1433
REPORT To
THE EXECUTIVE MAYOR
I
~I
CITY OF CAPE TOWN IISIXEKO SASEKAPA I STAD KAAPSTAO
Me 49/06/09
1
ITEM NUMBER:
2
200912010 SERVICE DELIVERY AND BUDGET IMPLEMENTATION PLANS
(SDBIPs) AND BUSINESS PLANS: Cape Town Metropolitan Police
Department
DIENSLEWERINGS- EN BEGROTINGSIMPLEMENTERINGSPLANNE
(SDBIPs) EN SAKEPLANNE VIR 2009/2010: Kaapstad Metropolitaanse
Polisiedepartement
UNIKEZELO LWEENKONZO LWANGO-2009/2010 KUNYE
NEZICWANGCISO ZOKUMISELWA KWEBHAJETHI (SDBIPs)
NEZICWANGCISO ZOSHISHINO: Isebe Lamapolisa Kamasipala
WaseKapa
LSU8340
It was indicated that on page 232 as per Annexure attached to the report, the
1st indicator regarding the increase in arrests in drug related crimes should be
amended to 10%.
It was advised that the Annexure attached to the report regarding the Cape
Town Metropolitan Police Department for 2009/2010 CCTV Business Plan
should be held back.
RECOMMENDATION FROM SAFETY AND SECURITY PORTFOLIO
COMMITTEE HELD ON 04 JUNE 2009
RECOMMENDED that the 2009/2010 Directorate Service Delivery and
Budget Implementation Plans be supported.
AANBEVELING VAN DIE PORTEFEULJEKOMITEE OOR VEILIGHEID EN
SEKURITEIT GEHOU OP 04 JUNIE 2009
AANBEVEEL dat die dienslewerlngs- en begrotlngsimplementerlngsplanne
en sakeplanne van directorate vir 2009/2010 ondersteun word.
ISINDULULO ESIFUNYENWE KWIKOMITI YEMICIMBI YESEBE
LEZOKHUSELO NOKHUSELEKO EYAYICHOTSHELWE NGOMHLA WE04 JUNI2009
KUNDULULWE ukuba maluxhaswe uNikezelo IweeNkonzo IweCandelo
loLawulo lowama-2009/2010 neziCwangciso zokuMiselwa kweBhajethi.
1435
REPORT To
SAFETY & SECURITY PORTFOLIO COMMITTEE
MAYCO
COUNCIL
1.
ITEM NUMBER:
2.
SUBJECT
em Of CAPE TOWN IISIXEKO SASEKAPA
STAD KAAPSTAD
SAFS 18/06/09 Itive SUPp'ort
(LSU - 8340)
2009/2010 SERVICE DELIVERY AND BUDGET IMPLEMENTATION PLANS
(SDBIPs) AND BUSINESS PLANS: Cape Town Metropolitan Police
Department
2.
ISIHLOKO
UNIKEZELO LWEENKONZO LWANGO-2009/2010 KUNYE NEZICWANGCISO
ZOKlIMISELWA KWEBHAJETHI (SDBIPs) NEZICWANGCISO ZOSHISHINO:
Isebe Lamapolisa Kamasipala Wasekapa
2.
ONDERWERP
DIENSLEWERINGSEN
BEGROTINGSIMPLEMENTERINGSPLANNE
(SDBIPs) EN SAKEPLANNE VIR 2009/2010: Kaapstad Metropolitaanse
Polisiedepartement
3.
PURPOSE
To submit to the Portfolio Committee for their consideration and recommendation,
the 2009/2010 Directorate SDBIP information pack which contain the:
• Directorate SDBIP
• Departmental Business Plans - narrative ; and
• Departmental SDBIPs.
These documents underpin the 2009/2010 Corporate SDBIP that will be
submitted to the Executive Mayor for approval in terms of Section 53(1)(c)(ii) and
69(3)(a} of Act No. 56 of 2003: Local Government: Municipal Finance
Management Act (MFMA).
09_10 Metro Police SDBIP COVER REPORT
[Template updated April 2009]
Page 1 of6
4.
STRATEGIC INTENT
1436
The SDBIP is a detailed plan for implementing the municipality's service delivery
as outlined in the Integrated Development Plan (lOP) and budget. It includes the
service delivery targets and performance indicators for each quarter which should
be linked to the performance agreements for senior management.
