ATHLONE CITY IMPROVEMENT DISTRICTresource.capetown.gov.za/documentcentre/Documents/City... · 2018....

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ATHLONE CITY IMPROVEMENT DISTRICT

ATHLONE CITY IMPROVEMENT DISTRICT NPC ( Registration Number 2007/017162/08)

BBUSINESS PLAN FOR THE PERIOD 2018 – 2023

REVISION 3 – OCTOBER 2017

Compiled in accordance with the Special Rating Area By-Law 2012, as amended, and Special Rating Area Policy 2017

Compiled by Ronald Campher of Ubuntu Consultus

Urban Management Consultant to Athlone City Improvement District

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ANNEXURE A

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CONTENTS

No Subject Page

1 2 3

Executive Summary Mission, Vision & Goals CID Identification

4 Geographical Area

5 Governance & Management Structure

6 BACKGROUND - Operational - Strategic - Future & Ongoing Projects - Process

7 Observations - General - Strategic Focus Areas - Challenges

8 Business Plan Considerations - Current - New 5 year Plan - Additional Focus Areas

9 Motivation for 5 Year Extension - Advantages - Disadvantages

10 ATHCID Specific Goals & Objectives - Safety & Security - SAPS (SA Police Services) - Cleansing - Promotion of property values - Investment Support

11 General - Parking Review - Integrated Rapid Transport System - Informal Trading - Other

12 Conclusion

13 Budget

14 Implementation Plan

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1. EXECUTIVE SUMMARY

The Athlone City Improvement District NPC (ATHCID) has been in existence since 2008 and despite some challenges in the beginning has made great strides in giving proper effect to its mandate in terms of the different pillars of service delivery, which are:

- Public Safety - Cleansing & Environmental Upgrading - Urban Management - Social Responsibility

The interventions through coordinated management whilst partnering with the various services departments of the city as well as SAPS, PRASA, SASSA, DOCS, Neighbourhood Watches, the CPF, etc has borne fruit and paving the way for future viability of the area. The 24 hour Public Safety Security has ensured a marked decrease in crime within the CBD and the integrated approach to Vagrancy has resulted in the vagrancy numbers reduced to less than 10 persons. 2. Mission, Vision and Goals of the ATHCID for the next five years 2.1 Mission

The Athlone Improvement District will continue to look forward to once again become a destination based on its rich cultural and heritage significance. To work together with its diverse business community to effect positive economic change by transforming itself into a positive & vibrant community with a clean, safe & user-friendly environment. To continue enhancing municipal services to form an attractive node for commercial, retail, residential, cultural, tourism and entertainment.

2.2 Vision

The vision of the Athlone City Improvement District is to improve the image of the Athlone Central Business District by developing & nurturing a safe, attractive, clean & accessible business & shopping precinct as well as a destination for tourism & entertainment. To restore the Athlone CBD into a premier business & community shopping area.

2.3 Goals

- Continue to reduce crime significantly by proactive visible patrolling and active partnering with SAPS and CCT Law Enforcement in the area.

- Greater partnering with MURP (Mayoral Urban Renewal Programme) to achieve shared objectives that will meaningfully benefit the area.

- Ensure a safe and clean public environment by addressing issues of maintenance and street-cleaning, pavements and public areas.

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- Effectively manage existing and new public infrastructure for the benefit of all users in the area.

- Ensure that property values are protected - Attract investment to the area - Support the promotion of the Athlone CBD by enhancing greening, recycling and

risk-and disaster management. - Support and promote responsible social outreach programmes in the area. - Manage the ATHCID area in a sustained and effective manner.

3. CID IDENTIFICATION

Name of CID Athlone City Improvement District NPC (ATHCID)

Company Registration Registration Number 2007/017162/08

Initial Commencement date 01 July 2007

Name of Municipality City of Cape Town

Office 1st Floor Dhansay Centre

Cnr Old Klipfontein & Lawrence Road Athlone

Phone (021) 696-8008 Fax@Email: 0865986463

Email: [email protected]

mailto:[email protected]

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4. GEOGRAPHICAL AREA

The Athlone City Improvement District lies within the boundaries of Aden Avenue in the South, Klipfontein Road in the North and Jan Smuts Drive as the Eastern Boundary & Birdwood Street in the West.

GEOGRAPHICAL BOUNDARIES

5. GOVERNANCE & MANAGEMENT STRUCTURE

The Athlone City Improvement District NPC (ATHCID) is a Non Profit company administered by a Board of Directors. A political representative is attending the ATHCID Board meetings - however without powers of vote. The daily operations & administration is currently performed by a Management Consultant who reports to the Board regarding implementing the ATHCID Business Plan. The Board obtains their mandate to implement the Business plan at the AGM and reports back annually.

6. BACKGROUND

A. Operational - In the last 5 years through the direct efforts & interventions of the ATHCID , great progress has been made in the following areas:

1 Public Safety

2 Improved Cleansing & Maintenance standards in the CBD

3 Regularization of Informal Trading Community

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4 Facilitating Improved Law Enforcement

5 Facilitating Improved Traffic Services

6 Facilitating Roads & Paving maintenance

7 Reducing Vagrancy in co-operation with Social Services & Displaced Peoples Unit (DPU - Law Enforcement)

8 Facilitating Improvement & Beautification of the Environment through Greening and Upgrading of the roads infrastructure

9 The installation of a Surveillance & CCTV Camera System which is monitored on a 24 hour basis from the CCT’s CCTV Monitoring Centre.

10 The City of Cape Town’s Mayoral Urban Regeneration Programme (MURP)

11 Facilitating the formation of The Athlone Business Partnership

12 Establishment of The Athlone Revival Festival Committee

13 Continued and increased Security-participation with: - the South African Police Services SAPS on eradicating crime - the Community Policing Forum (CPF) on neighbourhood security. - The ATHCRAW Neighbourhood Watch - Other Security Service Providers active within the Athlone CBD

B. Strategic - ATHCID is considering proposals to the City for:

1. Parking Additional parking in Aden Ave (Square), opposite the Athlone Station & Taxi holding area and the management thereof.

