for the establishment and management of the kalk … · include the fishing harbour in kalk bay,...

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BUSINESS PLAN

FOR THE ESTABLISHMENT AND MANAGEMENT OF

THE KALK BAY and ST JAMES SPECIAL RATES AREA

(EXTENDED AREA) (KBSJSRA)

Dated 31 October 2013

Compiled in accordance with the By-Law for the establishment of Special Rating Areas,

promulgated in Provincial Gazette 7015/2012

This Business Plan proposal covers the period 1 July 2014 to 30 June 2019 and is set out in the

following parts:

1. Introduction

2. Motivation Report

3. Budget

4. Implementation Plan

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KBSJSRA Information:

Name: Kalk Bay and St James Special Rates Area (KBSJSRA)

Contact Person: Jim Russell

Contact Telephone Number: 021 788-1472

Commencement Date: 1 July 2014

Municipality: Cape Town

Website: www.kalkbaystjamessra.org

Steering Committee

Name Telephone number Email address

Eric Stephen 082 421-6742 [email protected]

Jim Russell 079 887-0869 [email protected]

Karl Leinberger 082 417-0397 [email protected]

Bert Stafford 083 658-6293 [email protected]

Zaida Stanley 083 623-2853 [email protected]

Kenneth McClarty 083 430-6444 [email protected]

Michael Townsend 083 653-2664 [email protected]

Boundaries of the KBSJSRA:

The boundaries of the proposed KBSJSRA are shown on the plan below and are:

Eastern Boundary: from the high water mark in a northerly direction along Carisbrooke Steps to

Boyes Drive;

Northern boundary: in a westerly direction from Carisbrooke Steps following the southern

boundary of Boyes Drive up to Godfrey Road, including properties on both sides of Godfrey

Road, Loch Road, Milkwood Close, Gordon Road, Hare Road, Barton Road, Ladan Road, Behr

Road and Quarry Road;

Western Boundary: properties on both sides of Main Road from Quarry Road in a westerly

direction up and including Erf 90123;

Southern Boundary: from a point on the high water mark directly opposite the boundary

between Erf 90123 and Erf 90124 along the high water mark in an easterly direction to the

point directly south of Carisbrooke Steps.

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1. INTRODUCTION

1.1. COMMUNITY OVERVIEW

The intended area of the Kalk Bay and St. James Special Rates Area (Extended Area) (“the SRA

area”) extends from Carisbrooke Steps on the St. James/Muizenberg border to Quarry Road in

Kalk Bay.

This small, unusual and beautiful area, which is primarily residential, is located on the narrow

strip of land between False Bay and the Kalk Bay mountains which form part of the Table

Mountain National Park.

The area has a small population of approximately 2,500 compared to approximately 10,000 in

Fish Hoek and 6,000 in Muizenberg.

Our community is diverse in terms of its racial, ethnic and religious backgrounds and the fact

that wealthier and poorer residents have shared this beautiful living environment in harmony

for generations. This diversity contributes greatly to the special character of our village. The

overwhelming view of the community is that the quality of life that we share must be

preserved.

Our area is diverse not only in respect of the composition of its residents, but also in the

unusually wide range of activities that take place here with their associated facilities. These

include the fishing harbour in Kalk Bay, the tidal pools and walk ways and parks, and the

walking trails in the mountains overlooking us.

Although the composition of our community is diverse it should be mentioned, for reasons that

appear later, that the diversity is not evenly distributed. There are some differences between

the areas of Kalk Bay and St. James.

Kalk Bay contains about 2/3rds of the population and dwelling units, and most businesses

(approximately 60) and social services are located here. The community is relatively more

diverse in composition and is generally relatively “poorer” than St James. The dwellings in Kalk

Bay comprise a larger proportion of flats/apartments and the houses are of a relatively smaller

scale than in St James, including some that are semi-detached. This also contributes to a closely

knit village community.

St James contains about 1/3rd of the population and dwellings. The residents are relatively more

affluent and relatively less diverse in background. Most dwellings are detached and generally

larger than in Kalk Bay. Few businesses are located in St. James.

