TABLE OF CONTENTS
Index
1
Foreword by the Chief of the Metro Police (acting)
2
Foreword by the Chairperson Civilian Oversight Committee
2
Introduction and Background
3
1. The Current Situation
4
2.
The Enforcement Strategy
 Optimum Visibility and Reassurance
 Quality of life issues
 Traffic Policing
 Integrated Rapid Transport System
 Specialised Law Enforcement
 Contributing to National & Provincial Strategies
People Orientated Sustainable Strategy
People Orientated Problem Solving and Community
Safety Strategy
 Innovative Policing
Criminal data base checks
Observation & tip off operations
Double barrel roadblocks and vehicle check points
Soft Border Joint Operations
ISERMS
CCTV
Security at Major events
 Partnerships with other city enforcement agencies
Anti – land invasion
Metal Theft
Drug & Alcohol combating programme
Community Policing / Interactive Policing
5
5
6
7
8
8
8
10
3. Resource Overview
13
4. Metro Police Organisational Structure
14
5. Monitoring and evaluation mechanisms
15
6. Marketing Strategy
15
7. Code of Conduct and Batho Pele
15
8. The Operational Plan
16
1
Foreword by the Acting Chief of the Metro Police
The Cape Town Metropolitan Police Department has contributed significantly in
making the City of Cape Town a safe place for both residents and visitors. The
Department will continue to develop and implement strategies that seek to improve
quality of life by adopting a zero tolerance approach in combating municipal by-laws,
traffic violations as well as crime prevention. This year the CTMPD will continue to
strive for equitable, professional and effective policing in conjunction with all its
partners and role players in the safety and security environment.
--------------------------------------Mziwoxolo Mfeketo
Acting Chief of Metro Police
Foreword by Civilian Oversight Chairperson
The current Civilian Oversight Committee (CIVOC) was established in September
2006 with the legal mandate to monitor the Metro Police Department’s conduct and
service delivery. This committee has taken their role very seriously and has been
involved with submitting various recommendations with the view to the eradication of
any corruption and misconduct amongst other issues. An integral function of this
committee is to ensure the continuous implementation of the Annual Police Plan for
2009/10 which goes hand in hand with service delivery to all the people of the City of
Cape Town.
This year will bring particular challenges, especially in respect of the 2010 FIFA
World Cup. These challenges will require the Department to intensify their
performance with the current resources at hand. As ex New York Mayor Rudolph W.
Giuliani said in his book “Leadership does not simply happen. It can be taught,
learned, developed.” There are many ways to lead some do it with speeches, some
by example and others by their sheer strength and consistency of character. I look
forward to continue working with the Department in a meaningful manner riding the
wave of all challenges with the ultimate benefit to the community of Cape Town.
---------------------------------- Heather Tager
Chairperson of CIVOC
2
INTRODUCTION AND BACKGROUND
The Cape Town City Police as it was originally known is in its 8th year of existence
and was formally established in terms of Provincial Notice 347/2001 in Provincial
Gazette 5786 dated 2 November 2001. The effective date of such service being 1
December 2001
The South African Police Service Act of 1995, Act 68 of 1995 provides the legislative
basis for the establishment of Municipal and Metropolitan police services in South
Africa. In addition to this the service is also subject to the directions of the National
Police Commissioner who may determine national standards for municipal police
services in addition to the standards initially set in the regulations published in June
1999.
An essential component of the functioning of a municipal police service is that of
Civilian Oversight. A municipality which has a municipal police service shall appoint
such oversight committee which must comprise members of the council and such
other persons as it determines. The role of such committee is varied and ranges from
advising the municipal council and municipal manager on matters relating to the
functioning of such service to the monitoring of policy implementation as well as the
evaluation of the functioning of the municipal police service and reporting thereon.
In terms of section 64E of the above Act the functions of a municipal police
service are threefold as follows;
Traffic policing, subject to any legislation relating to road traffic;
The policing of municipal by – laws and regulations which are the responsibility of the
municipality in question; and
The prevention of crime.
