FOR MANAGEMENT OF THE WOODSTOCK IMPROVEMENT …resource.capetown.gov.za/documentcentre/Documents... · 2016. 8. 22. · For the Woodstock Improvement District to continue the successes

1

REG NR: 2006/015254/08 Section 21 Company / VAT Registration nr: 4820241653

________________________________________________________________________________

BUSINESS PLAN

FOR MANAGEMENT OF THE WOODSTOCK IMPROVEMENT DISTRICT

01 July 2012 – 30 June 2017 (Compiled 20 September 2011)

(in accordance with the Special Rating Bylaw as promulgated in the Provincial Government Notice No 6651/2009)

The Woodstock Improvement District 44 Victoria Road PO Box 444 Trafalgar House Woodstock Woodstock, 7925 7195

Tel/Fax: 021 448 1312 [email protected] www.wid.co.za

24h Security Control Room 021 448 2421

2

INDEX

No

SUBJECT

1

CID CLASSIFICATION

2

INTRODUCTION

3

MISSION

4

VISION

5

GOALS FOR 2012 – 2017

6

SERVICE LEVELS

7

ADVANTAGES OF CONTINUANCE

8

ADDITIONAL SERVICES

9

DISSOLUTION

10

BUDGET

MAP

ANNEXURE 1: SYNOPSIS FIRST FIVE YEARS

ANNEXURE 2: PROPOSED IMPLEMENTATION PLAN

ANNEXURE 3: PROPOSED BUDGET 2012 - 1017

3

The success of the Woodstock City Improvement District (WID) is largely due to the co-operation between WID and the various departments of the City of Cape Town; the strong working relationship between WID and the South African Police; the contribution of the various contracted service providers; and the continuous support of property and business owners in the area. 1. CID CLASSIFICATION

1.1 REGISTERED NAME OF CID

Woodstock Improvement District

1.2 SECTION 21 COMPANY

Registration No. 2006/015254/08

1.3 NAME OF ADMINISTRATION HAVING JURISDICTION City of Cape Town

1.4 GEOGRAPHIC AREA

The area bordered by the Eastern Boulevard

(Map)*

1.5 BOARD OF DIRECTORS

Seven, including Chairman

1.6 STREET ADDRESS

41 Victoria Road, Trafalgar House, Woodstock

1.7 CONTACT:

Chris Lloyd (WID Manager)

Tel: 021 448 1312 or 072 114 5997 PO Box 444

Woodstock 7195

e-mail: [email protected]

2. INTRODUCTION

2.1 BACKGROUND TO CITY IMPROVEMENT DISTRICTS (SPECIAL RATING AREAS)

While many South African towns, cities and urban nodes continue to display various levels of deterioration and most local authorities struggle to deal with the impact of

urbanization and limited resources, the establishment of City Improvement Districts, or Special Rating Areas, is fast becoming an effective solution to halt environmental

degradation and unacceptably high degrees of crime.

City Improvement Districts are essentially geographic areas in which the majority of

property owners determine and agree to fund supplementary services to those normally provided by their local authority, in order to maintain and manage the public

environment at a superior level. Through legislation, the cost of the provision of services is then spread over all property owners within the specified geographic area. Unlike

rates, funds contributed by the property owners may only be spent in the area in which

they are collected.

While the local authority continues to provide normal services, the additional rates contributed by property owners are collected by Council and paid over to the CID, which

then uses them to provide a “top-up” to Council services, general maintenance, safety

and security, environmental enhancement and marketing of the area.

2.2 ESTABLISHMENT OF THE WOODSTOCK IMPROVEMENT DISTRICT The application for the establishment of a City Improvement District in Woodstock was

approved by the Cape Town City Council in May 2005 and property owners began paying special levies to fund the CID as of 01 July 2005.

*See page

mailto:[email protected]

4

In respect of local authority service levels, WID, in collaboration with the Cape Town City Council and various other agencies, address the three highest priorities as set out in the

approved Business Plans for the first two terms.

