158
DEPARTMENT OF TRANSPORT ANNUAL PERFORMANCE PLAN for 2016/17 Republic of South Africa
DEPARTMENT OF TRANSPORT
ANNUAL PERFORMANCE PLAN
for 2016/17
Republic of South Africa
| P a g e
2
Department of Transport
Annual Performance Plan 2016/17
The 2016/17 Annual Performance Plan for the National Department of Transport
is compiled with the latest available information from departmental and other
sources.
Some of this information is unaudited or subject to revision.
For more information, please contact:
Strategic Planning and Cluster Coordination,
National Department of Transport
Private Bag X193
Pretoria, 0001, South Africa
Tel: +27 12 3093893
Fax: +27 12 3093590
The APP is published on
www.transport.gov.za
ISBN: 978-0-621-44336-3
RP 53/2016
Disclaimer:
Users may apply or process this data, provided the Department of Transport (DoT) is acknowledged as the
original source of the data, that it is specified that the application and/or analysis is the results of the user’s
independent processing of the data, and that neither the basic data nor any reprocessed version or application
thereof may be sold or ordered for sale in any form whatsoever without prior permission from the Department of
Transport.
| P a g e
3
Contents
MINISTER’S STATEMENT OF POLICY AND COMMITMENT .................................................... 4
STATEMENT BY THE DEPUTY MINISTER OF TRANSPORT ................................................. 14
OFFICIAL SIGN OFF ......................................................................................................................... 23
PART A: STRATEGIC OVERVIEW ................................................................................................ 24
Situational Analysis ........................................................................................................................ 24
Performance Environment ............................................................................................................ 24
Organisational Environment ......................................................................................................... 42
The DoT Strategic Planning Process .......................................................................................... 45
Strategic Outcome-oriented Goals of the DoT .......................................................................... 46
Expenditure Estimates: Vote 35 Transport ................................................................................ 50
PART B: PROGRAMME AND SUBPROGRAMME PLANS ........................................................ 54
Programme 1: Administration ....................................................................................................... 54
Programme 2: Integrated Transport Planning ........................................................................... 67
Programme 3: Rail Transport ....................................................................................................... 78
Programme 5: Civil Aviation ....................................................................................................... 102
Programme 6: Maritime Transport ............................................................................................. 116
Programme 7: Public Transport ................................................................................................. 126
PART C: LINKS TO OTHER PLANS ............................................................................................ 139
Links to Long-Term Infrastructure And Other Capital Plans .................................................. 139
Conditional Grants ....................................................................................................................... 140
Public Entities ............................................................................................................................... 143
Public-Private Partnerships ........................................................................................................ 148
Annexure A: Glossary of Frequently Used Acronyms by the DoT ........................................... 149
| P a g e
4
MINISTER’S STATEMENT OF POLICY AND COMMITMENT
I present the Annual Performance Plan of the Department of Transport (DoT) for the
financial year 2016/17 to Parliament, for the Medium Term Expenditure Framework (MTEF).
To reiterate our commitment to the National Development Plan 2030 vision, we vow to
continue participating actively and intensifying our efforts to contribute to Government’s drive
against poverty, inequality and unemployment.
In February 2015, President Jacob Zuma, in his State of the Nation Address (SONA),
unveiled a nine-point plan for economic recovery and growth in South Africa. That plan
entails:
Resolving the energy challenge;
Upping the agricultural value chain;
Beneficiation through adding value to mineral resources;
More effective implementation of the higher impact industrial policy action plan;
Encouraging private sector investment;
Moderating work place conflict;
Unlocking the potential of SMMEs, cooperatives, townships and rural enterprises;
Reform of state owned companies, broad band roll out, water sanitation and transport
infrastructure; and
Operation Phakisa, which aims to grow the ocean economy - such as the shipping and
storage of energy products.
The objectives of the 9-Point Plan in relation to Transport Infrastructure are to:
Improve access to economic opportunities and social space;
Advance economic development;
Improve movement of goods;
Ensure greater mobility of people and goods; and
Promote regional integration.
The transport sector, due to its intensive use of infrastructure, is an important component of
the economy and a common partner in stimulating development. This is even more so in a
global economy where economic opportunities are increasingly related to the mobility of
people, goods and information. A direct correlation between the quantity and quality of
| P a g e
5
transport infrastructure and the level of economic development is apparent. High density
transport infrastructure and highly connected networks are commonly associated with high
levels of development.
When transport systems are efficient, they provide economic and social opportunities with
benefits that result in a positive multiplier effect such as, better accessibility to markets,
employment and additional investments. When transport systems are deficient in terms of
capacity or reliability, they can have negative economic impact such as reduced or missed
opportunities and a lower quality of life.
Transport infrastructure and services are crucial for economic development, job creation and
social transformation. The challenges facing this sector include poor urban public transport,
ageing rolling stock, reliance on foreign ship vessels, poor air transport connectivity on the
African continent, inadequate private sector participation, deteriorating provincial roads and
the port tariffs structure, amongst others.
The National Development Plan (NDP) offers a long-term perspective. It defines a desired
destination and identifies the role different sectors of society need to play in reaching that
goal. The 9-Point plan therefore seeks to give meaning to the objectives and aspirations of
the NDP. Therefore, in the current MTSF period, in aligning its programmes to the plan, the
Department of Transport will oversee the manufacturing of a rolling stock factory in
Ekurhuleni, which will ensure that 65% of trains used in the country, are built locally; upgrade
the R573 Moloto Road, which in turn will improve access to economic opportunities and
social space and address the road safety challenges; roll out Integrated Public Transport
Networks (IPTNs) in thirteen cities; renegotiate and improve air services agreements on the
continent to facilitate mobility of goods and people, as part of the Yamoussoukro Decision;
reform the port tariffs structure to promote beneficiation; support the local ship building
industry; improve the ship register and enhance cargo volumes to ensure this will act as a
catalyst for the Oceans Economy; maintain provincial roads; and contribute towards the
development of a private sector participation framework and infrastructure funding
framework.
It is anticipated that the upgrade of the Moloto Road will create approximately 10 000 job
opportunities, whilst the rolling stock jobs are estimated at 65 000. A further 7 900 jobs will
be created from the integrated public transport network programme and another 61 000 jobs
will be created as a direct consequence of the implementation of the provincial road
maintenance scheme.
| P a g e
6
In linking our initiatives with the 9-Point Plan, the Department aims to ensure that it
maximizes its efforts towards the achievements of the NDP vision. The following shows the
priority alignment of the Department in support of the NDP:
Contribution to resolving the Energy Challenges
In the current medium term expenditure framework (MTEF), the DoT will finalise and
implement the Branchline Strategy, which will guide the revitalisation of strategic branchlines
with the aim of unlocking economic potential of the country and the regions. These
branchlines, which are currently a relatively under-utilised part of the country’s transport
infrastructure, will allow coal suppliers access to have concessions for transportation of coal
to power stations.
Branchlines are also crucial for economic development, particularly in rural areas and small
towns in the country. Despite the development of other modern and sophisticated
transportation modes, rail transport still ranks as the most efficient means of transport for the
conveyance of bulk freight over medium and long distances and for mass commuter traffic.
The Green Transport Strategy (GTS) project is one of the Department’s initiatives to
implement the White Paper on National Climate Change Response Policy. It aims to
emphasise green transportation policy statements, whilst minimizing the adverse impact of
transport on the environment and addressing current and future transport demands based
on sustainable development principles. Upon its completion, the Strategy intends to produce
targeted mitigation factors across all modes of transport, contributing to the reduction of
Green House Gas (GHG) emissions and assisting in promoting transport energy efficiency.
It will also limit the negative environmental impacts of the transport sector in South Africa, by
providing a distinct portfolio of environmental policy directives and a road-map for the climate
change initiatives for the sector. This will be achieved through joint ventures with other
spheres of government and civil society.The Department aims to finalise the draft Strategy
and submit it to Cabinet for approval and implementation in the current medium term
expenditure framework.
Contribution to Upping the Agricultural Value Chain
The Branchline Strategy will also support rural development, facilitate a conducive
environment for more freight to move off roads and on to rail; and reduce freight logistics
| P a g e
7
costs. These logistic corridors will then support land-use planning, economic diversification,
investment and employment creation.
South Africa’s rail system is aged, and based on a narrow gauge. As a result, it is
uncompetitive in general freight, which then places a massive burden on road freight, hence
standard guage should seriously be considered. The specific structure of South Africa’s
transport market is unique and complex because of high concentrations of people, resources
and manufacturing plants far from coastal areas. Getting goods to markets implies that all
aspects of the supply chain in rural areas be developed. As a guiding principle, the Rural
Transport Strategy will facilitate efficient transportation of goods within existing provincial
and municipal transport and logistics infrastructures.
Beneficiation through Adding Value to Mineral Resources
The framework for Port Tariff Structure, which is aimed at ensuring that the mining sector is
subsidised by a tariff structure weighted in favour of raw exports, has been completed. The
tariff is based on export cargo of beneficiated goods being reduced according to the
beneficiation stage of the exported goods.
More Effective Implementation of Higher Industrial Policy Action Plan
The rolling stock fleet renewal programme, which is an essential and integral part of a rail
system,contributes significantly to the required expansion capital with infrastructure and
rolling stock being the largest portions thereof. The rolling stock plan considers traffic
demand projections for rail transportation origins and destinations.
Currently, 243 direct jobs have been created from the programme. The total number of
estimated jobs to be created is 8 800 direct jobs over the next 10 years. To date, approval of
the general plan and the conditions of establishment for the Factory Site have been
obtained; a Site Development Plan has been developed; and the Record of Decision for
Environmental Authorization was issued; the Water Use License Application for the
implementation of Water Storage Dams was approved. Construction of the factory is
planned to commence in the 2016/17 financial year.
The National Station Improvement Programme, which is intended to modernise commuter
stations, is underway. The brief scope consists mainly of painting, tiling, fixing toilet facilities,
cleaning and lighting improvements. The National Station Upgrade Programme, which is
| P a g e
8
intended for major station upgrades to address service excellence and revenue generation,
will be prioritised on a multi-year basis due to its nature and extent of scope.
The Department has also commissioned a review of the National Freight Logistics Strategy
(NFLS) 2005 in order to measure progress in the development of freight transport in South
Africa and to determine the need for strategic actions in the further development of the
freight logistics systems. The freight logistics systems have continued to operate since the
publication of the National Freight Logistics Strategy in 2005, without significant changes to
any of the identified shortcomings of the system. Over the MTEF, the reviewed strategy will
be submitted to Cabinet and prioritised for implementation.
Encouraging Private Sector Investment
The draft of the Private Sector Participation (PSP) Framework was developed in the
previous financial year and will be implemented over the MTEF. This framework, which will
be submitted to Cabinet in this financial year, will focus on bringing about private sector
investments in the Ports and Railway sectors as a means of increasing railway carrying
capacity beyond Transnet Freight Rail (TFR), and port operations capacity beyond Transnet
Port Terminals (TPT).
A draft of the Infrastructure Funding framework has also been completed and will be
prioritised for implementation over the MTEF. This framework will aim to explore other
funding mechanisms that will ensure long term sustainability and successful partnerships
with private sector. The framework will focus on Roads, Ports and Rail transport modes.
Supporting Small, Micro and Medium Enterprises (SMMEs)
The DoT has made significant progress in making a difference to the lives of the people in
rural areas. Progress has been made in the rolling out the rural roads programme relating to
the improvement of key access roads, expansion grading and paving of road surfaces
through labour-based methods in targeted rural areas.
In the current MTEF, the Department will finalise the review of the Rural Transport Strategy,
which will provide a balanced approach on rural transport development. The strategic thrusts
of the Strategy will be to improve nodal linkages to achieve a sustainable transport system in
rural areas. The Strategy will also highlight issues of spatial coordination and suitable
implementation models to enhance socio-economic development in rural communities.
| P a g e
9
One of the planned projects submitted to the Presidential Infrastructure Coordinating (PICC)
by the department is the rehabilitation of a 66km long rural road between Kestel and Reitz
(P64/2) in Free State. The value of the project is R147 million. Thirty percent (30%) of the
project value was set aside for local SMME’s, cooperatives and emerging contractors to
create work opportunities for youth, people living with disabilities and women beneficiaries.
The Branchline Strategy also advocates for concessions to private enterprises to operate
and run some of the branch lines, reducing cost and access to markets whilst in the process
creating jobs for locals. The Strategy will also include a practical plan for the introduction of
the private sector in branchlines.
The N2 Wild Coast project has been granted full support by the PICC which indicated that a
monetary contribution could be available from the fiscus. Nonetheless, the Greenfields
portion of the highway will be implemented as a toll road using a hybrid funding model.
Funding in the form of fiscal transfers will need to be secured for the N2 Wildcoast Highway.
The Greenfields portion of the highway will include the following sections:
Construction of a new highway Ndwalane (approx 14 km outside Port St. John’s) to
Ntafufu River, a distance of about 17 km including interchanges at Ndwalane and at
Ntafufu and a large new bridge across the Mzimvubu River.
Upgrading of the existing R61 between Ntafufu River and Lusikisiki, a distance of about
17 km, including a new interchange at Lusikisiki.
Construction of a new highway between Lusikisiki and the Mtamvuna River at the
existing R61 Mitchell bridge crossing of the Mtamvuna River, including two very large
bridges across Msikaba and Mtentu gorges/rivers, and four large bridges to cross the
Mnyameni, Kulumbe, Mpahlane and Mzamba rivers/gorges.
The road, including Msikaba and Mtentu Bridges, will be completed within 54 months.
The N3 De Beers Pass, which is a crucial anchor for (SIP 2 - Harrismith Hub), is expected to
yield tangible economic benefits, not only for the users, but also for the country and the
Southern African region at large. SIP 2 focuses on the Durban-Free State-Gauteng Logistics
and Industrial Corridor. The road network system into the port is a critical part of the logistics
| P a g e
10
chain and is vital to ensure a seamless flow of freight. The N3 route therefore forms the
“backbone” of the logistics corridor between Gauteng and KwaZulu-Natal via the Free State.
The N3 corridor between Durban and Gauteng is South Africa’s principal freight and logistics
corridor. Durban is by far South Africa’s busiest port (over 40 % of imports and exports with
over 80% moving along this corridor by road) and Gauteng is South Africa’s economic
heartland (generating over 33 % of the country’s GDP). Hence, the N3 highway and
complimentary modes are vital for South Africa’s economy and economic growth.
The delivery of this project will have a positive impact on the economy. During the
construction phase, direct, indirect and induced jobs will be created. Once completed,
logistics costs will be reduced, road safety will be enhanced and accidents will be drastically
reduced. Consumer surplus of R 4.3 billion will be created; there will be an estimated R4.4
billion increase in GDP; household earnings will increase by about R2.9 billion per annum;
and additional tax revenue of R1.5 billion per annum will be realised.
To ensure that safety on our roads continues to be a priority, we have identified a policy gap
with regard to achieving an optimum split between road and rail transportation in the freight
industry. As a result, there has been an exponential growth in road transportation resulting in
excessive freight volumes currently being transported on the South African road network.
Despite ongoing efforts by Traffic Law Enforcement Authorities, these effects of unsafe
transport practices continue to be a major problem on South African roads. Overloading
causes premature road deterioration and together with inadequate vehicle maintenance,
high levels of driver fatigue and poor driver health care programmes contribute significantly
to the country’s poor road safety record.
Self regulation has been implemented in the heavy vehicle transport industry with potential
non-compliance to certification and auditing requirements, however there is lack of real time
access to the project data for Government.
The DoT will, in the current MTEF, review and strictly enforce all provisions of existing
legislation to improve efficiency in the law enforcement operations, while also supporting
research and implementation of programmes that will improve the efficiency and operational
safety in the Road Transport Sector. Through its partnership with industry roleplayers such
as the South African Bureau of Standards (SABS), South African National Accreditation
System (SANAS), South African Auditor & Training Certfication Association (SAATCA),
Transport Agencies and the Council for Science and Industrial Research (CSIR), the
| P a g e
11
Department will continue to support the expansion of self-regulation in the heavy vehicle
transport industry. The following South African national standards will be implemented:
SANS 10399 (Quality Management Systems – Requirement for bus Operators)
SANS 1395 (Road Traffic Management Systems)
ISO 39001 (Road Traffic Management Systems)
The DoT will also seek to streamline the delivery of essential road traffic and law
enforcement services, facilitate coordination, collaboration and ensure implementation and
compliance with agreed uniform national standards for discipline and training among others.
Harmonisation of traffic law enforcement will ensure that the overall operational command of
the service intensifies effective oversight and enables optimal utilisation of public resources.
It will ensure a greater impact on the prevention of road traffic offences, a reduction in road
traffic fatalities and effectively contribute to increased visible policing.
The Road Traffic Management Corporation (RTMC) has been tasked to establish the terms
of reference for the harmonisation of road traffic law enforcement and the establishment of a
Single Traffic Police Unit. The RTMC is also required to ensure that a single and identical
uniform for traffic law enforcement fraternity in all provinces is implemented. Statistical
evidence from the RTMC crash investigations show that most road crashes resulting in
injuries and fatalities occur during weekends and at night. As transport, we need to
harmonise instituitional efforts aimed at addressing road safety challenges within the three
spheres of government. The RTMC will introduce a 24/7 traffic policing service to focus law
enforcement efforts around key times when South Africans are most vulnerable.
The training of traffic officers on a new 21st century curriculum to ensure that they are trained
in all specialities will commence in the current financial year. This will ensure that a new
occupational qualification is introduced to ensure traffic officers are trained in all aspects of
traffic policing including crash investigations, vehicle examinations and vehicle licensing
among others. The qualification will also ensure that the training of traffic officers takes place
over three years instead of the current one year. This qualification will be introduced with the
next intake of traffic officer trainees in 2016.
The DoT, in its quest to regulate and enhance transport safety and security, will, in the
medium term, develop and implement the National Railway Regulator Amendment Act and
National Rail Safety Strategy. The Administrative Adjudication of Road Traffic Offenses
| P a g e
12
(AARTO) Act will also be amended and rolled out in all provinces. The South African Civil
Aviation Authority (SACAA) Act will be amended and implemented. The Road Safety
Strategy will be finalised and submitted to Cabinet in the 2016/17 financial year.
In response to the NDP’s call of reducing inequality and poverty alleviation, the DoT will, in
cooperation with other government departments, agencies, the private sector, and women’s
organizations promote socio-economic empowerment transformation programmes that will
advance women’s development in transport across government and society. The strategic
partnership established with SANWIT will ensure meaningful engagements with business
and government on issues that impact on women in the transport sector , including
entrepreneurship.
Among some of the resolutions of the Women in Transport Summit of 2015 that will be
implemented in the current MTEF and going forward are;
All transport sector entities will have key performance indicators for Chief Executive
Officers (CEOs) and Supply Chain Management (SCM) managers pertaining to women
empowerment targets, and the department will monitor progress in that regard
The Minister of Transport will implement a 50% target for women representation in
Boards of Directors of sector entities
Targeted recruitment and selection will be prioritised in line with women targets
Centralised DoT database of all women-owned entities will be established and a skills
audit will be conduted for all women-owned entities to address skills gaps
The department will develop a transport sector gender empowerment policy
As part of monitoring and evaluation, the department will compile a status report on the
transport sector socio economic empowerment programmes for the designated groups
These initiatives will advance the governments programme to empower women such that
they are able to contribute to the socio economic growth and development of our country,
This will also ensure that the women of our country are afforded opportunities to showcase
their potential in the creartion of wealth and realization of the objectives of our NDP.
As I conclude, I wish to extend words of gratitude to the Deputy Minister of Transport, Ms.
Sindisiwe Chikunga for her support, the Portfolio Committee on Transport and the Select
Committee on Economic and Business Development for their oversight and guidance. My
sincere acknowledgement goes to all transport sector organisations and the broader
| P a g e
13
transport industry for their cooperation; and last but not least, to Team Transport for their
hard work and commitment under the leadership of the Director – General of Transport, Mr
Pule G Selepe and his team.