In order to give effect to the prescribed functions the Executive Head of a municipal
police service must in terms of section 64(C) of the Act before the end of each
financial year develop a plan which sets out the priorities and objectives of the
municipal police service for the following financial year with the proviso that such plan
must be developed in co – operation with the South African Police Service in so far
as it relates to the prevention of crime.
In developing such plan regard must be had to the views of the broader community,
stakeholders in the security environment, community police forums, the South African
Police Services as well as the municipality’s strategic objectives as outlined in its
Integrated Development Plan.
3
1. THE CURRENT SITUATION
According to official crime statistics there has been an overall decrease of 6,4 % in
the incidence of contact crime during 2007/2008. The statistics also relate to a 7,7%
decrease in robbery with aggravating circumstances and 4.7 % in the occurrence of
murder [SAPS statistics report for 2007/2008]. Overall crime levels in the City is,
however, still unacceptably high with disturbing trends still existing in respect of
violent crimes such as cash-in-transit heists, house robberies and car hijacking as
well as drug related crimes. To this end, recent research by the Institute for Security
Studies found that two thirds of all contact crime cases are strongly linked to specific
social behaviour patterns which inter alia involve alcohol and other substance abuse.
Almost two thirds of all aggravated robberies occur mainly in Central Business
Districts and the megatownships, where ordinary people are robbed of their money,
cellular telephones and or other valuables at gun or knife point. There has been a
marked decrease in possession of illegal firearms nationally (6.9%). However, the
high level of violence that accompanies these crimes continues to be a major
concern.
Nationally, the growth in drug related crime continues to be a matter grave concern
with an overall increase of 3.3%. In contrast to the National situation, it is estimated
that drug related offences has increased five times over the last seven years in Cape
Town, with 80 % of the crime in the City believed to be linked in one way or another
to drug and substance abuse, with the current drug of choice being
methamphetamine (“TIK”). Alarmingly statistics show children as young as eleven
experimenting with drugs.
The City has accordingly embarked on strategies to weed out the sources of these
anti-social practices and the CTMPD is actively contributing to these City objectives.
The Substance Abuse Unit in conjunction with CTMPD’s Tactical Response Unit is
but one of the measures the City has undertaken in addressing this problem.
In addition, minor crimes and by-law offences continue to affect the quality of life of
residents and the CTMPD will continue its focus on addressing these matters which
have been proven to be generating more serious crimes.
The existing challenges on the City’s roads will likewise be addressed with the
required commitment, especially in terms of the CTMPD’s current Coca strategy.
The CTMPD’s proactive measures, assisted by other stake holders within the City
(Traffic Department, Law Enforcement and Specialised Services) has resulted into a
successful festive season 2008 / 2009, making Cape Town one of the safest and
most incident free holiday season destinations in several years.
4
2. ENFORCEMENT STRATEGY
The CTMPD’s focus for 2009/2010 will be to develop and implement
strategies to address the root causes of crime. The Department endeavours to
apply a “broken window” approach in all its operations in fulfilment of its
legislative mandate, namely:
 Traffic Enforcement,
 By-law Enforcement and
 Crime Prevention
The CTMPD will work closely with other role players such as;
 Community Police Forums
 Neighbourhood Watches
 The South African Police Services
 Department of Transport
 The Department of Community Safety
 Immigration
 Department of Justice
 The Education Department
 The Cape Town Traffic Department
 The Cape Town Law Enforcement Department
 City of Cape Town Disaster Risk management
In order to ensure, that the strategy is adequately implemented. Operational
plans will be aligned and defined by the department’s legislative mandates,
which inter alia are measured in accordance with the following:
 OPTIMUM VISIBILITY AND REASSURANCE
It is a well known fact that the perception of safety is to some extent influenced
by the level of police visibility which, if applied correctly, can be a useful tool to
deter crime and anti-social behaviour. Police visibility should, however, not
only be seen as “patrolling the streets” and providing a “presence” but rather
as “getting pro-actively involved” by arresting perpetrators for minor crimes,
addressing other petty offences and dealing effectively with community
concerns. In this way, the Metropolitan Police Department will be able to
contribute to public reassurance, confidence and the prevention of crime.