2. Paid Parking Due to chronic Parking challenges in the CBD it is being considered to implement paid parking managed by regulated car-guards which will also resolve the challenges with informal car-guards.

B. Future & Ongoing Projects

1. Vagrancy Assessment and Reintegration Programme whereby the Vagrancy numbers in the Athlone CBD has been reduced markedly with a plan to further reduce the numbers through assessment and appropriate reintegration

C. Process - This has been achieved by:

1. Partnering Leveraging enhanced services through integrated strategies with Role-players, Service Providers and other Interested Parties Greater co-operation with SAPS & Law Enforcement for Law Enforcement in order to achieve better crime Prevention and reduce acts of crime in the CBD

2. Communication Effective Communication with the City and Provincial Government

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Effective Communication & Meetings with SAPS & Athlone Police Station as well as all other Law Enforcement Agencies.

3. Compliance Contracts

PSIRA- Employing a private security service provider in compliance with statutory requirements Contractual Service Level Agreements are in place

7. OBSERVATIONS

A. General a. It is acknowledged that the establishment of the ATHCID has led to marked

decrease in crime in the CBD, an increase in property values and a renewed interest in the CBD for rental occupancy.

b. The CBD looks considerably cleaner, with less grime and a marked decrease in Vagrancy

c. SAPS statistics show a constant decline in crime. d. However, more tenants have left the CBD due to the establishment of the

Vangate Mall and Kenilworth Centre together with developments in the Kromboom Business Precinct as well as less regulation in Gatesville

e. It is recognized that the downward spiral cannot be reversed in a short time span & without joint interventions by Property Owners & the City of Cape Town. Reversing this downward cycle is in essence a long term process which will take many years of persistent efforts & where costs precede the results by many years.

f. The experiences of the Cape Town Central CID and the Cape Town Partnership are prime examples where the effects of their efforts only became visible after the inception of the CCID.

g. The ATHCID Board believes that ATHCID with its very limited funds cannot do it any faster but definitely halted the downward cycle and progress is seen on all fronts.

B. Strategic Focus areas Despite its limited budget the following areas have thus far already been given attention which is ongoing: a) Athlone CBD - Town Planning Investigation Review of the Athlone Transportation

Interchange, MyCiti & Integrated Rapid Transport system IRT. b) Development Options. c) Marketing & Communication- Media. d) Urban Development & Social Development

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C. Challenges

a) The present challenging economic climate & the negative impact on certain businesses and properties.

b) Local and Provincial Government minimum service delivery standards are not adequate.

c) Measurable Objectives – The Board is aware that intervention in the above areas are not clear measurable objectives, but revolves around the process of meaningfully influencing Local Government policy.

d) Some Property Owners’ lack of support for the extension of the CID. - The Board is however of the opinion that in the long term pursuit of a better business environment and, ultimately higher property values, it will be in the property owner’s best interest to continue the CID process and to give Athlone the strongest possible voice to influence local and provincial service delivery and policy.

8. BUSINESS PLAN CONSIDERATIONS

A. Current. ATHCID budget consists of two major cost components: a. Contracted services (Security) 62.9 % of Budget b. Management & Office Accommodation 25.4 % of Budget

B. New 5-Year Business Plan

The Board had resolved that in the immediate term it is more cost-effective to prioritize & strengthen its Management & Administration functions. Due to budgetary constraints, the cost of providing additional public safety services be kept at a reasonable rate. It remains a priority for ATHCID to ensure that optimum level of Municipal Service levels are maintained within the Athlone CBD and will be achieved by strengthening the management function.

The following will be additional focus areas: a. To participate fully in the Mayoral Urban Regeneration Programme

(MURP) for planning for the ATHCID involving :

i. Operations & Maintenance of public buildings & infrastructure. ii. Safety & Security & Law Enforcement Operations. iii. Regularizing & Management of the Informal Trading Sector. iv. Integrated Business engagement processes & Community Action

Plans. v. The establishment & interaction with the Area Co-ordinating Teams

ACTs. vi. Area based monitoring & evaluation of performance levels of

service delivery both Qualitative & Quantitative.

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b. To encourage inward investment & mixed property development (residential) in the ATHCID by property owners.

c. Co-ordinate tenants management with emphasis on National chains. d. To act as a facilitator for major new redevelopments e. To improve the communication in order to promote the ATHCID as an

attractive area for investors, residents and shoppers f. To raise additional funds to achieve the above objectives. g. To encourage events: Night Markets, the Athlone Revival Festival & CT

Carnival. h. To raise awareness of Athlone’s historic heritage for tourism & visitors.

9. MOTIVATION FOR AN EXTENDED 5 YEARS OF OPERATION Over an extended period of time the Athlone Central Business District was showing severe signs of urban degeneration, distress and decay. The aim in the formation of the Athlone City Improvement District was to maintain the Business District as a premiere business & retail node and a safe clean & attractive & user friendly environment by providing a range of “top up” and enhanced services. - To create a cohesive & collaborative business, shopping & visiting community in

which all can contribute & participate. - To promote the area & robustly address all the negative perceptions of Athlone. - To facilitate and encourage property investments & development - To protect & promote the heritage & culture of this historic area. - To promote a green & environmentally sensitive area where visitors & tourists can

feel welcome and safe about their stay & visit. - To showcase the Athlone CBD as a CapeTown destination for visitors, shoppers &

residents. The Mayoral Urban Regeneration Programme (MURP) is expected to be an extensive and valuable assessment of the opportunities & challenges associated with the successful redevelopment of the Athlone CBD. The further implementation of the (MURP) process will actualize a realistic, timely & strategic interventions for positive change & upliftment of this former neglected area.

The City Improvement District (CID) model is based on international inner city (downtown) renewal success models & is not intended to specifically replace the role & functions of the Cape Town Municipality & the South African Police Service SAPS. Acting as a managing and co-coordinating body it provides expertise and top up services to re-position ATHCID as an attractive node to investment and opportunity. Lobbying major stakeholders and policy/ decision makers to direct the provision of expertise and resources into solving the challenges facing the ATHCID precinct.

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ATHCID aims to harness private sector creativity to solve public problems, & meaningfully effect the provision of services to improve the overall viability of the ATHCID.