___________________________
MINISTER DIPUO PETERS, MP
MINISTER OF TRANSPORT
| P a g e
14
STATEMENT BY THE DEPUTY MINISTER OF TRANSPORT
The twenty one (21) years since the advent of South Africa’s democracy has been a journey
towards a destination that is broadly labelled, “a better life for all”. Whilst this objective
remains the same going into the future, it finds expression in the country’s National
Development Plan (NDP), which provides a detailed roadmap for development in the years
leading up to 2030. The objectives, targets and key considerations of the NDP must
furthermore find expression in the planning processes, institutional arrangements and
resource allocation of all the Government entities in the country.
As we present this Annual Performance Plan 2016/17 for the Department of Transport, we
are aware of the challenges currently facing a number of our modal sub-sectors, especially
Civil Aviation and Maritime Transport.
The Department of Transport will continue to implement the objectives of Operation Phakisa.
To achieve this, a delivery unit has been created within the Maritime Transport Branch. The
unit will assist the Department of Transport to implement the following interventions:
Develop a private sector participation framework;
Support the local ship building and repairs industry;
Revitalise the current ship registry;
Create a conducive policy and legislative framework
In this regard, the National Maritime Transport Policy is currently undergoing consultation
with stakeholders and will be finalised and prioritised for implementation in the 2016/17
financial year. The Policy will serve as the embodiment of Government’s commitment to the
growth, development and transformation of South Africa’s Maritime Transport Sector. It
represents South Africa’s long-term vision, the underpinning philosophy and principles that
inform its development and the direction that government has committed to take its sector to
reach its full potential.
The National Maritime Transport Policy is premised on the 1996 White Paper on Transport,
which envisaged a maritime transport system meant to provide safe, secure, reliable,
effective, efficient and fully integrated transport operations and infrastructure which will best
meet the needs of freight and passenger customers at improving levels of service and cost
| P a g e
15
in a manner which supports government strategies for economic and social development,
whilst being environmentally and economically sustainable.
A Cabotage Policy has been added as a chapter in the National Maritime Transport Policy.
This policy is an endeavour of the Department to reserve the coastal trade to indigenous
shipping. The Policy is aimed at developing and promoting South Africa’s beneficial
participation in the maritime transportation of its international and national seaborne trade.
South Africa is convinced that without trade there can be no cargo, without cargo there can
be no healthy shipping industry.
Shipping is essential for the promotion and preservation of fixed trade links between trading
nations. This is articulated in the White Paper on the National Transport Policy, 1996. The
Government therefore seeks to implement a comprehensive coastal trade system to regulate
and provide for the development, governance and exploitation of South Africa’s waters
including its continental shelf, except where a licence has been granted in terms of the
regime or any applicable law. The Cabotage Policy introduces many policy statements that
are meant to protect South African trade.
To date three (3) vessels have been added onto the South African ship register, namely the
Cape Orchid and the Enterprise, which are the two bulk carriers for commodities and Vuka
Marine, which is a tanker owned by the Oliphant-Grindrod group.
With regard to the implementation of the National Ports Act of 2005, during 2015/16, Cabinet
supported the following Ministerial approvals in terms of Section 79 of the National Ports Act
of 2005:
Ministerial approval for the Transnet National Ports Authority (TNPA) to issue operating
licenses to Transport Ports Terminals (TPT) in terms of section 79 of the National Ports
Act of 2005
Issuing of a permanent operating license to Transnet Ports Terminal (TPT) to operate
the Container Terminal at the Port of Ngqura; and
Ministerial approval for Transnet National Ports Authority (TNPA) to provide space on a
lease basis to Tag Yachts (Pty) Ltd in the Port Elizabeth harbour.
The Merchant Shipping Act will be overhauled to ensure alignment with legislation and
practices, including the laws of our major trading partners. It is meant to govern and provide
| P a g e
16
for the control of merchant shipping and related matters. The international fleet is governed
by a number of Acts, which fall under the auspices of this umbrella Act. It has undergone so
many amendments to a level where South Africa is lagging behind as far as enactment of
legislation in this regard. The Department is in the process of overhauling the Act and related
pieces of legislation. The Merchant Shipping Act Amendment Bill (Maritime Labour
Convention) has already been approved by Cabinet and presented to Parliamentary
Committees. The Bill on the Maritime Labour Convention is the one part that deals with
Seafarer’s Human Rights.
Under Civil Aviation, the Yamoussoukro Decision (YD) serves as a framework for the
gradual liberalization of scheduled and non-scheduled intra-Africa air transport services and
endeavours to adopt measures with the aim of progressively establishing a liberalised intra-
African aviation market concerning, inter alia capacity, frequency of flights and pricing, to
enhance cooperation among African airlines in order to stimulate the development of inter-
African air transport and to improve the quality of service to the consumers. Ultimately this
should enable African airlines to become globally competitive and to take full advantage of
commercial opportunities offered by the liberalisation initiatives. To date, the DoT has
completed the review of air services arrangements with 6 countries. In the current MTEF, the
DoT will review other services arrangements to ensure alignment to the YD.
The National Airports Development Plan (NADP) will be submitted to Cabinet in the 2016/17
financial year. The NADP was initiated by the National Civil Aviation Policy as the plan to
address the gaps between the current airport network and the future desired state. It will
guide and support both overall network planning and the development of individual airports
integrated within their broader spatial and transport contexts, in consultation with key airport
stakeholders.
Airports contribute to socio-economic development in a range of ways, including:
Improving accessibility for people to geographical areas, whether for personal, essential
services, business or tourism reasons;
Allowing for “time critical” in- and out-bound freight;
Making a location more attractive for investment by certain sectors, in particular
knowledge intensive industries, such as biotechnology, pharmaceuticals, universities,
and financial services;
| P a g e
17
In the case of large airports, also having significant direct impacts on the airport precinct
in terms of employment and spend, as well as multiplier effects from employment and
spend
Stimulating infrastructure and property development in the vicinity of the airport
Contributing to the image of a country
Ensuring availability of facilities and provisioning for training, recreational and sport
aviation in order to create interest in piloting and related professions for the future of
aviation.
These impacts can be significant. For example, Heathrow Airport supports 76,600 direct jobs
and 114,000 indirect jobs through concessions and other on-site activity. It is also credited
with making the Thames Valley area more attractive as an investment location, and
contributing to the unemployment rates in these areas being some of the lowest in the
region, because of ease of movements of people and goods quickly to and from the rest of
the world.
Using a custom-designed model to measure the job opportunities created through its capital
and operational expenditure, ACSA estimated that between 2008 and 2011, 75 000 job
opportunities were created, through the airports themselves, and through new opportunities
arising from linked sectors. Of the jobs opportunities created, 23 000 were direct, and 52 000
were indirect, thus implying a total job multiplier of 3.3 times.
The draft review of the Airlift Strategy, now referred to as the Air Transport Strategy, has
been completed and was presented to Cabinet. The implementation of the strategy will be
prioritized for the current MTEF and the Strategy will respond to the airfreight challenges
highlighted through the National Airfreight Logistics Strategy (2005). The Strategy will also
aim to enhance the prospects for South Africa as a preferred air travel destination, to align
air transport with other national strategies through the common criteria of the national
interest through inter-departmental participation with specific reference to the National
Foreign Policy, National Tourism Strategy, National Trade and Industry Strategy as well as
general infrastructure requirements of South Africa, to improve institutional coordination
and alignment between all relevant stakeholders, as per the Tourism Sector Plan and to
encourage value-add and minimise the total cost of travel to South Africa.
In its quest to accelerate innovation and speed of delivery of work in the Civil Aviation
space, the DoT will intensify projects aimed at industry transformation and development.
| P a g e
18
The Department will also engage the Department of Basic Education to develop curricula
in aviation, and also develop educational and awareness programmes with the aim of
demystifying aviation.
My sincere appreciations to Minister Dipuo Peters for her leadership and dedication to the
mandate of Transport, and the broader transport sector for their cooperation.
_____________________________
MS. SINDISIWE CHIKUNGA, MP
DEPUTY MINISTER OF TRANSPORT
| P a g e
19
OVERVIEW BY THE DIRECTOR-GENERAL
It is my pleasure to present the Annual Performance Plan (APP) 2016 – 2017 for the
Department of Transport (DoT). This APP is aligned to the Strategic Plan 2015-2020. It
provides the key performance indicators that will determine how the Department will
undertake the initiatives it has targeted within the context of the allocated resources.
The DoT, as a National Department mandated to provide safe and secure transport services
that meet the needs of passenger and freight users, will in this financial year, focus on
implementing efficient measures to meet its mandate, vision and mission. In addition, the
Department will also invest in improving its administrative systems, processes and capacities
so as to provide an efficient and effective service to the citizens of this country.
Investment in transport, as envisaged in the National Development Plan, i s aimed at
improving access to economic opportunities and social spaces; and supporting economic
development by ensuring efficient movement of passengers and freight. Government’s
Medium Term Strategic Framework (MTSF) 2014 - 2019 outlines the activities for developing
and maintaining an efficient, competitive and responsive transport infrastructure network.
For the Department of Transport, over the medium term, these activities include
maintaining road infrastructure, upgrading rail infrastructure and services, and enhancing
public transport.
Sector public entities, provincial departments responsible for the transport function and
loca l municipalities serve as the DoT’s implementation agents, hence transfers and
subsidies are the largest expenditure item in its budget. At R52.2 billion in 2015/16,
transfers and subsidies constituted 97.9 per cent of the 2015/16 adjusted appropriation
allocation. Over the medium term, transfers and subsidies are projected to increase at an
average annual rate of 6.8 per cent to reach R58.1 billion in 2017/18, mainly driven by the
increase in transfers to public corporations and private enterprises.
Maintaining Road Infrastructure
Over the medium term, the R573 Moloto Road will be upgraded at a cost of R3.7 billion.
The Moloto Road, which links Pretoria and Mpumalanga, has seen a high number of fatal
road accidents. The South African National Roads Agency (SANRAL) has been tasked to
implement the upgrade. SANRAL’s budget has increased by R1.4 billion over the medium
| P a g e
20
term for the Gauteng Freeway Improvement Project (GFIP) and by R1.7 billion to
strengthen the non-toll road network.
Road infrastructure damaged by disasters will be rehabilitated at a cost of R848 million
over the medium term, through an additional allocation to supplement the reprioritisation in
the Provincial Roads Maintenance Grant (PRMG). Overall, spending on transfers in the
Road Transport programme is expected to increase to R30 billion in 2018/19.
Upgrading Rail Infrastructure and Services
Over the medium term, rail infrastructure will be the fastest growing area of departmental
spending, and the Rail Transport programme is expected to grow at an average annual
rate of 5.5 per cent. Transfers to the Passenger Rail Agency of South Africa (PRASA) are
mainly for acquiring new trains for Metrorail, the commuter rail operator in major urban
areas. The transfers are also for upgrading signalling systems and refurbishing
coaches. Over the medium term, 507 (2016/17), 522 (2017/18) and 538 (2018/19)
passenger trips will be subsidised through operational subsidies.
Enhancing Public Transport
The Department’s transfers to municipalities for public transport, are expected to increase
at an average annual rate of 6.6 per cent over the medium term. The subsidies will support
a projected 180 000 weekday passenger trips on the Rea Vaya bus network in
Johannesburg over medium term, which is triple the number in 2015/16. 90 000 weekday
passenger trips on the My Citi network in Cape Town are projected for 2018/19, which is
double the number in 2015/16.
The new allocation formula for the public transport network grant from 2016/17 will ensure
greater equity and efficiency in the allocation of these public transport resources. The
budget for Public Transport Operations grant increased by R700 million over the medium
term for the provision of affordable public transport service. The Department will also review
the Taxi Recapitalisation Model to improve its effectiveness and affordability.
| P a g e
21
Budget Increases
Funds reprioritised towards the vote amounts to R1.3 billion in 2016/17, R3.6 billion for
20017/18 and R4.6 billion for 201819 in respect of the following areas including the transfers
to public entities:
R137.1 million for compensation of employees for 2015 public sector wage settlement
and to cover the shortfall.
R2.3 billion for South African National Roads Agency for the national non-toll road
network.
R2.3 billion for South African National Roads Agency for the upgrade of Moloto Road.
R1.4 billion for South African National Roads Agency for Gauteng Freeway Improvement
Project.
R100 million for the upgrade of Maritime Search and Rescue Satellite Tracking System
R27.2 million to strengthen transport regulation
R10 million for National Ports Regulator
R5.5 million new funding model for the South African Maritime Safety Authority
R1.4 billion for transfers to provinces for the Public Transport Operational Grant
R1.9 billion for transfers to provinces for the Provincial Road Maintenance Grant
R3.3 million for road safety awareness
R622 000 for the procurement of computers
Funds Reprioritised
Funds reprioritised within the vote amount to R40.1 million for 2016/17, R893.5 million for
2017/18 and R945.3 million for 2018/18 in respect of the following areas:
R52.5 million from the transfers to household for the Taxi Recapitalisation programme
R30.6 million from non-recurrent goods and services items
R35.8 million from various goods and services items due to cost cutting measures
R6.7 million from consultants due to the scaling down of existing projects
R1.8 billion from the Coal Haulage component of the Provincial Road Maintenance Grant.
In addition to the funds reprioritised above the following reduction has been approved by
Cabinet:
| P a g e
22
R34.2 million in 2017/18 and R54.2 million in 2018/19 from compensation of employees.
R1 020 billion over the medium term from Public Transport Network Grant
R593 million over the medium term from South African National Roads Agency Capital
transfer
R710 million over the medium term from the Passenger Rail Agency of South Africa other
capital transfer
R170.4 million over the medium term from goods and services.
Targeted interventions have also been put in place to fundamentally improve the financial
management of the Department. These interventions have resulted in the achievement of an
unqualified audit outcome for the 2014/15 financial year.
The Department is on track to sustain and improve its performance by building on the sound
processes and controls put in place for financial administration and supply chain
management. Given the unacceptable levels of irregular expenditure that has been detected
in the recent past, this will be a focus area of corrective action that will involve all
stakeholders participating in the review of business processes. The Department will also
target the investigation of all existing irregular transactions and institute appropriate action
based on the recommendations in each particular case. The Department will also implement
its Fraud Prevention Strategy to reduce the fraud and corruption risk levels.
Of critical importance in the medium term is the finalisation of the Human Resources Plan to
incorporate the creation of the Entity Oversight Programme, which will oversee governance,
performance and financial reporting of our sector entities. With the plan now firmly in place,
the Department is gearing itself to meet its commitments. Some work has already
commenced and very good progress has been made. I am confident that 2016 – 2017
heralds the beginning of the upward trajectory towards the realisation of an efficiently
managed Department, which will meet its required obligations and responsibilities.
_________________________
MR. PULE G SELEPE
DIRECTOR-GENERAL
| P a g e
23
DEPARTMENT OF TRANSPORT
ANNUAL PERFORMANCE PLAN 2016/17
OFFICIAL SIGN OFF
It is hereby certified that this 2016/17 Annual Performance Plan:
Was developed by the management of the Department of Transport under the
guidance of the Minister of Transport;
Takes into account all relevant policies, legislations and other mandates for which
the Department of Transport is responsible; and
Accurately reflects strategic outcome-oriented goals and objectives which the
Department of Transport will endeavour to achieve over the 2015 – 2020 medium
term.
Mr Collins Letsoalo Signature: ___________________ Chief Financial Officer
Mr Pule G Selepe Signature: ___________________ Accounting Officer
Ms Sindisiwe Chikunga, MP Signature: ___________________ Deputy Minister
Minister Dipuo Peters, MP Signature: ___________________ Executive Authority
| P a g e
24
PART A: STRATEGIC OVERVIEW
Situational Analysis
5.1 Performance Environment
Whilst striving for excellence and integration of sustained transport services, the DoT and
broader transport sector are crucial role players in the achievement of the NDP. In July
2014, Cabinet adopted the 2014-2019 Medium Term Strategic Framework (MTSF) to be
used as the comprehensive five-year implementation plan for the NDP 2030 vision and the
commitments of the governing party’s election manifesto. This will be the mechanism
through which all plans of Government institutions across the three spheres of Government
will be aligned to the NDP.
This has been entrenched in the Ministers’ Delivery Agreement with the President of the
Republic of South Africa. The Strategic Plan is thus aligned with this agreement in order to
ensure that all deliverables are budgeted for and fully implemented. Of significance to the
Minister and the Department are the following key outcomes:
Outcome 4: Decent employment through inclusive economic growth
Sub-outcome 1: Productive investment is effectively crowded in through the infrastructure
build programme
Ensure monitoring of off-takes by end users on the infrastructure programme
Outcome 6 – An efficient, competitive and responsive economic infrastructure
Sub-Outcome 1: Regulation, funding and investment improved
Establish a Single Transport Economic Regulator (STER)
Develop a Private Sector Participation (PSP) Framework for ports and freight rail,
removing barriers to entry for private investment and operations within the context of
Cabinet-approved policy and with an analysis of the implication of tariffs
| P a g e
25
Sub-Outcome 3: Maintenance, strategic expansion, operational efficiency, capacity and
competitiveness of our logistics and transport infrastructure ensured.
Improve national transport planning to develop long-term plans for transport that
synchronize with spatial planning and align infrastructure investment activities of
provincial and local government and clearly communicate the state’s transport vision to
the private sector
Ensure development and approval of the Integrated Transport Plan
Develop and implement approved plan and improve market share of containers on rail vs
road, to ensure that we move road freight to rail
Improve and preserve national, provincial and local road infrastructure;
Strengthen road traffic management
Improve public transport
Strengthen institutional arrangements for public transport
Sub-Outcome 6: Coordination, planning, integration and monitoring implementation of
strategic integrated projects in the National Infrastructure Plan
SIP 1: Unlocking the Northern Mineral Belt
SIP 3: South Eastern Node and Corridor Development
SIP 4: Unlocking economic opportunities in the North West Province
SIP 7: Integrated Urban Space and Public Transport Programme
Outcome 7 – Comprehensive Rural Development and land Reform
Sub-Outcome 5: Increased access to quality infrastructure and functional services,
particularly in education, healthcare and public transport in rural areas
Improve transport infrastructure and public transport in rural areas
Access Road Development Plan for improving rural road infrastructure implemented
District municipalities implementing the Integrated Public Transport Network Strategy
| P a g e
26
Outcome 10 – Protect and enhance our environmental assets and natural resources
Sub-Outcome 2: An effective climate change mitigation and adaptation response
Develop strategic policy and regulatory frameworks and programmes to promote a low
carbon economy
Green Transport Strategy and Implementation Plan formulated and completed
Summary of Key Areas of Service Delivery over the Medium Term
Over the next five years the following seven key areas of service delivery have been
identified by the DoT to respond to the sustained and changed agenda of Government:
Efficient and integrated infrastructure network and operations
The AU envisions that by 2063 the necessary infrastructure will be in place to support
Africa’s accelerated integration and growth, technological transformation, trade and
development. This will include high speed rail networks, roads, shipping lines, sea and air
transport, as well as ICT and digital economy. A Pan African high speed rail network will
connect all the major cities of the continent with adjacent high ways and pipelines for gas,
oil, water, ICT broadband cables and other infrastructure. This will then serve as a catalyst
for manufacturing, skills development, technology, research and development, integration
and intra-African trade, investment and tourism.
Investment in infrastructure over the medium term will be vital in addressing the challenges
experienced in infrastructure maintenance and expansion, which is crucial for the
stabilisation of our economy and creation of new opportunities for growth, equity and
employment. The current socio-economic challenges and the ever-changing environment
facing the country and in particular the transport sector, cannot be overcome by the scope
and resources of Government or any single role player. Enduring economic partnerships
between Government and the private sector are needed to develop trusting relationships for
integrated operations, investments and management of transportation infrastructure.
National Transport Master Plan (NATMAP) 2050
The goal of the NATMAP 2050 is to develop a multi-modal transport planning framework
which is dynamic, long-term and in line with future transport infrastructure supply facilities.
