how to be a municipality that is adapting well: lessons from within the city of cape town

Anna Taylor

African Centre for Cities

University of Cape Town

Positioning this input

•Mistra Urban Futures programme = framework agreement between the City of Cape Town and the African Centre for Cities at UCT

• 6-8 City officials per year to UCT for 8 weeks supervised reflection and writing sabbatical

• 4 embedded researchers in the City part-time for 3 years

• Speaking from an insider-outsider position

Thinking about climate adaptation

•Not only as an OUTCOME

▫ i.e. reduced climate risks and vulnerabilities; minimized climate impacts

•But as a PROCESS

▫ i.e. how to continuously be reducing emerging climate risks and vulnerabilities

= adapting well (vs. well adapted)

Not one sequential cycle but overlapping & iterative

Attributes of a well adapting municipality

Attributes Description

Champions(technical + political)

Climate change champions are clearly visible, setting goals, advocating and resourcing initiatives on climate change adaptation.

Clear objectives stated and reviewed

Climate change adaptation objectives are clearly stated in municipal strategies (in relation to other priorities) and regularly reviewed as part of a broader strategic framework.

Comprehensive risk and vulnerability assessments

Comprehensive assessments of current & future risks and vulnerabilities are being undertaken for priority activities at early stages of the sector-based and integrated planning cycles.

Guidance and training(technical + political)

Scientifically based, workable guidance and training on adaptation is being put in place for operational staff and for councillors.

Adapted from Wilby and Vaughan, 2011

Attributes of a well adapting municipality

Attributes Description

Organisational learning and memory

Flexible structures and processes are in place to assist organisational learning, up-skilling of teams and mainstreaming of adaptation within codes of practice (organisational memory).

Multi-partner networks Multi-partner networks are in place that are sharing information, pooling resources and taking concerted action to realise complementary adaptation goals.

Monitoring and reporting Progress in adapting is monitored and reported against clearly defined targets.

Internal and external communication

Effective communication with internal and external audiences is raising awareness of climate risks and opportunities, realising behaviouralchanges and demonstrating adaptation in action.

Adapted from Wilby and Vaughan, 2011

How does the City of Cape Town fare against these attributes?

How does the City of Cape Town fare?

Attributes Evidence in CCT


Climate change champions active in Environment Dept.; attempts at fostering political champions (CC Think Tank, Energy & CC Committee, international networks and conferences)


Climate change adaptation objectives are [clearly] stated in Energy & CC Strategy, Spatial Development Framework; City Development Strategy 2040 BUT not yet regularly reviewed










Sea Level Rise Risk Assessment; Comprehensive Disaster Risk Assessment; 10 sector-based Climate Adaptation Plans of Action; WC Water System Reconciliation Strategy (plan to extend CC factors); Stormwater Run-off Scenarios


Coastal setback line

Storm surge projections under scenarios of sea level rise

Climate Adaptation Plans of Action

Sector-based plans developed for:

• Coastal

• Health

• Stormwater and catchment management

• Disaster management

• Water and Sanitation

• Housing

• Spatial planning and land-use management

• [Transport]

• [Biodiversity]

• Economic Development

Example of measures listed in CAPAs

• Developing a Coastal Protection Zone Bylaw

• Develop a City-wide policy on resource efficient development

• Review low cost housing designs and the selection of building materials based on projected climate changes

• Ensure climate change considerations are taken into account in land identification for City’s low-cost housing programme

• Build capacity to monitor and manage the incidence and spread of climate-related water-borne disease vectors








Sea Level Rise Risk Assessment; Comprehensive Disaster Risk Assessment; 10 sector-based Climate Adaptation Plans of Action; WC Water System Reconciliation Strategy (plan to extend CC factors); Stormwater Run-off Scenarios


Some workshops, but largely ad-hoc and capacity lost if individuals leave; MUF programme



Organisational learning and memory

Some efforts within departments (e.g. Friday Enrichment Programme) but poorly utilized; none across departments (newly est. cluster working groups?)

Multi-partner networks Climate Change Think Tank (convened with UCT and donor funding); UNISDR Resilient Cities Campaign; ICLEI-Africa Five City Network to Pioneer Climate Adaptation

Monitoring and reporting Lack of clearly defined targets, of monitoring and reporting (attempts with Mamre ceiling retrofit project and water savings)

Internal and external communication (raising awareness and demonstrating actions)

Climate Smart Cape Town campaign but short lived (COP17); EnviroWorks magazine; DRM drama workshops with school groups; DRM posters; Smart Living Handbook; Water Savings

On balance, how does CCT fare?

•Has made a good start (ahead of provincial and national guidance)

• Internal champions and external partnerships have been key but hard to sustain

• Coordination between line functions (to find synergies and integrated responses) and accessing budget remains a challenge

• Capacity and progress varies greatly between departments within the municipality (e.g. health, housing, econ dev)

Practical efforts to be replicated… basis for learning exchange follow up

• Ceilings retrofit in RDP houses – thermal regulation and local job creation

•Disaster risk reduction drama workshops with youth

•Water Savings Campaign and pressure management

• Climate Change Think Tank – regular learning exchange between local and district municipalities, researchers, business and civic organisations

• Exchange programme like Mistra Urban Futures

5 key lessons

1. Don’t let the adaptation agenda get into competition with other agendas (incl. mitigation & sustainability), look for synergies

2. Don’t stop with plans, prioritize and tie specific measures to individual job descriptions and performance criteria

3. Invest time in working with councillors and municipal manager to see linkages between CC and issues that are a priority for them

5 key lessons

4. Accept that adaptation is a long-term process that takes time, so need to experiment with new projects, building in good mechanisms for tracking progress and making adjustments

5. Work at making adaptation a funded mandate by reviewing and revise current municipal budget lime items in light of adaptation priorities and leveraging new funding sources through partnerships