Advantages of the Athlone City Improvement District are: a. The cost of providing supplementary services is borne by all property owners in

the area. b. Costs are borne in proportion to the value of the property c. The ATHCID approach is integrated d. The ATHCID has supported and facilitated the enhancement of the

environment and to strengthen investor confidence e. The ATHCID supports business investment. f. The ATHCID lends a positive identity to the area. g. The ATHCID provides private sector management of top up services. h. The ATHCID is a Non Profit company which is managed by a Board of Directors

made up of property owners. i. All the money raised by the additional rate is re-invested into the ATHCID

geographical area

Disadvantages. Because the ATHCID focuses on solving actual problems there are no practical disadvantages other than certain misperceptions.

a. The additional cost of the CID additional rate is perceived as a disadvantage. However, both locally & overseas it has been proven that the costs are recouped in higher rentals, increased occupancy & driven by investor and consumer confidence.

b. There is also a concern that a CID results in the Local Authority reducing

normal services or discontinuing them altogether. The exact opposite is true. ATHCID can identify & stipulate the services to be provided by the Local Authority. This intervention guarantees the levels of service to be provided by the Local Authority.

10. SPECIFIC GOALS & CORE OBJECTIVES FOR 2018-2023

10.1 Public Safety The goals & core objectives of the ATHCID is to focus on the various forms of situational crime prevention & law enforcement. A pro-active approach that requires the representation of all elements of a coherent crime prevention package with a multi-sectoral approach. 10.2 South African Police Services SAPS ATHCID is in a unique position to assist the South African Police Services (SAPS) in Athlone, the Metro Police & Law Enforcement and Traffic police through the provision of coordinated information. By facilitating a partnership to

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consolidate information obtained from the ATHCID private security initiatives. Also to provide the basis for an integral approach to crime information in the Athlone CBD. Other Security initiatives include: a. Participation with the Neighbourhood Watches. b. CCTV Cameras The installed strategic surveillance system of cameras

that is monitored and leads to timely response and prevents incidents. c. Private Security. The visible patrolling & crime prevention in the Athlone

CBD by private security operations to assist with law enforcement & monitoring crime through trends statistics & highlighting “hot spots & reporting information on criminal activity.

d. Community Policing Forum (CPF) . The participation with & communication of the responsibility of operating with an effective community policing structure. To promote interaction between the community & SAPS and other local law enforcement agencies. In essence to mobilize the Athlone community on the aims & functions of a Community Policing Forum

e. SAPS – Ensuring more effective communication with SAPS. At present the ATHCID Office enjoys very good relations with the SAPS Management as well as the members on the ground together with Visible Policing.

10.3 Cleansing

The ATHCID, in partnership with the Waste & Cleansing Department, has effectively combatted the neglect caused by socio economic challenges through robust urban management, maintenance & improved service delivery. ATHCID’s objective is to continue its fight to reduce grime & ensure the cumulative impact of effective waste management. To contain pollution & develop recycling initiatives thereby assisting in measures for sustainable energy development.

10.4 Promotion of Higher Property & Market Values. The enhancement of safety cleanliness & economic vitality of the property which includes business, commercial retail and/or industrial & residential nodes will strengthen the competitiveness of the area. 10.5 Support for Investment The perception of crime & grime and the general environment disorder of the Athlone CBD in the past, has had a negative impact on property value & property owners business confidence residence & the public at large. This also affected the willingness of investors /visitors/tourists/shoppers to frequent the Athlone CBD in order to sustain economic growth. ATHCID aims to provide a positive identity from which to launch a concerted effort to enhance the asset

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base & asset value of the area thus attracting continued investment & development. At present ATHCID highlights investment & rental opportunities through direct communication with prospective investors and tenants as well as though the Business Partnership. It is also an active role-player on issues such as land use, spatial development, vacancies & integrated planning. Other issues to highlight are the enhanced Municipal service delivery by the City of Cape Town.

11. GENERAL 11.1 Review of Parking in the CBD. A review of the overall effects of the parking areas in the Athlone CBD is an ongoing process brought about by the chronic parking challenges within the CBD. It’s aim is to reduce parking inconvenience to shoppers, visitors & professional work personnel. It is anticipated that an overall & integrated car park strategy & regulation covering public & private parking, on & off street parking , also short & long stay parking will be implemented during the period of this renewal. 11.2 Integrated Rapid Bus Transport System ( IRT) The new integrated rapid bus transportation system is being implemented which would greatly complement & strengthen the present transport infrastructure. A network/ systems of routes & arteries would provide much needed impetus to the present road, taxi, rail & bus systems presently feeding into Athlone. This planned system of arteries would provide public transport with a hierarchy of local & higher order precincts distributed across & reinforcing Athlone CBD as the civic heart. It is the intention of the ATHCID to become an active participant and role-player in terms of the route of the MyCiti buses to lobby for routing the buses through the Athlone CBD. This will benefit business in the CBD and shoppers alike. 11.3 Informal Trading in the Athlone CBD The strengthening of the existing partnership by the shared interest of the business community & other stakeholders in the Athlone CBD reinforced economic activity by individual & groups involving the sale of legal goods & services in the public streets & pavements or private space. ATHCID facilitated the registration of the Athlone Informal Traders Association and is addressing the concerns of formal business in terms of obstruction of businesses as well as the sale of similar goods. The ATHCID is also engaged with LED (Local Economic Development) to see how the existing informal trading structures can be adapted and changed to suit the needs of the Informal Traders without derogating the rights of formal businesses.