As resolved by Cabinet in September 2013, the plan is in the process of being aligned with
| P a g e
27
the NDP. In the short term, the plan will be approved to synchronise spatial planning and
align infrastructure investment activities across all spheres of Government.
The review and update of the National Transport Master Plan (NATMAP) 2050 is currently
underway. NATMAP 2050 seeks to achieve a national transport system for South Africa that:
Is well planned, integrated & aligned across sectors;
Is responsive to growing passenger and freight customer needs;
Supports an inclusive spatial vision;
Is well maintained and preserved and further developed to advance developmental
challenges;
Supports economic competitiveness through seamless multi-modal trade corridors;
Offers safe, affordable and accessible modal options for passengers;
Preserves the environment;
Is managed by strong institutions;
Is supported through effective policy and regulation;
Is innovative / adaptive and reflect emerging priorities;
Is sustainably funded; and
Is effectively implemented through accountable delivery mechanisms.
Private Sector Participation (PSP) Framework
To address the issue of low level of investment, the DoT will in the medium term develop a
Private Sector Participation (PSP) framework, which will inform how we enhance private
sector investments in the transport sector. The framework will also focus on investments in
the ports and railway sub-sectors as a means of growing railway carrying capacity beyond
Transnet Freight Rail (TFR) and port operations capacity beyond Transnet Port Terminal
(TPT). The combined balance sheet of the DoT and Transnet is not sufficient to carry the
growth prospects of the country hence private capital will be important in the addition of the
much needed capacity.
In an effort to enhance and harness private sector investments in the transport sector, the
PSP Framework is going to create space for private sector to invest and help create
additional carrying capacity in the railway environment and will also provide, in addition to
the National Ports Act, a framework for private sector investment in the maritime
environment.
| P a g e
28
The department is at an advanced stage of developing Private Sector Participation (PSP)
Framework. The draft PSPS framework report is already completed. Once the framework is
approved by Cabinet, it will attract more private players in the port and freight rail space.
Strategic stakeholders have been consulted such as National Treasury and Department of
Public Enterprises as well as the private sector. This project is part of the nine-point action
plan that was announced in the State of the Nation Address (SONA 2015) and it is one of
the projects under Outcome 6 of the Medium Term Strategy Framework (MTSF).
Funding Framework for the transport sector
This project is also part of the nine-point action plan announced in the SONA 2015. The
framework aims at exploring other funding mechanism that will ensure long term
sustainability and successful partnerships with private sector. The department is at an
advantage stage of consultation with key stakeholders. The framework will focus on the
following modes: Roads, Ports and Rail.
Single Transport Economic Regulator
The Single Transport Economic Regulator (STER) is meant to provide, enhance and
guarantee private sector investments in areas that were exclusively State sectors. STER is
meant to manage the relationship between infrastructure owners and operators in a
transparent manner in how tariffs are set, open up for competition in a regulated way and
provide opportunities for access and competition for both the market and in the market.
The development of the STER Bill is at an advance stage and will be tabled in Cabinet for
consideration and approval.
During 2015 the Ministers of Transport and Public Enterprises entered into a Memorandum
of Understanding (MOU) to establish an Inter-Ministerial Committee as part of developing an
Interim Rail Economic Regulator Capacity (IRERC) for the rail sector. The IRERC convened
its first meeting in February 2015 and has agreed on 9 priority work streams that will be
developed as the nucleus of skills and capacity in the area of economic regulation in the rail
sector. The IRERC will provide the necessary advice and recommendations to the Minister
of Transport and Minister of Public Enterprises on issues including price setting, access to
the network and dispute resolution.
| P a g e
29
Over the next 18 months data will be collected from rail operators and analysed on the
structure and performance of the rail sector and on operator network use and access in
order to draft regulatory accounting guidelines and determine where economic regulatory
interventions need to be made in the rail sector.
Transport Infrastructure Build Interventions
In general, the South African Government invested about one trillion rands in new
infrastructure projects over the past five years. These projects included water, energy,
sanitation, schools, clinics and transport. In the medium term, Government intends to spend
a further R800 billion on infrastructure projects.
In the next three year period, the DoT and its agencies will invest in the following areas:
Integrated Public Transport Networks
In the 2015/16, municipalities have continued to implement Integrated Public Transport
Networks and initial services have started in Tshwane, Johannesburg, Cape Town, and
George. In the 2016/17 financial year, services will start in Ekurhuleni, Nelson Mandela Bay
and Mbombela and major expansions to the townships in Tshwane and George. The
2017/18 financial year will see services start in Rustenburg, Polokwane, and eThekwini.
To date, the cities implementing Integrated Public Transport Networks are carrying a
combined total of over 100 000 passengers per weekday, have facilitated the procurement of
nearly 1 000 vehicles worth over R3bn, that are universally accessible for all users,
especially the elderly and people with disabilities. These cities have constructed over 110 km
of dedicated lanes and have committed over R2bn to supporting affected minibus operators.
Over the next 3 years, The DoT will invest R19 billion in total in these municipalities and the
target set for the Department and the cities is to have services running in all 13 cities before
the end of the MTEF period in 2018/19. In addition, the total weekday passengers carried
must double by then to over 200 000 a day. In this regard, the cities of Mangaung, Msunduzi
and Buffalo City will fast track planning and augment their implementation capacity.
Provincial Road Maintenance Grant
The DoT will monitor the continuous maintenance of road infrastructure and work closely
with other spheres of Government to ensure that the grant is utilised effectively. R9 billion
| P a g e
30
will be spent in the S’hamba Sonke Programme, which entails the rehabilitation of roads,
resealing of surfaced roads, patching of blacktops, blading and graveling of gravel roads.
Additional R11 Billion will be spent on SANRAL’s non-toll road portfolio for maintenance,
refurbishment and upgrade.
PRASA Capital Expenditure Programme
The PRASA Group capital spending will reach R33 billion over the financial years 2016/17 to
2018/19 on the implementation of the Rail Rolling Stock Fleet Renewal Programme, Corridor
Modernisation Programme for Passenger Rail Infrastructure, including the signalling and
telecommunication systems, stations, perway and asset protection as well as finalization of
the Gauteng Train Control Nerve Centre.
PRASA has entered into a contract with Gibela Rail Transport Consortium for the
manufacturing of 3 600 new Electric Multiple Units (EMUs) over the next 10 years at a total
cost of R 51 billion plus escalation. Of this amount, R13.2 billion has been included in the
modernisation budget referred to above.
Through the PRASA New Rolling Stock Programme, The DoT will revamp the ailing railway
industrial programme to kick start industrialization of the sector as major components and
parts must be manufactured in the country. This programme will complement the work that
Transnet is doing as well in growing the role that Transnet Engineering is playing including
developing supplier parks for the manufacture of the 159 Electric locomotives and 232 diesel
locomotives whose contract was given to both China North and China South Railway
Companies.
The total contract value for the manufacture and supply of new rolling stock is R51 billion
and is expected to create 8 088 direct and 33 000 indirect jobs over the ten years duration of
the contract. PRASA will receive 3 600 new vehicles over the term of the Manufacture and
Supply Agreement (“MSA”). Over the term of the Technical Support and Spare Supply
Programme (“TSSSA”), PRASA will obtain the technical spares and agreed services. A local
factory for the assembly and production of new trains will be constructed in Nigel in
Ekurhuleni and a product evolution facility, which will be the design authority for new trains,
will be completed and operational by 2018. 80% of the employees of the product evolution
facility will be South Africans.
| P a g e
31
PRASA has procured commitments on the programme related to local content (local
manufacture, revitalisation of the rail industry and job creation) which include:
Local content of 69% from year 2 of the MSA;
An un-weighted average of 77% local content of the TSSSA;
90% of jobs to be created on the programme will be for SA citizens;
80% of jobs created on the programme will be for Black people;
60% of jobs created on the programme will be for the youth;
25% of jobs created on the programme will be for women;
Effective ownership by Black people in Gibela is 41.3%;
1.75% of the value of contracts on the programme will be spent on skills development
(1.28% 0f that will be spent on development of skills of black people.
Harrismith Hub
The N3 corridor between Durban and Gauteng is South Africa’s principal freight and logistics
corridor. Durban is by far South Africa’s busiest port (over 40 % of imports and exports with
over 80% moving along this corridor by road) and Gauteng is South Africa’s economic
heartland (generating over 33 % of the country’s GDP). Hence, the N3 highway and
complimentary modes are vital for South Africa’s economy and economic growth.
The upgrading of the N3 corridor and the reduction in logistics costs have been identified as
national priorities by the PICC. SIP 2 deals with the Durban-Free State-Gauteng Logistics
and Industrial Corridor. The road network system into the port is indeed a critical part of the
logistics chain and vital to ensure the seamless flow of freight. The N3 route forms the
“backbone” of the logistics corridor between Gauteng and KwaZulu-Natal via the Free State.
A Business Case to SIP 2 has been developed and approved by the Steering Committee,
which includes Harrismith Hub. The Hub and Tsiame Development now forms part of the
Maluti-A-Phofung SEZ and an alignment of the two processes is underway. The current
feasibility study for the Harrismith Hub, which is a Public-Private Sector Participation process
of the National Treasury, is underway, with Transaction Advisors having been appointed is
expected to be completed in December 2015. The Draft Options Analysis for the Harrismith
Hub is completed to date.
The Ministerial Imbizo for the N3 De Beers Pass was held in April 2015, and the public
participation process, led by SANRAL, was concluded through the Environmental Impact
| P a g e
32
Assessment (EIA) in June 2015. The EIA was submitted to the Department of Environmental
Affairs in September 2015. The outcome of the environmental study will determine the way
forward in this regard.
The delivery of this project will have a positive impact on the economy. During the
construction phase, over 669 jobs (direct, indirect and induced) will be created. Once
completed, logistics costs will be reduced, road safety will be enhanced and accidents will be
reduced drastically. Consumer surplus of R 4.310 billion will be created, there will be a
R4.415 billion increase in GDP, household earnings will increase by R2.880 billion per
annum and additional tax revenue of R1.537 billion per annum will be realised.
Regional Integration
The Department of Transport will be working with the Presidency in implementing the work
that continues under the North-South Corridor, including the work on the Presidential
Infrastructure Championing Initiative (PICI) in integrating the SADC region and the
Continent.
The Draft Regional Corridors Development Strategy for South Africa has been developed.
The process included consultations with key industry players, which included two major
consultative workshops held in 2015. The Strategy focuses on five key pillars - Transport
Facilitation; Development and trade facilitation; Institutional and legal frameworks; Funding
and Implementation.
Road Freight to Rail
The Department of Transport is currently reviewing the Road Freight Strategy, to deal
amongst others, with the optimum split (what belongs to rail to be moved to rail and what
belongs to road remain) between road and rail cargo in order to lessen the burden on our
roads and increase the rail market share. In this regard, once reviewed, this Strategy will
ensure an increase of the rail market share of 2% per annum (which is approximately 26
mtpa) over a period to 2019.
The DoT is assessing its National Traffic Act Regulations to effect the shift of rail friendly
cargo, particularly bulk non-time sensitive and dangerous goods.
| P a g e
33
A transport sector that is safe and secure
The Department of Transport, through the Road Traffic Management Corporation (RTMC), is
seeking to reduce road fatalities by 50% based on the 2010 figures. The United Nation
passed a resolution 64/255 in 2010 that recognised road traffic injuries as a public health
challenge threatening progress towards the successful achievement of the Millenium
Development Goals. Following the UN resolution, the Decade of Action for Road safety
2011-2020 was launched on the 11th May 2011. This laid out a programmatic action plan for
ten years aimed at reducing road traffic injuries as supported by the Global Plan for the
Decade of Action for Road safety 2011-2020. South Africa, represented by the Minister of
Transport, is a signatory to the Decade of Action for Road Safety.
In line with the Decade of Action for Road Safety declaration, the country committed to
reduce the carnage by 50% from the 2010 baseline of 13 967 to 7 000 by 2020, with an
expected annual reduction of 700. The UN Decade Mid-Term Report, which highlights the
progress made since 2010, was reviewed at the Second Global High Level Conference on
Road Safety hosted in Brasilia on the 18th – 19th November 2015. The report covered the
period from 1 September 2013 - 31 August 2015. South Africa, as a signatory to the United
Nations General Assembly Decade of Action for Road Safety 2011-2020, presented its mid-
term Country Report at the Conference. Among issues covered in the report were:
Progress made by South Africa against the set target of reducing road fatalities by 50%
by 2020;
Programmes and interventions that were undertaken during the period under review; and
Future interventions towards the achievement of the Decade of Action target.
The country has reduced fatal crashes but not at the levels to make a desirable impact
globally. In an effort to do that, the focus for 2015, and going forward, is on the 4Es that are
really key in helping deal with the carnage. These 4Es, namely Education, Engineering,
Enforcement and Evaluation, will be implemented in line with the safe system approach. This
approach focuses on ensuring safe travelling practices and places emphasis on the
importance of human behaviour, vehicle fitness and road infrastructure for safer journeys
resulting in “five-star drivers, in five-star cars, on five-start roads.”
One of the most pressing issues facing the freight industry is that there is lack of policy or
regulation for achieving an optimum split between road and rail transportation. As a result,
| P a g e
34
there has been an exponential growth in road transportation resulting is excessive freight
volumes currently being transported on the South African road network.
Despite ongoing efforts by Traffic Law Enforcement Authorities, the effects of unsafe
transport practices continue to be a major problem on South African roads. Overloading
causes premature road deterioration and, together with inadequate vehicle maintenance,
high levels of driver fatigue and poor driver health care programs, contributes significantly to
South Africa’s poor road safety record.
Self Regulation has been implemented in the heavy vehilce transport industry with potential
non-compliance to certification and auditing requirements and there is lack of real time
access to the project data for Government.
The DoT will review and strictly enforce all provisions of the existing legislation (NRTA) to
improve efficiency in the law enforcement operations, while also supporting research and
implementation of programmes that will improve the efficiency and operational safety in the
Road Transport Sector. Through its partnership with industry role-players such as SABS,
SANAS, SAATCA, Transport Agencies and the CSIR, the Department will continue to
support the expansion of self-regulation in the heavy vehicle transport industry. The following
South African national standards will be implemented:
SANS 10399 (Quality Management Systems – Requirement for bus Operators)
SANS 1395 (Road Transport Management Systems)
SANS 39001 (Road Traffic Safety Management Systems)
Harmonisation of the traffic law enforcement
The DoT seeks to streamline the delivery of essential road traffic and law enforcement
services, facilitate coordination, collaboration and ensure implementation and compliance
with agreed uniform national standards for discipline and training among others.
Harmonisation will ensure that the overall operational command of the service intensifies
effective oversight and enables optimal utilisation of public resources. It will ensure a greater
impact on the prevention of road traffic offences, a reduction in road traffic fatalities and
effectively contribute to increase visible policing.
| P a g e
35
The Road Traffic Management Corporation has been tasked to establish the terms of
reference for the harmonisation of road traffic and law enforcement. The RTMC is also to
ensure that a single and identical uniform for traffic and law enforcement fraternity in all
provinces is implemented. Traffic and law enforcement vehicles to bear a single and
identical branding throughout the country.
Training of Traffic Officers
The training of traffic officers on a new 21st century curriculum to ensure that they are trained
in all specialities will be commenced in 2016. This will ensure that a new occupational
qualification is introduced to ensure traffic officers are trained in all aspects of traffic policing
including crash investigations, vehicle examinations and vehicle licensing among others.
The qualification will ensure that the training of traffic officers takes place over three years
instead of the current one year. This qualification will be introduced with the next intake of
traffic officer trainees in January 2016.
The DoT, in its quest to regulate and enhance transport safety and security, will in the
medium term, develop and implement the National Railway Regulator Amendment Act and
National Rail Safety Strategy. The Administrative Adjudication of Road Traffic Offenses
(AARTO) Act will be amended and rolled out in all provinces. The South African Civil
Aviation Authority (SACAA) Act will be amended and implemented.
The Merchant Shipping Act will be developed and implemented and recommendations of
mock audit findings in the Maritime Industry will be monitored. The DoT is also developing
the Inland Waterway Strategy.
Improved rural access, infrastructure and mobility
Although household access to basic services has improved, much remains to be done to
further improve the livelihoods of poor people who continue to receive no services especially
in rural areas. Government has over the years set high targets with regard to access to
services. However, the biggest constraint has been availability of infrastructure and the
application of appropriate delivery technologies in remote rural areas. This refers to access
to rural education, rural health, roads, transport, ICT and others.
| P a g e
36
In the medium term, the DoT will develop and implement Access Road Development Plans
to improve rural road infrastructure in identified municipalities. The Department will also
develop and implement Integrated Public Transport Network Plans in rural municipalities.
The Rural Transport Strategy will also be reviewed to enhance access and mobility in rural
space.
The National Learner Transport Policy has been finalised and currently, implementation is
being fastracked to provide norms, standards and operational guidelines for learner
transportation and subsequently enhance a safe transportation environment by ensuring that
operators comply with the National Road Traffic Act (Act 93 of 1996) as well as provisions of
the National Land Transport Act (Act 33 of 2009).
Improved public transport services
Public transport confronts many challenges in South Africa. Majority of workers and the poor
still live in displaced, dormitory townships distant from places of work and other amenities.
As a result, the cost of mobility and time spend commuting between homes and work place
is draining and difficult to sustain. To alleviate this challenge, the DoT will strive to maximise
its contribution to socio-economic goals by providing a safe, reliable, effective, efficient and
fully integrated public transport services that best meets the needs of passenger users.
In the medium term, the DoT will continue with the planning and construction of universally
accessible Bus Rapid Transit (BRT) systems in identified local and metropolitan
municipalities.
The Public Transport Strategy, as well as the Taxi Recapitalisation Programme, will be
reviewed to enhance provision of integrated public transport solutions. The DoT will develop
and implement the Integrated Public Transport Turnaround Plan, which will aim to optimise
public transport service offerings in both rural and urban spaces.
Regulation of the Public transport will be enhanced through the amendment of the National
Land Transport Act and development of new regulations.
Increased contribution to job creation
The next five years will require a balance between creating a stable and supportive
environment for growth and investment while at the same time addressing the many
structural challenges the economy and society faces. In addition to long standing regulatory,
| P a g e
37
infrastructure and skills weaknesses, inequality in itself has become a core obstacle to
investment and growth. By extension, efforts to support growth must simultaneously ensure
more equitable distribution and ownership of income. Employment intensive programmes
and initiatives will receive top priority, especially those that target youth and women.
In the medium term, the DoT will monitor off-takes by end users on the infrastructure build
programme. In the implementation of the Provincial Road Maintenance Programme, the DoT
will work closely with other spheres of government to ensure adequate road maintenance.
The programme will achieve the following:
60% of employment and empowerment in road infrastructure
40% of the grant to be allocated to the pothole patching programme (Operation
Tselantle)
Support 50% of the EPWP infrastructure job creation targets.
The DoT aims to create over six million work opportunities during phase three of Operation
Tselantle, of which the bulk of work will be for women, youth and people with disabilities.
Through the new Rail Rolling Stock Fleet Renewal Programme, which is aimed at revamping
the ailing rail infrastructure programme, the manufacture and supply of new rolling stock is
expected to create 8 088 direct and 33 000 indirect jobs over the 10 year duration of the
contract.
The African Maritime Charter will be finalised and implemented in the medium term.
In the 2015/16 financial year, 80 interns were employed in the transport sector. Of the 80,
65 were placed within the DoT, 3 within sector SOEs and 12 in various municipalities. The
interns are continuously undergoing generic, technical as well as life skills trainings in order
to prepare them for the labour market. These include work readiness programme offered by
the National Youth Development Agency (NYDA). DOT annually exceeds the DPSA target of
5% of staff establishment. For this, the DoT received a Recognition Award for Internship for
2011 to 2013 from the National Skills Authority (Department of Higher Education and
Training.