 QUALITY OF LIFE ISSUES
Ensuring that public places are safe by embarking on partnerships with other
stakeholders, to engage in focused operations which are information driven
and target minor offences that relate to anti-social behaviour. This year the
Metropolitan Police will continue to clamp down on;
 Drug related offences
 Drunkenness
 Drinking in public
5
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Domestic Violence
Urinating in public
Gambling
Noise
Truancy
Graffiti
Driving whilst under the influence of alcohol
Using abusive language
Inconsiderate driving behaviour
Illegal dumping
Illegal Trading
Alcohol-related offences are of particular concern here as the high levels of
alcohol abuse in the City contribute not only to violent crime but also to road
deaths, due to drunk drivers and inebriated pedestrians. New provincial liquor
legislation has been introduced in the Province the application of which at this
stage is still unclear. This is hampering enforcement of this particular issue
thereby reducing the effectiveness of any policing actions aimed at illegal
actions around alcohol and liquor. The City of Cape Town has embarked upon
a process for the development of a draft by –law relating to the control of
undertakings which sell liquor to the public.
In the same vein the grave issue of drug abuse and dealing in narcotics will be
addressed through information driven operations aimed at suspected drug
houses and drug dealers, this will involve both integrated operations carried
out with other internal and external agencies as well as autonomous
operations conducted by Metro Police.
 TRAFFIC POLICING
Effectively addressing the culture of non-compliance on the City’s roads is an
important factor of the Plan. Here, the Department will in conjunction with
Traffic Services and other role-players continue to direct resources towards
national road safety strategies, including the Arrive Alive Campaign that is
aimed at causality reduction over the festive and other peak seasons and the
RTMCC rolling enforcement plan.
A no nonsense approach towards the general disregard for traffic rules and
regulations which is particularly prevalent in the Public Transport industry will
be adopted and vigorously pursued. These will include:
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Reckless and negligent driving behaviour
Inconsiderate driving behaviour
Driving whilst intoxicated
Overloading and Abnormal Load Transportation
Vehicle fitness
Driver fitness
Permit Transgressions
Route Transgressions
Safety belts
Cellular Phones
Barrier lines
Parking offences
6

General moving violations
In addition, Traffic Services’ speed enforcement will continue to deal
effectively with the threat of accidents where the major contributing factor has
been excessive speed; this will take place mainly at high accident locations
and identified risk areas for pedestrians. In conjunction to this a no nonsense
approach to offenders failing to display number plates (registration plates) will
be adopted.
Another aspect of Traffic Policing which will enjoy intensified attention is
Traffic management initiatives at sporting events, concerts and public facilities
such as beaches and pools; this is largely in preparation for the 2010 world
cup.
Although Traffic Services remains the primary role player in relation to the
above, both the Metropolitan Police Department and Law Enforcement have a
vital role to play in respect of supporting Traffic Services.
 INTEGRATED RAPID TRANSPORT SYSTEM 2010 and beyond
The City of Cape Town is one of the host cities for the FIFA 2010 World Cup
and will be the host to a series of group stage games, a quarter final as well as
a semi – final game. As part of the City’s commitments in terms of the host city
agreement it is undertaking various major projects to improve its road
infrastructure. The main initiative with a multi – million rand budget is the
implementation of a national government initiative known as the Integrated
Rapid Transport or IRT system. This initiative seeks to integrate all forms of
public transport in an effort to provide a safe, effective and user friendly
system for all commuters and reduce the number of vehicles on our roads.
The introduction and roll out of this system has however not been well
received by the mini – bus taxi industry in particular. There have been protests
actions countrywide in all host cities and in some instances these actions have
resulted in violence with damage to property and loss of life.
The City of Cape Town has already commenced the implementation of this
initiative and construction work on the first phase has already begun. It has
also been communicating with the broader community around this matter as
well as organised transport sectors. The first phase of this project which will
involve the BRT or Bus Rapid Transport System will be implemented during
the lifespan of this police plan. This phase will have as its primary focus the
northern section of the City as well as the 2010 stadium precinct and airport
route and will involve a series of dedicated bus transport lanes for specially
adapted busses capable of transporting commuters safely and conveniently.