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One of the challenges experienced with Informal Traders is the fact that some of them habitually leave a wake of litter after their trading day. This breach of compliance is being addressed by the City with the assistance of the ATHCID. 11.4 Other a. Embark on fundraising initiatives to further improve security services and other

special projects. b. Encourage new investments in the CBD c. Promote residential projects (mixed-use) in the CBD d. Attract more state departments and other office workers to the CBD 12. CONCLUSION

It is an undisputed fact that the Athlone Central Business District CBD can be a barometer of the overall quality of life. Throughout the country both public & private entities are participating in the revitalization of their business district core. A Thriving CBD is a good recruiting tool for industry. ATHCID can enhance & stimulate the local economy, grow jobs & be economically beneficial to the greater community. A viable ATHCID infrastructure is essential to economic development, to increase tourism, attract investment & stimulate development. In order to achieve the above, property owners need to look at ways to upgrade their buildings and infrastructure in order to attract the right caliber of tenants. The new division of the City into four areas with ATHCID falling under Area Central headed by a dynamic Mayoral Committee Member, gives hope that there’s the political will to make headway against all the challenges facing the ATHCID. The recent formation of The Athlone Business Partnership together with great co-operation with all the role-players as well as SAPS, gives further impetus towards achieving our goals and objectives. 13 BUDGET 2018-2023 (See Appendix A)

The 5-year Budget foresees a slight decrease in the budget for the first year and increases of 4.9 % – 7 % thereafter.

14 IMPLEMENTATION PLAN (See Appendix B)

APPENDIX B

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14. IMPLEMENTATION PLAN

ATHLONE CITY IMPROVEMENT DISTRICT 5 YEAR IMPLEMENTATION PLAN

1st July 2018 to 30th June 2023 CORE OBJECTIVES ARE TO PROVIDE:

1. SAFETY & SECURITY IN THE BUSINESS ENVIRONMENT. 2. A CLEAN & ATTRACTIVE SHOPPING PRECINCT WITHIN THE ATHLONE CENTRAL BUSINESS DISTRICT. 3. REVITALISATION OF THE CBD AREA

Program 1: MANAGEMENT & OPERATIONS INITIATIVES

ACTION STEPS RESPONSIBLE FREQUENCY per year

Years PERFORMANCE INDICATOR

COMMENTS

1 2 3 4 5

1. Management of the CID CID Manager Weekly D D D D d Ongoing on a daily basis during week. Report to Board Monthly

Ensure continuity of core functions to standard

2. Board Meetings

CID Manager Monthly 12 12 12 12 12 Timeous Notice – Report per Portfolio

3. Financial Reports to CoCT

CID Manager Accountant

Monthly

12 12 12 12 12 Submit reports timeously by the 15th

of each month – ensure that Accountant has Financial Info by 7

th of month

4. Communicate ATHCID Arrears Listing

CID Manager Monthly 12 12 12 12 12 Report concerns over age analysis monthly to Board

No Board Member may participate in Board Meetings if in arrears

5. Annual General meeting

CID Manager Annually 1 1 1 1 1 Host successful AGM before 31 December

APPENDIX B

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Program 1 : MANAGEMENT & OPERATIONS INITIATIVES


YEAR PERFORMANCE INDICATOR

COMMENTS

1 2 3 4 5

6. Audited Financial Statements

CID Manager Annually 1 1 1 1 1 Unqualified Financial Audits Submit to the City by 31 August of each year

7. Management Report and AFS to Sub-Council

CID Manager/Board

Annually 1 1 1 1 1 Unqualified Financial Audits and comprehensive Management Report within 3 months of AGM

8. Competent Day to day management and operations of the CID

CID Manager Ongoing Give feedback to ATHCID Board of Directors at

every Board Meeting

9. Maintain Website

CID Manager Ongoing Update Website with all the relevant

documents as required by the SRA Policy

10. Comply with All Company Act Requirements

CID Manager Ongoing Comply with section 24 of the Company Act

and the following: 1. Register Auditors and submit to CIPC

within 10 business days of change 2. Register new directors and submit to

CIPC within 10 business days of change 3. Submit annual returns to CIPC within

30 business days after the anniversary of the NPC.

4. Host AGM

11. Monthly reports to Board

CID Board Monthly M M M M M Report on all CID related matters per Portfolio

12. Manage & Monitor the C3 Notification system

CID Manager Ongoing Check daily reports and monitor existing issues

and report to Board

13. Submit Input to the MURP

CID Manager Monthly M M M M M Attend MURP Meetings and report to Board

14. Communicate with Property Owners

CID Manager Monthly M M M M M Keep Property Owners Informed via Newsletter and post on website

15. Visit ATHCID Members

CID Manager Annually Communicate and Visit ATHCID Members at

least once a year

16. Promote and develop Membership

CID Manager/Board

Ongoing Build a representative members list as per

Section 24 of Company Act

17. Build working relations with Sub-Council

CID Manager Ongoing Meet with Sub-Council and Area Based Service

Delivery Manager, CCT Departments & Report

APPENDIX B

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Program 1 : MANAGEMENT & OPERATIONS INITIATIVES


YEAR PERFORMANCE INDICATOR

COMMENTS

1 2 3 4 5

Management and Line Departments that deliver services to ATHCID

to Board

18. Mid-Year Performance Review

CID Manager Bi-Annually

6M 6M 6M 6M 6M Submit approved review to CCT by 31 January

19. Table Expenditure at Board Meetings

CID Manager Monthly M M M M M Minutes to support major deviations. AGM to support major deviations

20. Compile Yearly Budget & Implementation Plan

CID Manager Annually Y Y Y Y Y Submit Board approved IP and Budget every year. Require AGM Approval

21. Monthly Income & Expenditure Report

CID Manager Monthly M M M M M Submit to CCT by 15th

of each month

22. Submit Input to IDP CID Manager/Board

Annually Y Y Y Y Y Submit Input to CCT by August Annually

23. Submit Input to City’s Capital Budget

CID Manager Annually Y Y Y Y Y Submit Input to CCT by January Annually

24. Obtain Annual Tax Clearance Certificate

CID Manager Annually Y Y Y Y Y Provide CCT with New TCC upon Expiry.

25. Budget Review

CID Manager Annually Y Y Y Y Y Provide CCT with approved budget by 31 January.

26. VAT and TAX Returns

CID Manager Accountant Auditors

Bi-Monthly Annually

Y Y Y Y Y Furnish Board with proof.

APPENDIX B

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Program 2: PUBLIC SAFETY/ LAW ENFORCEMENT INITIATIVES

PUBLIC SAFETY RESPONSIBLE FREQUENCY per year

PERFORMANCE INDICATOR

COMMENTS

1. PREVENTION Monitor SAPS

activities to focus on crime prevention & reduction. Sector policing & situational crime prevention by the geographical approach to combating crime in the Athlone CBD.