In preparation for 2016/17 financial year, recruitment and selection process are in progress
for the appointment of fifty three (53) interns, who will be placed at the National Department
of Transport. This number translates into 7.6% of the staff establishment, which also
exceeds the DPSA target of 5%.
| P a g e
38
A total of nine (9) employees without formal qualifications were placed on Project
Management Learnership to improve their productivity as well as their career growth. All the
learners completed their programme and declared competent after internal assessment and
moderation. The process of external verification and certification by Services SETA is
underway. Need analysis for learnership programme has been completed across various
DOT branches in preparation for 2016/17 financial year.
The DoT is in a process of concluding a Memorundum of Understanding (MoU) with the
NYDA to assist with the placement of the DoT funded graduates to enter the labour market
especially in the transport-specific areas including Municipalities and the transport public
entities. An MoU has be concluded with TETA to support areas of skills development, work
placement opportunities for youth, International partnerships to support the Ocean Economy
agenda, and other National government programmes such as the National Development
Plan, IPAP and other corporations in order to enhance the skills development agenda.
University and Scholarship and Bursary Interventions
During 2014 and 2015, the DoT signed Individual MOUs with 11 Institutions of Higher
Learning that are currently offering transport disciplines across all modes of Transport. As of
01 January 2015, all the 11 tertiary institutions were implementing the MoU’s in accordance
with the DoT set standards and criteria. The current intake for 2015/16 financial year is 803.
In the past five years, these institutions produced a total number of 1 148 graduates across
all transport disciplines. These graduates form part of the skills base to support the National
Department of Transport, Provinces, Municipalities, Public Entities of Transport and other
transport institutions. The students are registered in transport-related disciplines such as
Transport Economics and Logistics, Transport Planning, Civil Engineering, Maritime
Engineering and Economics, and Transport Management in general.
In addition, the DoT intends to introduce transportation studies at the University of
Mpumalanga, which is scheduled to be rolled out from the 2017 academic year considering
the lengthy programme approval processes that need to be followed. The Department is
also assisting the University of North West with the development of the Transport
Engineering Programme, which is envisaged to be implemented in 2017 to address the
existing skills gaps in the sector.
| P a g e
39
In an effort to improve internal capacity within the Department, a total number of 135
bursaries are being managed with more focus on the scarce and critical skills within the
sector. Furthermore fifty (50) new bursaries were awarded during the first semester of
2015/16 whereas the process of adjudicating the last semester bursaries is scheduled for
December 2015.
Scholarships
2 students graduated in April 2015 with B.Sc in Civil Engineering at the University of
Pardubice in the Czech Republic, through the International Scholarship Programme. Both
are successfully placed within DoT, PRASA and RSR. Out of the 13 graduated from the
scholarship programme, 10 are permanently appointed within the DoT and the transport
sector.
During 2015/16 financial year, the DoT intended to recruit 10 young women for the above
scholarship. Currently, the programme has been put on hold by the University of Pardubice
until 2017 academic year as the programme is still under review. The DoT is currently
exploring another international partnership for scholarships with a Swedish University for
Civil Aviation and Maritime programmes. In September 2015, the DoT also advertised the
Japanese scholarship across all transport entities and Higher Education Institutions. No
applications were received for the above-mentioned scholarship.
Further Education and Training Interventions
Partnerships with 11 TVET Colleges were established across various provinces to deliver
the National Certificate Vocational (NCV) qualifications in Transport at NCV level 1- 4 to
address the skills shortages across various Transport industries. The transport programmes
that are offered at these TVET colleges are: Transport operations, Transport Economics and
Logistics. 2 181 learners are currently registered and 65 graduated in January 2015 from the
TVET programme and currently been placed as interns at Imperial logistics.
High School interventions
The DoT concluded MoUs with Technology Research Activity Centre (TRAC) SA and the
University of Stellenbosch as a host center to ensure programme accessibility to the rural
communities by placing fixed laboratories at Kwa Zulu-Natal and Western Cape Provinces. A
further addendum to the MoU was concluded to include the disabled youths at Helen Franz
| P a g e
40
School for the Disabled in Limpopo Province. The initiative is a recruitment drive for the DoT
to improve the disability targets in line with the Public Service prescripts. To date 1 608
learners participated in the TRAC Programme, out of which 621 managed to register for
Transport Engineering qualifications. The total numbers of learner exposures conducted
were 1 374 995 over a 5-year period.
Annually the DoT plans to have at least 10 outreach programmes across the country
focusing at targeted rural areas. Currently, nine (9) career events were conducted across 8
provinces. Out of nine, two events were targeting Youth Month. These include one (1)
dialogue session at the University of North West for third-year Transport Economics students
and one career expo at Queenstown for 13 rural schools in the area. An annual Nelson
Mandela Day was celebrated with an outreach programme for children of the DoT
employees reaching 60 children. The Department hosted two national events targeting girl
children. 25 girl children were exposed, through the Take a Girl Child to School event in May
2015 and 20 girls were hosted by the Department, through the Techno-girl programme.
The transport career booklets are continuously updated and distributed to labour centers and
schools to provide students with an understanding of careers in transportation. This
Outreach programmes are conducted in collaboration with the transport public entities and
the provincial departments of transport. The DoT also responds to invitations from the
industry, Schools, Institutions of higher learning, Colleges and government departments in
advocacy of transport careers.
Increased contribution of transport to environmental protection
The NDP 2030 vision is that by 2030 South Africa’s transition to an environmentally
sustainable, climate change resilient and, low carbon economy will be well under way. The
current MTSF (2014-2019), will focus on the creation of a framework for implementing the
transition to an environmentally sustainable low carbon economy. This phase will include
unblocking regulatory constraints, data collection and establishment of baseline information
and indicators testing some of the concepts and ideas to determine if this can be scaled up.
In the medium term, the DoT has undertaken the development of the Green Transport
Strategy (GTS), which seeks to address the adverse effects and impacts of transport on the
environment and concurrently address the current and future transport demands based on
the principles of sustainable development.
| P a g e
41
The GTS will provide a clear and distinctive route of the environmental policy for the sector,
by providing appropriate sector specific climate policy tools and corresponding mitigation
and adaptations measures for the transport sector as well as a framework to implement the
Transport Flagships within the National Climate Change Response Strategy (NCCRS).
The GTS will also utilize a basket of measures, which will address imperative issues such as
fuel switching for the freight industry to assist with the high emission factor of this sector. The
introduction and promotion of the uptake of cleaner fuels such as Liquefied Petroleum Gas
(LPG) and Compressed Natural Gas (CNG) for freight vehicles will assist and support with
the emission reductions efforts of the sector. The use of cleaner fuels should be supported
by Intelligent Transportation Systems that can provide support for this initiative of
introducing cleaner transportation and alternative fuel technology for the freight sector, whilst
also collecting imperative mitigation data.
The Implementation Plan of the GTS will promote the uptake of “Smart Trucks” and then
benchmark against the appropriate international standards to specify the performance
required from the operation of a given vehicle on a network, rather than prescribing how the
specified level of performance is to be achieved. This approach will allow more flexibility for
vehicle designers to utilise innovative solutions and the latest available technology to meet
the required performance standards and improve fuel efficiency.
| P a g e
42
Organisational Environment
Following a sustained period of performance that saw major strides being made by the
transport sector, the DoT aims to intensify its strategic interventions to address some of the
major challenges facing the sector.
The internal challenge of alignment and optimal use of resources (human, financial, facilities
and equipment) will be minimised through continual structural modification to ensure
economic, efficient and effective performance of the department and improve service
delivery. The department will focus on reducing the vacancy rate and strengthening its
knowledge and information systems.
The simplified structure of the DoT puts extensive emphasis on modes of transport.
Complementing this modal emphasis are two programmes that seek to provide strategic
support to the key programmes of the DoT, namely Administration and Transport Integrated
Planning.
Programme 1: Administration – This programme comprises the Ministry, Office of the
Director-General (ODG), Chief Operations Officer (COO), Chief Financial Officer (CFO) and
Transport Information Systems (TIS)
Programme 2: Integrated Transport Planning
Programme 3: Rail Transport
Programme 4: Road Transport
Programme 5: Civil Aviation
Programme 6: Maritime Transport
Programme 7: Public Transport
It is still the belief of the DoT that these internal programmes not only set the agenda for the
DoT but for a collective, integrated and harmonised approach to addressing sector
challenges. Key players in this collective include the DoT, transport entities, provincial
departments, municipalities and key private sector stakeholders. A convergence of all these
stakeholders will assist in fast-tracking the responsiveness of the sector to the realities on
the ground.
| P a g e
43
Details of approved establishment and personnel numbers according to salary level as at 31 March 2016
Personnel post status estimated for 31 March 2016 Number of posts filled /planned for on funded establishment
Level Number of
posts on
approved
establishment
Number of
funded posts
Number of
posts in
addition to
establishment
Actual Revised
estimate
Medium-term estimates
2014/15 2015/16 2016/17 2017/18 2018/19
DoT total 866 866 28 693 715 736 736 736
1-6 186 186 9 157 159 162 162 162
7-10 336 336 6 275 287 298 298 298
11-12 189 189 3 150 147 147 147 147
13-16 155 155 10 111 122 129 129 129
| P a g e
44
Minister of Transport
Rail Regulation
Rail Operations
Communication and Stakeholder
Management
Legal Services
Rail Infrastructure & Industry Development
International Relations
Research & Innovation
Maritime Policy Development
Maritime Implementation,
Monitoring & Evaluation
Maritime Transport
Aviation Policy & Regulation
Aviation Economics & Industry
Development
Civil Aviation
Road Regulation
Road Infrastructure & Industry
Development
Driving Licence Credit Card Trading Entity
Integrated Transport Planning
Macro Sector PlanningHuman Resource Management & Development
Transport Information Systems
Maritime Infrastructure & Industry Development
Deputy Minister of Transport
Internal Audit & Fraud Investigations
Corporate Management
Aviation Safety, Security Environment
& Search Rescue
Organisational Structure for the Department of TransportJanuary 2015
Business Information Systems
Office of the Director-General
Public Transport Regulation
Rural and Scholar Transport
Implementation
Public Transport
Public Transport Infrastructure &
Industry Development
Modelling & Economic Analysis
Programme 2:
Integrated Transport Planning
Programme 3:
Rail Transport
Programme 4:
Road Transport
Programme 1:
Administration
Programme 5:
Civil Aviation
Programme 6:
Maritime Transport
Programme 7:Public Transport
Architecture & Governance
Office of the Chief Financial Officer
Budegting &
Compliance
Financial Accounting & Supply Chain Management
Strategic Planning, & Cluster Coordination
Freight Logistics
Road EngineeringStandards
PT Network Development
Transport MinistryChief of Staff
Tankiso Molekane
Programme 1 :
Administration
Regional Integration
Chief Operations
OfficerRail Transport
Road Transport
Director General
Project Management Unit
| P a g e
45
The DoT Strategic Planning Process
For the planning period 2016/17 – 2018/19, as per the statutory requirement of the Medium
Term Expenditure Framework (MTEF), the DoT reassessed the relevance and
appropriateness of strategic outcome-oriented goals and objectives to ensure that they
respond to the key challenges faced by the sector. The purpose of the exercise was to
highlight critical areas of the DoT's contribution to the changed agenda of Government, to
re-prioritise its interventions in line with the new radical economic transformation stance, and
set out defined performance measures to ensure that the accelerated speed of service
delivery. The DoT also identified critical success areas and notable challenges in the
previous financial year, which assisted in developing appropriate remedial strategies going
forward.
Each DoT programme conducted planning sessions and the draft Annual Performance Plan
2016/17 was developed. This Annual Performance Plan 2016/17 was consulted with internal
programmes in an interactive process of inputs and feedback and was also sent to the
Department of Performance Monitoring and Evaluation (DPME) in the Presidency for critical
analysis. The final draft was then consulted with the DoT Executive Committee (EXCO) for
final ratification and sign-off. Before sign-off the drafts were also submitted to Internal Audit
and Office of the Auditor-General for a pre-audit exercise. The Annual Performance Plan
2016/17 was then tabled in Parliament for approval.
Monitoring and Reporting of the Annual Performance Plan 2016/17
The Annual Performance Plans 2016/17, which corresponds to year two of the DoT
Strategic Plan 2015-2020, will be monitored and reported on, on a quarterly basis. Progress
made on the achievements of the APP quarterly milestones will be analysed. Where
programmes are unsuccessful to achieve predetermined quarterly milestones, corrective
measures and revised timeframes will be discussed and approved with relevant programme
managers.
Milestones not achieved in one quarter will be prioritised for achievement in the subsequent
quarter following the quarter under review. Failure to achieve a quarterly milestone in two
consecutive quarters will require intensive analysis and possible re-prioritisation by the
relevant programme manager.
| P a g e
46
DoT Risk Statement
In pursuit of its vision, the DoT faces risks to its business strategy, operations, protection of
personnel, property and reputation. The department thus commits to a risk management
process that ensures that all such risks are identified and assessed. Response plans are
developed for each risk and implementation of these plans is monitored on a quarterly basis.
The effectiveness of risk management and control measures put in place will be reported to
the Risk Management Committee, EXCO and the Audit Committee on a quarterly basis.
Periodic independent assessments on the effectiveness of risk management will also be
conducted by Internal Audit.
DoT Key Principles in Managing Risk
To achieve predetermined goals and objectives:
- Risks will be considered on a department-wide basis;
- Risk management will be integral to the strategic planning process, business decisions
and daily operations;
- Risks will be identified, analysed, responded to, monitored and reported on, in
accordance with the DoT policies and procedures;
- Risks will be identified per programme and response plans will be derived for each risks;
- Management will regularly assess the status of each risk and response plans;
- Compliance to the risk management process and control measures will be monitored
and reported on.
Strategic Outcome-oriented Goals of the DoT
Strategic Outcome-oriented Goal 1: Efficient and integrated infrastructure network
and operations that serve as a catalyst for social and economic development
Develop and implement policies and promulgate Acts that are set to drive investments for
the maintenance and strategic expansion of the transport infrastructure network, and
support the development of transport asset management systems in rural and provincial
authorities. The definitive drive of these interventions is to improve the efficiency, capacity
and competitiveness of transport operations in all modes.
| P a g e
47
The following Strategic Objectives (SOs) as pre-determined by the DoT will be geared
towards achievement of the Strategic Outcome-oriented Goal as stated above:
SO 1.1 Facilitate integrated macro-transport systems planning to guide investments in the
sector
SO 1.2 Promote national, regional and continental integration of transport infrastructure and
operations
SO 1.3 Enhance socio-economic transformation of the transport sector
SO 1.4 Ensure a sustainable transport infrastructure network
SO 1.5 Enhance performance, efficiency and reliability of the transport sector
Strategic Outcome-oriented Goal 2: A transport sector that is safe and secure
Develop and implement policies and strategies that seek to reduce accidents and incidents
in the road, rail, aviation and maritime environment.
The following Strategic Objectives (SOs) as pre-determined by the DoT will be geared
towards achievement of the Strategic Outcome-oriented Goal as stated above:
SO 2.1 Regulate and enhance transport safety and security
Strategic Outcome-oriented Goal 3: Improved rural access, infrastructure and mobility
Increase mobility and access in rural space by improving transport infrastructure and
implementing integrated transport services.
The following Strategic Objectives (SOs) as pre-determined by the DoT will be geared
towards achievement of the Strategic Outcome-oriented Goal as stated above:
SO 3.1 Provide integrated rural transport infrastructure and services
Strategic Outcome-oriented Goal 4: Improved public transport services
Provide integrated public transport solutions through development and implementation of
legislation, policies, strategies and regulations. The definitive drive of these solutions is to
ensure safe, secure, reliable, cost-effective and sustainable public transport services.
| P a g e
48
The following Strategic Objectives (SOs) as pre-determined by the DoT will be geared
towards achievement of the Strategic Outcome-oriented Goal as stated above:
SO 4.1 Promote sustainable public transport
SO 4.2 Improve public transport access and reliability
SO 4.3 Regulate public transport
Strategic Outcome-oriented Goal 5: Increased contribution to job creation
Create an enabling environment for employment opportunities in the transport sector
through the implementation of labour-intensive interventions and off-takes of ancillary
support programmes.
The following Strategic Objectives (SOs) as pre-determined by the DoT will be geared
towards achievement of the Strategic Outcome-oriented Goal as stated above:
SO 5.1 Monitor off-takes of the implementation of the provincial road maintenance
programme
SO 5.2 Develop and implement relevant charters and legislation
Strategic Outcome-oriented Goal 6: Increase contribution of transport to
environmental protection
Develop and implement policies that aim to mitigate climate change and adaptation
responses through reduction of greenhouse gas (GHG) emission, aviation noise and
pollution at sea.
The following Strategic Objectives (SOs) as pre-determined by the DoT will be geared
towards achievement of the Strategic Outcome-oriented Goal as stated above:
SO 6.1 Reduce GHG emissions
SO 6.2 Minimise aviation noise
SO 6.3 Reduce level of pollution at sea
Strategic Outcome-oriented Goal 7: Effective and efficient management and support
Improve departmental performance by strengthening internal support functions and
ensuring good governance controls.
| P a g e
49
The following Strategic Objectives (SOs) as pre-determined by the DoT will be geared
towards achievement of the Strategic Outcome-oriented Goal as stated above:
SO 7.1 Provide key strategic support and corporate services
SO 7.2 Ensure good governance and a sound internal control environment
| P a g e
50
Expenditure Estimates: Vote 35 Transport
Vote expenditure estimates by programme and economic classification
Programmes
1. Administration
2. Integrated Transport Planning
3. Rail Transport
4. Road Transport
5. Civil Aviation
6. Maritime Transport
7. Public Transport
Programme
R million
Revised estimate
Average growth
rate (%)
Expenditure/ Total:
Average (%)
Medium-term expenditure estimate
Average growth
rate (%)
Expenditure/ Total:
Average (%)
2015/16 2012/13 - 2015/16 2016/17 2017/18 2018/19 2015/16 - 2018/19
Programme 1 383.5
Programme 2 88.1
Programme 3 18 311.4
Programme 4 23 042.7
Programme 5 149.5
Programme 6 121.1
Programme 7 11 518.9
4.7%
-9.4%
21.1%
8.1%
-34.0%
-6.7%
4.8%
0.8%
0.2%
29.6%
45.5%
0.5%
0.2%
23.2%
394.8 401.9 421.1
79.0 81.5 85.8
18 985.5 20 133.8 21 290.4
24 525.6 27 405.7 29 827.7
253.2 159.4 167.8
121.7 117.5 120.4
11 655.4 12 801.0 13 540.0
3.2%
-0.9%
5.2%
9.0%
3.9%
-0.2%
5.5%
0.7%
0.1%
33.3%
44.4%
0.3%
0.2%
21.0%
Total 53 615.1 10.6% 100.0% 56 015.2 61 100.7 65 453.3 6.9% 100.0%
Change to 2015
Budget estimate (117.0) 1 772.9 2 684.5
Economic classification
Current payments 1 069.1 -4.9% 3.2% 1 192.1 1 134.8 1 186.6 3.5% 1.9%
Compensation of employees
Goods and services
of which:
Administrative fees
Advertising
Minor Assets
Audit costs: External
Bursaries: Employees
Catering: Departmental activities
Communication
Computer services
Consultants: Business and advisory services
Infrastructure and planning services
Laboratory services
Legal services
Science and technological services
Contractors
Agency and support/outsourced services
Entertainment
Consumable supplies
Consumables: Stationery, printing and office supplies
Operating leases
Property payments
Travel and subsistence
Training and development
Operating payments
Venues and facilities
389.8
679.3
2.7
24.0
3.0
9.5
2.4
2.1
64.5
11.8
344.0
50.9
–
4.9
–
3.2
0.6
0.7
1.8
6.0
52.8
5.3
57.4
6.7
2.9
22.3
6.9%
-9.7%
45.5%
40.0%
-3.4%
0.2%
25.4%
4.1%
4.9%
22.3%
-21.5%
112.4%
–
–
–
-21.6%
–
-8.7%
59.4%
-10.0%
2.0%
17.9%
11.2%
26.1%
14.1%
76.0%
0.7%
2.5%
0.0%
0.1%
0.0%
0.0%
0.0%
0.0%
0.1%
0.0%
1.8%
0.1%
–
0.0%
–
0.0%
0.0%
0.0%
0.0%
0.0%
0.1%
0.0%
0.2%
0.0%
0.0%
0.0%
437.1 439.0 457.8
754.9 695.8 728.8
2.6 2.8 3.0
23.4 25.4 25.2
2.6 2.9 3.1
10.0 10.6 11.2
2.5 2.6 2.8
4.4 4.2 4.4
165.1 68.7 72.7
9.1 8.8 9.5
331.7 354.4 370.2
51.5 54.1 57.2
– – –
5.3 5.6 6.0
– – –
3.2 3.4 3.6
0.8 0.9 0.9
0.7 0.8 0.8
1.0 1.1 1.2
5.2 5.9 6.2
54.6 57.5 60.9
5.8 6.1 6.4
57.0 59.3 61.7
7.9 8.4 8.9
4.2 4.8 5.1
6.3 7.4 7.8
5.5%
2.4%
3.8%
1.6%
1.1%
5.8%
5.5%
27.8%
4.1%
-7.0%
2.5%
4.0%
–
7.1%
–
4.4%
15.6%
3.7%
-12.2%
1.0%
4.9%
6.5%
2.5%
9.6%
21.2%
-29.5%
0.7%
1.2%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.2%
0.0%
0.6%
0.1%
–
0.0%
–
0.0%
0.0%
0.0%
0.0%
0.0%
0.1%
0.0%
0.1%
0.0%
0.0%
0.0%
Transfers and subsidies 52 540.3 11.0% 96.7% 54 818.8 59 961.4 64 262.0 6.9% 98.1%
Provinces and municipalities
Departmental agencies and accounts
Foreign governments and international
organisations
Public corporations and private enterprises
Non-profit institutions
Households
20 796.8
13 148.5
10.7
18 222.0
21.7
340.6
6.3%
9.9%
5.4%
19.5%
6.7%
-9.7%
41.6%
24.9%
0.0%
29.5%
0.0%
0.7%
21 297.0 22 943.7 24 432.8
14 234.0 16 548.7 18 183.1
11.2 11.7 12.4
18 890.3 20 033.6 21 185.5
22.8 24.0 25.3
363.6 399.7 422.8
5.5%
11.4%
5.1%
5.2%
5.4%
7.5%
37.9%
26.3%
0.0%
33.2%
0.0%
0.6%
Payments for capital assets 5.7 -3.5% 0.0% 4.3 4.5 4.8 -5.8% 0.0%
Machinery and equipment 5.7 -3.5% 0.0% 4.3 4.5 4.8 -5.8% 0.0%
Total 53 615.1 10.6% 100.0% 56 015.2 61 100.7 65 453.3 6.9% 100.0%
| P a g e
51
Expenditure analysis
Transport infrastructure and services support economic growth and development by
connecting people and goods to markets. The development and maintenance of an efficient
and competitive transport system is a key objective of the national development plan and of
outcome 6 (an efficient, competitive and responsive economic infrastructure network) of the
2014-2019 medium term strategic framework. To support this objective over the medium
term, the Department of Transport will focus on maintaining the national and provincial road
networks, upgrading rail infrastructure and services, and expanding road based public
transport.
