1. MONTAGUE GARDENS-MARCONI BEAM IMPROVEMENT DISTRICT
WELCOME TO THE
PROPOSED
MONTAGUE GARDENS-MARCONI BEAM IMPROVEMENT DISTRICT
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Montague Gardens-Marconi Beam Improvement District (MMID) SRA

2. AGENDA Opening and welcome by chairman
Introduction to the MMID initiative
Presentation on the proposed MMID
Questions
Closing

3. BOUNDARIES OF PROPOSED MMID

4. WHAT IS AN SRA
Clearly defined area where property owners contribute an additional property rate to fund “top-up” municipal services.
Enables owners to manage their area.
Provides ‘top-up’ municipal services to those provided by CoCT.
Services include:
public safety, cleanliness, social engagement, marketing, promotion & public and stakeholder relations.
Ratepayers bear a proportional share of the costs ito the Business Plan.
Collected by CoCT from all property owners as an additional property rate.
Paid over monthly to the SRA by CoCT.
Services to be implemented as specified in the Business Plan.

5. THE NEED FOR AN SRA
A group of concerned property owners formed a steering committee to start the process of establishing an SRA for Montague Gardens - Marconi Beam.
A perception survey was conducted, confirming the need for an SRA, or improvement district (ID), in Montague Gardens-Marconi Beam.
Proposed improvement district to be called the MMID (Montague Gardens-Marconi Beam Improvement District).

6. PERCEPTION SURVEY CATEGORIES
Improvement districts usually focus on four main categories:
Public safety and security
Cleanliness (grime)
Urban management – state of the public spaces in the area and the built environment (roads, pavements, open spaces, street lights, etc.)
Social engagement (homelessness and vagrancy).
SUMMARY OF PERCEPTION SURVEY FINDINGS:
The results of the perception survey conducted among property owners in the proposed MMID are summarised in the following slides.

7. SRA PERCEPTION SURVEY – SAFETY & SECURITY
Responses in this category showed that safety and security was deemed to be the biggest problem facing the area:
43.7% stated that their property had been vandalized (Q 3).
43.5% stated that vagrants and homeless people were responsible for acts of vandalism in the area (Q 14).
78.6% stated that they knew of public infrastructure close to their properties that had been vandalized (Q 4).
59.4% stated that they had personally experienced crime in the area (Q 5).
Muggings and personal attacks were deemed to be less of a problem than burglaries (property crime) and vandalism (Qs 5-7, 11).
61.3% believed that their staff were not safe getting to and from public transport (Q 8).
It was reported that most crimes happened at night or over the weekend (Q 13).
Certain streets were listed as crime hot spots (Q 12).

8. SAFETY & SECURITY: IMAGES

9. SRA PERCEPTION SURVEY – CLEANLINESS
Litter and illegal dumping were believed to be the second biggest problem facing the area. In this category, responses were as follows:
82.8% of respondents perceived illegal dumping to be a problem (Q 17).
91% of respondents felt that litter was a problem (Q 18).
The lack of municipal rubbish bins in the area was also perceived to be a problem (Q 19).

10. CLEANLINESS: IMAGES

11. SRA PERCEPTION SURVEY – SOCIAL ENGAGEMENT
Homelessness and vagrancy perceived to be a problem, with this contributing to crime, vandalism and littering.
Responses were as follows:
43.5% perceived vagrants contribute to vandalism (Q14).
26.5% perceived vagrants contribute to littering (Q14).
Other issues raised were loitering, begging and alcohol and/or drug abuse (Q14).

12. SOCIAL ENGAGEMENT: IMAGES

13. SRA PERCEPTION SURVEY – URBAN MANAGEMENT
Respondents believed that the quality of urban management is fair. Responses were as follows:
82.4% stated that they did have street lights in their road (Q 22).
However, 61.45% did not believe that street lighting in the area was sufficient in terms of security (Q 23).
68.1% believed that traffic and road signage were up to standard.

