Submit to the Integrated Development Plan CEO / and effected parties 1Y Annual submissions to Manager Submit input to Operating & Capital Budgets CEO / CID Board 1Y Annual submissions Sub Council Communicate with property owners CEO 12 Keep property owners informed on a regular basis and / or through Civic Ass Mediate issues with or between property owners CEO / Ward Councilors/ City Officials and or Law Enforcement 12 Successful facilitation between owners and the City, Property Owners(members) CEO / Management Team 12 Communicate and visit CID Property owners once a year Promote and develop CID membership CEO / CID Board 12 Have a NPC membership that represents the CID community – updated regularly – membership applications are prominent on the webpage Relationships with Area North (Mini-Mayor) Management and relevant CCT officials and departments that deliver services in the CID CEO / Management Team 12 Submit mid-year reviews to CCT by 31 January Submit approved budget review to CCT by 31 January Provide CCT with Tax Clearance Certificates before expiry Submit Management report and AFS to Sub-Council 16 1Y Within 3 months of AGM Comply with Company Act 1Y Auditors - Register with CIPC within 10 business days Directors – Register changes with CIPC within 10 business days Annual returns to be submit to CIPC within 30 business days of anniversary date. Compile Annual CID Implementation Plan and Budget 1Y Board to submit draft IP & Budget to CID Unit for verification and to table at Council
AGM for approval by members. 21.Do VAT reconciliation and Tax returns Bi-Monthly and annual submission. 22.Tax Exemption Status 6m Apply to SARS for Exemption 23.Mid-Year Review 1Y By 31 January to CID Unit 24.Budget Performance Review 1Y By 28 February to CID Unit 25.Submit AGM pack to (AFS & Chairman’s Report) 1Y Within 3 months of AGM date PUBLIC SAFETY ACTION STEPS RESPONSIBLE DURATION IN MONTHS OR YEARS PERFORMANCE INDICATOR COMPLIANCE COMMENTS Y1 Y2 Fin Year Y5 Identify the generators in conjunction with SAPS, local authority and existing security service providers in conjunction with all available crime stats. CEO / Security Manager & Service Provider / SAPS Sector / NW / Civic 4 Provide a fully comprehensive pro-active Security Management Strategy Plan Analyze the Crime Threat of the CID area in conjunction with the SAPS / Law Enforcement Agencies CEO / Security Manager / Security Service Provider / SAPS Sector / CPF / Private Security Coy / NW / Ass 12 Regular attendance or hosting of such meetings by having a pro-active policing approach Appointment of Service providers CEO / Security Manger / HR manager Competitive Process / well documented Determine strategies by means of an integrated approach to a pro-active approach in reducing crime CEO / Security Manager and Service Provider / SAPS Sector / 12 Having an integrated Security Management Strategy Plan in place and adjust accordingly.
Private Security Coy / NW / Civic Ass Liaison with other security role players and the South African Police Service, identify current security and policing shortcomings and develop and implement effective crime prevention strategy CEO/ Security Manager / Service Provider / CPF / SAPS Enforcement / Private Security Coy / NW 12 Incorporated into a Security Management Strategy Plan with regular interaction with all effected parties Deploy security resources accordingly and effectively on visible patrols. Security personnel and patrol vehicles to be easily identifiable CEO/ Security Manager / Service Provider / SAPS Sector 12 24/7 Effective safety and security patrols in the CID Through an "eyes and ears" program of all security and gardening/street cleaning staff, as well as own staff, to identify any breaches in security CEO/ Security Manager / Service Provider / Civic Ass / Business owners 12 Provide an effective platform to disseminate such information as received Assist the police through participation of the CID in the local Police sector crime forum CEO / Security Manager & Service Provider 12 Incorporate feedback and information in security and safety initiatives of the CID to both SAPS, CPF, NW and Civic Ass Monitor and evaluate the security strategy and performance of all service delivery on a quarterly CEO/ Security Service Provider/ SAPS Crime Intelligence Officer 12 Report findings to the relevant entity On-site inspection of Security Patrol officers Security Manager/ Security Service Provider / CEO 12 Report findings to the CEO / Service Provider Weekly Security Reports from Contract Security Company Security Service Provider 12 All reports to CEO & other effected parties Monitor of the CID employed Law Enforcement officers CEO / CCT Safe and Security Directorate S/Manager 12 Provide effective Law Enforcement within the CID