3. MISSION

To administer the area with dedicated, effective management; supply supplementary services to those already afforded by the City of Cape Town; and co-ordinate the provision of a well-maintained,

safer, cleaner and greener environment for those who work, visit and invest in Woodstock.

4. VISION For the Woodstock Improvement District to continue the successes of the past; focus on the needs of the present; and provide a sustainable, attractive asset for the future.

5. GOALS FOR 2012 – 2017

(See Annexure 2 Proposed Implementation Plan)

5.1. Keep Woodstock a clean, safe commercial area. 5.2. Maintain and improve working relationship with local authorities and essential service providers.

5.3. Provide innovative management of the area. 5.4. Maintain crime rate at low level.

5.5. Be sensitive to our social responsibility.

5.6. Market Woodstock as a prime locality and preserve its district identity.

6. SERVICE LEVELS 6.1 LEVELS OF SERVICE PROVIDED BY THE CITY OF CAPE TOWN

The City will continue basic levels of service as currently provided.

6.1. LEVEL OF SERVICE TO BE PROVIDED BY THE WID (SUPPLEMENTARY SERVICE)

The WID services are based on the successful results of the previous 72 months of operation and the existing levels of service provided by the City of Cape Town.

6.1.1. Management

6.2.1.1 Monitor City’s performance in respect of basic service levels. 6.2.1.2 Co-ordinate with Council to deal with problematic issues relating to rendering

of basic services.

6.2.1.3 Manage and appraise employed team and service providers contracted to the WID.

6.2.1.4 Liaise with relevant departments of local authorities, SAPS and other service providers.

6.2.1.5 Attend meetings of SAPS and social forums necessary for effective

management of the area. 6.2.1.6 Encourage property and business owners to support various projects

proposed by the WID. 6.2.1.7 Report activities to Section 21 Executive Body and members of WID.

6.1.2. Cleansing

6.2.2.1 Continue to employ current service provider to keep area clean.

6.2.2.2 Street sweepers to be extra eyes to assist security team with security issues. 6.2.2.3 Street sweepers to be extra eyes to management in reporting maintenance

issues.

6.1.3. Safety and Security

6.2.3.1 Maintain increased security presence of visible, dedicated patrols to maintain order.

6.2.3.2 Co-ordinate liaison between WID and CCTV camera monitors, Law Enforcement and SAPS.

6.2.3.3 Continue security awareness through use of flyers and member’s newsletter in

partnership with SAPS.

5

6.2.3.4 Foster good working relationship with Law Enforcement, Traffic Management, Fire Protection Services, SAPS and other security enforcement agencies.

6.2.4 Social Responsibility

6.2.6.1 Continue the monitoring of informal traders in the area in compliance with the

relevant Council Bylaws. 6.2.4.2 Liaise with Law Enforcement Displaced People’s Unit in the interests of safe re-

location where possible. 6.2.5.3 Advocacy: inviting people off the street and maintain contact with role players to

reduce the bed space on the street. 6.2.5.4 Family Reunification: contact family, assist and work with relatives to accept a

client back home.

6.2.5.5 Repatriation Services: once contact is established in the community of origin transport is arranged to ensure client goes back home.

6.2.5.6 Referral Services: as and when necessary, arrange short term shelter in havens or partner shelters who take over the family reunification and repatriation

process.

6.2.5 Projects to be investigated and implemented where possible over next five-year term:

6.2.5.1 Expansion of WID boundaries towards Salt River Circle, if approved at the annual general meeting. (The expansion would include one of the biggest

shopping attractions in Woodstock, The Biscuit Mill which was not included at the inception of the WID.)

6.2.5.2 Work with Trees & Forestry Department in an implementation plan of greening

Woodstock. (Where trees are not being able to be planted, business owners will be asked to supply a pot)

6.2.5.3 Investigate the operational implications to supply car guards as a job creation initiative as a social responsibility.