14. URBAN MANAGEMENT: IMAGES

15. GOALS Improve the Public Safety of the area.
Keep the area clean and well maintained.
Reverse the process of urban decay and degeneration.
Protect / Increase property values.
Reduce property vacancy levels.
Promote economic growth.
Create a safe and friendly environment to work and do business.

16. PROGRAMS TO IMPLEMENT GOALS & PLANS
There are six MMID implementation programmes:
Management and operations programme
Public safety & security programme
Cleanliness programme
Social development programme
Urban management programme
Marketing and stakeholder and public relations.
Note: a formal business plan and 5 year budget will be based on the results of the survey when it is completed – funds will be allocated based on the survey results. The survey has not been completed.

17. SERVICES PROVIDED BY THE PROPOSED SRA
Dedicated ID manager and staff
Full-time cleaning and maintenance team
Dedicated security team, with 24-hour presence, including vehicle patrols
Law Enforcement Officers, with the power to issue fines and make arrests
CCTV cameras, monitored 24/7
Urban management
Social engagement, working with NGOs.

18. STRUCTURE OF THE SRA Directors Chair of the Board Finance Director
A director for each programme, as follows:
Operations Director
Public Safety Director
Cleansing
Social Development Director
Urban Management Director
Marketing, Public Relations & Stakeholder Relations Director

19. STRUCTURE OF THE SRA (CONTD.)
The MMID office will be staffed by the following permanent full-time staff members:
MMID Manager, assisted by the following staff members:
Office Manager
Administrative Assistant
Operations Supervisor
4 x General Workers .

20. THE PROPOSED PLAN MANAGEMENT & OPERATIONS
Form a non-profit company with a board of directors consisting of Montague Gardens and Marconi Beam property owners.
Employ a suitably qualified Improvement District manager and support staff.
SAFETY & SECURITY
Outsourced to a security company located in the area.
2 x 24/7 patrol vehicles
4 x Public Safety Officer per shift.
2 x Rent-a-cops or Law Enforcement Officers dedicated to the area, with the power of arrest and to issue fines and enforce by-laws.
Between 40 and 60 CCTV cameras monitored 24/7.
Note: a formal business plan and 5 year budget will be based on the results of the survey when it is completed – funds will be allocated based on the survey results. The survey has not been completed.

21. THE PROPOSED PLAN (CONTD.)
CLEANLINESS
The Improvement district will have its own clean-up and maintenance team, which will include a vehicle and staff.
SOCIAL ENGAGEMENT
A budget to fund social welfare worker, to interact with vagrancy and homeless in the area.
URBAN MANAGEMENT
Proactive management by the MMID will ensure that the built public environment and public open spaces are well-maintained.
MARKETING & PUBLIC AND STAKEHOLDER RELATIONS
The area will be marketed, and an active public and stakeholder relations programme will promote the area.
Note: a formal business plan and 5 year budget will be based on the results of the survey when it is completed – funds will be allocated based on the survey results. The survey has not been completed.

22. BUDGET 1st Year budget summary as per MMID Business Plan ITEM AMOUNT %
Employee-related R
17.9%
Public safety & security R
57.4%
Cleaning R
4.7%
Urban management R
2.2%
Social engagement R
2.0%
General expenditure R
9.4%
Capital expenditure
R90 000
1.5%
Other R
Total R
100%

23. COST OF SRA SERVICES Budgeted at R5.862 million per annum.
Translates into a monthly SRA levy per property owner of R59.08 (excl VAT) per R1 million of property value.
Levy will be collected from all property owners, by the City of Cape Town together with property rates.
Annual Budget increase between 6% and 8%.

24. TIMELINE Form steering committee 
Perform perception survey and feasibility study 
Draw up business plan 
Host Public Meeting 
Obtain 50% + 1 votes from property owners
Submit application for an SRA
Host second public meeting
Objection period
Obtain approval from CoCT
Appoint service providers
Commence operations (1 July 2018)
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25. SUMMARY AND IN CLOSING Thank you for attending.
We need your ongoing support.
“All it takes for evil (crime and grime) to succeed, is for a few good men to do nothing.” (Edmund Bourke).