CID Manager Weekly & Monthly Evaluation

ATHCID to measure & evaluate the functions of SAPS Private Security & Community Policing Forums CPF & Neighbourhood Watch and incorporate an Action Plan of Security Service Providers

Regular meetings with SAPS and other role-players

2. RESPONSE & INVESTIGATION

Engage with SAPS regarding their turn-around times

CID Manager Weekly Evaluation

Athcid to measure & evaluate the functions of SAPS & Private Security Report to Board

3. SUPPORT PROGRAMMES Support programs for victims through the criminal justice system & community based projects via partnerships with CPF and Victim Support

CID Manager Annual

Encourage active participation by Business & Shopping Community in SAPS support programs Report to Board

4. MULTI-DISCLIPLINARY APPROACH A Multi-disciplinary approach is of utmost importance for SAPS & the many role players in Security like Non Government Organizations & Community based organizations like the Community Policing Forum CPF & Neighbourhood Watch.

CID Manager & Board Portfolio Committee

Quarterly & Annually

Meetings with SAPS NGO,s & Local Government Departments to implement new projects access & monitor success/shortcomings of projects undertaken. Report to Board

ATHCID is a member of the CPF and assist them with Toolkits and membership forms

5. INTEGRATED ACTION To ensure Input from SAPS Private Security the CPF & Neighbourhood Watch includes reports & plans that form part of the overall strategy to assist in the combat& prevention of crime.


Monthly Quarterly & Annually

Meetings with SAPS Private Security & CPF Law Enforcement & Sector Policing. Report to Board

Regular meetings with PRASA security as well

APPENDIX B

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COMMENTS

6. STRATEGIC DIRECTION The Strategic direction to remain focused on organized crime serious & violent crime & improving the basic delivery of services that reflect the needs of the Business Community. The need by the Athlone Business Community to reinforce the progress made establishing community- based policing.



Co-operate Support & Participate by Athcid to assist SAPS gather information to facilitate & the development of effective crime prevention strategies.

This also includes Law Enforcement Regular Operations in conjunction with SAPS

7. PRIORITISING the Implementation of Sector Policing & being aware of the available Policing Resources. To ensure that the strategic directions that have been mapped out for the effectively operations of these strategies are aggressively pursued.



Compile a Priority List of fundamental & essential needs Crime Trends & statistics jointly with SAPS Private Security & CPF for the Athlone CBD so that preventative measures can be implemented

In regular communication with SAPS Sector Manager

8. RECORDS Keep records of crime statistics/incidents & identify hot spot areas

CID Manager

Weekly Monthly Quarterly & Annually

Regular Reports of incidents & Locations & sites of criminal activity to see trends in order to implement appropriate and effective safeguards.

This is shared with SAPS

9. CAUSES. Identify the root causes of crime by conducting research & analysis.

CID Manager Weekly Monthly Quarterly & Annually

Address the root causes of crime in conjunction with SAPS Private Security; CPF & Local Authorities & Stake holders by continually reviewing and updating the Security Plan

10. TRENDS & PATTERNS Identify the trends & patterns

CID Manager Weekly Monthly

Determine Crime Patterns & Threats & analysis in conjunction with SAPS & Private Security

APPENDIX B

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COMMENTS

of crime by conducting research & analysis.


within the Athlone CBD.

11. STRATEGIES. Determine strategies to address decrease crime in terms of Location & frequency.



Determine strategies with SAPS & Private Security & other role Players

12. LAW ENFORCEMENT Co-ordinate within the Athlone CBD pertaining to offenders transgressing By Laws relating to Dumping; Littering & Vandalism.

CID Manager

Daily Combatting misdemeanors or illegal activities

suspected by Private Security Businesses & Tenants & Informal Traders by logging them on C3 Notification System

In regular contact with Law Enforcement

13. COMMUNICATIONS Regular liaison with relevant Security role players at the CoCT, SAPS & CPF & NHW

CID Manager

Daily & Weekly

Meetings with SAPS & City of Cape Town of suspected activities/concerns of illegal activities by Private Security Businesses & Shopping Community.

Ongoing

14. IDENTIFTY Shortcomings of SAPS for effective policing of the CBD Including Resources Man-Power & Finance.

CID Manager

Monthly & Quarterly

Liaise with SAPS Management for representation for increased budgets & Financial/ Manpower Resources

15. CONTINGENCY PLANNING in

corroboration with SAPS to enhance the objectives of the Athlone CID



Timely SAPS/LAW Enforcement “raids” to curb prevalence of illegal drugs, alcohol & Contraband goods

Ongoing

16. SUPPLEMENTARY SERVICES. To

supplement Public Safety with greater co-operation with Law Enforcement ; Traffic & Metro Police; Reservists & Private Security Operations



Co-operate with SAPS for active participation at times of special events Sport Functions & Carnival/Musical events

17. SECTOR POLICING FORUMS

CID Manager Monthly Quarterly

Meeting to Evaluate SAPS & Sector Policing Police Performance & Effectiveness

APPENDIX B

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COMMENTS

Cooperate & support SAPS with information for the effective & practical crime prevention measures. eg Athlone Sector 3 Crime Forum.

& Annually.

18. EMERGENCY NUMBERS Circulate

pamphlets with useful Emergency & Contact numbers to all Businesses Tenants & the Shopping Community.

CID Manager Six Monthly & Annually

Update & Distribute relative emergency numbers to all Businesses Informal Traders Tenants & the Shopping Community

Ongoing

19. APPOINT SECURITY SERVICES PROVIDER


Annually

Y Y Y Y Y Board approve new contract after competitive recruitment process

20. PRIVATE SECURITY Manage &

Monitor an effective private security service of Patrol Officers, Communicate & Liaise with Private Security in Meetings & Forums


Weekly, Monthly & Annually.

W W W W W Evaluate the effectiveness of Private Security Operations Ensure that the Private Security Company is certified & in compliance with all local & National Security Standards Laws & Regulations. Including Insurance cover for Liability.

Report to Board

21. SURVELLIANCE SYSTEMS & CCTV

CAMERAS (7 CCTV Cameras installed in CBD)


Ongoing Liaise with City of Cape Town for the

monitoring and evaluation of the effectiveness of the cameras. A daily evaluation of crime prevention, criminal activity/behavior.