The
performance criteria contained in the SDBIP are designed to achieve Good
Governance and Regulatory Reform, as well as facilitating the accomplishment of
Council's other strategic focus areas i.e.
•
•
•
•
•
•
•
5.
Shared Economic Growth and Development
Sustainable Urban Infrastructure and Services
Energy Efficiency for a Sustainable Future
Public Transport Systems
Integrated Human Settlements
Safety and Security
Health, Social and Community Development
FOR DECISION BY
Portfolio Committee, Mayco and Council.
6.
EXECUTIVE SUMMARY
The 2009/2010 Directorate and Departments SDBIPs contain the objectives,
indicators and quarterly targets by which progress will be measured during the
2009/2010 financial year. These are derived from the Integrated Development
Plan of the City, which serves before Council on 27 May 2009, and are an
elaboration of the Five Year Corporate Scorecard contained in the lOP. The
Departmental Business Plans provides the narrative to understanding the
SDBIPs.
The purpose of this report is to submit the 2009/2010 Directorate's SDBIP
information packs to the Portfolio Committee for consideration and
recommendation to the Executive Mayor. The Directorate SDBIP information
pack is attached as Annexure A. The electronic versions will be placed on the
city website at www.capetown.gov.za/idp after it has been noted by Council.
09_' 0 Metro Polioe SDBI P COVER REPORT
[Template updated April 2009]
Page 2 of6
7.
7.
7.
1437
RECOMMENDATIONS
7.1.
That the Portfolio Committee makes recommendation to the Executive
Mayor on the contents of the 2009/2010 Directorate Service Delivery and
Budget Implementation Plans and Business Plans.
7.2.
That the Mayoral Committee approves the 2009/2010 Directorate Service
Delivery and Budget Implementation Plans and Business Plans.
7.3
That Council notes the 2009/2010 Directorate Service Delivery and Budget
Implementation Plans and Business Plans.
ISINDULULO
7.1
Ukuba iKomiti yeMicimbi yeSebe yenze isindululo kuSodolophu
weSigqeba ngokumalunga neziqulatho zoNikezelo IweeNkonzo lowama2009/2010
kunye
neziCwangciso
zokuMiselwa
kweBhajethi
neziCwangciso zoShishino.
7.2
Ukuba
iKomiti
kaSodolophu/yoLawulo
mayiphumeze
uNikezelo
IweeNkonzo IweCandelo 10Lawulo lowama-2009/2010 neziCwangciso
zokuMiselwa kweBhajethi kunye neziCwangciso zoShishino.
7.3
Ukuba iBhunga maliqaphele uNikezelo IweeNkonzo IweCandelo 10Lawulo
lowama-2009/2010 neziCwangciso zokuMiselwa kweBhajethi kunye
neziCwangciso zoShishino.
AANBEVELING
7.1
Dat die portefeuljekomitee aanbevelings by die uitvoerende burgemeester
en
maak
oor
die
inhoud
van
die
diensleweringsbegrotingsimplementeringsplanne en sakeplanne van direktorate vir
2009/2010.
7.2
Dat
die
burgemeesterskomitee
die
diensleweringsen
begrotingsimplementeringsplanne en sakeplanne van direktorate vir
2009/2010 goedkeur.
7.3
raad
kennis
neem
van
die dienslewerings- en
Dat die
begrotingsimplementeringsplanne en sakeplanne van direktorate vir
2009/2010.
09_10 Metro Police SDBIP COVER REPORT
[Template updated April 2009]
Page 3 of6
1438
8.
DISCUSSION/CONTENTS
8.1.
Constitutional and Policy Implications
The process is driven by legislation.
8.2.
Environmental implications
Does your report result in any of the following:
No
Yes
(if yes, please complete the section below by clicking on the relevant tick boxes)
Loss of or negative impact on natural space
and/or natural vegetation, rivers, vleis or
wetlands?
An increase in waste production or
concentration, pollution or water usage?
D
Loss of or negative impact on the city's
heritage, cultural and scenic resources?
D
Development or any construction within
SOOm of the coastline?
D
Does your activity comply with the National Environmental Management Act (NEMA)?
(mark by clicking on the tick box)
Yes
D
No
Does your report complement and support the City's approved IMEP strategies?