7. ADVANTAGES OF CONTINUANCE 7.1. Dedicated management focuses on the causes of deterioration and seeks and implements

solutions specifically targeted to such problems. 7.2. All issues negatively impacting on the WID area are investigated and dealt with on an integrated

basis. Overall management provides proper co-ordination, focusing on providing services where

they are most needed in a holistic manner. 7.3. By implementing supplementary services in cleansing, maintenance, safety and security, the

area and environment is improved, competitiveness expands and the area becomes more marketable.

7.4. The perception of crime, grime and general disorder has a negative impact on investors and visitors to the area. The WID provides a results-oriented set of programmes, which produce

immediate and tangible improvements. These programmes supplement other efforts to retain,

expand and attract new business and investment. 7.5. A clean, safe and attractive area, with visible order, becomes more appealing to investors,

demand for property is improved and property values increase. 7.6. Prior to the establishment of the WID, Woodstock was one of if not the biggest area showing

deterioration. Through positive and controlled management, a new and positive identity is

evolved, attracting customers, investment and development. 7.7. WID has an Executive Board comprised of property and business owners, elected by the private

sector stakeholders of the area. Activities and budgets developed by WID Management and overseen by the Board ensure accountability to those who pay the levy.

7.8. The WID co-ordinates its activities in relation to service levels provided by Council as per the

IDP; ensures maintenance of the area complies with WID’s proposed business plan and fulfils the expectations of property owners.

6

8. DISSOLUTION 8.1. Should the City Improvement District be dissolved, the remaining assets, after satisfaction of all

its liabilities, shall be utilized by Council to provide additional municipal services in accordance with the provision of this Business Plan (SRAA Bylaw Chapter 4.16.)

9. BUDGET (See Annexure 3 Proposed Budget 2012-2017) 9.1. As required by the City Improvement District By-law, a five-year operational budget (2012-2017)

has been compiled.

9.2. The budget provides actual costs of operation as well as a 3% (three percent) Provision for bad

debts. 9.3. The anticipated operations income for the WID is funded by way of an additional rate. This

amount is calculated as in the cases of property rates (cent-in-the-Rand) and applies to the commercial property value within the designated City Improvement District.

9.4. The increase from 10% to 33% over the previous year was accepted at the 2010 AGM. The increased budget was necessary due the learning done in the WID’s inception years and it

became clear that an increase was needed to secure the services of more effective providers as

the WID member’s demands and expectations became higher.

7

ANNEXURE 1 SYNOPSIS OF FIRST FIVE YEARS OF OPERATION The conclusive success of the Woodstock Improvement District is evidenced by the following synopsis, which portrays only some achievements since establishment. 1. HISTORY OF THE WOODSTOCK IMPROVEMENT DISTRICT

Officially promulgated in July 2005, the Woodstock Improvement District (WID) had its real birth almost three years earlier when several local business leaders among them Vince van der Bijl, Edmund Ronné and Tanya Olivier initiated the Woodstock upliftment Project which subsequently led to the establishment of a business forum.

The business forum was concerned primarily with establishing safe routes for commuters between the rail station and their places of employment. But with growing support and input from City Council the decision to initiate the process of establishing a fully-fledged city improvement district began.

Today the WID has been operational for six years and the positive results are there for all to see. Woodstock is rapidly regaining its rightful place as a desirable place to live, work and play.

Situated on the eastern periphery of Cape Town central business district alongside the N1 and N2 highways and with abundant public transport, Woodstock is a delight for resident and commuter alike. Commercial space is at a premium as more and more businesses look to set up in the area.

The swing from a manufacturing focus to more service related has seen a shift in the type of businesses establishing in Woodstock. And while there are a few greenfields projects, developers are maintaining the links with the past and projects like the Old Biscuit Mill are functional monuments to the area’s rich heritage.