Taking into account the current volatile situation around the mini-bus taxi
industry the metro police along with the city’s other enforcement agencies will
have a key role to play along with the SAPS in ensuring passenger safety
along this route. Various actions will have to be implemented to achieve this
inter alia saturation policing, strict route permit enforcement as well as removal
of un-roadworthy vehicles. In order to effectively police this system the city
will be employing in excess of 100 additional law enforcement and traffic staff
to police this initiative alone. In addition to this it is intended that all the
collection stations on these routes will have adequate security measures in
place to ensure commuter safety.
7
 SPECIALISED LAW ENFORCEMENT
The Metro Police Department confirms its commitment to the City’s philosophy
of specialised law enforcement functions. To this end it will actively support the
Specialised Services Department which comprises of the following units:
 Anti-Land Invasion
 Metal Theft Unit
 Displaced Peoples Unit
 Substance Abuse Unit
 Camera Response Unit
 Informal Trading Unit and
 K-9 Unit (dog unit) in process of start up phase
In addition, it will endeavour to capacitate its own specialised unit namely the
Tactical Response Unit in an effort to promote focussed policing in the City”.
The Metropolitan Police will render its support to the Specialised Law
Enforcement Division in terms of an agreed “Protocol of Engagement”.
 CONTRIBUTING TO NATIONAL AND PROVINCIAL STRATEGIES
People Orientated Sustainable Strategy (POSS) of the SAPS
The Department will continue to support the SAPS in its implementation of the
People Orientated Sustainable Strategy. Here the Metropolitan Police will
actively contribute to the SAPS’ strategic direction in combating drug
trafficking, vehicle theft, improving safety in high crime areas, combating taxi
and gang violence and crime against women and children. The Department will
contribute to these initiatives by means of focused deployment of its Tactical
Response Unit as well as targeted pro-active intelligence driven patrols.
People Orientated Problem Solving and Community Safety Strategy of
the Department of Community Safety
The strategy of the above department will have a significant effect on the
department’s ability to combat the causes of crime. (CTMPD will play a
supporting role in this regard)
 INNOVATIVE POLICING
The CTMPD will seek to benchmark with the worlds best strategies with
regards to policing, by partnering with institutions and experts in the field of
policing and crime and criminology
The Department will also share best practices as informed by other roleplayers, namely:
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Other Metropolitan Police Departments
The South African Police Services
Academic research institutions
8
 Criminal data base checks:
The strategy is based on the belief that criminals are extremely likely to also
commit petty offences which present law enforcement officials with a golden
opportunity to arrest criminals when apprehended for the commission of petty
offences
The sharing of Data with other stakeholders has led to a number of cross
identification across provinces. Since the inception of this strategy many
wanted criminals have been brought to book by the Metropolitan Police
Department
The department intends expanding on this innovative strategy by increasing
the use of latest technology including, the availability of the “Morpho Touch”
as well as ensuring the availability of information on the most recent “Wanted
Persons”
 Observation and tip off operations:
In essence these types of operations are largely dependant on members of
the community providing information which identify alleged drug houses and
illegal Shebeens. Statements are then taken and the premises observed by
members of the Tactical Response Unit (TRU) and or the City’s Substance
Abuse Unit (SAU) in an attempt to confirm illegal activity. Operations are
planned, warrants are obtained and the premises and occupants are then
searched in cordon and search operations in conjunction with the SAPS. The
TRU and SAU must work hand in hand in order to ensure the success of these
operations with coordination through the Central Operations Operational
Management Forum (OMF).
 Double Barrel roadblocks and vehicle check points:
A secondary vehicle check point (VCP) designed to target those motorists who
deliberately try to avoid the main roadblock will be set up on alternative routes.
Secondary roadblocks have proven extremely effective and have the added
advantage of mobility.
 Soft Border Joint Operations:
In an effort to maximise visibility each of the four operational areas will plan
and execute at least one soft border joint operation in their area per month.