(if yes, please select from list below by clicking on the relevant tick box)
Biodiversity Strategy and
Biodiversity Network
Environmental Education
and Training Strategy
Integrated Waste
Management Strategy
D
D
D
Coastal Zone
Management Strategy
Heritage Management
Strategy
Invasive SpeCies Strategy
Energy and Climate
Change Strategy
Air Quality
Management Plan
D
Do the activities/actions arising from your report:
(if yes, please select from list below by clicking on the relevant tick box)
Enhance Cape Town's unique environmental
assets?
8.3.
Negatively impact on Cape Town's
unique environmental assets?
Legal Implications
The process of preparing a Service Delivery and Budget implementation
plans must inter alia, comply with:
Section 53 (1)(c)(ii) and 69(3)(a) of Act No. 53 of 2003: Local Government:
Municipal Finance Management Act.
09_10 Metro Police SDBIP COVER REPORT
[Template updated April 2009]
Page 4 of6
1439
8.4.
Staff Implications
Does your report impact on staff resources or result in any additional staffing resources
being required?
8.5.
No
ISJ
Yes
D
Risk Implications
Does this report and/or its recommendations expose the City to any risk?
(i.e. does it have any adverse influence on service delivery?)
No
ISJ
Yes
8.S.
D
Other Services Consulted
All relevant Directorates
09_10 Metro Police SDBIP COVER REPORT
[Template updated April 2009]
Page 5 af6
ANNEXURES
Annexure A:
Directorate and Department Service Delivery and Budget Implementation
Plans and Departmental Business Plans
FOR FURTHER DETAILS CONTACT:
Andre Josias
0214001405
• AndF!f.1osias&aDetown. aov. za
i JlBtety & Security
NAME
. CONTACT NUMBERS
E-MAIL ADDRESS
DIRECTORA TE
FILE REF No
. SIGNATURE : DIRECT~R
II \
V
~
J
.
V
LEGAL COMPLIANCE
@
REPORT COMPLIANT WITH THE PROVISIONS OF
COUNCIL'S DELEGATIONS, POLICIES, BY-LAws
AND ALL LEGISLATION RELATING TO THE MATTER
UNDER CONSIDERATION.
D
NON-COMPLIANT
(Author to obtain signature before submiSSion to
Executive Support)
COMMENT:
Comment:
EXECUTIVE DIRECTOR
[Compulsory to Insert name}
(Author to obtain signature before submission to
Executive Support)
DATE
,-: Q
I0)[ 69
(Author to obtain all signatures before submission to Executive Support)
09_10 Metro Police SDBIP COVER REPORT
[Template updated April 2009]
Page 6 of6
Cape Town
Metropolitan Police
Department
2009/2010
Directorate SDBIP
,
...............
...-
Metro Police 2009 f 2010 DIRECTORATE SDBIP
SFA &
Dircc;tor-ate
Objective No
I
Corporate
Scorecard
Number
I
I
fi
Metro Police
I
Central
Operation'
j
I
Interna!
Genef.1
COmmen!
Icrime preventions in such I and dru9 confiscations I
%
008
%
12%
%
34694 hOUTS
972
3%
6%
9%
12%
3%
"%
9%
12%
Defintions
a manner thot It eomnbute
to the safety and security
{It till residents
~-
1. Orchestrate, direc
C
t
I
Metro POlice
'o;e~;t;:n~
Metro Polioe
Cenlre:1
Operations
Metro Police
Metro Police
Centruf
I
Operalfons
I
Central
Operations
manage the serv!
operatlDn&1 function:
Internal
crime preventions in such lall categories by means/
lntcmal
I
!
1
Interns
Internal
I
I
h law offences 10 ensure
~ ____ ~ .... _. " ___ .~~.~._
I""",.,,"".'
,,,,_u,,,,.
' ' '1
crime preventiuos m $l.ich
•• - - - - -
~ ... - .
"
_ _ _ "''''' ..... h .