The WID – funded entirely by levies on industrial and commercial property owners has expanded its initial mandate of cleaning and greening to include social upliftment activities in the area. The employment of a qualified full-time social fieldworker is seen as yet another positive step in returning Woodstock to its former glory.

2. CLEANLINESS AND MAINTENANCE

- Cleansing contract was initially with “men on the side of the road”, but due to insufficient management was cancelled and awarded to Essential Cleaning Services.

- The six existing cleaners were employed by Essential Cleaning Services and three are still currently working in Woodstock area, while another three still currently working for the Greenpoint CID.

- The supervisory entity has been formalised, where there are weekly visits and meetings held to discuss any issues arising and ensure the team has sufficient tools to do their work.

- Woodstock has been broken up into six different sections, which is allocated to different days of the week ensuring that double work is not done in partnership with Council cleaners.

8

- At present there are eight cleaners whose working hours are from 9am – 4pm (Mon – Friday); an increase from six initially due to the large area and two cleaners working on Sat from 9am – 1pm

- The cleansing team keeps a watch for missing drain covers, damaged or missing road signs and a variety of other issues that need to be brought to the attention of City Council for repair and action.

- While primarily focused on cleansing, they also act as additional eyes and ears in the community, looking out for those issues that fall within the WID’s mandate. And they are in constant radio contact with the Control Room so reporting issues is no problem at all.

- Wood, old couches, tree branches, mattresses, broken TV's, fridges etc. were neatly stacked next or on top of the orange bags on the street corners for collection. The Public parks were cleaned regularly and the bins emptied. All the open Lanes in the area were checked regularly and cleaned where necessary. 12 x 12 & 9 x 9 drains in the Main roads were cleaned as the Team moves along.

- The fixing of potholes, damaged street surfaces and damaged walkway surfaces take a bit longer than expected, but large walkway surfaces such as 177 Albert Road, 42 New Market Str, Ravens Craig Rd, Hyde Str, Beach Road and Regent Street were neatly done. Gully grids and other drain covers were disappearing at an alarming rate, but were replaced very quickly. The disappearing of the Cast iron channels is a major concern (4 x suspects were arrested) and these walkways still need to be fixed.

- Waterworks department is still taking too long to replace the covers of dangerous open drains in the middle of walkways that may cause severe injuries to pedestrians. Flooded and leaking drains that were reported were dealt with the same day.

- Painting of white lines on the roads. - Overhead telephone cables are being re-routed under ground. - Daily communication taking place regarding dumping. - Lights and traffic signs are also being addressed.

Cavendish Street Before

Cavendish Street after WID Cleaners cleaned

Trafalgar Park Monument Before

Trafalgar Park Monument After facilitation by the WID

9

Street sign before

Street sign after WID team pulled it straight

Metrorail fence before

Metrorail fence after facilitation by the WID

3. SAFETY AND SECURITY - The WID’s mandate for the security operations is firstly to be visible with the purpose of

preventing petty criminal activities by monitoring the current business areas. - Secondly they are authorised when confronted by any illegal activity to apprehend the

culprit and hand them over to the Woodstock police station accompanied with a written statement.

- The security monitoring the vehicles have a tracking system which allows the WID to request a report at any given time and the where about of the vehicles.

- There is thirty (30) points up and around Woodstock area, which ensures that security guards are servicing the area as a whole.

- The biggest success (2007) with security was the decrease in illegal burning of copper wire and an excess of over 200 stolen shopping carts returned to appropriate retail outlets.

- Relationships between WID and SAPS has been strengthened due to realisation that the WID can assist SAPS with gathering information and assist SAPS with operations such as monitoring the dump sites and visible check points which happens regularly.

- During 2008/09 significant improvements to our security service was made. The service provider was changed and patrols were boosted with the addition of two branded vehicles. There are now one officer and one law enforcement officer with two security vehicles on duty during daylight hours, while the night and weekend shifts include four officers in the two vehicles. The Control Room is manned 24/7.