Report to Board

22. Auxiliary Officers Obtain commitment from the City regarding EPWP officers to be deployed over the Festive Season.


Monthly & Annually

The selective need to deploy Police Reservists to control crowds entering/leaving Athlone over the Festive Season & at Year End Events/ Carnivals. ATHCID to continue to apply for this form of visible policing.

23. FORUM MEETING Call integrated meetings with Private Security SAPS; Law Enforcement; Traffic Police; & CPF


Weekly Monthly Quarterly

M M M M M Evaluation of Security Operations by SAPS Security & CPF

Ongoing

APPENDIX B

8




COMMENTS

24. PROCUREMENT of ADDITIONAL

FUNDING for Security Operations & Special Projects like Fight against Gangsterism; Violence against Women & Rape; etc..


Annually A A A A A Communications with the City of Cape Town SAPS & CPF for additional funds/budgets for Rent a Cop, Reservists , NHW Policing

Funding remains a challenge

25. CO-OPERATION in SECURITY.

To engage with Business Institutes NGO’s like Business Against Crime regarding their research/reports & analysis on criminal activity in Athlone & other areas. Including the response & management hereof.

CID Manager Monthly & Quarterly

Presentation by institutes & security Research organizations regarding crime & Safety. Improved accountability Operational efficiency & focus on service delivery.

Ongoing

PROGRAM 3 – MUNICIPAL SERVICES ACTION STEPS

CLEANSING

RESPONSIBLE FREQUENCY per year


COMMENTS

1. CLEANSING Identify the

root causes of grime & litter by conducting site inspections & monitoring polluted areas & spots in the Athlone CBD. Identify the routine municipal cleansing services

Cid Manager

Daily Weekly & Monthly

Ascertain present & existing services. Monitor the complement of cleaning staff efficiency & times & days for cleaning operations in ATHCID

Ongoing – Waste Removal Department very co-operative

APPENDIX B

9


CLEANSING



COMMENTS

regarding days for Collection & Removal Times Shifts worked Vehicles assigned & Personnel for Cleansing in the Athlone CBD.

2. WASTE REMOVAL Three (3) main sources of Waste & Litter in the CBD:

a) Business & Trade

Waste b) Dumping by Informal

Traders. c) Illegal Accumulation &

Dumping through the activities of Vagrants & Homeless people in the CBD

CID Manager


Interventions by ATHCID & City’s Cleansing Department to promote positive programmes to reverse the negative situation that is considered detrimental to the hygiene & cleanliness of the ATHCID.

3. 3. WASTE MANAGEMENT 4. To jointly develop a

comprehensive strategy with appointed municipal services. Support existing Waste Management services & identify problem areas . Compile a Waste Management Plan of action for the Athlone CBD.

CID Manager Daily Weekly & Monthly

Identify problem areas within the CBD from Cleansing personnel property owners Tenants & Shopping Public. Action Report on identified areas from the Cleansing Dept. . Meet with Cleansing Dept officials for suggestions & projects for improved services.

5. 4. COLLECTION To ensure that all premises have sufficient bins. Ensure that public & private bins are emptied daily. To record the frequency of Collections . To ensure that excessive litter is cleared to


Assess amount of waste generated. Whether all premises are equip to handle its waste output, regarding Bins. To avoid overflow onto public space & walkways. Meet with officials to discuss improved services.

APPENDIX B

10


CLEANSING



COMMENTS

avoid overflowing.

5 . LITTERING & CLEANLINESS Ensure that public areas where the homeless & vagrants congregate & around Informal Traders areas are monitored for cleanliness. Encourage Businesses & Traders to practice clean waste & refuse removal methods & recycling.


Evaluate trouble spots that require added services due to dumping, refuse overflow, collecting/emptying times, regularity & supply of additional bins

6. RECYCLING Ensure that Recycling efforts are considered as an important attribute of a community & Recycling would contribute to the enhancement of the image & character of the Athlone CBD. Convey the message of “caring for the environment” to shoppers, businesses & visitors.


Weekly & Quarterly

Consider efforts & educational programs on the benefits of recycling. Introduce the three “R” of waste management. Reduce Reuse & Recycle

7. WASTE SEPARATION The introduction of convenient visible Recycling receptacles for Glass; Plastic; Paper & Cardboard & Metal Cans. To serve as an on-site education for Waste Separation. To introduce a committed recycling program.

CID Manager


Educate on separation of waste into specifically coloured bags Organic- for Compost leaves & garden material; Recyclable Bags for metal cans Plastic Glass & Cardboard Non Recyclable Bags for non recyclable etc;

8. EDUCATION Promote education & awareness of the Environmental & conditions that contribute


Monthly & Quarterly & Annually

Encourage & Educate on the separation & benefits of Recycling in communication with the Fairest Cape Ass. & practical steps to improve the environment & Athlone CBD.

APPENDIX B

11


CLEANSING



COMMENTS

to the decaying of the public environment.

9. GRAFITTI & ILLEGAL POSTERS The removal & discouragement of illegal posters pamphlets & graffiti on Bollards; Poles Electrical Sub Stations & other municipal structures.

CID Manager


Highlight to Officials of the degradation of public infrastructure/sidewalks lighting poles/Telkom signal boxes/Electricity sub stations for illegal posters & graffiti.

10. LIGHTING Ensure that the areas conducive to pedestrian activity & safety are maintained.

STREET LIGHTING to monitor any “blackout” & “Power Outages” that can affect the Athlone CBD BUSINESS LIGHTING Encourage Businesses to increase lighting of their premises.

CID Manager


Record & monitor blackout & Power outages in the CBD & how it affects business & shopping public. Communicate with Escom/Municipality regarding date/time/ duration. Report broken Electrical lighting Encourage additional lighting by Businesses at street level to improve safety .

11. DUMPING To eradicate illegal dumping of builders rubble, waste & refuse on the perimeters of the CBD.

CID Manager


Record/monitor the CBD environment for illegal dumping. Penalize/charge offenders

12. FLOODING Highlight the flooding of streets & walkways due to blocked inlets & drainage grids due to litter & broken kerb inlets

CID Manager

Daily Weekly & In Season

Highlight roads/streets in the CBD prone to flooding. Inspect Storm-water drains for blockages due to litter; broken grids & kerbs via C3 Notifications.