, 12% Decrease
10% inCrQ;;iISQ t()
36183 hOUfS
Ii of joint operaVotls
I
wlth other'aw
9540.75 Hours
(200%)
1O%m~aseto
5352
enforcement agenCies
to ensure crime
I
1471
5688
5% increase to
642
612
160
9540.75 Hours
1471
(:1942
(4413
(5888
Accumulative)
Accvmulativel
Accumula~)
1471
'475
161
(321
160
(461
161
(642
Acromulative)
ACl:::umulatlve)
A.ccumulative}
preventmn
MohO Police
l
Central
Operatioll$
"'''''',''''''''1
Internal
cen:J In"mol
Metro Police
I
OpflTlItlonS
Metro Pollee
I
CCTV
Metro Police
I
Civilian &
lrrt9rna!
AffaifS
Internal
Metro Police
I
Civih&n&
internal
Affairs
Internal
'""~
j
~~,~e: ~~~~~~,::~~d!~_~f J
v,'
Llle " ' ..
'v,'-"~
'v
~danoo of Senior
members at 3U active
I
Civilian &
Internal
Intemai
Afu\lr~
.... I~···
MetmPolir;:e
I
CIv,li_n&
Internal
Affairs
Internal
~
%
HID.,.
100%
%
100%
100%
%
%
~~
9428
100%
100%
I
%
100%
100....
% reduction
1. To ensure servlce
compfaint1: of the pUbficl
delivery, excellence in line
egainst enforcement
with Stllho Pele principles
staff,
%
56
%
1QO%
Q)mmunily PoliCil!
Forums in the
Metropole
3. Enhanct'! operation"l
effectiveness and
Degree of aUgr
efficiency of the Service to
deliver on its maMate of the..~~:~~~ ;~~:.:~ ,.."
[
I
................... -....
Vlotat!()ns by-law
()fTencC!$, cnme and other
emergencies
where the CCTV
network camerAS are
mstalled
..
1 To ensure service
% or effiCient responses
delivery, excellence In Ime to complaints Within e
delivery, excellence In line and efficiunUy fmalised
with Btlthe Pele principles
within
.....
MetfO Police
I
'" Cons;,'en'
j
a EnSUflll u{hice! police
conduct
~
I I
N
100%
100%
100%
100%
100%
100%
100%
100%
'%
,,%
100%
100%
100%
100%
100%
100%
100%
110% rl!!dvdion tO
I
50
2.50%
5%
75%
10%
100%
25%
50%
75%
100%
,. t ~~
~
.....
Imp!ementatlon 01 the
departmental accident
reporting policy
....
~
I
SFA&
Directtmrte
Objective No
Iem••,"'al
Scorecard
Number
I
'E
I
Metro Porice
I
Mvtro Pulice
I
Metro Police
I
~
I
0
--
lJ
CMlle, &
Inlemal
Affaire.
I
Civilian &
Internal
Affairs
Oeflntlons
Comment
InternAl
Inlernal
1 Ensure development or
Integrated Information
CivIlian &
Internal
Inlernal
Affairs
s::!%~ ~:e~~~c~);~r
I
%
":::~~:~~:~'"
VI
I
%
100%
100&
25%
50%
75%
100%
%
100%
100%
100%
100%
100%
100%
%
100%
100%
100%
100%
100%
100%
"
100%
'00%
100%
100%
100%
100%
seNice delivery and
re50urCil'$
Metro Police
Metfo Poliee
I
f
Internal
Interne!
Affairs
M""I'V
ess ¢ftne
n..>'u."" 'v meet the
Ensure toO%
attendance of e!l
GIl/DC meetings
objectives of the Civilian
Oversight Committee
:::'ivrlhm &
Interns!
Affairs
Internal
B. Ensure reediness of the
Metfo Police to meel Ute
...1., ..... ;, ....,"'111., .. ,...":1:,, ..
% adhertmre it
~"... _~~~~~~ ~~"M.'H I
Support
Servft;es
Met,o PoliCe
....
Metro Police
(4 Accumulalive}
~
I (6 Af;t;umiJlatiw) I (8 Accumulative)
ttf;IIa
1\1\3
"".4
SA.S
Directorate &
Departmental Staffing
Sirategit:s developed,
approved and %
implementation of Ihe
action plan
CORPORATE
SERVICES
(Lead
Directorate)
CORPORATE
I SERVICES
(Lead
Directorate)
I
CORPORATE
SERVICES
(u.ad
Directorate)
arrangements
I
I
:
I
Fina:ncad
I"" '~,";i,g. enha,."'" I Pore.,,'a,.
serv~ce d.elLvery. with
SA Ensuring anha:nced
s:ervit:e delivery WIth
eme;ent mstltutional
arrangem€'f1ts
budg.,
spent on
$0% of a.ction
plans
lmptemented
1
rmplemenlabon of
efflclont !n$htuhonsl
arrangement$
W
90% of curr(!(lt
years action
9D%
30%
50%
10%
90%
.