- While in the past we have enjoyed good relations with the Central City CID, what have been significant in 2009 was the increasing levels of cooperation between the Metro Police and Woodstock SAPS. The fact that the WID have well-trained officers and two vehicles available means that the WID was frequently involved in combined operations with the Metro Police and SAPS and this is extremely positive. The general Woodstock community sees visible evidence of how the various security agencies support each other and work together.

- 2009 also saw appointment of two Law Enforcement Officers dedicated largely to the WID’s footprint. These officers are employees of the City Council and carry full authority to enforce all bylaws.

10

- Regular joint operations continued in 2010 and have been held with SAPS and other law enforcement bodies either in the role of facilitator or as visible security support. One such operation has been the issue with regards to the Railway Road Squatter Camp that was finally resolved. Other operations have been assistance in road blocks, copper heads and illegal trading etc.

4. SOCIAL RESPONSIBILITY - A field worker was employed in September 2010 through an interview process with the

assistance of the Cape Town City Improvement District. She has familiarizing herself with the area and it’s needs and has also been networking with various community and governmental social forums. She has been working closely with the Displacement People Unit (Law Enforcement).

- An assessment was done on all the vagrants in the area which included the number of years on the street, date of birth and where they are originally from etc. Thus far working in the Woodstock area, the field worker has found that these clients do not want to move from Woodstock. It’s very difficult to find a bed space in the shelters in this area. The clients prefer to stay on the streets than move to a shelter just out of Woodstock’s boundaries.

- The biggest challenge at the moment is that there are no bed spaces at any shelter, they are at all times full.

5. MARKETING - Communication: Quarterly newsletter and inter-active website - The website is constantly updated with WID information and is the perfect place for

members and other interested parties to remain in touch with the latest developments. In addition to a constant stream of Council and WID information.

Annexure 2

1

WOODSTOCK IMPROVEMENT DISTRICT

5 YEAR IMPLEMENTATION PLAN

1st July 2012 to 30th June 2017

PROGRAM 1 – MANAGEMENT & OPERATIONS ACTION STEPS

RESPONSIBLE FREQUENCY

per year DURATION IN MONTHS

OR YEARS PERFORMANCE

INDICATOR

COMMENTS

Y1 Y2 Y3 Y4 Y5

1. Extending boundaries WID Manager 1 6 Complete extension

2. Board meetings WID Manager / WID Board

6 6 6 6 6 6 Bi-monthly board meetings

3. Financial reports to CoCT

WID Manager 12 12 12 12 12 12 Submit report timeously

4. Audited financial statements

WID Manager 1 1Y 1Y 1Y 1Y 1Y Qualified financial audits

5. Feedback to members and annual general meeting

WID Manager 1 1Y 1Y 1Y 1Y 1Y Host successful AGM

6. Successful day-to-day management and operations of the WID

WID Manager/WID Operations Manager

Ongoing Bi-monthly feedback to directors at board meetings

7. Monthly reports to the WID directors

WID Manager 12 12 12 12 12 12

8. Submit input to integrated development plan

WID Manager Annual 1Y 1Y 1Y 1Y 1Y Annual submission to sub-council manager

9. Submit input to Capital Budgets

WID Manager Annual 1Y 1Y 1Y 1Y 1Y Annual submission to sub-council manager

10. Communicate with property owners

WID Manager Ongoing 1Y 1Y 1Y 1Y 1Y Keep property owners informed.