13. DRAINS & STORMWATER To highlight problems related to broken drains

CID Manager Daily Weekly & Monthly &

Inspect/examine & Report the repairs undertaken & quality of finished & incomplete

APPENDIX B

12


CLEANSING



COMMENTS

Storm Water outlets/grids damaged by huge trucks & vandalism by vagrants collecting metal for scrap.

Highlight repairs left incomplete by municipal construction & other utility companies. Eg. Eskom & Neotel.

in Season repairs via C3 Notifications.

14. STREET WATER SPRAYING Ensure the removal of grime, oil droppings & other staining substances by spraying with chemicals & coagulants.


W W W W W The inspection of sidewalks & public open spaces for spraying by municipal water tankers taking cognizance of the water restrictions.

PROGRAM 4 –URBAN MANAGEMENT INITIATIVES ACTION STEPS

ENVIRONMENT



COMMENTS

15. STREET MARKINGS To ensure the maintenance & repainting of Street Marking Signs, Loading Zones & Parking Bays.

Ensure the maintenance of Signage poles reflecting traffic flow to improve the traffic flow system in the CBD


Monthly & Annually

M M M M M Highlight poor street markings & report to improve street markings by regular repainting & Maintenance. Introduce an integrated contemporary & comprehensive signage with customized sign- posts.

16. WAYFINDING & SIGNAGE Ensure that visitors & tourists know

CID Manager & Board Portfolio

Annually

A Contemporary & Comprehensive signage to show directions to visitors/tourists of the location of the Athlone CBD

APPENDIX B

13


ENVIRONMENT



COMMENTS

how to get to the Athlone CBD Ensure signage orients & directs the public to the CBD

Committee

17. INFORMAL TRADERS & VENDORS

The systemic demarcation of traders sites & areas and the control of urban trading space. The formation of a business liaison/relationship with the informal trading community to ensure compliance with the City’s By Laws & Regulations on Informal Trading Encourage training of business skills & infrastructure like manufacturing & storage. To regulate the number of traders to curtail overcrowding and the clogging of walkways & sidewalks. To uphold the tradition of successful small scale entrepreneurship activity that makes up the face of a vibrant Athlone CBD.



Assist with the Demarcation of trading areas to ensure that Informal Traders do not encroach onto Public open Space & private property. Meet to discuss grievances/concerns with the Informal Traders. Promote economic opportunity events like the Night Market; Trading over the Festive Season & Sports Events. Participate in seminars & workshops to improve Business skills & Training for the Informal Trading Community.

Busy assisting the Informal Traders with their Association and setting up of meetings.

18. ENVIRONMENTAL PARKS TREES & GREEENERY. Highlight issues related to sidewalks & walkways to ensure that the landscaping & greenery are revitalized. To ensure that trees are cut,

CID Manager Daily Weekly & in Season.

IS IS IS IS IS Meet with City of Cape Town Parks officials to facilitate the improvement of the street-scape eg. greening pruning & rehabilitating of trees & shrubs on sidewalks & public open spaces & parks. Ensure seasonal collection of dead leaves & tree droppings to avoid blockages of drains

.

APPENDIX B

14


ENVIRONMENT



COMMENTS

pruned & trimmed. To ensure that leaves are collected during seasonal changes & storms. Ensure the preservation & development & beautification of Parks & Public Open Spaces that are critical to the vitality of the CBD.

19. TAXI & MINIBUSES. To correct

the negative perception of no traffic control related to Minibus/Taxis Ensure that drivers do not use side roads as short cuts. Monitor & Report lawless taxi drivers who ignore traffic regulations & street markings. Ensure that Law enforcement are visible for taxi operators. Ensure that demarcated taxi areas are properly marked & utilized by taxi owners & not for public parking. Ensure that sufficient taxi holding areas are available within the CBD.



Meet with local Taxi Unions to regulate routes. Encourage use of demarcated “drop-off” & “pick-up “ points. Encourage better use of Taxi holding areas for long stay parking. Educate commuters of advantages of using Ranks & Terminals

20. PARKING Ensure satisfactory &

suitable parking is available for Business Owners, Tenants & Employees in the CBD. Ensure that Delivery Vehicles

CID Manager


Communicate with City of CT Traffic Management to amend zoning regulations to allow for a range of parking solutions: On Street/ Shared Parking for Short & Long stay parking. Public access to Parking Square.& use by Businesses in the CBD.

APPENDIX B

15


ENVIRONMENT



COMMENTS

do not take up space meant for casual or short term parking. Ensure that the Informal Traders & also Employees in the CBD do not take up bays for the duration of the working day causing further reduction in available parking space for shoppers & visitors to the CBD. Ensure a high level of law enforcement & police visibility.

Introducing “Paid Parking” or “Permits” Ensure landscape development to buffer vehicles from illegal parking & shortcuts.

21. CAR GUARDS. Cooperate with the City to ensure that a Public Parking Management system is in place to avoid poor traffic flow & negatively impacting on the CBD. Monitor the activities & Report on suspicious Car Guards who assist in theft out of motor vehicles, Aggressive begging & lawlessness by directing casual parking public onto public open space, restricted areas & loading zones.

CID Manager / Public Safety Services Provider / Portfolio


Reduce significantly illegal parking areas & penalize illegal parking. Communicate with Traffic Police, Law Enforcement for visible policing. Report aggressive demands from car guard. Encourage the shopping community to park in designated areas only. Encourage alternate forms of employment for car guards

APPENDIX B

16


SOCIAL

RESPONSIBILITY

RESPONSIBLE

FREQUENCY per year


COMMENTS

VAGRANCY & HOMELESSNESS To support the Business & Residential Communities struggle with the sheer scope of vagrants & homeless people. Monitor the movement & displacement of homeless people sheltering in the Athlone CBD Educate the Business & Trading communities to discourage the use of “Cheap Labour” for the removal of waste Rubble & Refuse. Monitor & discourage aggressive begging. SDECD – Link Social Development programmes with those of the CoCT for better efficacy and support and promote Responsible Giving Campaigns Interact on a continuous basis with SDECD (Social Development and Early Childhood Development) Work closely with Assessment Centres and other Role-players in this regard.