Ql i cul"hol1
The cnnfeftmces afe not
recognised by 1he SETA as
claimable from 1he 1% of the wage
bill as per the Ac1
r
I
positive employee
I
28%
NIA
NlA
2"'"
28%
SFA&
Directorate
Objective No
I
I i
i
Corporate
Storeeard
Number
o
aA6
General
Comment
SA Ensuring enhaneed
service delivery with
Internal
Percentage of capilt'll
project'S meeting
orig~nal
efficient institutional
arrangements
planned
milealone5
New
80% N12
80% Hit
80%
1\112
80%1\112
100%
8A 7
..........
\""
.........
I
Internal
I
"~~y' .."'."'''''''<'''~ ,...."'~
I ""f' .... ,'''''''~"... nl\ilU~!IIS I
ofC3
notification
process
I lInplemented
Including geecoding and
corresponden
c.
functionalily
86_3
FIANANCE
(Lead
IF
. I
InsnCla
Directorate)
Ic~trOI'
"...cash
,u~ flow,
.. mcom·1
indigent
support, alternative
95%
Finam:ial
98%
100%
of C3 notificatlon
Z5%
50%
01 process
implemented
TIG~oo
8a!te<lon
l?irlDept
now
FINANCE
884
I
projected casfl
mrome oDportunities.
80%,m
Based on
DirlDept.
projed~
now
cnb
now
Based on
now
75%
01 process
fmplement..-o
Ham on
Ok/Dept
projected cash
95"
flow
Based on
Dlr/Dept
projected cash
98%
now
management
8 B Management of key
financial und governance
S8]
INTERNAL
AUDIT (Lead
Internal
60%
Directorate)
management
'0%
60%
60%
60"
DeftntlOM
E
I., I
SFA&
Directorate
tlB 10
i
General
Comment
!
FINANCE
(Lead
Directorate)
Percentage annual
asset venficatlon
OefinUons
100%
process complet8d
CORPORATE
SERVICES
SA Ensurrng enhanced
lolemsl
service delrvery Wllh
efficient IflsUb.lllOnal
SA3. Staff availability
as measured by %
absenteeism
~%
%
aflangem~nts
New
Benchmark)
Annual
Target
Annual
Target
Annual
Target
......
~
~
C'.J1
..
-~~w "re:'-E~~\~~
Cape Town
Metropolitan Police
Department
2009/2010
Central Operations
Business Plan
......
~
w:;::...
~
I:l1'T OF UP! IOIIN i ISIIUG USEl.APl i SUO ~UHrJ'
DEPARTMENTAL BUSINESS PLAN
2009/2010
DEPARTMENT
: Central Operations
DIRECTOR
.....
: Acting Chief M Mfeketo ~
Contact Person
: Mr. M. Mfeketo
Page 1 of 13. CTMPO_ 1st Orafe Central Operation: 2009/2010
EXECUTIVE SUMMARY
1.
Central Operations is the Division within the Cape Town Metropolitan Police Department, which is tasked with the day to day
policing of the Cape Town Metropolitan Area, thereby making it safer for all who live, work and play there, whether resident,
domestic tourist or international tourist.
Crime in any City has a very real link to the economy of that City not only due to the loss of revenue caused directly by crime
but also due to the potential loss due to the reluctance of foreign investment. It is for this reason that the importance of the
functions and mandate of this Division cannot be under estimated.
2
PURPOSE AND OBJECTIVES
2.1
VISION:
To adopt a pro-active stance to crime prevention by means of planned intelligence driven joint operations, whilst winning
public trust through professional and transparent behaviour.
.......
w::.
2.2
MISSION STATEMENT:
~
00
Ensuring effective and efficient visible policing towards enforcement of Traffic Laws, Municipal By-laws and prevention of
crime through a sustainable enforcement and integrated operational strategy based on Community Policing, Batho Pele and
Good Governance Principles, Service Excellence and Professionalism, in partnership with SAPS, other external and internal
stakeholders and role-players.
