Kgatleng District is prone to veldt fire outbreaks but the community is reluctant to assist in fire suppression activities. There has not been many domestic fire outbreaks but the possibility of putting up and equipping a fire station cannot be ruled out, as a contingency measure.
16.7.2Performance Targets, Budget and Plan Monitoring
Table 16.73 Proposed Projects, Performance Targets, Budget and Plan Monitoring
Resources required to accomplish the projects in this chapter are perhaps moderate. The most important resource is finance. Indeed the proposed warehouse, equipment and materials do carry cost implications. All other operations also have cost attached to them. Management will also play a crucial role as a resource input. The challenge to management will be to remain prepared for disaster even without any sign of possible threat; which in fact is the essence of contingency planning. Apart from meeting regularly, the DDMC will also have to ensure that the various components of the response mechanism remain in tune through regular rehearsals.
The current situation where the DDMC does not have any capital outlay and of course materials also is most regressive. What happens is that the committee relies on government agencies and non-government organisations for such needs. Thus, there is no warehouse, no tents, no blankets no first aid equipment, no money no offices. In the past tents used in relief operations were borrowed from the Elections office and the Red Cross Society. Transport was provided by the District Council and other government departments office accommodation and stationery were provided by District Administration and Council. There were no materials deserving mention, and the headquarters could not assist because it was also equally deprived. This is the scenario, which must be changed. The DDMC must be transformed into a well-endowed body with desirable resources.
Although government has in the past had difficulties in providing for contingency planning requirements, growing recognition of the need to treat disaster management as an aspect of development process because of the enormous benefits that are associated with this approach, are sensitising us towards transforming our response mechanisms from a state of dormancy to action, dependency to at least partial independence, budget absence to budget allocation, management by crisis to preparedness.
Despite the overbearing budget constraints associated with such operations we are convinced that the new trend will prove to be worthwhile.
16.7.4Plan Monitoring Program
Key Performance Indicator
Safety and Security measure
Compassionate, Just and Caring.
Construction of a District Disaster Management Warehouse, purchase of equipment, purchase of stock.
Construction of fire station in Mochudi.
Construction of fire breaks network throughout the District.
Build capacity for providing relief aid to 4000 persons at once.