Regular communications with the Dept of Social Services, Displaced Peoples Unit DPU;& Land Encroachment & Dept of housing for the rehabilitation of homeless people Control/Discourage disorderly conduct & drunken behavior through rigid Law Enforcement. Discourage the use of cheap labour for refuse removal & cleansing. Participate in Educational Programs by Social Services & City of CT.

APPENDIX B

17

Program 6 - GENERAL ACTION STEPS

MARKETING & PROMOTION

RESPONSIBLE

FREQUENCY per year


COMMENTS

GENERAL. 1. MARKETING &

INVESTMENTS To counter the negative effects by the capital flight of retail businesses & major national concerns. To counter the steep drop in office occupancy & retail shopping space. To counter the shabbiness & decay of the CBD To avoid the further decline in landlord- tenant relationship regarding maintenance levels of buildings & rented space. Counter other factors which impact on the feasibility of investments including cost of land. Counter the disproportionate rentals & leasing rates sale of property cost of developments in the CBD To revitalize the local commerce in the CBD by encouraging development specialist Planners & Architects to find time & propose projects & development opportunities in the CBD.


Monthly

M

M

M

M

M

Ensure that marketing is grounded in market economic realities. Provide an accurate story to sell to potential investors & developers. Consider the target market to reinforce the identity of the CBD. Market the CBD as a unique & excellent location with existing physical assets like transport infrastructure Road & Rail Access; Bus & Taxi transport hubs To enhance public & private sector expectations that if they invest strategically they will receive a good financial return. To effectively reposition the CBD to restructure its physical assets & layout to reflect a competitive & contemporary shopping environment. Provide a platform for discussions on business opportunities & offer input & strategies to overcome the barriers to investments.

2. SPECIAL EVENTS To encourage Special Events to eliminate the negative perceptions & facilitate a

CID Manager & Board Portfolio

3M 3M 3M 3M 3M Encourage Events like a Night Market; New Years Carnival Fun Sports Days & Community Charity events & Walks/Runs to reinforce the CBD’s drawing power. Also introduce “bargain

APPENDIX B

18

Program 6 - GENERAL ACTION STEPS

MARKETING & PROMOTION

RESPONSIBLE

FREQUENCY per year


COMMENTS

turnaround strategy for the recognition of the Athlone CBD as a welcome area for all visitors tourists shoppers & participants

Committee days” for community shopping.

3. WEBSITE To maintain and regularly update a website with information relevant to the workings and functions of the CID

CID Manager W

W

W

W

W

Ensure that all statutory forms and information are on display .

4. NEWSLETTERS To circulate regular newsletters in order to keep members abreast of happenings and developments within the CID

M M M M M

INCOME R R R R RRevenue - Add. Rates -880 000 92.4% -968 691 97.0% -1 053 182 98.6% -1 121 395 99.6% -1 197 535 100.0%Other: Accumulated Surplus -72 000 7.6% -30 000 3.0% -15 000 1.4% -5 000 0.4% - 0.0%

TOTAL INCOME -952 000 100.0% -998 691 100.0% -1 068 182 100.0% -1 126 395 100.0% -1 197 535 100.0%

EXPENDITURE R R R R RCore Business 596 426 62.6% 612 098 61.3% 648 785 60.7% 672 046 59.7% 705 173 58.9%Cleansing services 8 046 16 210 27 846 18 990 14 600 Environmental upgrading 8 140 8 954 9 849 10 834 11 918 Public Safety 565 400 564 872 594 822 624 528 659 290 Social upliftment 12 320 18 190 12 009 13 009 14 211 Urban Maintenance 2 520 3 872 4 259 4 685 5 154 Depreciation 6 600 0.7% 7 260 0.7% 7 986 0.7% 8 785 0.8% 9 663 0.8%General Expenditure 319 834 33.6% 346 152 34.7% 375 291 35.1% 406 944 36.1% 441 297 36.9%Accounting fees 21 384 23 958 26 354 28 989 31 888 Administration and management fees 181 440 195 995 211 632 228 562 246 847 Advertising costs 8 856 9 564 10 330 11 156 12 048 Auditor's remuneration 9 460 10 406 11 447 12 591 13 850 Bank charges 3 003 3 300 3 634 3 997 4 397 Computer expenses 2 048 2 251 2 476 2 723 2 996 Contingency / Sundry 2 820 1 452 1 597 1 757 1 933 Marketing and promotions 9 240 10 164 11 180 12 298 13 528 Meeting expenses 1 330 1 464 1 611 1 772 1 949 Office rental 61 470 66 387 71 698 77 433 83 628 Printing / stationery / photographic 4 263 5 239 5 763 6 340 6 974 Telecommunication 14 520 15 972 17 569 19 326 21 259

Projects 2 740 0.3% 4 120 0.4% 4 525 0.4% 4 978 0.4% 5 476 0.5%Landscaping 2 740 4 120 4 525 4 978 5 476

Bad Debt Provision 3% 26 400 2.8% 29 061 2.9% 31 595 3.0% 33 642 3.0% 35 926 3.0%

TOTAL EXPENDITURE 952 000 100.0% 998 691 100.0% 1 068 182 100.0% 1 126 395 100.0% 1 197 535 100.0%

(SURPLUS) / SHORTFALL - - - - -

BUDGET GROWTH -1.8% 4.9% 7.0% 5.4% 6.3%

GROWTH: SRA RATES 8.7% 10.1% 8.7% 6.5% 6.8%

ATHLONE CITY IMPROVEMENT DISTRICT (ATHCID)5 YEAR BUDGET AS PER BUSINESS PLAN

2018/19 2019/20 2020/21 2021/22 2022/23

ATHLONE CITY IMPROVEMENT DISTRICTresource.capetown.gov.za/documentcentre/Documents/City... · 2018....

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Transcript of ATHLONE CITY IMPROVEMENT DISTRICTresource.capetown.gov.za/documentcentre/Documents/City... · 2018....