During these operations members from the remaining three areas will be
deployed in the relevant area under command of that area’s director. Other
agencies will also be involved in these operations. It is important that these
operations are planned using information obtained from other stake holders.
 Integrated Spatially Enabled response Management System
(ISERMS)
The ISERMS technology project will enable the Metro Police Department,
Traffic Services, By-law enforcement and Emergency Services to better utilise
their combined resources and co-ordinate their activities. It is a multi-layered
9
dynamic approach to crime and disorder reduction, personnel and resource
management and will contribute significantly to efficient service delivery.
One of the key strengths of the system is the real time information on resource
availability and deployment
 CLOSED CIRCUIT TELEVISION SURVEILLANCE (CCTV)
The City has now finalised the development of an integrated CCTV master
plan which includes the following aspects:
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Roll-out plan up to 2010 as well as medium term plan up to 2015.
Definite and sustainable funding systems
Preferred system of involvement of all associated disciplines and
identified stakeholders.
The preferred conceptualisation, design, implementation and
operational concepts.
The City’s CCTV network is managed in accordance with the above and there
is a definite focus on the gradual covering of key economic and transport
locations, and “hotspots” for crime and disorder. A mandate for the extension
of the footprint of this system was given by the Mayoral Committee during its
meeting of 15 April 2009
 SECURITY AT MAJOR EVENTS
The Department will work closely with other organs of State in the safety and
security arena in order to ensure effective participation in integrated planning
and enforcement efforts aimed at achieving maximum safety during the City’s
hosting of major events. To this end, the Department will participate as
required, in the collaborative planning efforts in respect of the 2010 FIFA
World Cup.
A comprehensive Operational Strategy that in detail describes the roles
and responsibilities of all law enforcement agencies as well as the Metro
Police, Traffic Services and By-Law Enforcement’s planned interaction with
such other agencies in order to ensure the safety of the 2010 FIFA World Cup,
is in the process of being compiled and submitted for approval as part of the
City’s broader 2010 readiness program. Intended legislation around major
events will significantly impact on all events organisers and determine
legislative minimum standards of safety for all events
 PARTNERSHIPS WITH OTHER CITY ENFORCEMENT AGENCIES
 ANTI-LAND INVASION
The CTMPD will continue to render its support to Law Enforcement who will, in
the 2009/10 financial year, continue to refine and improve its Anti-Land
Invasion Strategy in cooperation with other relevant City Directorates. It will
also strengthen its existing Anti-Land Invasion Unit to become a dedicated
24/7 operational Unit to effectively prevent unauthorized occupation of City
10
land. This Unit will achieve its objectives through the direct cooperation with
the Housing Department’s Informal Settlement Unit.
 METAL THEFT
Although the Metropolitan Police Department does not have a unit delegated
specifically to address the issue of metal theft each area will sensitise their
members with regards to the threats in the area and will allocate patrol duties
accordingly.
 DRUG AND ALCOHOL COMBATING PROGRAMME
The City launched a comprehensive Drug and Alcohol Combating Strategy in
July 2007. The strategy includes programmes aimed at prevention, treatment
and enforcement. A Drug and alcohol Combating Strategy for the safety &
security directorate has been drafted as part of the overarching City Strategy
and provides for the following.
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Focussed enforcement action on “Driving whilst under the influence of
alcohol.”
Enforcement of the City’s By-Law relating to streets, public places and
prevention of nuisances.
Dedicated enforcement action to be taken against persons dealing in
drugs.
Participation in local drug action committees that will be established
and driven by Social Development.
Contribute to the principles of “restorative justice”
Increase in the number of roadblocks and or vehicle check points
across the City.
The CTMPD will continue to assist in the fulfilment of the aims, goals and
objectives of this programme.