Despite these differences, it is important to note that the community of Kalk Bay and St James

has always treasured and protected its diversity and inclusiveness. This is illustrated in many

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ways, including by the fact that whereas the membership of most other ratepayers associations

consists exclusively of members who are property owners, the name of our local association,

the Kalk Bay-St. James Residents and Ratepayers Association (“the Ratepayers Association”)

reflects the fact that this association has for many years represented the interests of all who

live here, including those of us who were precluded by law under the previous regime from

owning property in our area, but were, uniquely, allowed to reside here but without their local

interests being adequately represented.

Finally, it should be mentioned that the physical beauty of our location and the village charm of

our modest built environment has always attracted many visitors. These range from visitors

from other areas of Cape Town and South Africa to an increasing number of visitors from

around the world. The tourist popularity of our village is increasing steadily. This has led to a

marked increase in the number of businesses that cater for these visitors, including restaurants,

guesthouses and retail shops. These visitors and the businesses that cater to them are also

important stakeholders in our community and their interests should be taken account of.

This overview of our community forms an important context for the framing and understanding

of this SRA Business Plan proposal.

1.2. PERCEPTION SURVEY

Crime and social problems such as drug use have increased in the area over the past number of

years. Also, problems have been experienced in the maintenance of public infrastructure and

amenities.

Various ongoing community initiatives attempt to address these problems. For example, a local

Crime Watch attempts to monitor and control crime in the area in conjunction with SAPS, and

the Ratepayers Association monitors the maintenance of public infrastructure. However, the

funds available to pursue these initiatives are very limited and hence their effectiveness is also

limited.

Consequently, a proposal to pursue the possibility of establishing a Special Rating Area (SRA)

was made at the Annual General Meeting of the Ratepayers Association in May 2012. This

proposal was informally (i.e. no vote was taken on the proposal) accepted by the meeting and

consequently a Steering Committee of concerned and interested residents was established to

pursue the proposal.

The Steering Committee wishes to pursue the establishment of an SRA as a viable basis to

address these problems on a sustainable basis in order to prevent urban decay and a further

increase of crime and social problems in the area.

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Accordingly, a perception survey was conducted in November 2012 to identify the needs and

concerns of residents and businesses in the area. A copy of the perception survey report of

December 2012 is included on the SRA website.

One hundred and fifty five (155) respondents completed the full perception survey, 73% of

whom are residential owners. In addition, a shorter “visitor” survey was conducted with 27

respondents.

Key Outcomes:

Although most respondents (about 65%) view the area as clean, safe, welcoming and attractive,

53% of respondents are somewhat dissatisfied with municipal service delivery; only 12% are

completely satisfied.

Outcomes of the survey in respect of specific issues include:

Safety and security: 42% rated the level of safety and security as fair and 21% as poor,

thus indicating a level of dissatisfaction with the level of safety and security in the area.

Moreover, 64% of respondents indicated that they or someone close to them had been

a victim of crime in the area. In respect of the effectiveness of current policing efforts,

93% agreed that current efforts by SAPS in particular were ineffective.

Litter and cleanliness: Although 78% of respondents indicated that litter on pavements

and public spaces is a problem, most respondents regard the general state of cleanliness

as good.

Maintenance of public spaces, including pavements, parks and beaches: a significant

minority of 32% of respondents regard the overall quality of these important

community assets as fair to poor.

Social issues: 77% of respondents perceive homelessness to be a problem particularly in

Kalk Bay. Respondents also identified a range of associated social issues that require

attention, including alcohol and drug abuse, begging and theft.

Respondents were asked if they would be prepared to pay a top-up levy on their rates bill for

enhanced municipal services and public security in the area. Overall, 75% are prepared to pay

an additional rate. Some participants indicated that they would be prepared to pay

additional monthly amounts ranging from R50 to R500 with an amount of R100 most

frequently mentioned. Fifty-one respondents indicated that they were agreeable to a

percentage increase in rates, the majority of these indicating their acceptance of a 10% increase

in rates.

It is however important to take note of many of the general comments of respondents where their willingness to pay is qualified by the feeling that local authorities and government services

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should be improved in the area irrespective of the formation of the SRA.