Transfers and subsidies to public entities, provinces and municipalities constitute the
largest component of the department’s expenditure over the medium term. Average annual
growth of 7 per cent in total departmental expenditure over the MTEF period is driven by
transfers and subsidies.
Over-expenditure in the department of R635.1 million in 2013/14 and R376.4 million in
2014/15 arose because the Road Traffic Management Corporation stopped paying
transaction fees for the maintenance of the electronic national traffic information system
into the National Revenue Fund for appropriation to the department. This will be resolved
by the ministry over the medium term.
The Cabinet approved reductions of R170.4 million over the medium term on various goods
and services items are part of Cabinet’s decision to lower the national aggregate
expenditure ceiling.
Maintaining the national and provincial road networks
Poor road conditions are a significant contributor to the costs of moving people and goods
within South Africa and across the Southern African region, increasing travel time and
vehicle operating costs. To improve the national non-toll road network, which makes up 85
per cent of the national network, the South African National Roads Agency receives an
additional R1.7 billion over the medium term. The agency also receives an additional R3.7
billion for upgrading the R573 Moloto Road. Due to lower than expected toll revenue from
the Gauteng freeway improvement project, the agency receives an additional R1.4 billion
over the medium term for phase 1 of the project. As a result of this additional funding,
spending in the Road Transport programme is expected to grow at an average annual rate
| P a g e
52
of 9.4 per cent over the medium term, from R23 billion in 2015/16 to R29.8 billion in
2018/19.
To improve the efficiency of spending on road maintenance in provinces, the allocations in
the provincial roads maintenance grant for the coal haulage network will be reprioritized in
2017/18 to create a new performance component in the grant. This component is expected
to be R1.9 billion over the MTEF period, and will include a new performance measure to
ensure that investments are made in a manner that reduces the costs of transport in the
economy. The rehabilitation of 5 390 lane kilometers of provincially managed roads and the
resealing of 11 976 lane kilometers are projected to cost R32.5 billion via the provincial
roads maintenance grant. (A lane kilometer is a kilometer long segment of road that is a
single lane wide. For example, a 1 kilometer stretch of a standard 2 lane road represents 2
lane kilometers).
Upgrading rail infrastructure and services
The procurement of the Metrorail commuter rail service fleet by the Passenger Rail Agency
of South Africa started in 2012/13, and the delivery of the first 44 train sets is expected over
the medium term. The Rail Transport programme, which makes capital transfers to the
agency, is the fastest growing programme between 2012/13 and 2018/19, largely due to an
increase in the allocation for the fleet renewal programme in 2014/15. Capital transfers are
for new train sets for Metrorail, and also for upgrading and refurbishing infrastructure for
both Metrorail and Shosholoza Meyl, the long distance passenger rail service.
Over the medium term, operational subsidies of R13.5 billion for Metrorail and Shosholoza
Meyl, transferred to the Passenger Rail Agency of South Africa, subsidise over 500million
passenger trips per year in 6 metropolitan cities, and 700 000 long distance passengers.
Cabinet approved reductions of R710 million over the medium term have been made on
transfers to the Passenger Rail Agency of South African as part of Cabinet’s decision to
lower the national aggregate expenditure ceiling.
Expanding road based public transport
The public transport network grant is transferred to 13 cities for constructing and operating
their integrated public transport networks. Currently, only 4 of the 13 cities operate
integrated public transport services, and a significant component of the grant will be spent
on upgrading infrastructure on these 4 networks. The grant is expected to increase to R6.8
| P a g e
53
billion in 2018/19, growing at an average annual rate of 6.5 per cent over the MTEF period.
The number of passenger trips in Cape Town is expected to increase to 90 000 a day by
2018/19 and in Johannesburg to 180 000 a day. A new allocation formula for the public
transport network grant from 2016/17 will ensure greater equity and efficiency in the
allocation of these public transport resources.
Cabinet approved reductions of R1 billion over the medium term have been made on the
public transport network grant as part of Cabinet’s decision to lower the national aggregate
expenditure ceiling. The impact is likely to be that capital programmes take longer.
| P a g e
54
PART B: PROGRAMME AND SUBPROGRAMME PLANS
Programme 1: Administration
Purpose: The programme exists to provide leadership, strategic management and administrative support to the department. This is achieved
through continuous refinement of organisational strategy and structure in line with appropriate legislation and best practice.
Programme Strategic Objectives
Strategic Goal 1: An efficient and integrated infrastructure network that serves as a catalyst for social and economic development
Goal Statement: Develop and implement policies and promulgate Acts that are set to drive investments for the maintenance and strategic expansion of the transport
infrastructure network, and support the development of transport asset management systems in rural and provincial authorities. The definitive drive of these interventions
is to improve the efficiency, capacity and competitiveness of transport operations in all modes.
Strategic
Objective
Audited/Actual performance Estimated
performance
2015/16
Medium-term targets
2012/13 2013/14 2014/15 2016/17 2017/18 2018/19 2019/20
1.3 Enhance
socio-
economic
transformation
of the
transport
sector
- - - - Develop the
Transport Sector
Gender
Empowerment
Policy
Monitor
implementation of
the Transport
Sector Gender
Empowerment
Policy
Monitor
implementation of
the Transport
Sector Gender
Empowerment
Policy
Monitor
implementation of the
Transport Sector
Gender
Empowerment Policy
- - - - Develop the status
report on the
transport sector
socio-economic
empowerment
programmes for
GDYC
Develop the status
report on the
transport sector
socio-economic
empowerment
programmes for
GDYC
Develop the status
report on the
transport sector
socio-economic
empowerment
programmes for
GDYC
Develop the status
report on the
transport sector
socio-economic
empowerment
programmes for
GDYC - - - - Conduct seven (7)
GDYC Community
Outreach
Campaigns
Conduct nine (9)
GDYC Community
Outreach
Campaigns
Conduct ten (10)
GDYC Community
Outreach
Campaigns
Conduct ten (10)
GDYC Community
Outreach Campaigns
| P a g e
55
Strategic Goal 7: Effective and efficient management and support
Goal Statement: Improve departmental performance by strengthening internal support functions and ensuring good governance controls.
Strategic
Objective
Audited/Actual performance Estimated
performance
2015/16
Medium-term targets
2012/13 2013/14 2014/15 2016/17 2017/18 2018/19 2019/20
7.1 Provide
strategic
support and
corporate
services
- - - - Provide strategic
support on PICC
projects
Provide strategic
support on PICC
projects
Provide strategic
support on PICC
projects
Provide strategic
support on PICC
projects
Speeches,
media and
statements
Speeches,
media and
statements
Integrated
Communications
and Marketing
Strategy
developed
Integrated
Communications
and Marketing
Plan Implemented
Implement the
Integrated
Communications
and Marketing Plan
Review the
Integrated
Communications
and Marketing
Strategy
Implement the
Integrated
Communications
and Marketing Plan
Implement the
Integrated
Communications and
Marketing Plan
Interns placed
as part of
implementatio
n of the HRD
Strategy
Interns placed
as part of
implementation
of the HRD
Strategy
Interns placed as
part of
implementation of
the HRD Strategy
Human Resource
Development
Framework
Implemented
Implement the
Human Resource
Development
Framework
Assess the impact of
the Human
Resource
Development
Framework
Implement the
Human Resource
Development
Framework
Implement the
Human Resource
Development
Framework
- - - - Develop inception
report for the
review of Founding
Legislations of
Transport Public
Entities
Facilitate the review
of the Founding
Legislations
Implement findings
and
recommendations
of the review
process
Develop proposed
draft legislative
amendments
- -
-
The departmental
Internet system
upgraded
Develop and
implement the
programme
management
dashboard
Monitor
implementation of
the programme
management
dashboard
Monitor
implementation of
the programme
management
dashboard
Review the
programme
management
dashboard
Strategic Goal 7: Effective and efficient management and support
Goal Statement: Improve departmental performance by strengthening internal support functions and ensuring good governance controls.
Strategic
Objective
Audited/Actual performance Estimated
performance
2015/16
Medium-term targets
2012/13 2013/14 2014/15 2016/17 2017/18 2018/19 2019/20
7.2 Ensure Action plans
developed and
Action plans
developed and
Action plans
developed and
Action plans
developed and
Develop and
monitor action
Develop and monitor
action plans to
Develop and monitor
action plans to
Develop and monitor
action plans to
| P a g e
56
Strategic Goal 7: Effective and efficient management and support
Goal Statement: Improve departmental performance by strengthening internal support functions and ensuring good governance controls.
Strategic
Objective
Audited/Actual performance Estimated
performance
2015/16
Medium-term targets
2012/13 2013/14 2014/15 2016/17 2017/18 2018/19 2019/20
good
governance
and a sound
internal
control
environment
implemented implemented implemented implemented plans to address
audit findings
address audit
findings
address audit
findings
address audit findings
Risk register
updated and
mitigation
plans
implemented
Risk register
updated and
mitigation
plans
implemented
Risk register
updated and
mitigation plans
implemented
Risk strategy
developed and the
implementation
monitored
Develop and
monitor DoT Risk
Management
Strategy
Monitor
implementation of
risk strategy
Monitor
implementation of
risk strategy
Monitor
implementation of risk
strategy
| P a g e
57
Programme performance indicators and targets for 2016/17
Strategic Objective 1.3: Enhance socio-economic transformation of the transport sector
Objective Statement: To promote equality and equity within the sector through the coordination of empowerment initiatives for disadvantaged population groups (Women,
Disabled, Youth and Children)
Programme
performance
indicator
Audited/Actual performance Estimated
performance
2015/16
Medium-term targets
2012/13 2013/14 2014/15 2016/17 2017/18 2018/19
1.3.1.1 Transport
Sector Gender
Empowerment
Policy approved by
March 2017
- - - - Develop and submit
the Transport Sector
Gender
Empowerment
Policy to the Minister
for approval
Monitor
implementation of
the Transport Sector
Gender
Empowerment
Policy
Monitor implementation
of the Transport Sector
Gender Empowerment
Policy
1.3.1.2 Status
report on the
transport sector
socio-economic
empowerment
programmes for
GDYC developed
- - - - Develop the status
report on the
transport sector
socio-economic
empowerment
programmes for
GDYC
Develop the status
report on the
transport sector
socio-economic
empowerment
programmes for
GDYC
Develop the status
report on the transport
sector socio-economic
empowerment
programmes for GDYC
1.3.1.3 Number of
Community
Outreach
Campaigns
conducted on
Gender, Disability,
Youth and Children
(GDYC)
- - - - Conduct seven (7)
GDYC Community
Outreach
Campaigns
Conduct nine (9)
GDYC Community
Outreach
Campaigns
Conduct ten (10) GDYC
Community Outreach
Campaigns
| P a g e
58
Strategic Objective7.1: Provide strategic support and corporate services
Objective Statement: To coordinate functions of human resource management and development, communications, information technology, legal and strategic planning in
support of DoT programmes
Programme
performance
indicator
Audited/Actual performance Estimated
performance
2015/16
Medium-term targets
2012/13 2013/14 2014/15 2016/17 2017/18 2018/19
7.1.1.1 Strategic
support provided
on PICC projects
- - - - Provide strategic
support on PICC
projects
Provide strategic
support on PICC
projects
Provide strategic
support on PICC
projects
7.1.1.2 Integrated
Communications
and Marketing
Strategy
implemented
Speeches, media
and statements
Speeches, media
and statements
Develop the
Integrated
Communications and
Marketing Strategy
Integrated
Communications
and Marketing Plan
implemented
Implement the
Integrated
Communications
and Marketing Plan
Review the
Integrated
Communications
and Marketing
Strategy
Implement the
Integrated
Communications and
Marketing Plan
7.1.1.3 DoT Human
Resources
Development
(HRD) Strategy
Framework
implemented
annually
Interns placed as
part of
implementation of
the HRD strategy
Interns placed as
part of
implementation
of the HRD
strategy
Interns placed as part
of implementation of
the HRD strategy
Human resource
development
framework
implemented
Implement the
human resource
development
framework
Assess the impact of
the human resource
development
framework
Implement the human
resource development
framework
7.1.1.4 Founding
legislations of
Transport Public
Entities reviewed
by March 2018
- - - - Develop inception
report for the review
of Founding
Legislations of
Transport Public
Entities
Facilitate the review
of the Founding
Legislations
Implement findings and
recommendations of the
review process
7.1.1.5 Programme
Management
Dashboard
developed by
March 2017
- - - The departmental
internet system
upgraded
Develop and
implement the
programme
management
dashboard
Monitor
implementation of
the programme
management
dashboard
Monitor implementation
of the programme
management
dashboard
| P a g e
59
Strategic Objective 7.2: Ensure good governance and a sound internal control environment
Objective Statement: To render financial administration, supply chain management, risk management, internal audit, budgeting and management accounting services to
the DoT
Programme
performance
indicator
Audited/Actual performance Estimated
performance
2015/16
Medium-term targets
2012/13 2013/14 2014/15 2016/17 2017/18 2018/19
7.2.1.1 Financial
governance
compliance and
control improved
Action plans
developed and
implemented
Action plans
developed and
implemented
Action plans
developed and
implemented
Action plans to
address audit
findings developed
and monitored
Develop and monitor
action plans to
address audit
findings
Develop and monitor
action plans to
address audit
findings
Develop and monitor
action plans to address
audit findings
7.2.1.2 DoT Risk
Management
Strategy
implemented
Risk register
updated and
mitigation plans
implemented
Risk register
updated and
mitigation plans
implemented
Risk register updated
and mitigation plans
implemented
Risk strategy
developed and the
implementation
monitored
Develop and monitor
DoT Risk
Management
Strategy
Monitor
implementation of
risk strategy
Monitor implementation
of risk strategy
| P a g e
60
Quarterly targets for 2016/17
Strategic Objective 1.3: Enhance socio-economic transformation of the transport sector
Objective Statement: To promote equality and equity within the sector through the coordination of empowerment initiatives for disadvantaged population groups (Women,
Disabled, Youth and Children)
Programme
performance
indicator
Reporting
period
Annual target 2016/17 Allocated
budget
‘000
Quarterly targets
1st 2nd 3rd 4th
1.3.1.1 Transport
Sector Gender
Empowerment Policy
approved by March
2017
Quarterly Transport Sector Gender
Empowerment Policy submitted
to the Minister for approval
R500 Conduct stakeholder
consultative
meetings in
preparation for the
development of the
Policy
Develop the draft
Policy and conduct
stakeholder
consultations on the
draft Policy
Consider and
incorporate
stakeholder inputs
and update draft
Policy
Present Policy to the
DoT EXCO, Strategic
Management
Committee (SMC) and
the Minister for approval
1.3.1.2 Status report
on the transport
sector socio-
economic
empowerment
programmes for
GDYC developed
Quarterly Status report on the transport
sector socio-economic
empowerment programmes
developed
R150 Conduct stakeholder
consultations and
compile a draft
status report
Submit and present
the draft status
report to the DoT
EXCO for quality
assurance
Consider and
incorporate EXCO
inputs and
recommendations
Present the status
report to the DoT
Strategic Management
Committee (SMC)
1.3.1.3 Number of
Community Outreach
Campaigns
conducted on
Gender, Disability,
Youth and Children
(GDYC)
Quarterly Seven (7) Community Outreach
Campaigns conducted
R1 000 Conduct one (1)
Community
Outreach
Campaigns
Conduct two (2)
Community
Outreach
Campaigns
Conduct two (2)
Community
Outreach
Campaigns
Conduct two (2)
Community Outreach
Campaign
| P a g e
61
Strategic Objective 7.1: Provide strategic support and corporate services
Objective Statement: To coordinate functions of human resource management and development, communications, information technology, legal and strategic planning in
support of DoT programmes
Programme
performance
indicator
Reporting
period
Annual target 2016/17 Allocated
budget
‘000
Quarterly targets
1st 2nd 3rd 4th
7.1.1.1 Strategic
support provided on
PICC projects
Quarterly Quarterly reports produced on
the implementation of SIP
projects
Produce a quarterly
report on the
implementation of
SIP projects
Produce a quarterly
report on the
implementation of
SIP projects
Produce a quarterly
report on the
implementation of
SIP projects
Produce a quarterly
report on the
implementation of SIP
projects 7.1.1.2 Integrated
Communications and
Marketing Strategy
implemented
Quarterly Integrated Communications and
Marketing Plan implemented
Operational
Budget
Monitor the
implementation of
the Integrated
Communications
and Marketing Plan
Monitor the
implementation of
the Integrated
Communications
and Marketing Plan
Monitor the
implementation of
the Integrated
Communications
and Marketing Plan
Develop the annual
report on the
implementation of the
Integrated
Communications and
Marketing Plan
7.1.1.3 DoT Human
Resources
Development (HRD)
Strategy Framework
implemented
annually
Quarterly Human Resource Development
framework implemented
Operational
Budget
Develop the annual
report on the
implementation of
the Human
Resource
Development
Framework
Monitor the
implementation of
the Human
Resource
Development
Framework
Monitor the
implementation of
the Human
Resource
Development
Framework
Monitor the
implementation of the
Human Resource
Development
Framework
7.1.1.4 Founding
legislations of
Transport Public
Entities reviewed by
March 2018
Quarterly Inception Report for the Review
of Founding Legislations of
Road Entities developed
Operational
Budget
Develop technical
specifications for the
review of founding
legislations of
Transport Public
Entities
Conduct stakeholder
consultations and
incorporate inputs to
finalise the approval
of technical
specifications
Submit technical
specifications for the
commencement of
requisite supply
chain management
processes
Develop Inception
Report
7.1.1.5 Programme
Management
Dashboard
developed by March
2017
Quarterly Programme management
dashboard developed
Operational
Budget
Conduct a feasibility
study
Develop the
Business
intelligence Strategy
Pilot the Business
Intelligence Solution
Monitor implementation
of the programme
management
dashboard
| P a g e
62
Strategic Objective 7.2: Ensure good governance and a sound internal control environment
Objective Statement: To render financial administration, supply chain management, risk management, internal audit, budgeting and management accounting services to
the DoT
Programme
performance
indicator
Reporting
period
Annual target 2016/17 Allocated
budget
‘000
Quarterly targets
1st 2nd 3rd 4th
7.2.1.1 Financial
governance
compliance and
control improved
Quarterly Action plans to address audit
findings developed and
monitored
Ops Budget - Develop action plans
to address audit
findings and monitor
progress
Monitor progress on
the implementation
of action plans
Develop the annual
report on the
implementation of
action plans
7.2.1.2 DoT Risk
Management
Strategy
implemented
Quarterly DoT Risk Management Strategy
developed and monitored
Operational
Budget Review the Risk
Management
Strategy
Submit the Risk
Management
Strategy to EXCO
for approval
Monitor
implementation of
the Risk
Management
Strategy
Develop the annual
report on the
implementation of the
Risk Management
Strategy
| P a g e
63
Changes to the Strategic Plan 2015 - 2020
At the conclusion of the DoT Annual Performance Plan (APP) 2016/17 process, Programme 1 - Administration reviewed the DoT Strategic Plan
2015 – 2020 to assess how the APP impacts on the Strategic Plan. The following were recorded:
Strategic Outcome-Oriented Goals
No revisions were made to the strategic outcome-oriented goals to which the programme contributes.