2.3
OBJECTIVES:
o
Optimise service delivery at ALL times
o
Provide a professional and effective service to all residents and visitors
o Maintain operational readiness and effectiveness
Page 2 of 13. CTMPD_ 1"' Draft_ Central Operation: 2009/2010
o
Continually conduct SWOT analysis in an effort for continuous growth and improvement
o Decrease crime through pro-active policing initiatives
o Improve compliance to the National Road Traffic Act, by adopting a zero tolerance approach to offenders
o
Decrease violations of City By-Laws
o
Regain the trust of the community through professional and transparent behaviour
o Continued training and preparation for the 2010 world soccer cup.
Build productive relationships with internal and external stakeholders I role-players
o
2.4
CUSTOMERS:
Internal
External
o
The City of Cape Town
o
All residents of the City of Cape Town
o
Safety and Security Portfolio Committee
o
All visitors to the City of Cape Town
o
The Civilian Oversight Committee
o
The South African Police Services
o
City of Cape Town ...... Traffic Services
o
The Department of Community Services
o
City of Cape Town ....... Law Enforcement
o
Department of Transport
o
City of Cape Town ....... Specialist Services
o
Department of Immigration
o
Telkom
o
Department of Education
o
Community Police Forums
......
~
w;;::.
<:.0
Page 3 ot 13. CTMPO_ 1't Orate Central Operation: 2009/2010
2.5
DEMANDS I EXPECTATIONS:
o Reduce crime
o
Improve safety
o Improve response times
o
High Visibility Patrols
o
Reduce Traffic accidents and infringements
o Provide a professional, efficient and transparent service
o
Build relationships in order to enhance capability to fight crime
o Prepare for 2010
o Adopt Batho Pele principals
o
Enhance operations, patrols etc during festive and peak seasons
o Policing of public transport interchanges and routes
2.6
o
Policing of public amenities
o
Policing of clinics, libraries and pension payout points
.......
~
I:..n
c;,
AIM:
Central Operations aims to ensure a safe and secure environment for ALL residents and visitors to the City by embarking on
a no nonsense approach, yet fair and transparent approach to it's three legislative mandates; namely Crime Prevention, Law
Enforcement and Traffic Policing.
Page 4 of 13. CTMPD_ 1"' Draft_ Central Operation: 2009/2010
3.
Legal Requirements for the Plan (if applicable)
o
The Constitution
o
SA Police Act and SAPS Amendment Act
o Municipal Systems Act
o
Municipal Structures Act
o Municipal Finance Act
o National Road Traffic Act
o
By-law Regulations
o
The Criminal Procedure Act
o Drug and Drug Trafficking Act
.....:..
o
..r:::-.
Marine and Coastal Management Act
c:.n
to-
o Domestic Violence Act
o Bathe Pele Principals
o
Events Bill Act
o White paper on Safety and Security
o National Crime Prevention Strategy
st
Page 5 of 13. CTMPO_ 1 Orafe Central Operation: 2009/2010
4.
Partners and Stakeholders in the Strategy Plan (key stakeholders of the plan)
Partnersl Stakeholders
South African Police
Services
Department of
Transport
Roles and Respo nsibilities
0
Provision of Crime Threat and Crime Pattern Analysis, in conjunction with Metro Police
information management.
0
Joint planning for operations
0
Leading role with regards to planning for 201 o
0
Remains the leading agency with regards to Crime Prevention and will be supported by
other services such as Metro Police
0
Issue instructions via the office of the Comm ssioner
0
Initiate traffic enforcement and education pro grammes throughout the year but with
emphasis during the festive and peak seasor s.
0
Coordination of above at local, provincial anc national level.
,..--~~
--.