Although there were differences in emphasis between respondents in St. James and Kalk Bay, the community clearly indicated that the most important issues are:

1. Safety and security 2. Litter and cleanliness 3. Maintenance of public spaces 4. Social issues

2. MOTIVATION REPORT

2.1. EXECUTIVE SUMMARY

The Steering Group has taken note of the results of the perception survey, which indicate

that:

While the majority of residents regard Kalk Bay and St James as clean, safe,

welcoming and attractive, the majority of respondents to the Perception Survey were

somewhat dissatisfied with municipal service delivery and there is a clear indication

that the quality of these services should be supplemented in order to prevent any

deterioration in quality and thereby to preserve of the quality of life in our

community enjoyed by residents and visitors alike;

A clear majority of residents are prepared to pay a limited additional amount in rates

in order to achieve these objectives; and

The issues of safety and security, litter and cleanliness, maintenance of public spaces

and social issues are most important to the community.

As has been the case for a number of years, it is clear from the City of Cape Town’s recently

published budget for 2013/2014 that of the total budget of R31.6 billion, the bulk of the

budget (R19.6 billion) will go towards the direct provision of services, with about 57% of this

being allocated to the provision and upgrading of services in less developed areas of our city,

including informal settlements and other areas which require the urgent provision of basic

municipal services. This reality means that many developed communities are left with little

option but to institute local additional funding mechanisms to supplement the provision and

quality of public services in their areas and thereby to maintain their quality of life and

preserve their property values. It is for this purpose that the City Council has legislated for

the Special Rating Area By-Law, which allows communities to raise and administer such

additional funds for exclusive expenditure within their areas on a basis such as is proposed in

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this Business Plan.

The Steering Committee has therefore taken account of the above realities and has prepared

this Business Plan and the Budget on the basis of providing for an SRA that:

limits the intended goals of the Not for Profit Company to be formed if this proposal is approved (“the SRA Company”) to addressing only those four specific issues identified in the perception survey as being of highest concern to our community, namely Safety & Security, Litter & Cleanliness, Maintenance of Public Spaces, and Social Issues, in addition, naturally, to Effective Management of the SRA; and

reduces, or eliminates, overheads and administration costs (for example rent,

insurance, etc.) as far as possible. It is not intended that the SRA Company will have

any employees and all SRA services will be provided by contracted third party service

providers. It is also intended that the activities of the SRA Company and its Manager

will be supported by members of the board on an active voluntary basis.

The Steering Committee anticipates that the SRA Company will have a close working

relationship with the Ratepayers Association and its committee, which is highly active and

respected by the community and the City Council. The funds of the Ratepayers Association

are very limited and its ability to contribute to the funding of small private community

initiatives, usually in the respect of the maintenance of public parks and gardens, is

therefore severely constrained. The budget included in this Business Plan therefore includes

a small but significant Projects budget, in order for the SRA Company to be able to respond

positively to funding requests for some of these types of projects.

This Business Plan has accordingly been prepared by the Steering Committee with the

intention of the SRA area of Kalk Bay and St. James indicated above being declared as a

Special Rating Area (SRA) on the above basis.

The purposes of an SRA include the enhancement of, and supplement to, municipal services in

order to maintain the quality of life and property values of the community at a superior level. An

approved SRA is also better able to monitor the quality of municipal and other services provided

to the community and to hold all service providers to account.

Since the proposed area is primarily a residential area, the establishment of an SRA requires the support of at least 60% of property owners. If this support is obtained, the cost of enhanced services identified in this Business Plan and Budget will be shared by property owners in the form of an additional rate based proportionally on the valuation of their properties. These additional rates will be administered by the SRA Company which will be a Not for Profit Company managed by a board of directors, who will be elected by its members, being the property owners within the SRA, and operated by a Manager appointed by the Board. An SRA manages its own finances and appoints its own auditors. The interests of the members of the SRA Company are protected by the provisions of the Companies Act and the Special Area By-

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Law which include the following:

The SRA Company will retain control over the additional SRA rates, which may only be spent within the SRA area and only in accordance with the approved budget.

The SRA Company and its members, will not be responsible for debt collection of the SRA rate or for any bad debts. This will be the responsibility of the City Council.

The City Council will monitor compliance by the Board of the SRA Company with the By-Law and related Policy, and any agreement entered into between the SRA Company and the City Council.

A Councilor of the City will be appointed to attend and participate, but not vote, at meetings of the Board of the SRA Company.

The SRA Company will be required to submit a Five Year Business Plan and Budget for approval by the City Council and, when approved, company expenditure may not include any items not included in the approved budget.

The Budget and Implementation Plan will be approved annually at the AGM of the SRA Company.

Any amendment of the Business Plan requires the approval of property owners and the City Council. The SRA Company will be required to submit its audited financial statements and annual report to the City Council for monitoring and approval, as well as approval thereof at the AGM.