Strategic Objectives
No revisions were made to the strategic objectives to which the programme contributes.
Medium Term Targets
A number of changes were recorded in the medium term targets of Programme 1 – Administration
The following medium term targets were removed from the Strategic Plan 2015 – 2020:
Page 31, 32 and 33 of the DoT Strategic Plan 2015 – 2020:
- Reduction of the DoT Vacancy Rate from 23.34% to 10% in 2015/16 and maintenance of the 10% vacancy rate over the MTSF
- Development and implementation of the International Relations Strategy
- Development of the Enterprise Architecture and implementation of the DoT ICT Portfolio Plan
| P a g e
64
The following medium term target has been added to the Strategic Plan 2015 – 2020:
Page 54 and 55 of the DoT Annual Performance Plan 2016/17:
- Development of the Transport Sector Gender Empowerment Policy in 2016/17 and implementation of the Policy over the MTSF
- Development of the status report on the transport sector socio-economic empowerment programmes on a annual basis over the MTSF
- Advocacy of Community Outreach Campaigns on Gender, Disability, Youth and Children (GDYC)
- Provision of strategic support for PICC projects
- Review of Founding Legislations for Transport Sector Public Entities
| P a g e
65
Expenditure estimates
Administration expenditure trends and estimates by subprogramme and economic classification
Subprogramme
R thousand
Audited outcome
Adjusted appropriation
Averag
e growth
rate (%)
Expen- diture/ Total:
Average (%)
Medium-term expenditure estimate
Averag
e growth
rate (%)
Expen- diture/ Total:
Average (%)
2012/13 2013/14 2014/15 2015/16 2012/13 - 2015/16 2016/17 2017/18 2018/19 2015/16 - 2018/19
Ministry 41 474 33 049 35 571
Management 91 608 48 425 44 748
Corporate Services 150 108 166 469 205 347
Communications 46 888 33 710 41 551
Office Accommodation 29 504 33 925 50 272
36 122
66 394
191 726
41 423
47 792
-4.5%
-10.2%
8.5%
-4.0%
17.4%
10.2%
17.5%
49.7%
11.4%
11.2%
35 040 35 744 37 603
75 421 74 722 76 562
198 585 201 174 212 360
35 404 37 403 38 722
50 313 52 827 55 891
1.3%
4.9%
3.5%
-2.2%
5.4%
9.0%
18.3%
50.2%
9.6%
12.9%
Total 359 582 315 578 377 489 383 457 2.2% 100.0% 394 763 401 870 421 138 3.2% 100.0%
Change to 2015
Budget estimate
– (4 440) (19 301) (24 455)
Economic classification
Current payments 339 372 295 664 362 417 369 942 2.9% 95.2% 381 078 387 524 405 959 3.1% 96.5%
Compensation of employees
Goods and services
of which:
136 308 141 377 155 008
203 064 154 287 207 409
175 812
194 130
8.9%
-1.5%
42.4%
52.8%
198 916 195 706 204 814
182 162 191 818 201 145
5.2%
1.2%
48.4%
48.0%
Administrative fees 2 229 1 437 1 243 2 645 5.9% 0.5% 2 587 2 797 2 959 3.8% 0.7%
Advertising 29 697 22 987 30 418 22 199 -9.2% 7.3% 21 346 23 240 22 911 1.1% 5.6%
Minor Assets 625 674 630 1 992 47.2% 0.3% 1 856 2 105 2 227 3.8% 0.5%
Audit costs: External 6 789 7 013 5 429 9 443 11.6% 2.0% 9 974 10 548 11 158 5.7% 2.6%
Bursaries: Employees 1 342 1 768 1 226 2 365 20.8% 0.5% 2 493 2 629 2 781 5.5% 0.6%
Catering: Departmental activities 612 790 596 1 277 27.8% 0.2% 2 506 2 220 2 347 22.5% 0.5%
Communication 6 784 5 572 5 084 8 594 8.2% 1.8% 6 201 6 662 7 049 -6.4% 1.8%
Computer services 8 650 10 935 6 290 11 278 9.2% 2.6% 8 842 8 590 9 254 -6.4% 2.4%
Consultants: Business and advisory services
49 711 17 134 3 033 16 138 -31.3% 6.0% 12 562 13 527 14 225 -4.1% 3.5%
Legal services 4 287 4 170 8 983 4 852 4.2% 1.6% 5 349 5 641 5 968 7.1% 1.4%
Contractors 12 154 1 456 2 068 2 825 -38.5% 1.3% 2 643 2 799 2 966 1.6% 0.7%
Agency and support/outsourced services 279 737 1 372 585 28.0% 0.2% 810 854 903 15.6% 0.2%
Entertainment 484 215 427 720 14.2% 0.1% 720 759 803 3.7% 0.2%
Fleet services (including government motor transport)
26 – – – -100.0% – – – – – –
Inventory: Fuel, oil and gas 1 – – – -100.0% – – – – – –
Inventory: Materials and supplies 110 – – – -100.0% – – – – – –
Inventory: Other supplies 360 – – – -100.0% – – – – – –
Consumable supplies – 1 504 592 1 663 – 0.3% 817 892 944 -17.2% 0.3%
Consumables: Stationery, printing and office supplies
4 453 4 674 2 081 3 129 -11.1% 1.0% 2 965 3 221 3 407 2.9% 0.8%
Operating leases 32 205 35 711 51 414 50 439 16.1% 11.8% 52 740 55 539 58 761 5.2% 13.6%
Rental and hiring 319 – – – -100.0% – – – – – –
Property payments 3 680 4 862 4 787 5 327 13.1% 1.3% 5 662 5 971 6 317 5.8% 1.5%
Transport provided: Departmental activity 16 – – – -100.0% – – – – – –
Travel and subsistence 25 375 24 656 72 947 28 816 4.3% 10.6% 28 584 28 751 30 215 1.6% 7.3%
Training and development 4 056 2 428 3 187 5 249 9.0% 1.0% 6 655 7 028 7 435 12.3% 1.6%
Operating payments 818 1 147 1 777 2 372 42.6% 0.4% 2 741 3 237 3 426 13.0% 0.7%
Venues and facilities 8 002 4 417 3 825 12 222 15.2% 2.0% 4 109 4 808 5 089 -25.3% 1.6%
Transfers and subsidies 9 712 11 556 8 682 10 637 3.1% 2.8% 11 222 11 782 12 466 5.4% 2.9%
Departmental agencies and accounts – 919 978 1 036 – 0.2% 1 105 1 161 1 228 5.8% 0.3% Higher education institutions 9 406 10 179 7 509 – -100.0% 1.9% – – – – –
Households 306 458 195 9 601 215.4% 0.7% 10 117 10 621 11 238 5.4% 2.6%
Payments for capital assets 6 021 8 287 6 201 2 878 -21.8% 1.6% 2 463 2 564 2 713 -1.9% 0.7%
Machinery and equipment 6 021 8 287 6 201 2 878 -21.8% 1.6% 2 463 2 564 2 713 -1.9% 0.7%
Payments for financial assets 4 477 71 189 – -100.0% 0.3% – – – – –
Total 359 582 315 578 377 489 383 457 2.2% 100.0% 394 763 401 870 421 138 3.2% 100.0%
Proportion of total programme 0.9% 0.7% 0.8% 0.7% – – 0.7% 0.7% 0.6% – – expenditure to vote expenditure Details of transfers and subsidies
Households
Other transfers to households
Current – – –
9 433
–
0.7%
9 939 10 434 11 040
5.4%
2.6%
Bursaries to non-employees – – – 9 433 – 0.7% 9 939 10 434 11 040 5.4% 2.6%
Departmental agencies and accounts
Departmental agencies (non-business entities)
Current – 919 978
1 036
–
0.2%
1 105 1 161 1 228
5.8%
0.3%
| P a g e
66
Transport Education and Training Authority
Public Service Sector Education and Training Authority
– 919 978
– – –
1 036
–
–
–
0.2%
–
1 105 1 161 1 228
– – –
5.8%
–
0.3%
–
Households
Social benefits
Current 306 458 195
168
-18.1%
0.1%
178 187 198
5.6%
–
Employee social benefits 306 458 195 168 -18.1% 0.1% 178 187 198 5.6% –
Higher education institutions
Current 9 406 10 179 7 509
–
-100.0%
1.9%
– – –
–
–
Universities of Pretoria, KwaZulu-Natal and Stellenbosch
9 406 10 179 7 509 – -100.0% 1.9% – – – – –
Personnel Information
Administration personnel numbers and cost by salary level¹ prior to Cabinet approved reduction, effective from 2017/18²; budget reductions; and aggregate baseline total
Number of posts estimated for 31 March 2016
Number and cost3 of personnel posts filled / planned for on funded establishment
Number
Number of
funded posts
Number of posts
additional to the
Actual
Revised estimate
Medium-term expenditure estimate
Average
growth rate (%)
Salary level/Tota
l: Average
(%) Establishment
2014/15 2015/16 2016/17 2017/18 2018/19 2015/16 - 2018/19 Administration
Unit Number Cost
Cost
Unit Number Cost
Cost
Unit Number Cost
Cost
Unit Number Cost
Cost
Unit Number Cost
Cost
Salary level 425 22 335 155.0 0.5 355 175.8 0.5 357 198.9 0.6 357 217.2 0.6 357 241.1 0.7 0.2% 100.0%
1 – 6
7 – 10
11 – 12
13 – 16
Reduction
Total
114
169
80
62
8
5
3
6
94 17.7 0.2
136 45.1 0.3
66 45.7 0.7
39 46.4 1.2
96 19.2 0.2
149 58.4 0.4
60 43.0 0.7
50 55.3 1.1
96 21.1 0.2
149 67.2 0.5
60 49.5 0.8
52 61.1 1.2
96 23.0 0.2
149 73.4 0.5
60 54.0 0.9
52 66.7 1.3
96 25.6 0.3
149 81.5 0.5
60 60.0 1.0
52 74.1 1.4
–
–
–
1.3%
26.9%
41.8%
16.8%
14.4% – – – – – – – – – – – – (21.5) – – (36.3) – – –
425 22 335 155.0 0.5 355 175.8 0.5 357 198.9 0.6 – 195.7 – – 204.8 – – –
1. Data has been provided by the department and may not necessarily reconcile with official government personnel data.
2. This programme's compensation of employees budget has been reduced by R57.8 million for 2017/18 and 2018/19. After consult ation with the Department of Public Service and Administration and National Treasury, the department will finalise, develop and implement a plan to manage its personnel expenditure within this reduced expenditur e ceiling. 3. Rand million.
Expenditure Trends
The spending focus over the medium term will be on the Corporate Services and Management
Subprogrammes, which provide operational and administrative support to the Department. A significant
proportion of this programme’s budget is therefore allocated to spending on compensation of employees,
mostly in the Corporate Services, Management and Communication Subprogrammes.
Consultants, contractors travel and subsistence, venues and facilities, and operating leases are the large
spending items in the programme over the medium term.
Spending on office accommodation has increased over the MTEF period due to the Department taking
over additional office blocks in the current building from the South African Police Service. Expenditure on
advertising is also expected to increase over the medium term in support of October Transport Month
and Arrive Alive awareness campaigns in the Subprogramme: Communication.
The programme’s establishment, constitutes 47% of the Department’s overall establishment. As at 30
September 2015 the programme had 355 funded posts.
| P a g e
67
Programme 2: Integrated Transport Planning
Purpose: To integrate and harmonise key transport sector strategic interventions through continuous development and refining of macro-transport
sector policies, strategies and legislation; coordination of development of sector-related policies, coordination of sector research activities; coordination
of regional and inter-sphere relations; facilitation of sector transformation; and provision of sector economic modelling and analysis.
Programme Strategic Objectives
Strategic Goal 1: An efficient and integrated infrastructure network that serves as a catalyst for social and economic development
Goal Statement: Develop and implement policies and promulgate Acts that are set to drive investments for the maintenance and strategic expansion of the transport
infrastructure network, and support the development of transport asset management systems in rural and provincial authorities. The definitive drive of these interventions is to
improve the efficiency, capacity and competitiveness of transport operations in all modes.
Strategic Objective Audited/Actual performance Estimated
performance
2015/16
Medium-term targets
2012/13 2013/14 2014/15 2016/17 2017/18 2018/19 2019/20
1.1 Facilitate
integrated macro-
transport systems
planning to guide
investments in the
sector
Finalisation of
NATMAP
2050
synopsis
document
Cabinet
approval of
the NATMAP
2050
Facilitate
approval of the
amended
NATMAP 2050
Parliament
Facilitate final
approval of the
NATMAP 2050 by
Cabinet
Facilitate the
Implementation of
NATMAP 2050
Priority Pilot Projects
Monitor NATMAP
2050 implementation
Projects
Impact assessment of
the NATMAP 2050
Projects
Monitor NATMAP
2050 implementation
Projects
- - - White Paper on the
National Transport
Policy reviewed
Submit the White
Paper on the
National Transport
Policy to Cabinet
Monitor
implementation of
the White Paper on
the National
Transport Policy
Monitor
implementation of the
White Paper on the
National Transport
Policy
Monitor
implementation of
the White Paper on
the National
Transport Policy
| P a g e
68
Strategic Goal 1: An efficient and integrated infrastructure network that serves as a catalyst for social and economic development
Goal Statement: Develop and implement policies and promulgate Acts that are set to drive investments for the maintenance and strategic expansion of the transport
infrastructure network, and support the development of transport asset management systems in rural and provincial authorities. The definitive drive of these interventions is to
improve the efficiency, capacity and competitiveness of transport operations in all modes.
Strategic Objective Audited/Actual performance Estimated
performance
2015/16
Medium-term targets
2012/13 2013/14 2014/15 2016/17 2017/18 2018/19 2019/20
1.2 Promote
national, regional
and continental
integration of
transport
infrastructure and
operations
- - - Draft Road Freight
Strategy Submitted
to EXCO for
approval
Submit the Road
Freight Strategy to
Cabinet
Monitor
implementation of
the Road Freight
Strategy
Monitor
implementation of the
Road Freight Strategy
Monitor
implementation of
the Road Freight
Strategy
- - - - Develop the Draft
Regional Transport
Integration Market
Access Strategy for
SA.
Submit the Regional
Transport Integration
Market Access
Strategy for SA to
EXCO quality
assurance
Develop a model for
quantification for
Transport and
Logistics costs at key
border posts.
Annual update of
model for
quantification for
Transport and
Logistics costs at
key border posts.
- - Approval of the
Funding
Strategy for
the Durban-
Free State-
Gauteng
Logistics and
Industrial
Corridor
projects
Develop Harrismith
Hub Framework
Develop Harrismith
Hub framework
implementation plan
Monitor Harrismith
Hub Implementation
Plan
Monitor Harrismith
Hub Implementation
Plan
Monitor Harrismith
Hub Implementation
Plan
| P a g e
69
Strategic Goal 1: An efficient and integrated infrastructure network that serves as a catalyst for social and economic development
Goal Statement: Develop and implement policies and promulgate Acts that are set to drive investments for the maintenance and strategic expansion of the transport
infrastructure network, and support the development of transport asset management systems in rural and provincial authorities. The definitive drive of these interventions is to
improve the efficiency, capacity and competitiveness of transport operations in all modes.
Strategic Objective Audited/Actual performance Estimated
performance
2015/16
Medium-term targets
2012/13 2013/14 2014/15 2016/17 2017/18 2018/19 2019/20
1.3 Enhance
socio-economic
transformation of
the transport
sector
-
-
-
-
-
-
- Develop the Road
Tariff Determination
Framework
Submit the Road
Tariff Determination
Framework to
Cabinet
Monitor
implementation of the
Road Tariff
Determination
Framework
Monitor
implementation of
the Road Tariff
Determination
Framework
Strategic Goal 6: Increased contribution of transport to environmental protection
Goal Statement: Develop and implement policies that aim to mitigate climate change and adaptation responses through reduction of greenhouse gas (GHG) emission,
aviation noise and pollution at sea.
Strategic Objective Audited/Actual performance Estimated
performance
2015/16
Medium-term targets
2012/13 2013/14 2014/15 2016/17 2017/18 2018/19 2019/20
6.1 Reduce GHG
emissions
- - - The draft Green
Transport Strategy
developed
Submit the Green
Transport Strategy
to Cabinet
Monitor
implementation of
the Green Transport
Strategy
Monitor
implementation of the
Green Transport
Strategy
Monitor
implementation of
the Green Transport
Strategy
| P a g e
70
Programme performance indicators and targets for 2016/17
Strategic Objective 1.1: Facilitate integrated macro-transport systems planning to guide investments in the sector
Objective Statement: To formulate and implement national transport macro-planning legislation, policies and strategies
Programme
performance
indicator
Audited/Actual performance Estimated
performance
2015/16
Medium-term targets
2012/13 2013/14 2014/15 2016/17 2017/18 2018/19
1.1.2.1 NATMAP
2050 implemented
Finalisation of
NATMAP 2050
synopsis document
Cabinet approval
of the NATMAP
2050
Facilitate approval of
the amended
NATMAP 2050
Parliament
Facilitate final
approval of the
NATMAP 2050 by
Cabinet
Facilitate the
Implementation of
NATMAP 2050 Priority
Pilot Projects
Monitor
implementation of
the NATMAP 2050
Projects
Impact assessment
of the NATMAP 2050
Projects
1.1.2.2 White
Paper on the
National Transport
Policy submitted
to Cabinet by
March 2017
- - - White Paper on the
National Transport
Policy reviewed
Submit the White Paper
on the National
Transport Policy to
Cabinet
Monitor
implementation of
the White Paper on
the National
Transport Policy
Monitor
implementation of the
White Paper on the
National Transport
Policy
Strategic Objective 1.2: Promote national, regional and continental integration of transport infrastructure and operations
Objective Statement : To develop and implement strategies to enhance seamless movement of freight and passengers across all modes of transport
Programme
performance
indicator
Audited/Actual performance Estimated
performance
2015/16
Medium-term targets
2012/13 2013/14 2014/15 2016/17 2017/18 2018/19
1.2.2.1 Road
Freight Strategy
submitted to
Cabinet by March
2017
- - - Draft Road Freight
Strategy submitted to
EXCO for approval
Submit the Road
Freight Strategy to
Cabinet
Monitor
implementation of
the Road Freight
Strategy
Monitor
implementation of the
Road Freight Strategy
1.2.2.2 Regional
Transport
Integration Market
access Strategy
for SA developed
- - - - Develop the Draft
Regional Transport
Integration Market
Access Strategy for SA.