11. Mediate issues with or between property owners

WID Manager / Council Manager / Law Enforcement

Ongoing 1Y 1Y 1Y 1Y 1Y Provide an informed opinion on unresolved issues and assist where possible

12. Visit WID members WID Manager Ongoing 1Y 1Y 1Y 1Y 1Y Communicate and visit

Annexure 2

2

PROGRAM 1 – MANAGEMENT & OPERATIONS ACTION STEPS


per year DURATION IN MONTHS

OR YEARS PERFORMANCE

INDICATOR

COMMENTS

Y1 Y2 Y3 Y4 Y5

members

13. Promote and develop WID NPO membership

WID Manager / WID Board

Ongoing 1Y 1Y 1Y 1Y 1Y Have a NPO membership that represents the WID community

14. Build working relationships with sub-council management and CoCT officials and departments that deliver services in the WID.

WID Manager / WID Board

Ongoing 1Y 1Y 1Y 1Y 1Y Successful and professional relationships with sub-council management and officials resulting in enhance communication, co-operation and service delivery

PROGRAM 2 - SECURITY / LAW ENFORCEMENT INITIATIVES ACTION STEPS


per year DURATION IN MONTHS OR

YEARS PERFORMANCE INDICATOR

COMMENTS

Y1 Y2 Y3 Y4 Y5

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

WID Manager/Security Service Provider

Ongoing 3M 1Y 1Y 1Y 1Y Incorporate in Security Management Plan

This was done comprehensively at the implementation of the WID and then modified continuously.

2. Determine the Crime Threat Analysis of the WID area in conjunction with SAPS



3. Determine strategies by means of an integrated approach to address/decrease crime



4. In liaison with other security role players and SAPS, identify current


Ongoing Incorporate in Security Management Plan

Annexure 2

3





COMMENTS

Y1 Y2 Y3 Y4 Y5

security and policing shortcomings and develop and implement effective crime prevention strategy

5. Develop a Security Management Plan with clear deliverables and defined performance indicators to guide safety services by the appointed service provider and evaluate levels of service provided.


Revise as often as required but at least annually

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

This was done comprehensively at the implementation of the WID and then modified continuously.

6. Maintain a manned centrally located office open to the members and residents of the WID to request security assistance or report information.


Ongoing 1Y 1Y 1Y 1Y 1Y Appropriately manned and equipped control room with skilled staff.

7. Deploy security resources accordingly and effectively on visible patrols. Security personnel and patrol vehicles to be easily identifiable


Ongoing 1Y 1Y 1Y 1Y 1Y Effective safety and security patrols in the WID

8. Utilise the “eyes and ears” of all security and street cleaning staff, as well as own staff, to identify any breaches


Ongoing 1Y 1Y 1Y 1Y 1Y Incorporate feedback and information in security and safety initiatives of the WID

9. Assist the police through participation by WID in the local Police Sector crime forum


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

10. Monitor and evaluate the security plan and performance of all service delivery on a quarterly basis

WID Manager/Security Service Provider/SAPS Crime Intelligence Officer

Quarterly 4 4 4 4 4 Report finding to the WID Board with recommendations where applicable

Annexure 2

4





COMMENTS

Y1 Y2 Y3 Y4 Y5

11. On-site inspection of Security Patrol officers

Operations Manager/Security Service Provider

Daily 1Y 1Y 1Y 1Y 1Y Report findings to the WID Manager and Board with recommendations where applicable

12. Weekly Security Reports from Contract Security Company

Security Service Provider

Weekly 1Y 1Y 1Y 1Y 1Y Report findings to the WID Board with recommendations where applicable. Provide feedback to forum meeting

Incorporate into monthly management report with WID Board

13. Monitor the objectives of the WID employed Law Enforcement

WID Manager/CoCT Safe and Security Directorate

Monthly 12 12 12 12 12 Provide effective Law Enforcement in the WID and adjust where applicable

PROGRAM 3 - CLEANSING INITIATIVES ACTION STEPS




COMMENTS

Y1 Y2 Y3 Y4 Y5

1. Develop a cleansing strategy document with clear deliverables and defines performance indicators to guide cleansing and delivery from the service provider.

