Cape Town Tourism One platform Central operating portal · July 2026

Strategy · Delivery · Knowledge · Partners

One portal. From strategy to delivery.

This is Cape Town Tourism's central operating portal. It holds our strategy, our delivery register, our ways of working and the channels that serve our partners, the City and the board. One place where the whole business runs, so the strategy we set is the work we do.

See how it comes together  →

What it does

  • Keeps strategy and delivery in the same place, so every commitment stays visible until it is done.
  • Draws reporting from live registers instead of assembling it by hand each cycle.
  • Holds our ways of working as a live playbook, not documents on a shelf.
  • Serves partners, the City and the board from their own channels, not from inboxes.
How it does it

Stakeholder needs are the design brief.

The platform is stakeholder-centric, not product-centric. It starts from who we serve and what they need of us, and what we need of them. V1 begins with the relationships most critical to immediate delivery: employees, managers, leaders and the City of Cape Town.

Internal stakeholders External stakeholders
CTTOne connected model

Employees

Urgent · V1
What they need from CTTClear priorities, responsibilities, deadlines, dependencies, communication and practical resources.
What CTT needs from themCurrent information, visible commitments, collaboration and reliable follow-through.
V1 responseA personalised entry point into one transparent internal operating environment.
Value createdClearer daily focus, stronger ownership and less time spent searching for context.
The logic, made practical

One connected model, two views

Having understood the stakeholders, the same delivery truth is expressed two ways. V1 builds the two most urgent: the internal engine room and the City-facing window.

PurposeCTT mandate and strategy
AccountabilityCity contract and commitments
Design principleStakeholder needs

The programme-management spine

The common delivery data that lets CTT manage work internally and present a trusted, curated view externally.

Portfolios
Programmes
Activities
OwnersPrioritiesStatusDependenciesDecisionsEvidence

View 1
Internal

Excellence inside

The engine room where CTT sees, owns and manages delivery.

Personalised homepage

My programmes, priorities, activities and decisions.

Programme visibility

Owners, progress, dependencies and blockers.

Manage the work

Update programmes and activities in the embedded tool.

Governance & cadence

Forums, decisions, escalation and performance.

Newsroom

A shared view of what is happening across CTT.

Resources & knowledge

Processes, templates and practical tools.

Clear ownership. Better coordination. More reliable delivery.

View 2
Partner

Confidence outside

The City-facing assurance window into CTT's delivery and value.

Plans & reports

Relevant plans and quarterly reporting.

Activity calendar

Upcoming activity and delivery milestones.

Programme tracker

Portfolio, programme and delivery status.

Evidence & impact

Progress, highlights and destination value.

Priority market campaigns

The worked proof point in the current demo.

Future assurance

Deeper commitment, risk and evidence integration.

Transparency. Trust. Confidence in CTT's value.

Two experiences. The same delivery truth.

The City should not receive a separate, manually reconstructed version of delivery. It should see a curated expression of the work CTT is already managing.

Why it fits our strategy

One mandate. Two delivery challenges.

CTT must demonstrate excellence to the City while building the internal capability required to deliver it. External confidence is the result of internal clarity, ownership and accountability.

The mandateTranslate strategy into measurable destination and public value.
The obligationServe internal and external stakeholders with clarity and accountability.
The standardOperate with service excellence and delivery excellence.
Most urgent external need

Demonstrate value to the City.

The City of Cape Town needs an efficient, transparent view of what CTT has committed to deliver, how delivery is progressing and what value is being created.

Contract and mandate
Commitments
Delivery
Evidence
Value

The outcome: trust, reliability and a clear case for CTT as a high-value delivery partner.

The delivery prerequisite

Make the CTT house work optimally.

CTT cannot demonstrate excellence externally unless leaders, managers and employees can see, own and manage the flow of work internally.

LeadersNeed strategic line of sight, performance visibility and decision-ready information.
ManagersNeed owners, status, dependencies, blockers and clear escalation.
EmployeesNeed priorities, responsibilities, deadlines, dependencies and practical resources.
Where CTT is constrained todayFragmented, manually reconstructed and reactive.
The demo · one source of truth

One platform, five channels

Everything is maintained once, in a single source of truth. Five channels read out of it, and each audience sees only what belongs to them.

View as

One address for every stakeholder. Choose one to see their view.

Strategy docs Ops register Playbook Partner packs

One source of truth

Maintained once. Referenced everywhere.

Live

Internal

CTT staff

The operational register: programmes, owners, status and actions in one place.

Open the register →
Live

Knowledge

All staff

The digitised playbook. Our ways of working, out of documents and into daily use.

Open the playbook →
Prototype

Partner

Tourism partners

One place for partner packs, campaign material and, in time, submissions.

Still coming
Live

Board

Board members

Read-only oversight: programme status and headline results, held steady.

Open the board view →

The working parts

Four parts make up the platform, each at its own stage. The badges say where each one honestly stands today.

Live

Operational register

The discipline layer: every programme, owner, status and action, in daily use, with board and Exco views.

Open the register →
Live

Digitised playbook

Our ways of working, out of static documents and into an interactive format the whole team uses.

Open the playbook →
Prototype

Partner portal

A working prototype for serving tourism partners. It joins the public website in time.

Still coming
Vision

Platform architecture

An interactive walkthrough of where the platform goes next, and how the parts connect as we grow.

View the architecture →
Today → tomorrow

Focused now. Designed to evolve.

V1 solves the most urgent internal and external needs while establishing the foundation for the wider CTT ecosystem.

V1 is not two disconnected portals. It proves one connected operating loop: commitment, owned work, managed progress, governance, evidence and partner visibility.

Internal V1 focus

Enable delivery excellence

Give employees, managers and leaders the clarity, ownership, visibility and governance required to run the organisation well.

External V1 focus

Strengthen City confidence

Give the City transparent access to plans, progress, reporting and evidence that demonstrates CTT's reliability and value.

Starting need

A coherent digital operating model connecting strategy, work, people, governance and evidence.

V1 response

One programme-management spine powering a transparent internal environment and a curated City view.

Immediate impact

A shared picture of delivery, faster decisions, less report reconstruction and fewer surprises.

Lasting value

A more efficient, accountable and resilient digital organisation able to deliver and demonstrate value at scale.

Digital means dynamic.

Stakeholder needs, strategies and contracts will evolve. CTT 2.0 creates the capability to keep learning, adapting and extending the experience.

Listen
Understand
Prioritise
Build
Deliver
Measure
Adapt

As connected and responsive as the city it serves.

An organisation that can see the work, steer the work, prove the value and continuously improve how it serves every stakeholder.