~
Department of
education
Traffic Services
0
c..n
Planned searches at schools
l'.:1
0
Planned education drives with regards to dru gs, sexual offences etc
0
Security at schools
0
Traffic Management around events, marches film shoots, beaches, sport facilities etc
0
Planning of arrive alive roadblocks, public tre nsport enforcement and education etc
0
Attendance of Community Police Forums
0
Reduction of traffic accidents and road death s
0
Su~~ort
to other services during ~Ianned o~e rations such as Roadblocks, Vehicle Check
Page 6 of 13. CTMPD_ 1st Drafe Central Operation: 2009/2010
l
Points, Joint Operations, Public Transport Enforcement etc
Law Enforcement
I
0
Management of by-law enforcement
0
Coordination of joint operations aimed at by-law enforcement
0
Custodian of festive and peak season by-law enforcement programmes
0
Anti land invasion operations
0
Illegal traders operations
0
Substance Abuse Unit: To address drug related issues
0
Metal Theft Unit: To address issues around metal theft such a cable theft
0
Displace person Unit: To address Displace person issues
0
K- 9 Unit: To address drug related issues with SAU
0
Anti Land Invasion: To address illegal Land invasion issues
--
-----
Specialised Services
----
i
Department of
Immigration
0
Department of
Community Safety
0
Training and provision of Bambanani members
0
Training of neighbourhood watch members
0
Oversight on Service Delivery complaints
0
Coordination between SAPS, Local authorities departments
0
Traffic policing of provincial owned road
0
Planning of K 78 Roadblocks
Assisting with joint operations involving undocumented foreigners
.
.
......
~
c..n
~
-----
Provincial Traffic
Page 7 of 13. CTMPD_ 1st Draft_ Central Operation: 2009/2010
o
5.
6.
Reduction of traffic accidents and road deaths
RESOURCES (Financial and Staff)
CAPITAL BUDGET:
R 1,589,562
OPERATING BUDGER:
R 187,557.259
BACKLOGS AND RESOURCE CONSTRAINTS (if applicable)
r~
~~-
~-~
AREA
NORTH
~-
SOUTH
EAST
wEST
-----
r~
DEPUTY CHIEF
0
-~~
o
0
TRU/CRU
~~~~
HEAD
OFFICE
TO TAL
-----
0
0
1
1
1
1
0
5
-~
r
DIRECTOR
1
SNR SUPERINTENDENT
2
~ SUPERINTENDENT
1
1
2
2
2
1
SERGEANTS
1
o
2
3
0
i-------~-
7
l'1
12
7
~
~
70
8o
83
0
19
7
0
6
~--
1
•42
41
0
3 59
2
0
-----
85
~-
SECONDED
9
~-
4
~~~
CONSTABLES
0
-~~
~~-
I
....
~
0
l-~-
28
~~-
TOTAL
81
5
100
103
49
2
i.
50
~~
---~
s1
Page 8 of 13. CTMPD_ 1 Draft_ Central Operation: 2009/2010
7
ASSUMPTIONS AND RISKS
7.1
Assumptions
The envisaged structure for Central Operations is 1 400 members, there are currently 450 members in Central
Operations.
7.2
riSK NO.
Risk Assessment
IHEADING
ACTIONS TO IMPROVE MANAGEMENT OF
THE RISK
ACTION TAKEN
~~--~----t ~-
1
Poor reputation of the Metro
Police I eroding of public
confidence in Metro Police,
largely due to drop in service
delivery as a result of decrease
Human Resources
•
•
•
The strategic focus to be taken into consideration ;jn
Define services to be met
Set mechanism in place to facilitate I order to facilitate the redeployment of staff in orde~
to meet operational challenges
' ~
redeployment of staff
c..n
Redeploy current staff to meet service
<:.n
compliance
to
National
Policing
Standards;
•
requirements
• review the current shift system in order to
meet with Council's strategic intention of
ensuring equitable service delivery.
• Proposal of the new shift system.
--------------------- ----r
2
Poor staff management
(Service operationalisation
•
Formulation of management procedures
with specific outcomes and targets operationalisation service.
-------------------~l
To ensure that an effective functional mechanism
and efficient co - operation and co - ordination will
be implemented through liaison with other policing
agencies and other departments via:
•
•
•
Weekly OMF (Operational Management
Forum); Review of operations once a month
with other stakeholders;
Monthly meeting with Sub - Councils;
Monthlv meetinQ with CPF chairoersons.
st
Page 9 of 13. CTMPD_ 1 Draft_ Central Operation: 2009/2010
These meetings are chaired by the Deputy Chief:
Central Operations.
3
Provide clarity on CPF roles
and responsibilities
•
•
Reprioritisation of the Annual Police Plan
given change in resource capacity to
address the three service areas
Deployment of staff between areas
•
Workshop to be arranged with CPF on the 13 ;
May 2008.