The success of the SRA business model outlined above, as set out in the Special Rating Area By-

Law No. 7015 of 20 July 2012 and related Policy, is illustrated by the fact that 26 SRAs have

been approved in the Cape Town municipal area. It should also be noted that these approved

SRA’s include those in the neighbouring areas of Muizenberg and Fish Hoek. A list of SRAs

approved by the City Council as at May 2013 is included on the KBSJSRA website.

The vision of the intended Kalk Bay and St. James SRA is to create a safe, clean and pleasant residential area that is a highly sought-after place to live, work and visit, and do business in, because of its integration with its natural surroundings and its safe community atmosphere.

This Business Plan also includes a detailed Implementation Plan based on the Motivation

Report and Budget requirements.

2.2. MANAGEMENT OF THE SRA

This Business Plan and Budget, upon approval by the City of Cape Town, will be implemented by

the SRA Company, which will be a Not for Profit Company, incorporated in accordance with

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provisions of the Companies Act. The SRA Company will be supervised by a Board of Directors

elected by its members at the AGM. Property owners may apply for membership which will

enable them to participate in the SRA Company’s affairs. A Manager appointed by the Board

under a service contract will implement the day-to-day operation of the SRA Company’s

activities. The City Council will not be involved in the day-to-day operations, but will

exercise oversight in respect of financial and legal compliance.

The SRA Company will manage its own finances and appoint its own auditors. The audited

financial statements will form part of City Council’s consolidated accounts, which are reviewed

by the Auditor-General. In addition, monthly financial reports will be submitted to the City

Council to monitor that expenditure is incurred according to the Business Plan.

2.3. EXEMPTIONS FROM IMPROVEMENT LEVIES

Any property owner who receives any form of rates rebate exemption from the Council will be

entirely exempted from the additional SRA rate as per the Council’s rates policy.

2.4. CONSISTENCY WITH COUNCIL’S POLICIES AND PLANS

For reasons that appear from this Business Plan, the proposed KBSJSRA:

will not reinforce existing inequities in the development of the City;

will be consistent with the City’s Integrated Development Plan (IDP);

will manage, via the SRA Company, a Not for Profit company, the services to be

contracted out by the SRA Company in accordance with this Business Plan as amended

from time to time.

2.5. MISSION,VISION AND GOALS OF THE SRA

Vision

To maintain a safe, clean and pleasant area that is a highly sought-after place to live, visit

and do business in because of its social harmony and its integration and harmony with its

natural surroundings and modest built environment.

Mission

The mission of the KBSJSRA is to ensure an environment that is safe and well maintained

for the benefit of all its residents, businesses and visitors.

Goals

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The five specific goals of the SRA are:

GOAL 1: Management (Budget of R132,000 in Year 1)

Objective 1 – The Board

This goal is to ensure that the SRA is managed effectively and that the Business Plan is carried

out. This is achieved primarily through the effective functioning of the Board of the SRA

Company.

The Board will ensure that the SRA Company complies with all its statutory obligations.

The Board will appoint a Manager under a service contract and will monitor and appraise

performance by the Manager.

Members or sub-committees of the board will also assist in the management of the company as

required.

Objective 2 – The Manager

The Manager will:

Be responsible for efficient day to day management and operation of the SRA.

Build good working relationships with members of the Board, Council, and other

authorities, including SAPS.

Prepare the required accounts and financial statements and will provide input for

developments plans and budgets.

Monitor and appraise performance by the contracted security team, cleaning staff and

social worker.

Co-ordinate with Council to deal with issues relating to rendering of services or

resolution of disputes.

Liaise with SAPS and other service providers, such as the National Parks Board, to

ensure efficient delivery of services.

Devise and implement projects, communication, marketing and promotion plans

approved by the Board of the SRA Company.

Attend SRA and other forum meetings as necessary to ensure proficient and

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professional management of the area.

Report at least quarterly to the Board on management of the SRA.

Objective 3 – Communication

The Manager will:

send out regular newsletters and press releases; and

maintain the SRA’s website in good informative order.

GOAL 2: Safety and Security for the First Year (Budget of R800,000 in Year 1)

This goal is to provide a safe and secure area by deploying contracted security guards that

provide a comprehensive security service as outlined below. Options will also be considered

whereby community safety could be enhanced by alternative or additional means, including by

community participation.