 COMMUNITY POLICING / INTERACTIVE POLICING
In it’s zeal to combat crime the Cape Town Metropolitan Police Department
will continue to interact and build productive relationships with both internal
and external role players such as:
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Community Police Forums
Neighbourhood Watches
The South African Police Services
Department of Transport
The Department of Community Safety
Immigration
Department of Justice
The Education Department
The Cape Town Traffic Department
The Cape Town Law Enforcement Department
City of Cape Town Disaster Risk management
As part of the departments commitment to community policing in the broad
sense the department is a key role player in a joined project with the Dutch
Police in Amsterdam and the University of Cape Town. This project entails the
deployment of Neighbourhood Safety Coordinators in 3 pilot areas namely
11
Muizenberg, Nyanga and Gordon’s Bay. The Department will continue further
roll-out of the project to other areas as far as resources permit.
In addition, the CTMPD actively participates in the City’s Neighbourhood
Watch Strengthening Programme by providing patrol assistance to the four
pilot areas. This project aims to capacitate existing neighbourhood Watches
by facilitating specialised training programmes, provision of basic patrol
equipment and the solving of crime related problems. The selected pilot areas
are Seawinds, Brooklyn, Beacon Valley and Tuscany Glen. The Department
will continue to support the further roll-out of this project as far as its resources
permit.
12
3. RESOURCE OVERVIEW
The Cape Town Metro Police Department services an Area of 2,461 km² with a
population of 3,497,097 using the following resources:
ARE
A
N
O
R
T
H
S
O
U
T
H
E
A
S
T
W
E
S
T
TRU
&
CRU
SUBURBS / TOWNS
Elsies River
Ravensmead
Netreg
Valhalla Park
Bishop Lavis
Bonteheuwel
Matroosfontein
Epping
Eerste River
Parow
Leonsdale
Ruiterwacht
Goodwood
Parow
Belhar
Modderdam
Bellville
Stikland
Philippi
Weltevreden –Valley
Brown’s Farm
Crossroads
Lentegeur
Westridge
Rocklands
Tafelsig
Portlands
Mitchell’s Plain CBD,
Kuilsriver
Wesbank
Kleinvlei
Eerste River
Mfuleni
Blue Downs
Delft
Sarepta
Macassar
Somerset West
Retreat
Sea Winds
Strandfontein
Grassy Park
Lotus River
Hout Bay
Noordhoek
Sun Valley
Ocean View
Simon’s Town
Fishhoek
Muizenberg
Lakeside
Metro Wide
TRU=TACTICAL RESPONSE
POLICE STATIONS
La Belle
Monte Vista
Panorama
Milnerton
Bothasig
Du Noon
Table View
Melkbos
Atlantis
Mamre
Phisantekraal
Bloekombos
Kraaifontein
Wallacedene
Scottsdene
Northpine
Brackenfell
Durbanville
Eastridge
Nyanga
Gugulethu
Mannenberg
Surrey Estate
Heideveld
Hazendal
Athlone
New Fields
Lansdowne
Hanover Park
Strand
Gordon’s Bay
Sir Lowry’s Pass
Lingulethu West
Site B
Site E
Site C
Harare
Khayelitsha-CBD
PERSONEL
VEHICLES
Goodwood
Parow
Bellville
Bellville South
Belhar
Bishop Lavis
Elsies River
Ravensmead
Atlantis
Melkbos
Table View
Milnerton
Kraaifontein
Brakenfell
Durbanville
1 Director
2 Sen. Supt
1 Supt
6 Sgt's
74 Const
7 Quantums
41 Sedans
11 LDVs
2 Trailers
1 Truck
4 M/Cycles
1 Caravan
Lansdowne
Athlone
Philippi East
Mannenberg
Nyanga
Guguletu
Philippi
Mitchell’s Plain
1 Director
2 Sen. Supt
10 Sgt's
102 Const
10 Quantums
1 Condor
51 Sedans
14 LDVs
2 Trailers
Site B
Site C
Lwandle
1 Director
2 Sen. Supt
4 Acting / Supt
4 Sgt's
4 Acting / Sgt's
95 Const
4 Quantums
32 Sedans