8.
STRATEGIC ALIGNMENT TO THE lOP
8.1
Drafting and implementation of the Annual Plan linked to the strategic Focus Areas and Objectives in the lOP.
Enhance service delivery and operational effectiveness.
8.2
LINK TO PROGRAMMES (Programme Layout and description linked to Department objective)
•
......
Programme name and description
~
•
Outputs that you aim to achieve
•
Strategies that will be followed to achieve programme outcome
•
Diagrams and tables as illustration
•
Key projects and initiatives
•
Resources linked to the project
c..n
0':
* All of the above are best depicted by the table below
st
Page 10 of 13. CTMPO_ 1 Orafe Central Operation: 2009/2010
9.
OBJECTIVES AND INDICATORS OF THE STRATEGY I OPERATIONAL PLAN
What do you plan to do and How do you intend to achieve this: Include the Key Objectives and Indicators and targets.
No I
1
Indicator(s) of this
Objective
Objectives of this
Plan
Orchestrate, direct and I 12% increase in arrests in
manage the service
drug related
operational functions and
crimes(Possession &
crime preventions in
Dealing) and drug
such a manner that it
:onfiscations(inclusive of
contribute to the safety
drugs found abandoned)
and security of all
residents
Target (by
Sept 09)
Target (by
Dec 09)
Target (by
March 09)
Target (by
June 10)
3%
6%
9%
12%
!
---
o/cI Reduction of incidences
Orchestrate, direct and
manage the service
0 crime in all categories by
operational functions and
means on collaborative
crime preventions in
I cr me prevention with SAPS
such a manner that it
contribute to the safety
and security of all
residents
3%
Orchestrate, direct and j o/cI increase in visible patrol
manage the service
hours to discourage crime
operational functions and
crime preventions in
such a manner that it
contribute to the safety
and security of all
residents
9540.75 Hrs
(2.5%)
I,'
2
3
6%
9%
12%
...
~
t..n
-...l
9540.75 Hrs
(5% 19081.5
hrs)
9540.75 Hrs
(7.5%
28622.25 hrs)
-~-.-
st
I
9540.75 Hrs
(10% 38163
hrs)
- -,--_._ _--
..
...
Page 11 of 13. CTMPD_ 1 Draft_ Central Operation: 2009/2010
~
I
I .
I
4
Orchestrate, direct and
manage the service
operational functions and
crime preventions in
such a manner that it
contribute to the safety
and security of all
residents
I # of fines issued for By-Law
5
1471
offences to ensure
compliance with By-Law
regulations
~
Orchestrate, direct and
manage the service
operational fUnctions and
crime preventions in
such a manner that it
contribute to the safety
and security of all
residents
..
...
# of joint operations with
other law enforcement
agencies to ensure crime
prevention
1471
(2942
Accumulative)
1471
{4413
A ccumulative )
1471
(5888
Accumulative)
161
{481
A ccumulative )
161
(642
Accumulative)
100%
100%
~.
160
161
(321
Accumulative)
-----
I % Consistent attendance of
Enhance operational
effectiveness and
Senior members at all
efficiency of the Service
:lctive Community Police
6 I to deliver on its mandate
=orums in the Metropole
of Crime Prevention,
Road Policing and ByLaw enforcement
100%
100%
.-..
.r;:.
c..n
00
-
..
Enhance operational
effectiveness and
efficiency of the Service
7 I to deliver on its mandate
of Crime Prevention,
Road Policing and ByLaw enforcement
Degree of alignment of the
A lnual Police Plan with the
)P and Corporate SDBIP
100%
100%
----
100%
100%
-_.
st
Page 12 of 13. CTMPD_ 1 Draft_ Central Operation: 2009/2010
10.
AUTHORISATION
The undersigned do hereby indicate their agreement with the contents of this document and the outcomes.
Name
Director
M Mfeketo
Executive Director
R Bosman
tM;~ Member
11.
Date
:] jeFt
_?OlCS~~
Cllr Smith
APPENDICES: IF ANY
Appendix 1:
.....
.....
c:..n
c:.o
Page 13 of 13. CTMPD_ 1st Draft_ Central Operation: 2009/2010