Objective 1 – Safety and Security

A security company will be contracted to provide protection for residents and visitors in the

public spaces within the SRA boundary.

A team of security guards employed by the security company will be deployed on a 24/7 basis

to provide this protection.

The contracted security company will respond to any reported incident within the SRA by

reacting according to the standard procedures according to the nature of the call.

The contracted security company will minimize accidental or malicious damage to residents

or council property by maintaining vigilance and patrolling.

Monitoring through implementation of a CCTV surveillance system will be provided by the

contracted security company where budget allows. While the implementation of security

cameras is desirable, this is a high budget item. A network such as this could be established

through fund raising initiatives. It has not been included as an outcome in the Implementation

Plan, nor has it been factored into the budget.

Objective 2 – Monitoring performance by the contracted security services provider and co-

ordination of law enforcement activities

The Manager will monitor performance, and regulate efficient services by security patrol

officers in the SRA area, and may periodically inspect security patrol officers.

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The Manager will ensure that the contracted security provider periodically trains the guards

in its employ, in municipal by-laws and local knowledge of the SRA area.

The Manager will co-ordinate liaison between the SRA and the contracted security company,

SAPS, and SA National Parks Board security officials.

Objective3 – Law Enforcement

Establish and maintain a good relationship with our local SAPS in Muizenberg.

Objective 4 – Community Safety Initiatives

Investigate and, if approved, supplement the activities of the contracted security provider by

pursuing other initiatives to promote community safety, and monitor effectiveness of any/all

such initiative/s.

GOAL 3: Litter and Cleanliness and (Budget of R40,000 in Year 1)

A cleansing strategy will be developed to supplement existing services by the Council.

Cleansing staff will be employed as independent contractors to clean designated streets and

public spaces on a rotational basis.

The Manager will monitor performance of the cleansing contractor/s.

The Manager will also identify health and safety issues within the SRA and will submit periodic

reports to the board and to the Council.

If funds allow, the SRA Company will assist in funding private initiatives for the upkeep of

public spaces such as parks and gardens.

GOAL 4: Maintenance of Public Spaces (Budget of R40,000 in Year 1)

The SRA Manager will identify problem areas in respect of

public parks and gardens and other public spaces, including cutting of grass and

removal of weeds;

street lighting;

maintenance of roads and sidewalks, including drains and drain covers; and

road markings and traffic signs

The SRA Manager will compile a list of prioritized items requiring attention and will liaise with

City Council to correct.

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The Manager will monitor performance by contracted service providers and will provide

periodic reports to the board of the SRA Company.

GOAL 5: Social Issues (Budget of R60,000 in Year 1)

A strategy will be developed to provide assistance in addressing the problems associated with

homelessness and other social issues in the SRA area.

A social worker will be contracted, as an independent contractor, to provide part time social

services to the community.

The Manager will monitor performance by the contracted social worker and will provide

periodic reports to the board of the SRA Company.

3. BUDGET

The proposed Five Year Budget for the SRA, commencing on 1 July 2014, is based on the

principles outlined above.

The SRA additional rate will be expressed as Rand in the Rand of the total rates valuation of

properties in the SRA area as at the end of February of each financial year and in the SRA

budget for the following year as approved by the City Council and the SRA Company at its AGM.

The SRA additional rate will be applied to the municipal valuations of all ratable properties

within the SRA area. This means that the owners of properties of lower valuation will pay

proportionally less than owners of more highly valued properties.

The Council will be responsible for billing of the SRA additional rates and will pay 1/12th of the

Budget to the SRA Company monthly. The Council will retain an amount equal to 3% of these

payments in a retention fund as provision to cover any bad debts. Any additional rate surplus or

deficit collected by the Council will be offset against this retention fund. Seventy-five percent

(75%) of the amount by which the retention fund exceeds accumulated arrears at the end of

the financial year will be paid by the Council to the SRA Company by 30 September of the

following financial year, and must be treated by the SRA Company as additional income.

4. IMPLEMENTATION PLAN

The goals of the KBSJSRA outlined above will be implemented in accordance with the Budget

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and the details of the Implementation Plan. These documents can be downloaded from the

website.