WID Manager/WID Operations Manager/Cleansing Service Provider


1Y 1Y 1Y 1Y 1Y Cleansing strategy document with clear deliverables and defined performance indicators to guide cleansing and delivery

This was done comprehensively at the implantation of the WID and then modified continuously

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

WID Manager/WID Operations Manager/Cleansing Service Provider

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

3. Co-ordinate the provision of additional litter bins and emptying of litter bins and the relevant City of Cape Town departments

WID Operations Manager/Solid Waste Department

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

4. Cleansing each of the streets within the WID Boundary at least

WID Operations Manager

Ongoing 1Y 1Y 1Y 1Y 1Y Provide clean streets and sidewalks in the WID

Annexure 2

5

PROGRAM 3 - CLEANSING INITIATIVES ACTION STEPS




COMMENTS

Y1 Y2 Y3 Y4 Y5

3 times a week.

5. Monitor and combat Illegal Dumping

WID Operations Manager/Security Service Provider/Cleansing Service Provider/ Law Enforcement Officers/Solid Waste Department

Ongoing 1Y 1Y 1Y 1Y 1Y Removal and of illegal dumping as require and applying applicable penalties through law enforcement against transgressors.

Program 4 - URBAN MANAGEMENT INITIATIVES ACTION STEPS




COMMENTS

Y1 Y2 Y3 Y4 Y5

1. Identify problem areas with respect to:

a. Street lighting; b. Missing drain

covers/cleaning of drains c. Maintenance of road

surfaces; sidewalks d. Cutting of grass/removal

of weeds e. Road marking/traffic

signs Use the established service levels to design the provision of supplementary services without duplication of effort


Ongoing 1Y 1Y 1Y 1Y 1Y Urban management plan with clear deliverables and defined performance indicators to guide delivery

This was done comprehensively at the implementation of the WID and then modified continuously

2. Identify and report infrastructure supplementing existing Council Services:

a. Street lighting


Ongoing 1Y 1Y 1Y 1Y 1Y Monitor and evaluate. Report findings to the WID Board

Annexure 2

6

Program 4 - URBAN MANAGEMENT INITIATIVES ACTION STEPS




COMMENTS

Y1 Y2 Y3 Y4 Y5

b. Dumping c. Refuse Removal d. Waterworks e. Sewerage f. Roads and Storm water g. Traffic signals and line

painting h. Pedestrian safety i. Road repairs

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

Operations 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 WID board with recommendations where applicable

4. Greening Project: Develop a greening strategy document with clear deliverables and defines performance indicators to guide the planting of trees in the WID area.

WID Manager/WID Operations Manager/Trees and Forestry Department


3M 1Y 1Y 1Y 1Y Greening strategy document with clear deliverables and defined performance indicators to guide the planting of trees

5. Work in conjunction with local social welfare and job creation organization and develop a supplementary services document with clear deliverables and defined performance indicators to improve the urban environment

WID Manager/WID Fieldworker


3M 1Y 1Y 1Y 1Y Supplementary strategy document with clear deliverables and defined performance indicators to guide the planting of trees

6. Submissions to Ward Allocation, IDP and Capital Budgets

WID Manager 1 1Y 1Y 1Y 1Y 1Y Report to the WID Board with recommendations where appplicable

Program 5 - SOCIAL INTERVENTION INITIATIVES

Annexure 2

7

ACTION STEPS

RESPONSIBLE FREQUENCY per year

DURATION IN MONTHS OR YEARS

PERFORMANCE INDICATOR

COMMENTS

Y1 Y2 Y3 Y4 Y5

1. Identify and determine strategies by means of an integrated approach to address homelessness and the relief measures available, current and future

WID Fieldworker Ongoing 1Y 1Y 1Y 1Y 1Y Social intervention plan with clear deliverables and defined performance indicators to guide delivery

2. Work in conjunction with local social welfare and job creation organizations and develop the delivery of the supplementary services to improve the urban environment

WID Manager/WID Fieldworker/NGOs

Ongoing 1Y 1Y 1Y 1Y 1Y Social intervention plan with clear deliverable and defined performance indicators to guide delivery