16 LDVs
3 M/Cycles
3 Quads
2 Trailers
Steenberg
Epping 1
Langa
Kensington
Maitland
Woodstock
Sea Point
City Centre
Mowbray
Rondebosch
Claremont,
Wynberg
Diep River to Tokai
Strand
Gordon’s Bay
Sir Lowry’s Pass
Macassar
Somerset West
Kuilsriver
Wesbank
Kleinvlei
Delft
Lingulethu West
Cape Town
Sea Point
Camps Bay
Maitland
Pinelands
Langa
Woodstock
Rondebosch
Mowbray
Claremont
Wynberg
Diep River
Kensington
Table Bay Harbour
Simonstown
Ocean View
Strandfontein
Philippi
Grassy park
Steenberg
Houtbay
Kirstenhof
Muizenberg
Fish Hoek
1 Director
2 Sen. Supt
3 Supt
3 Sgt's
14 Sgt's
112 Const
6 Quantums
79 Sedans
15 LDVs
9 M/Cycles
3 Trailers
Metro Wide
Metro Wide
Metro Wide
1 Director
1 Sen. Supt
2 Acting / Supt
3 Sgt's
5 Acting / Sgt's
45 Const
1 Venture
2 Condors
22 Sedans
14 LDVs
1 Trailers
CRU= CAMERA RESPONSE
Additional staff: *Information management = 10 * Strategic Surveillance Unit = 07
*Internal Affairs = 12
*Civilian Affairs = 10
* Seconded = 05
13
TOTAL = 545
4. CTMPD: ORGANIZATIONAL STRUCTURE
CHIEF OF MPD
MANAGER
SUPPORT
SERVICES
DEPUTY
CENTRAL
OPERATIONS
DIR
AREA
NORTH
DIR
AREA
SOUTH
DIR
AREA
EAST
DIR
AREA
WEST
MANAGER
FINANCE
DIR
TACTICAL
RESPONSE
DIR
CCTV
RADIO
DIR
INFORMATION
MANAGEMENT
DEPUTY
CIVILIAN &
INTERNAL
AFFAIRS.
DIR
INTERNAL
AFFAIRS
DIR
CIVILIAN
AFFAIRS
Generic Area Model
AREA DIRECTOR
SNR SUPT
SNR SUPT
SUPT
SUPT
SUPT
SUPT
SGT
SGT
SGT
SGT
SGT
SGT
SGT
SGT
SGT
SGT
SGT
SGT
SGT
SGT
SGT
SGT
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5. MONITORING AND EVALUATION SYSTEMS
Weekly:
Monitoring will be effected by means of the Central Operations Operational
Management Forum.
Monthly:
Monitoring will be effected by means of the Plan – Do - Review sessions at Senior
Management Team Level.
Quarterly:
Monitoring will be effected by means of submissions to the Civilian Oversight
Committee, Safety Portfolio Committee, Provincial Police Commissioner relevant
MEC’s and the Senior Management Team of the CTMPD.
6. MARKETING STRATEGY
The Cape Town Metro Police Department endeavours to market itself as one of the
leading enforcement agencies in the City of Cape Town through regular sharing of
information as well as reporting on its successes and plans to all citizens and visitors
of Cape Town.
Objectives
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Establish, build and maintain a reputation by showcasing delivery.
Increase transparency and belief in the department’s overall objectives
and initiatives
This will be achieved with the assistance and guidance of corporate communications.
7. CTMPD’S CODE OF CONDUCT AND THE BATHO PELE
PRINCIPLES:
The Department’s code of conduct is aligned to the 8 Batho Pele Principles as
mentioned below:

Consultation

Service Standards

Increasing Access

Ensuring courtesy

Providing information

Openness and transparency

Redress

Value for money
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Even though the department has its own code of conduct, the members are also
bound to the code of conduct as it appears in Schedule 2 of the Municipal Systems
Act of 2000, Act 32 of 2009 by virtue of them being municipal employees.
8. OPERATIONAL PLAN
OBJECTIVES
1) Reduce drug
related crime
with a specific
focus on the
spread of
TIK/Speed.
CRIME PREVENTION
KEY ACTION / OUTPUT
MEASURE/
INDICATOR
a) Targeted patrols in
Increase % drug related
accordance to Crime
arrests
Threat Analysis.