Submit the Regional
Transport Integration
Market Access
Strategy for SA to
EXCO
Develop a model for
quantification for
Transport and
Logistics costs at key
border posts.
1.2.2.3 Harrismith
Hub framework
- - Approval of the
Funding Strategy for
Develop the
Harrismith Hub
Develop Harrismith Hub
framework
Monitor Harrismith
Hub Implementation
Monitor Harrismith Hub
| P a g e
71
Strategic Objective 1.2: Promote national, regional and continental integration of transport infrastructure and operations
Objective Statement : To develop and implement strategies to enhance seamless movement of freight and passengers across all modes of transport
Programme
performance
indicator
Audited/Actual performance Estimated
performance
2015/16
Medium-term targets
2012/13 2013/14 2014/15 2016/17 2017/18 2018/19
implementation
plan by March
2017
the Dbn-Free State-
GP Logistics and
Industrial Corridor
Projects
Framework implementation plan Plan Implementation Plan
Strategic Objective 1.3: Enhance socio-economic transformation of the transport sector
Objective Statement: To standardise economic regulations and enhance participation and inclusion of key stakeholders in mainstream sector interventions
Programme
performance
indicator
Audited/Actual performance Estimated
performance
2015/16
Medium-term targets
2012/13 2013/14 2014/15 2016/17 2017/18 2018/19
1.3.2.1 Road Tariff
Determination
Framework
submitted to
Cabinet by March
2018
- - - - Develop the Road Tariff
Determination
Framework
Submit the Road
Tariff Determination
Framework to
Cabinet
Monitor impmentation
of the Road Tariff
Determination
Framework
Strategic Objective 6.1: Reduce GHG emissions
Objective Statement: To develop and implement strategies aimed at reducing GHG emissions in the Transport Sector
Programme
performance
indicator
Audited/Actual performance Estimated
performance
2015/16
Medium-term targets
2012/13 2013/14 2014/15 2016/17 2017/18 2018/19
1.6.2.1 Green
Transport
Strategy
submitted to
Cabinet by March
2017
- - - The draft Green
Transport Strategy
developed
Submit the Green
Transport Strategy to
Cabinet
Monitor
implementation of
the Green Transport
Strategy
Monitor
implementation of the
Green Transport
Strategy
| P a g e
72
Quarterly targets for 2016/17
Strategic Objective 1.1: Facilitate integrated macro-transport systems planning to guide investments in the sector
Objective Statement: To formulate and implement national transport macro-planning legislation, policies and strategies
Performance
indicator
Reporting
period
Annual target 2016/17 Allocated
budget
‘000
Quarterly targets
1st 2nd 3rd 4th
1.1.2.1 NATMAP
2050 implemented
Quarterly Implementation Programme
for NATMAP 2050 Priority
Pilot Projects monitored
R1 541 - Conduct NATMAP
2050 National Road
Show
Identify and profile priority pilot projects for implementation
Develop Draft implementation programme for NATMAP 2050 priority pilot projects
1.1.2.2 White
Paper on the
National Transport
Policy submitted
to Cabinet by
March 2017
Quarterly Submit the White Paper on
the National Transport
Policy to Cabinet
R1 049 Facilitate publication
of the reviewed White
Paper in the
government gazette
Conduct public
consultations on the
White Paper
Consider and consolidate public comments and inputs
Submit the White Paper on the National Transport Policy to Cabinet
Strategic Objective 1.2: Promote national, regional and continental integration of transport infrastructure and operations
Objective Statement : To develop and implement strategies to enhance seamless movement of freight and passengers across all modes of transport
Performance
indicator
Reporting
period
Annual target 2016/17 Allocated
budget
Quarterly targets
1st 2nd 3rd 4th
1.2.2.1 Road
Freight Strategy
submitted to
Cabinet by March
2017
Quarterly Road Freight Strategy
submitted to Cabinet
R1 050 Finalise the Draft
Road Freight Strategy
draft
Road freight Industry
round table
Submit the Road
Freight Strategy to
EXCO.
Submit the Road
Freight Strategy to
Cabinet
1.2.2.2 Regional
Transport
Integration Market
Access Strategy
for SA
Quarterly Regional Transport
Integration Market Access
Strategy for SA submitted to
EXCO for quality assurance
R1 490 Develop the Inception
Report
Conduct Literature
Review and
Benchmarking against
similar strategies.
Conduct stakeholder
consultations with
Cross Border Road
Transport Agency
(CBRTA) on the
draft Regional
Transport Market
Access Strategy.
Submit the Draft
Strategy to EXCO for
quality assurance
| P a g e
73
Strategic Objective 1.2: Promote national, regional and continental integration of transport infrastructure and operations
Objective Statement : To develop and implement strategies to enhance seamless movement of freight and passengers across all modes of transport
Performance
indicator
Reporting
period
Annual target 2016/17 Allocated
budget
Quarterly targets
1st 2nd 3rd 4th
1.2.2.3 Harrismith
Hub framework
implementation
plan submitted to
Cabinet by March
2017
Quarterly Harrismith Hub Framework
Implementation Plan
submitted to Cabinet
R3 000 Submit the Cabinet
Memorandum for the
Draft Harrismith Hub
Framework to the
Minister
Develop Draft
Harrismith Hub
Framework
Implementation Plan
Develop Draft
Harrismith Hub
Framework
Implementation plan
Submit Harrismith Hub
Framework
Implementation plan to
Cabinet
Strategic Objective 1.3: Enhance socio-economic transformation of the transport sector
Objective Statement: To standardise economic regulations and enhance participation and inclusion of key stakeholders in mainstream sector interventions
Performance
indicator
Reporting
period
Annual target
2016/17
Allocated
budget
Quarterly targets
1st 2nd 3rd 4th
1.3.2.2 Road Tariff
Determination
Framework
submitted to
Cabinet by March
2018
Quarterly Road Tariff Determination
Framework developed
R2 000 Develop inception
report for the Road
Tariff Determination
Framework
Conduct consultations
withSANRAL, NERSA
and the Ports Regulator
Develop the draft of the Road Tariff Determination framework
-
Strategic Objective 6.1: Reduce GHG emissions
Objective Statement: To develop and implement strategies aimed at reducing GHG emissions in the Transport Sector
Performance
indicator
Reporting
period
Annual target 2016/17 Allocated
budget
Quarterly targets
1st 2nd 3rd 4th
1.6.2.1 Green
Transport
Strategy
submitted to
Cabinet by March
2017
Quarterly Green Transport Strategy
submitted to Cabinet
R1 303 Conduct stakeholder
consultations on the
draft Green Transport
Strategy with IGCC
and National
Committee on
Climate Change
Review, consider and
consolidate stakeholder
inputs on the draft
Green Transport
Strategy
Submit the draft
Green Transport
Strategy to EXCO
for quality assurance
Submit the Draft Green
Transport Strategy to
Cabinet
| P a g e
74
Changes to the Strategic Plan 2015 - 2020
At the conclusion of the DoT Annual Performance Plan (APP) 2016/17 process, Programme 2 – Integrated Transport Planning (ITP) reviewed the DoT
Strategic Plan 2015 – 2020 to assess how the APP impacts on the Strategic Plan. The following were recorded:
Strategic Outcome-Oriented Goals
No revisions were made to the strategic outcome-oriented goals to which the programme contributes
Strategic Objectives
No revisions were made to the strategic objectives to which the programme contributes.
Medium Term Targets
A number of changes were recorded in the medium term targets of Programme 2 – Integrated Transport Planning
The following medium term targets were removed from the Strategic Plan 2015 – 2020:
Page 37 and 39 of the DoT Strategic Plan 2015 – 2020:
- Development and implementation of the Transport Infrastructure Funding Framework
- Development and implementation of the Transport Pricing Framework
- Cabinet and Parliament approval, establishment and roll-out of the Single Transport Economic Regulator (STER)
| P a g e
75
- Development and implementation of the Public Sector Participation Framework
The following medium term target has been added to the Strategic Plan 2015 – 2020:
Page 67 and 68 of the DoT Annual Performance Plan 2016/17:
- Development of the Draft Regional Transport Market Access Strategy for SA and a model for quantification for Transport and Logistics costs at key
border posts.
- Development, Cabinet approval and implementation of the Road Tariff Determination Framework
| P a g e
76
Expenditure estimates
Table 35.8 Integrated Transport Planning expenditure trends and estimates by subprogramme and economic classification Subprogramme
R thousand
Audited outcome
Adjusted
appropriation
Average
growth rate (%)
Expen- diture/ Total:
Average (%)
Medium-term expenditure
estimate
Average
growth rate (%)
Expen- diture/ Total:
Average (%)
2012/13 2013/14 2014/15 2015/16 2012/13 - 2015/16 2016/17 2017/18 2018/19 2015/16 - 2018/19
Macro Sector Planning 4 706 8 992 13 291
Freight Logistics 17 163 16 038 13 548
Modelling and Economic Analysis 60 108 21 808 19 781
Regional Integration 4 142 6 105 7 688
Research and Innovation 7 946 7 364 14 104
Integrated Transport Planning Administration 9 415 6 066 6 562 Support
14 727
21 251
27 362
7 209
13 058
4 476
46.3%
7.4%
-23.1%
20.3%
18.0%
-22.0%
12.5%
20.4%
38.8%
7.6%
12.8%
8.0%
15 443 15 880 16 740
20 749 21 484 22 592
17 731 18 283 19 251
7 141 7 326 7 720
13 659 14 060 14 811
4 231 4 438 4 682
4.4%
2.1%
-11.1%
2.3%
4.3%
1.5%
18.8%
25.7%
24.7%
8.8%
16.6%
5.3%
Total 103 480 66 373 74 974 88 083 -5.2% 100.0% 78 954 81 471 85 796 -0.9% 100.0%
Change to 2015
Budget estimate
7 500 (4 034) (6 156) (6 916)
Economic classification
Current payments 103 075 65 493 74 057 87 437 -5.3% 99.1% 78 773 81 281 85 596 -0.7% 99.6%
Compensation of employees
Goods and services
of which:
Administrative fees
Advertising
Minor Assets
Audit costs: External
Catering: Departmental activities
Communication
Computer services
Consultants: Business and advisory services
Contractors
Entertainment
Inventory: Other supplies
Consumable supplies
Consumables: Stationery, printing and office supplies
Operating leases
Travel and subsistence
Training and development
Operating payments
Venues and facilities
30 403 31 676 36 585
72 672 33 817 37 472
– 1 774 –
791 11 1 183
69 209 166
195 302 –
24 60 104
571 430 577
2 155 8
60 278 22 614 27 432
769 325 30
– – 2
6 – –
– 395 103
2 169 1 104 284
393 191 237
5 896 4 272 5 249
1 15 399
18 522 911
1 490 1 438 787
42 480
44 957
–
807
115
15
287
476
13
29 010
19
–
–
24
336
109
4 687
643
56
8 360
11.8%
-14.8%
–
0.7%
18.6%
-57.5%
128.7%
-5.9%
86.6%
-21.6%
-70.9%
–
-100.0%
–
-46.3%
-34.8%
-7.4%
763.1%
46.0%
77.7%
42.4%
56.7%
0.5%
0.8%
0.2%
0.2%
0.1%
0.6%
0.1%
41.9%
0.3%
–
–
0.2%
1.2%
0.3%
6.0%
0.3%
0.5%
3.6%
44 261 44 919 47 532
34 512 36 362 38 064
– – –
228 238 252
58 61 63
– – –
443 467 493
739 775 814
– – –
26 802 28 137 29 355
– – –
– – –
– – –
112 116 122
170 179 189
32 33 35
4 490 4 847 5 139
440 461 487
248 258 272
750 790 843
3.8%
-5.4%
–
-32.2%
-18.2%
-100.0%
19.8%
19.6%
-100.0%
0.4%
-100.0%
–
–
71.9%
-17.5%
-31.5%
3.1%
-8.8%
69.4%
-53.5%
53.6%
46.0%
–
0.5%
0.1%
–
0.5%
0.8%
–
33.9%
–
–
–
0.1%
0.3%
0.1%
5.7%
0.6%
0.2%
3.2%
Transfers and subsidies 246 114 207 – -100.0% 0.2% – – – – –
Households 246 114 207 – -100.0% 0.2% – – – – –
Payments for capital assets 156 761 697 646 60.6% 0.7% 181 190 200 -32.4% 0.4%
Machinery and equipment 156 761 697 646 60.6% 0.7% 181 190 200 -32.4% 0.4%
Payments for financial assets 3 5 13 – -100.0% – – – – – –
Total 103 480 66 373 74 974 88 083 -5.2% 100.0% 78 954 81 471 85 796 -0.9% 100.0%
Proportion of total programme 0.3% 0.2% 0.2%
expenditure to vote expenditure
0.2% – – 0.1% 0.1% 0.1% – –
Details of transfers and subsidies
Households
Social benefits
Current 246 114 207
–
-100.0%
0.2%
– – –
–
–
Employee social benefits 246 114 207 – -100.0% 0.2% – – – – –
| P a g e
77
Personnel Information
Integrated Transport Planning personnel numbers and cost by salary level¹ prior to Cabinet approved reduction, effective from 2017/18²; budget reductions; and aggregate baseline total
Number of posts estimated for 31 March 2016
Number and cost3 of personnel posts filled / planned for on funded establishment
Number
Number of
funded posts
Number of posts
additional to the
Actual
Revised estimate
Medium-term expenditure estimate
Average growth
rate (%)
Salary level/Total:
Average (%)
establishment 2014/15 2015/16 2016/17 2017/18 2018/19 2015/16 - 2018/19
Administration
Unit Number Cost Cost
Unit Number Cost Cost
Unit Number Cost Cost
Unit Number Cost Cost
Unit Number Cost Cost
Salary level 79 -
76 36.6 0.5 75 42.5 0.6 75 44.3 0.6 75 46.4 0.6 75 49.1 0.7 - 100.0%
1 – 6
7 – 10
11 – 12
13 – 16
Reduction
Total
14
30
14
21
8
5
3
6
14 2.8 0.2
27 9.0 0.3
14 7.9 0.6
21 16.9 0.8
14 3.0 0.2
26 9.2 0.4
14 9.7 0.7
21 20.6 1.0
14 3.2 0.2
26 9.6 0.4
14 10.1 0.7
21 21.5 1.0
14 3.3 0.2
26 10.0 0.5
14 10.6 0.9
21 22.5 1.3
14 3.5 0.3
26 10.6 0.4
14 11.2 1.8
21 23.8 1.1
–
–
–
–
18.7%
34.7%
18.7%
28.0%
– – – – – – – – – – – – (1.5) – – (1.6) – – –
79 22 76 36.6 0.5 75 42.5 0.6 75 44.3 0.6 – 44.9 – – 47 .5 – – –
1. Data has been provided by the department and may not necessarily reconcile with official government personnel data.
2. This programme's compensation of employees budget has been reduced by R57.8 million for 2017/18 and 2018/19. After consult ation with the Department of Public Service and Administration and National Treasury, the department will finalise, develop and implement a plan to manage its personnel expenditure within this reduced expenditur e ceiling.
3. Rand million.
Expenditure trends
The bulk spending in the programme is concentrated in the Modelling and Economic Analysis and the
Logistics Subprogrammes. Over the MTEF period, the programme will continue to spend in the following
projects; facilitate approval of the Road Freight Strategy, submit the Single Transport Economic
Regulator (STER) bill to parliament, and facilitate implementation of NATMAP 2050 and White Paper on
National Transport Policy.
Expenditure in the Subprogramme: Modelling and Economic Analysis increased significantly in 2012/13
due to additional allocation of R40, 9 million to the National Household Travel Survey. This explains the
significant spending on consultants, who provided specialised modelling skills and research with regard
to transport planning. Spending on consultants amounted to R30 million in 2015/16, which equated to
74% of the programme’s total budget and is expected to remain stable over the medium term as the
statistical analysis required for the National Household Survey is completed.
The increases in expenditure on travel and subsistence, and venues and facilities in 2013/14 and
2014/15 were due to workshops held in provinces on the Integrated Transport Sector Broad-Based Black
Economic Empowerment Charter.
The programme had 75 funded posts on establishment as at September 2015.
| P a g e
78
Programme 3: Rail Transport
Purpose: The programme exists to facilitate and coordinate the development of sustainable rail transport policies, rail economic and safety regulation,
infrastructure development strategies; and systems that reduce system costs and improve customer service; and to monitor and overseethe Railway
Safety Regulator and the Passenger Rail Agency of South Africa; and the implementation of integrated rail services planned through the lowest
competent sphere of government.
Programme Strategic Objectives
Strategic Goal 1: An efficient and integrated infrastructure network that serves as a catalyst for social and economic development
Goal Statement: Develop and implement policies and promulgate Acts that are set to drive investments for the maintenance and strategic expansion of the transport infrastructure network,
and support the development of transport asset management systems in rural and provincial authorities. The definitive drive of these interventions is to improve the efficiency, capacity and
competitiveness of transport operations in all modes.
Strategic
Objective
Audited/Actual performance Estimated
performance
2015/16
Medium-term targets
2012/13 2013/14 2014/15 2016/17 2017/18 2018/19 2019/20
1.5 Enhance
performance,
efficiency and
reliability of the
transport sector
Draft Green
Paper on
National Rail
Policy
Revised Green
Paper on
National Rail
Policy
Draft White
Paper on
National Rail
Policy developed
Final Draft White
Paper on National
Rail Policy
developed
Submit the
National Rail
Policy to Cabinet
Monitor
implementation of
the National Rail
Policy
Monitor
implementation of
the National Rail
Policy
Monitor
implementation of
the National Rail
Policy
Develop the
National Rail Bill
Submit the National
Rail Bill to Cabinet
Submit the National
Rail Bill to
Parliament and
develop the
National Rail
Strategy
Monitor
implementation of
the National Rail
Strategy
Approval of
institutional
arrangement for
Ministerial Task
Team
Memorandum of
Understanding
(MoU) and
Terms of
Reference for
Ministerial Task
Team
established
Guidelines for
submission of rail
economic
regulatory
information to the
Develop draft
Economic
Regulations for
the Rail sector
Develop Migration
Plan to migrate
Interim Rail
Economic
Regulatory
Monitor
implementation of
Economic
Regulations for the
rail sector within
Monitor
implementation of
Economic
Regulations for the
rail sector within
| P a g e
79
Strategic Goal 1: An efficient and integrated infrastructure network that serves as a catalyst for social and economic development
Goal Statement: Develop and implement policies and promulgate Acts that are set to drive investments for the maintenance and strategic expansion of the transport infrastructure network,
and support the development of transport asset management systems in rural and provincial authorities. The definitive drive of these interventions is to improve the efficiency, capacity and
competitiveness of transport operations in all modes.
Strategic
Objective
Audited/Actual performance Estimated
performance
2015/16
Medium-term targets
2012/13 2013/14 2014/15 2016/17 2017/18 2018/19 2019/20
Ministerial Task
Team
Ministerial Task
Team submitted
for approval
Capacity to STER the STER the STER
- - Draft Branchline
Strategy
developed
Branchline
Strategy
submitted to
ESEID Cluster for
approval
Develop the
Branchline model
for Private Sector
Participation
(PSP)
Monitor and
oversee the
implementation of
PSP
Monitor and
oversee the
implementation of
PSP
Monitor and
oversee the
implementation of
PSP
Strategic Goal 2: A transport sector that is safe and secure
Goal Statement: Develop and implement policies and strategies that seek to reduce accidents and incidents in the road, rail, aviation and maritime environment.