This will be a long term plan of action that will take time to develop

Program 6 - MARKETING INITIATIVES ACTION STEPS




COMMENTS

Y1 Y2 Y3 Y4 Y5

1. Quarterly newsletters WID Manager Quarterly 4 4 4 4 4 Informative newsletter

2. Maintain Website WID Manager Ongoing 1Y 1Y 1Y 1Y 1Y Informative website

Form 2

EXPENDITURE R R R R R

Employee Related 182,520 5.30% 197,122 5.27% 241,424 5.97% 258,334 5.83% 279,001 5.85%

Salaries 168,480 181,958 223,541 239,020 258,142

Bonus Provision 14,040 15,163 17,883 19,314 20,859

Core Business 2,569,274 74.63% 2,774,816 74.12% 2,999,685 74.21% 3,074,203 69.40% 3,320,139 69.57%

Cleansing Services 475,152 513,165 554,218 523,600 565,488

Environmental Upgrading (Greening,

landscaping, recycling, etc.)

- - - -

Law Enforcement 146,195 157,890 170,522 184,163 198,896

Security Services 1,934,967 2,089,764 2,256,945 2,347,000 2,534,760

Social Upliftment 12,960 13,997 18,000 19,440 20,995

Depreciation 2,568 0.07% 2,568 0.07% 15,756 0.39% 19,032 0.43% 2,568 0.05%

Repairs and Maintenance 0.00% 0.00% - 0.00% 5,000 0.11% - 0.00%

Services Accounts ex CCT 12,000 0.35% 12,000 0.32% 12,000 0.30% - 0.00% 12,000 0.25%

General Expenditure 571,011 16.59% 642,612 17.17% 649,443 16.07% 939,990 21.22% 1,015,189 21.27%

Accommodation (Rent) 78,408 84,681 77,194 213,287 230,350

Accounting fees - 25,000 27,000

Administration and management fees 420,501 454,141 490,473 530,280 572,702

Auditor's remuneration 15,120 16,330 17,636 19,440 20,995

Bank charges 3,840 4,147 898 970 1,048

Computer expenses (including Website) 6,000 6,480 - 20,155 21,767

Contingency / Sundry - 25,920 - 41,000 44,280

Printing and stationery 4,642 5,013 9,488 15,331 16,557

Telephone and fax 30,000 32,400 34,992 40,865 44,134

Internet 500 540 4,665 3,960 4,277

Website 12,000 12,960 13,997 28,429 30,703

Traveling - - 100 1,273 1,375

Other: Specify

Capital Expenditure 2,000 0.06% 2,160 0.06% 2,333 0.06% - 0.00% - 0.00%

Office Furniture - - - - -

Computer Equipment 2,000 2,160 2,333 - -

Other: Specify - - - - -

Bad Debt Provision 3% 103,280 3.0% 112,308 3.00% 121,257 3.00% 132,883 3.00% 143,162 3.00%

TOTAL EXPENDITURE 3,442,653 100.00% 3,743,585 100.00% 4,041,898 100.00% 4,429,442 100.00% 4,772,059 100.00%

INCOME R R R R R

Revenue - SRA Levy -3,442,653 100% -3,743,585 100% -4,041,898 100% -4,429,442 100% -4,772,059 100%

Other: Specify - 0% 0% 0% 0% 0%

TOTAL INCOME -3,442,653 -3,743,585 -4,041,898 -4,429,442 -4,772,059

(SURPLUS) / SHORTFALL - - -0 0 -0

BUDGET GROWTH 13.7% 8.7% 8.0% 9.6% 7.7%

WOODSTOCK IMPROVEMENT DISTRICT

5 YEAR BUDGET AS PER BUSINESS PLAN

2012/13 2013/14 REVIEWED 2014/15 REVIEWED 2015/16 ADJUSTED 2016/17