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PROGRAM 1 - SRA MANAGEMENT

ACTION STEPS RESPONSIBLE FREQU-ENCY per year

DURATION IN MONTHS OR YEARS

PERFORMANCE INDICATOR COMMENTS

Y1 Y2 Y3 Y4 Y5

1.1. Establishment of Kalk Bay St James SRA

SRA Steering Committee

1 2M Complete the setup of the SRA NPC registration Tax clearance VAT application Bank account Vendor registration Appointment of Manager Appointment of Service provider

1.2. Appointment of SRA manager

SRA Board 1 1Y Appointment of appropriately skilled service provider

Appointment of other service providers will be done as required

1.3. Appointment of relevant service providers

SRA Manager / SRA Board

1 1Y 1Y Appointment of appropriately qualified service providers

Service providers to be reappointed or new providers to be appointed at end of initial contracts

2. Election of Board

SRA Steering Committee

1 6M 1Y 1Y 1Y 1Y Management Board elected within 6 months of the establishment and thereafter annually at the AGM

3. Board meetings


12 6 4 4 4 4 Quarterly Board meetings Including SAPS, the Councillor, CEO of security company

KALK BAY St JAMES SPECIAL RATING AREA (EXTENDED AREA)

5 YEAR IMPLEMENTATION PLAN

1st July 2014 to 30th June 2019

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4. Financial reports to CoCT SRA Manager 12 12 12 12 12 12 Submit reports (25th

. Of every month) Refer to Financial Agreement

5. Audited Financial Statements

SRA Manager 1 1Y 1Y 1Y 1Y Unqualified Financial Audits

6. Feedback to Members and Annual General Meeting


1 1Y 1Y 1Y 1Y 1Y Host successful AGM before December

7. Submit Management Report and Annual Financial Statements to Sub- council(s)


1 1Y 1Y 1Y 1Y Within 2 months of AGM

8. Successful day-to-day management and operations of the SRA

SRA Manager Ongoing daily

Monthly feedback to SRA Board at Directors Meeting

9. Monthly Reports to the SRA Directors

SRA Manager 12 12 12 12 12 12 Report back on all SRA related business to be measured and signed off

Provide monthly reports to the SRA Directors

10. Submit input to the Integrated Development Plan

SRA Manager Annual 1Y 1Y 1Y 1Y 1Y Annual submissions to Sub-Council Manager

October to February of every year

11. Submit input to the Capital Budgets of Council

SRA Manager Annual 1Y 1Y 1Y 1Y 1Y Annual submissions to Sub-Council Manager

October to February of every year

12. Communicate with property owners

SRA Manager Quarterly 4 4 4 4 4 Keep property owners informed through quarterly electronic newsletter

13. Build working relationships with Sub-Council Management and relevant CoCT officials and departments that deliver services in the SRA

SRA Manager Ongoing

Successful and professional relationships with sub-council management and officials resulting in enhance communication, cooperation and service delivery

14. Compile the SRA renewal application.


In year 4

1Y

Submit a comprehensive renewal application for approval by the members and the City of Cape Town

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PROGRAM 2– SRA SAFETY & SECURITY INITIATIVES




Y1 Y2 Y3 Y4 Y5

1. Identify the root causes of crime in conjunction with the SAPS, Local Authority and existing security service using their experience as well as available crime statistics

SRA Manager/ Security Service Provider

Ongoing 3M

Incorporate in Safety and Security Management Strategy Plan

This is done comprehensively at the implementation of the SRA and then modified continuously Adopted annually at the AGM

2. Develop a crime prevention strategy in liaison with other security role players and the South African Police Service by means of an integrated approach to address/decrease crime


Ongoing 3M

Incorporate in Safety and Security Management Strategy Plan

3. Develop and implement a Security Management Strategy with clear deliverables and defined performance indicators to guide safety services by the appointed Security Service Provider and evaluate the levels of service provided


Revise as often as required but at least annually

3M 1Y 1Y 1Y 1Y Documented Safety and Security Management Strategy with clear deliverables and defined performance indicators to guide safety services by the appointed service provider and evaluate levels of service provided

This is done comprehensively at the implementation of the SRA and then modified continuously. Adopted annually at the AGM

4. Ensure that security resources are deployed accordingly and effectively on visible patrols. Security personnel and patrol vehicles to be easily identifiable


Ongoing

Effective safety and security patrols in the SRA

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5. Utilise the "eyes and ears" of all security and gardening/street cleaning staff, as well as own staff, to identify any breaches


