidentsI believe that a snippet of key focus points as sown below must truly ensure residents have a voice and the City and Government, Local and National are held accountable: Residents define success – They participate in setting KPIs and targets (Section 9.5), so service delivery improvements reflect their actual priorities, not just city compliance. Transparent outcomes, not just outputs – The city must publicly report on meaningful impacts on residents’ lives (e.g., quality of life changes), not just activities completed (Sections 5.3, 9.1, 9.4). Evidence residents can use – Use both quantitative and qualitative data (5.4, 9.3) so residents and auditors can independently assess whether services actually improve well-being. Real-time accountability – Implement early detection of performance gaps (9.8) so resident concerns lead to timely corrections, not just after-the-fact reports. Cross-departmental action – End siloed responses; require coordinated work across directorates (9.6) to solve problems residents experience holistically. The end goal must be a City along with Local and National Government that truly Represent its Residents & Citizens respectively.Do this and you will do well to win the hearts of the people for the benefit of all, current and future generations.Research text supporting the policy’s resident focal points:4 Problem StatementThe City’s performance management function has traditionally been compliance-driven and output-focused. The 2011 policy emphasised compliance and auditing, whilst the historic approach has been to track activities and measure output-based indicators related to the City, meeting its service delivery mandates and fulfilling its enabling role as local government. A shift in emphasis was deemed essential; one where the focus needs to be on monitoring and measuring more meaningful outcomes and the impacts which the City has on residents’ lives.By integrating outcome-focused performance management with existing compliance and auditing processes, the City intends to enhance accountability, improve service effectiveness and build stronger trust with residents. This will be achieved by transparently demonstrating how municipal efforts contribute tangibly to positive changes and strategic priorities outlined in the City’s Integrated Development Plan (IDP).5.1 Municipal performance is systematically planned, managed, monitored, reviewed, reported, evaluated, and audited, thereby fostering improved decision-making and responsiveness to resident’s needs.5.3 The City’s existing OPM system is enhanced by moving toward the monitoring, evaluation and tracking of outcome and impact indicators, which includes assessing long-term value and outcomes of municipal services and initiatives on residents’ quality of life.5.4 Comprehensive measurement frameworks that combine both quantitative and qualitative data are used to assess improvements in service delivery.5.6 Public transparency is maintained through measurable Key Performance Indicators (KPIs), enabling residents to assess the effectiveness of service delivery. This includes operations in municipal entities being guided by the PMS to ensure optimal efficiency, effectiveness and economy; whereby there is strategic, appropriate and fair use of the budget.9.1 Outcome and Impact Inclusion: Integrate meaningful outcomes and long-term impacts on residents alongside existing compliance and output measures, focusing on the City’s strategic priorities as identified in its IDP at the start of each term.9.3 Evidence-Based Decision-Making: Embed a culture of using comprehensive data, evidence, and qualitative insights for decision making, and continuous service improvement.9.4 Transparency and Accountability: Maintain transparency in both compliance-based outputs and outcomes reporting, enhancing public trust and engagement.9.5 Resident-Centric Engagement: allow residents to participate in defining and setting appropriate key performance indicators and targets, ensuring their perspectives inform service delivery improvements in terms of MSA section 42.9.6 Integrated Collaboration: Encourage coordinated action across directorates to achieve shared outcomes, recognising that meaningful results often require collaborative efforts beyond departmental silos.9.7 Performance Excellence Culture: Foster a culture of continuous improvement, innovation, accountability, and high-performance standards across all levels.9.8 Proactive Management and Correction: Implement robust mechanisms for real-time monitoring and early detection of performance gaps, enabling timely interventions and sustained progress toward desired outcomes.These principles are beneficial to the City, as they address key challenges and opportunities unique to the city’s governance, service delivery, and long-term sustainability. Implementing these principles enhances Cape Town’s governance, making it more efficient, transparent, and resident-focused, ultimately leading to improved service delivery, stronger community trust, and sustainable urban development.End

Reinhart S5 months ago

Reinhart S

All input submitted by this participant

Seems reasonable - please confirm the following info

Community Response - Tokai High (in Bergvliet)

Service Charges Per Month - rediculous! (Electricity, Water and Cleaning)

Implement World Class Urban Design to ensure a '15min (reduced) travel City'

UPDATE REQUIRED: URBAN MOBILITY DIRECTORATE COMPREHENSIVE INTEGRATED TRANSPORT PLAN 2023-2028

NB GOAL: Resident-Centric Publicly Transparent & Integrated Collaboration – with Coordinated Action across Directorates

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