CLEANSING RELATED ACTION RESPONSIBLE PERFORMANCE INDICATORS COMPLIANCE NOTES Develop a cleansing strategy with clear deliverables and defined performance indicators to guide cleansing and delivery from the appointed service provider. CEO / Cleansing Service Provider / CID Management Team / City Waste 1Y Cleansing strategy document with clear deliverables and defined performance indicators to guide cleansing and delivery Appointment of Service Provider CEO/ HR Manager Competitive process Monitor and evaluate the cleansing strategy and performance of all service delivery on a quarterly basis CEO / Cleansing Service Provider / Management Team / Civic Ass / Solid Waste 12 Modify Cleansing Strategy to guide cleansing and delivery for an efficient delivery Co-ordinate the provision of additional litter bins and emptying of litter bins service providers and the relevant City of Cape Town departments. CEO / Solid Waste Department 12 Monthly status reports to Local Authority regarding progress of identified shortcomings when required Cleansing each of the streets within the CID Boundary at least once every week CEO / Cleansing Service Provider / CID Management Team 12 Provide clean streets and sidewalks in the CID Identifying Health and safety issues within the area and reporting to with C3 notification reference no’s CEO / CID Management/ Civic Ass / City 12 Monthly evaluations and inspections to provide an improved healthy urban environment within the CID Monitor and combat Illegal Dumping CEO / Cleansing Service Provider/ Law Enforcement Officers / CID Management Team 12 Removal of illegal dumping as required and applying applicable penalties through law enforcement members against transgressors Identify environmental design contributing to grime indicators CEO/ Cleansing Service Provider / City Environmental 4 Quarterly evaluation of the causes of waste
Quarterly evaluation of measures implemented and identification of remedial actions Promoting waste minimization through education and awareness on waste and water pollution CEO / Cleansing Service Provider 12 Monthly evaluations and inspections Report findings Encourage property owners to act responsibly in terms of waste management and encourage recycling initiatives CID Management Team / Property Owners 12 Monthly evaluations and inspections Report findings and / or suggestions on website, board meeting and AGM 4. URBAN MANAGEMENT ACTION STEPS RESPONSIBLE DURATION IN MONTHS OR YEARS PERFORMANCE INDICATOR COMMENTS Y1 Y2 Y3 Y4 Y5 Identify problem areas with respect to: street lighting; missing drain covers / cleaning of drains maintenance of road surfaces; sidewalks cutting of grass / removal of weeds road markings / traffic signs Use the established service levels to design the provision of supplementary services without duplication of effort CEO / CID Management Team / Service Providers / Ass / NW /City Ward Councilors / CID Board / City 12 Urban management plan with clear deliverables and defined performance indicators to guide delivery Identify and report infrastructure supplementing existing Council Services: Street lighting CEO / CID Management Team / Service Providers / 12 Monitor and evaluate. Report findings to the relevant authority with
Dumping Refuse Removal Waterworks Sewerage Roads and Storm water Traffic signals and line painting Pedestrian safety Road repairs Civic Ass / NW / CID Board / City recommendations where applicable Compile a list of prioritized needs to enhance the objectives of the CID and liaise with the relevant departments to correct CEO / CID Board / Civic Ass / Ward Councilors / Property Owners / City 4 Monitor and evaluate the plan and performance of service delivery on a quarterly basis. Report findings to the CID Board with recommendations where applicable Work in conjunction with social welfare and job creation organization and develop the delivery of the supplementary services to improve the urban environment CEO / Social Representative / Security Manager / Service Providers 1Y Development of a long-term sustainable work program Refer to point 5.2
SOCIAL DEVELOPMENT ACTION STEPS RESPONSIBLE PERFORMANCE INDICATOR COMMENTS Y1 Y2 Y3 Y4 Y5 Identify and determine strategies by means of an integrated approach to address / homelessness and the relief measures available, current and future. CEO / Social Representative / CID Management Team / DPU 12 Social intervention plan with clear objectives Work in conjunction with social welfare and job creation organization and develop the delivery of the supplementary services to improve the urban environment CEO / Social Representative / NGOs / DPU 12 Social intervention plan with deliverables and defined performance indicators to guide delivery Refer to point 4.4 C0-ordinate Social Development programs and initiatives with City’s Social Department 4 Meet quarterly MEDIA ACTION STEPS RESPONSIBLE Y3 Regular and monthly newsletters / Newsflashes / drops / media releases PR Coy / CEO 12 Informative electronic newsletters on a monthly basis Regular Press releases in local Newspapers covering: Local Development Promoting local Projects Social Issues PR Coy / CEO 12 Regular media exposure Establish and maintain Website PR Coy 12 Informative website