Ongoing

Incorporate feedback and information in security and safety initiatives of the SRA

6. Assist the police through participation by SRA in the local Police sector crime forum


Monthly 12 12 12 12 12 Incorporate feedback and information in security and safety initiatives of the SRA Report on any security information of the SRA to the CPF

7. Monitor and evaluate the Safety and Security Management Strategy and performance of all safety and security service providers on a quarterly basis

SRA Manager/ Security Service Provider/ SAPS Crime Intelligence Officer

Quarterly 4 4 4 4 4 Report findings to the SRA Board with recommendations where applicable

8. On-site inspection of Security Patrol officers


Daily 1Y 1Y 1Y 1Y 1Y Report findings to the SRA Board with recommendations where applicable

9. Weekly Security Reports from Security Service Provider

Security Service Provider

Monthly 12 12 12 12 12 Report findings to the Manager with recommendations where applicable Provide feedback to forum meeting

Incorporate into monthly management report to SRA Board

10. Develop a community safety strategy in liaison with other community safety role players by means of an integrated approach to improve community safety, and include this in the Safety and Security Management Strategy Plan



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11. Develop and implement

clear deliverables and defined performance indicators to guide community safety services by any appointed service provider/s and/or voluntary safety personnel and evaluate the levels of service provided.

SRA Manager/ Community Safety Service Provider


PROGRAM 3– SRA LITTER & CLEANLINESS




Y1 Y2 Y3 Y4 Y5

1. Develop a cleansing strategy document with clear deliverables and

SRA Manager/ Cleansing Service Provider

Revise as often as required

3M 1Y 1Y 1Y 1Y Cleansing strategy document with clear deliverables and defined performance indicators to guide

This is done comprehensively at the implementation of the SRA and then modified continuously

defined performance indicators to guide cleansing and delivery from the appointed service provider.

but at least annually

cleansing and delivery Adopted annually at the AGM

2. Monitor and evaluate the cleansing strategy and performance of all service delivery on a quarterly basis

SRA Manager/ Cleansing Service Provider

Quarterly 4 4 4 4 4 Modify Cleansing Strategy to guide cleansing and delivery

3. Monitor the provision of adequate litter bins and emptying of litter bins by the relevant City of Cape Town departments.

SRA Manager/ Solid Waste Department

Quarterly 4 4 4 4 4 Quarterly status reports to Local Authority regarding progress of identified shortcomings

4. Cleansing each of the SRA Manager/ 6 2 2 2 2 2 Ensure identified streets and

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streets identified by the SRA Manager within the SRA Boundary at least once within every two month period

Cleansing Service Provider

sidewalks in the SRA are kept clean

5. Identifying Health and safety issues within the area and reporting to Council with C3 notification reference no’s

SRA Manager Ongoing

Quarterly evaluations and inspections

6. Encourage property owners to act responsibly in terms of waste management and encourage recycling initiatives

SRA Manage Ongoing

Quarterly evaluations and inspections Report findings

PROGRAM 4– SRA MAINTENANCE OF PUBLIC SPACES




Y1 Y2 Y3 Y4 Y5

1. Identify problem areas with respect to:

a. public parks and gardens and other public areas

b. street lighting;

c. missing drain covers / cleaning of drains

d. maintenance of road surfaces; sidewalks

e. cutting of grass / removal of weeds

f. road markings/traffic signs

SRA Manager Ongoing

Urban management plan with clear deliverables and defined performance indicators to guide delivery

This is done comprehensively at the implementation of the SRA and then modified continuously

7

2. Compile a list of prioritized needs to enhance the objectives of the SRA and liaise with the relevant departments to correct

SRA Manager 4 1Y 1Y 1Y 1Y 1Y Monitor and evaluate the plan and performance of all service delivery on a quarterly basis. Report findings to the SRA Board with recommendations where applicable

3.Monitor and evaluate performance of all service providers on a quarterly basis

SRA Manager Quarterly 4 4 4 4 4 Modify Cleansing Strategy to guide service delivery

4. Submissions to Ward Allocation, IDP and Capital Budgets

SRA Manager 1 1Y 1Y 1Y 1Y 1Y Report to the SRA Board with recommendations where applicable

Refer to Program 1 Item 11

PROGRAM 5– SRA SOCIAL INTERVENTION INITIATIVES




Y1 Y2 Y3 Y4 Y5

1. Identify and determine a social intervention strategy by means of an integrated approach to address social issues and the relief measures available, current and future.