ANNUAL
TARGET
10% increase
in drug related
arrests
b) Conduct regular “stop &
searches” of suspected
“clients” and “dealers”.
c) Conduct Joint Operations
targeting known and or
suspected drug houses.
c) Conduct Autonomous
Operations targeting
known and or suspected
drug houses.
2) Improve
community
safety by
means of a
collaborative
crime
prevention
effort with
SAPS.
a) Take part in targeted joint
operations in identified
high risk areas in support
of POSS objectives and
SAPS’ strategic direction.
3) Ensure safety at
all events (incl
2010) by providing
support to leading
agency (SAPS).
a) Participation in joint
security planning for
events.
b)
% Reduction of
incidence in all crime
categories
Decrease by
10 %
% Reduction of
incidence in all crime
categories at major
events
5% decrease
Maintain high levels of
visibility in targeted crime
and disorder “hot spots”
b) Continuity of service
delivery
TRAFFIC ENFORCEMENT
OBJECTIVES
4.) Increase
pedestrian and
road safety
KEY ACTION / OUTPUT
a) Maintain traffic policing
visibility and enforcement
with emphasis on moving
violations.
MEASURE/
INDICATOR
% Increase in traffic
fines issued.
ANNUAL
TARGET
5 % increase
in fines issued.
b) Enforcement of illegal
pedestrian activity such as
crossing of highways,
freeways, causing danger
to themselves and other
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road users.
5.) Increase
overall road
safety
a) Roadblocks aimed at
apprehending “drunk
drivers”.
% increase in Driving
Whilst Intoxicated (DWI)
arrests.
5 % increase
in DWI arrests.
BY–LAW ENFORCEMENT
6.) Improve the
quality of life of
all residents
and visitors to
the City by
reducing levels
of anti-social
behaviour
a) Focus on the detection of
petty offences including
by-law offences and minor
crimes.
b) Vigorous enforcement of
the City By-Laws aimed at
curbing general anti-social
behaviour e.g. urinating in
public, drinking on
beaches, use of abusive
language etc.
Achieving positive
results on community
survey re. Decrease of
perceived prevalence of
anti-social behaviour.
% increase
issued.
in
c) Target offenders of minor
crimes and increase arrest
rate for such offences.
Score of 3 or
above on 5
point Likert
scale
fines 5 % increase
in fines issued.
Based on
collective
target for the
safety &
security
directorate of
12899.
CRIME PREVENTION, TRAFFIC & BY-LAW ENFORCMENT
7.) Enhance
compliance to
traffic rules and
regulations, bylaws and
general crime
prevention.
a) Saturated, soft border
operations (COCA), aimed
at increasing visibility and
addressing the 3
legislative mandates of the
CTMPD.
% increase in Arrests.
8.) To increase the
Department’s
capacity to
detect
incidence of
traffic
violations, bylaw offences,
crime and other
emergencies.
a) Reduce criminal activity &
enhance public safety in
areas where cameras are
installed.
% increase in the
number of incidents
responded to as a result
of CCTV monitoring
New
% increase in traffic
fines.
% increase in by-law
fines.
5% increase
COMMUNITY CONSULTATION
9.) Active
participation in
all scheduled
Community
a) Designate senior members
to attend meetings of and
contribute meaningfully to
all active CPF’s in the
% Consistent
attendance of Senior
members designated
CPFs
100%
attendance
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Police Forum
meetings (CPF)
in the
metropolitan
area.
metropolitan area.
b) Ensure continuity in
member participation in
CPF and related forums.
ETHICAL POLICING
10)Promote an
ethical policing
environment
a) Maintain Departmental
Anti-Corruption Strategy.
Reduction in incidence
of corruption.
10% reduction
Results of independent
survey conducted
amongst members of the
CIVOC.
Achieving an
overall positive
score on
survey results
b) Conduct Anti-Corruption
Awareness programmes
c) Provide the Civilian
Oversight Committee with
the required cooperation.
___________________________
ACTING CHIEF OF THE CTMPD
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