SRA Manager/ NGOs

Ongoing

Social intervention plan with clear deliverables and defined performance indicators to guide delivery

This is done comprehensively at the implementation of the SRA and then modified continuously Approved annually at AGM

2. Monitor and evaluate the social intervention strategy and performance of social worker service providers on a quarterly basis

SRA Manager Quarterly 4 4 4 4 4 Modify Cleansing Strategy to guide service delivery

Approved annually at AGM

8

PROGRAM 6– SRA MARKETING INITIATIVES




Y1 Y2 Y3 Y4 Y5

1. Regular newsletters / Newsflashes

SRA Manager Quarterly 4 4 4 4 4 Informative newsletters

2. Regular Press releases in local Newspapers

SRA Manager Ongoing

Regular media exposure

3. Establish and maintain Website

SRA Manager Ongoing

Informative website

EXPENDITURE R R R R R

1. Employee Related 132 000 10.8% 142 560 11.1% 153 965 11.1% 166 282 11.2% 179 585 11.2%

Salaries 132 000 142 560 153 965 166 282 179 585

Bonus Provision

2. Core Business 940 000 76.8% 1 012 400 78.8% 1 090 424 78.8% 1 174 513 78.9% 1 265 138 79.0%

Cleansing Services 40 000 42 400 44 944 47 641 50 499

Environmental Upgrading (Greening,

landscaping, recycling, etc.)

40 000 42 400 44 944 47 641 50 499

Security Services 800 000 864 000 933 120 1 007 770 1 088 391

Social Upliftment 60 000 63 600 67 416 71 461 75 749

3. Depreciation - 0.0% - 0.0% - 0.0% - 0.0% - 0.0%

4. Repairs and Maintenance - 0.0% - 0.0% - 0.0% - 0.0% - 0.0%

5. Services Accounts ex CCT - 0.0% - 0.0% - 0.0% - 0.0% - 0.0%

6. Interest Paid - 0.0% - 0.0% - 0.0% - 0.0% - 0.0%

7. General Expenditure 75 280 6.2% 49 090 3.8% 52 186 3.8% 55 478 3.7% 58 983 3.7%

Accommodation (Rent) - - - - -

Accounting fees 10 000 10 600 11 236 11 910 12 625

Administration and management fees - - - - -

Auditor's remuneration 10 000 10 600 11 236 11 910 12 625

Avertising - - - - -

Bank charges 3 000 3 180 3 371 3 573 3 787

Computer expenses (including Website) 3 000 3 180 3 371 3 573 3 787

Contingency / Sundry 4 280 5 630 6 117 6 647 7 223

Insurance 5 000 5 300 5 618 5 955 6 312

Marketing and promotions 3 000 3 180 3 371 3 573 3 787

Printing and stationery 1 000 1 060 1 124 1 191 1 262

Seed capital refund 30 000 - - - -

Telephone and fax 6 000 6 360 6 742 7 146 7 575

Other: Specify - - - - -

8. Operational Projects 40 000 3.3% 42 400 3.3% 44 944 3.2% 47 641 3.2% 50 499 3.2%

Proposals to be approved at SGM / AGM 40 000 42 400 44 944 47 641 50 499

Provide Detail

10. Bad Debt Provision 3% 36 720 3.0% 38 550 3.0% 41 490 3.0% 44 657 3.0% 48 068 3.0%

TOTAL EXPENDITURE 1 224 000 100.0% 1 285 000 100.0% 1 383 009 100.0% 1 488 571 100.0% 1 602 273 100.0%

INCOME R R R R R

1. Revenue - SRA Add Rates -1 224 000 100.0% -1 285 000 100.0% -1 383 009 100.0% -1 488 571 100.0% -1 602 273 100.0%

TOTAL INCOME -1 224 000 -1 285 000 -1 383 009 -1 488 571 -1 602 273

(SURPLUS) / SHORTFALL - - - - -

BUDGET GROWTH #DIV/0! 4.98% 7.63% 7.63% 7.64%

KBSJSRA5 YEAR BUDGET AS PER BUSINESS PLAN

2014/15 2015/16 2016/17 2017/18 2018/19

for the establishment and management of the kalk … · include the fishing harbour in kalk bay,...

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