Strategic
Objective
Audited/Actual performance Estimated
performance
2015/16
Medium-term targets
2012/13 2013/14 2014/15 2016/17 2017/18 2018/19 2019/20
2.1 Regulate and
enhance
transport safety
and security
- Accidents and
incidents status
quo report
Safety Gap Analysis on railway safety completed
Draft National Railway Safety Regulator Amendment Bill developed
Submit the draft
National Railway
Safety Regulator
Amendment Bill
to Cabinet
Submit the draft
National Railway
Safety Regulator
Amendment Bill to
Parliament
Develop draft
regulations for the
National Railway
Regulator
Amendment Act
Monitor
implementation of
the National
Railway Regulator
Amendment Act
National Railway Safety Strategy developed
Submit the
National Railway
Safety Strategy to
Cabinet
Develop
implementation
plan for priority
interventions for rail
safety
Monitor
implementation of
the National Rail
Safety Strategy
Monitor
implementation of
the National Rail
Safety Strategy
| P a g e
80
Programme performance indicators and targets for 2016/17
Strategic Objective 1.5: Enhance performance, efficiency and reliability of the rail transport sector
Objective Statement: To develop and implement interventions aimed at improving transport operations.
Programme
perform17ance
indicator
Audited/Actual performance Estimated
performance
2015/16
Medium-term targets
2012/13 2013/14 2014/15 2016/17 2017/18 2018/19
1.5.3.1 National
Rail Policy
submitted to
Cabinet by March
2018
Draft Green Paper
on National Rail
Policy
Revised Green
Paper on National
Rail Policy
Draft White Paper
on National Rail
Policy developed
Final Draft White
Paper on National Rail
Policy developed
Submit the National
Rail Policy to Cabinet
Monitor
implementation of the
National Rail Policy
Monitor
implementation of the
National Rail Policy
1.5.3.2 National
Rail Bill submitted
to Cabinet by
March 2018
- - - - Develop the National
Rail Bill
Submit the National
Rail Bill to Cabinet
Submit the National
Rail Bill to Parliament
and develop the
National Rail Strategy
1.5.3.3 Draft
Economic
Regulations for
the rail sector
developed by
March 2017
Approval of
institutional
arrangement for
Ministerial Task
Team
MoU and Terms of
Reference for
Ministerial Task
Team
Ministerial Task
Team established
Guidelines for
submission of rail
economic regulatory
information to the
Ministerial Task Team
submitted for approval
Develop draft
Economic
Regulations for the
Rail sector
Develop Migration
Plan to migrate
Interim Rail Economic
Regulatory Capacity
to STER
Monitor
implementation of
Economic
Regulations for the
rail sector within the
STER
1.5.3.4 Branchline
Model for Private
Sector
Participation
(PSP) developed
by March 2017
- - Draft Branchline
Strategy
developed
Branchline Strategy
submitted to ESEID
Cluster for approval
Develop the
Branchline model for
Private Sector
Participation
(PSP)
Monitor and oversee
the implementation of
PSP
Monitor and oversee
the implementation of
PSP
| P a g e
81
Strategic Objective 2.1: Regulate and enhance transport safety and security
Objective Statement: To develop and implement interventions aimed at enhancing transport safety and security
Programme performance
indicator
Audited/Actual performance Estimated
performance
2015/16
Medium-term targets
2012/13 2013/14 2014/15 2016/17 2017/18 2018/19
2.1.3.1 Draft National Railway Safety Regulator Bill submitted to Cabinet by March 2017
- Accidents and
incidents status quo
report
Safety Gap Analysis on railway safety completed
Draft National Railway Safety Regulator Amendment Bill developed
Submit the draft
National Railway
Safety Regulator
Amendment Bill to
Cabinet
Submit the draft
National Railway
Safety Regulator
Amendment Bill to
Parliament
Develop draft
regulations for the
National Railway
Regulator
Amendment Act
2.1.3.2 National Railway Safety Strategy submitted to Cabinet by March 2017
- - - National Railway Safety Strategy developed
Submit the National
Railway Safety
Strategy to Cabinet
Develop
implementation plan
for priority
interventions for rail
safety
Monitor
implementation of the
National Rail Safety
Strategy
| P a g e
82
Quarterly targets for 2016/17
Strategic Objective 1.5: Enhance performance, efficiency and reliability of the rail transport sector
Objective Statement: To develop and implement interventions aimed at improving transport operations.
Programme
performance
indicator
Reporting
period
Annual target 2016/17 Allocated
budget
‘000
Quarterly targets
1st 2nd 3rd 4th
1.5.3.1 National
Railway Policy
submitted to Cabinet
by March 2017
Quarterly White Paper on the National
Rail Policy submitted to
Cabinet
R3 104 Conduct stakeholder
consultations on the
Final Draft National
Rail Policy White
Paper
Conduct stakeholder
consultations on the
Final Draft National
Rail Policy White
Paper
Consider inputs and
update the Final Draft
Final Draft National
Rail Policy White
Paper
Submit the Final Draft
National Rail Policy
White Paper to
Cabinet
1.5.3.2 National Rail
Bill submitted to
Cabinet by March
2018
Quarterly National Rail Bill developed - Conduct a legislative
review and analysis
Develop a conceptual
framework for the
National Rail Bill
Develop the National
Rail Bill
1.5.3.3 Guidelines for
submission of rail
economic regulatory
information
developed by March
2017
Quarterly Draft Economic Regulations
for the Rail sector developed
(Economic provisions)
R1 528 Analyse priority areas
that require economic
regulation in the rail
sector
Conduct regulatory
review and analysis
Develop the
regulatory conceptual
framework
Develop the draft
regulations
1.5.3.4 Branchline
Model for Private
Sector Participation
(PSP) developed by
March 2017
Quarterly Develop the Branchline
model for Private Sector
Participation
(PSP)
R3 182 Establish an inter-
departmental
committee for the
development of
Branchline model for
Private Sector
Participation
(PSP)
Develop the draft
Branchline model for
Private Sector
Participation
(PSP)
Submit the Branchline
model for Private
Sector Participation
(PSP) to the
interdepartmental
committee
Submit the draft
Branchline model for
Private Sector
Participation
(PSP)
to EXCO for quality
assurance
| P a g e
83
Strategic Objective 2.1: Regulate and enhance transport safety and security
Objective Statement: To develop and implement interventions aimed at enhancing transport safety and security
Programme
performance
indicator
Reporting
period
Annual target 2016/17 Allocated
budget
‘000
Quarterly targets
1st 2nd 3rd 4th
2.1.3.1 Draft National
Railway Safety
Regulator Bill
submitted to Cabinet
by March 2017
Quarterly Draft National Railway
Safety Regulator
Amendment Bill submitted to
Cabinet
R1 575 Conduct stakeholder
consultation on the
Draft National Railway
Safety Regulator
Amendment Bill
Conduct stakeholder
consultation on the
Draft National
Railway Safety
Regulator
Amendment Bill
Submit the Draft
National Railway
Safety Regulator
Amendment Bill to the
Minister
Submit the Draft
National Railway
Safety Regulator
Amendment Bill to
Cabinet
2.1.3.2 National
Railway Safety
Strategy submitted
to Cabinet by March
2017
Quarterly National Railway Safety
Strategy submitted to
Cabinet
R2 618 Conduct stakeholder
consultations on the
National Railway
Safety Strategy
Conduct stakeholder
consultation on the
National Railway
Safety Strategy
Submit the Draft
National Railway
Safety Strategy to the
Minister
Submit the National
Railway Safety
Strategy to Cabinet
| P a g e
84
Changes to the Strategic Plan 2015 - 2020
At the conclusion of the DoT Annual Performance Plan (APP) 2016/17 process, Programme 3 – Rail Transport reviewed the DoT Strategic Plan 2015 –
2020 to assess how the APP impacts on the Strategic Plan. The following were recorded:
Strategic Outcome-Oriented Goals
No revisions were made to the strategic outcome-oriented goals to which the programme contributes
Strategic Objectives
No revisions were made to the strategic objectives to which the programme contributes.
Medium Term Targets
No changes were made to medium term targets in the DoT Strategic Plan 2015 – 2020.
| P a g e
85
19 175 27 013 37 151 35 788 23.1% 0.2% 39 179 40 492 41 857 5.4% 0.2%
Compensation of employees
Goods and services
of which:
Advertising
Minor Assets
Catering: Departmental activities
Communication
Computer services
Consultants: Business and advisory services
Infrastructure and planning services
Contractors
Inventory: Other supplies
Consumable supplies
Consumables: Stationery, printing and office supplies
Operating leases
Property payments
Travel and subsistence
Training and development
Operating payments
Venues and facilities
12 676 13 400 20 151
6 499 13 613 17 000
1 – 27
128 19 350
2 26 23
136 233 311
– 66 1
5 284 12 032 14 437
– – –
63 2 76
8 – –
– 183 60
118 32 114
96 58 169
– 254 –
591 539 1 247
– 3 104
7 7 9
65 159 72
20 687
15 101
20
55
53
352
–
4 215
8 488
10
–
21
252
158
–
1 216
50
61
150
17.7%
32.5%
171.4%
-24.5%
198.1%
37.3%
–
-7.3%
–
-45.9%
-100.0%
–
28.8%
18.1%
–
27.2%
–
105.8%
32.1%
0.1%
0.1%
–
–
–
–
–
0.1%
–
–
–
–
–
–
–
–
–
–
–
23 320 23 515 24 084
15 859 16 977 17 773
5 5 5
25 27 28
130 131 132
261 362 383
1 1 –
4 199 4 502 4 712
9 693 9 904 10 370
10 10 10
– – –
30 31 32
153 370 391
– – –
– – –
1 207 1 485 1 554
50 53 56
24 25 26
71 71 74
5.2%
5.6%
-37.0%
-20.2%
35.5%
2.9%
–
3.8%
6.9%
–
–
15.1%
15.8%
-100.0%
–
8.5%
3.8%
-24.7%
-21.0%
0.1%
0.1%
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
Transfers and subsidies 10 267 254 11 205 626 14 997 805 18 275 426 21.2% 99.8% 18 946 254 20 093 208 21 248 475 5.2% 99.8%
Departmental agencies and accounts
Public corporations and private enterprises
39 349 46 513 51 504
10 227 905 11 159 113 14 946 301
53 379
18 222 047
10.7%
21.2%
0.3%
99.4%
55 987 59 564 63 018
18 890 267 20 033 644 21 185 457
5.7%
5.2%
0.3%
99.5%
Payments for capital assets 125 199 551 150 6.3% – 100 105 111 -9.5% –
Machinery and equipment 125 199 551 150 6.3% – 100 105 111 -9.5% –
Payments for financial assets – 2 – – – – – – – – –
Total 10 286 554 11 232 840 15 035 507 18 311 364 21.2% 100.0% 18 985 533 20 133 805 21 290 443 5.2% 100.0%
Proportion of total programme 26.2% 26.1% 30.6%
expenditure to vote expenditure
34.2% – – 33.9% 33.0% 32.5% – –
Expenditure estimates
Rail Transport expenditure trends and estimates by subprogramme and economic classification
Subprogramme
R thousand
Audited outcome
Adjusted appropriation
Average
growth rate (%)
Expen- diture/ Total:
Average (%)
Medium-term expenditure estimate
Average
growth rate (%)
Expen- diture/ Total: Average (%)
2012/13 2013/14 2014/15 2015/16 2012/13 - 2015/16 2016/17 2017/18 2018/19 2015/16 - 2018/19
Rail Regulation 8 217 5 624 10 394
Rail Infrastructure and Industry Development 3 904 14 930 13 740
Rail Operations 5 095 4 215 9 919
Rail Oversight 10 267 254 11 205 628 14 998 036
Rail Administration Support 2 084 2 443 3 418
15 393
9 000
6 908
18 275 426
4 637
23.3%
32.1%
10.7%
21.2%
30.6%
0.1%
0.1%
–
99.8%
–
17 636 17 686 18 599
9 705 10 265 10 411
7 851 7 724 8 163
18 946 254 20 093 208 21 248 475
4 087 4 922 4 795
6.5%
5.0%
5.7%
5.2%
1.1%
0.1%
0.1%
–
99.8%
–
Total 10 286 554 11 232 840 15 035 507 18 311 364 21.2% 100.0% 18 985 533 20 133 805 21 290 443 5.2% 100.0%
Change to 2015
Budget estimate
– (348 342) (169 605) (190 564)
Economic classification
Current payments
Details of transfers and subsidies
Departmental agencies and accounts
Departmental agencies (non-business entities)
Current 39 349 46 513 51 504
53 379
10.7%
0.3%
55 987 59 564 63 018
5.7%
0.3%
Railway Safety Regulator 39 349 46 513 51 504 53 379 10.7% 0.3% 55 987 59 564 63 018 5.7% 0.3%
Public corporations and private enterprises
Public corporations
Public corporations - subsidies on products and production
Current 3 526 799 4 328 003 3 887 342
4 066 160
4.9%
28.8%
4 281 666 4 495 749 4 756 503
5.4%
22.4%
Passenger Rail Agency of South Africa: Metrorail: Operations
Passenger Rail Agency of South Africa: Main line passenger services: operations
3 138 117 3 678 003 3 458 925
388 682 650 000 428 417
3 618 036
448 124
4.9%
4.9%
25.3%
3.5%
3 809 769 4 000 183 4 232 194
471 897 495 566 524 309
5.4%
5.4%
19.9%
2.5%
Public corporations and private enterprises
Public corporations
Other transfers to public corporations
Capital 6 701 106 6 831 110 11 058 959
14 155 887
28.3%
70.6%
14 608 601 15 537 895 16 428 954
5.1%
77.1%
| P a g e
86
Passenger Rail Agency of South Africa: Other capital programmes
Passenger Rail Agency of South Africa:
Rolling stock fleet renewal programme
Passenger Rail Agency of South Africa: Signalling
Passenger Rail Agency of South Africa:
Metrorail: General overhaul of coaches
Passenger Rail Agency of South Africa: Main line passenger service: Refurbishment of coaches
4 758 874 4 851 197 3 906 624
– – 5 699 959
1 084 147 1 105 180 810 711
732 488 746 699 547 745
125 597 128 034 93 920
8 234 603
2 560 508
1 875 973
1 267 474
217 329
20.1%
–
20.1%
20.1%
20.1%
39.6%
15.1%
8.9%
6.0%
1.0%
7 206 878 7 692 629 8 128 663
4 170 266 4 420 482 4 676 870
1 844 184 1 912 835 2 023 779
1 283 523 1 360 534 1 439 445
103 750 151 415 160 197
-0.4%
22.2%
2.6%
4.3%
-9.7%
39.7%
20.1%
9.7%
6.8%
0.8%
Personnel information
Rail Transport personnel numbers and cost by salary level¹ prior to Cabinet approved reduction, effective from 2017/18²; budget reductions; and aggregate baseline total
Number of posts 31 March 2016 Number and cost3 of personnel posts filled / planned for on funded establishment Number
Number of
funded posts
Number of posts
additional to the
establishment
Actual
Revised estimate
Medium-term expenditure estimate
Average growth
rate (%)
Salary level/total:
Average (%)
2014/15 2015/16 2016/17 2017/18 2018/19 2015/16 - 2018/19
Rail Transport
Unit Number Cost Cost
Unit Number Cost Cost
Unit Number Cost Cost
Unit Number Cost Cost
Unit Number Cost Cost
Salary level 41 – 37 20.2 0.5 37 20.7 0.6 38 23.3 0.6 38 25.7 0.7 38 27.2 0.7 0.9% 100.0%
1 – 6
7 – 10
11 – 12
13 – 16
Reduction
Total
9
12
10
10
–
–
–
–
9 1.8 0.2
10 3.6 0.4
10 6.7 0.7
8 8.2 1.0
9 1.8 0.2
10 3.8 0.4
10 6.7 0.7
8 8.4 1.0
9 2.0 0.2
10 4.1 0.4
10 7.4 0.7
9 9.8 1.1
9 2.2 0.2
10 4.5 0.5
10 8.1 0.8
9 10.8 1.2
9 2.4 0.3
10 4.8 0.5
10 8.6 0.9
9 11.4 1.3
–
–
–
4.0%
23.8%
26.5%
26.5%
23.2%
– – – – – – – – – – – – (2.2) – – (3.1) – – –
41 – 37 20.2 0.5 37 20.7 0.6 38 23.3 0.6 – 23.5 – – 24.1 – – –
1. Data has been provided by the department and may not necessarily reconcile with official government personnel data.
2. This programme's compensation of employees budget has been reduced by R57.8 million for 2017/18 and 2018/19. After consult ation with the Department of Public Service and Administration and National Treasury, the department will finalise, develop and implement a plan to manage its personnel expenditure within this reduced expenditur e ceiling. 3. Rand million
Expenditure Trends
The spending focus over the medium term will be on making transfers to PRASA to replace the signalling
system, ageing rolling stock and upgrade rail infrastructure. The capital programme budget increased
between 2012/13 and 2018/19 largely due to an increase in the allocation for fleet renewal programme in
2014/15.
In addition, expenditure in the programme increased by R348 million in 2014/15, R338 million in 2015/16
and R350 million in 2016/17, which will be used to offset the effect of foreign exchange rate fluctuations
on the agency’s new Rolling Stock Programme.
The operational subsidy constituted R13.5 billion over the medium term and subsidise over 500 million
passenger trips per year in 6 metropolitan cities and 700 000 long distance passenger rail service. R650
million was reprioritised from the capital transfer in 2013/14 to the agency’s budget to address the
operational shortfall for the Shosholoza Meyl mainline passenger long distance service.
Cabinet approved the reductions of R710 million over the medium term to be reprioritised towards other
government department.
Spending on the Rail Regulation and Rail Infrastructure and Industry Development Subprogrammes is
expected to increase over the medium term due to the following projects: Finalise the National Rail
Policy, submit the Draft National Railway Safety Regulator Amendment Bill, developing the National
Railway Safety Strategy, and submitting the Branchline Strategy.
The programme had an approved establishment of 37 funded posts as at September 2015.
| P a g e
87
Programme 4: Road Transport
Purpose: The programme exists to develop and manage an integrated road infrastructure network, regulate road transport, ensure safer roads, and
oversee road agencies.
Programme Strategic Objectives
Purpose: The programme exists to develop and manage an integrated road infrastructure network, regulate road transport, ensure safer roads, and
oversee road agencies.
Programme Strategic Objectives
Strategic Goal 1: An efficient and integrated infrastructure network that serves as a catalyst for social and economic development
Goal Statement: Develop and implement policies and promulgate Acts that are set to drive investments for the maintenance and strategic expansion of the transport
infrastructure network, and support the development of transport asset management systems in rural and provincial authorities. The definitive drive of these interventions is
to improve the efficiency, capacity and competitiveness of transport operations in all modes.
Strategic
Objective
Audited/Actual performance Estimated
performance
2015/16
Medium-term targets
2012/13 2013/14 2014/15 2016/17 2017/18 2018/19 2019/20
1.4 Ensure a
sustainable
transport
infrastructure
network
Development of
the Road
Infrastructure
Asset
Management
Policy (RIAMP)
Rehabilitation,
re-sealing,
patching, re-
gravelling and
blading of roads
Draft Road
Infrastructure
Policy developed
Draft Green
Paper of the
Road Transport
Policy submitted
to Cabinet
Submit the White
Paper on the Road
Policy to Cabinet
Monitor
implementation of
the White Paper
on the Roads
Policy
Monitor
implementation of
the White Paper on
the Roads Policy
Monitor
implementation of
the White Paper on
the Roads Policy
- - Construction and
maintenance of
national and
provincial roads
monitored in line
with the budget
Construction and
maintenance of
national and
provincial roads
monitored in line
with the budget
Oversee and
monitor the
construction and
maintenance of
Provincial Roads
in line with the
budget
Oversee and
monitor the
construction and
maintenance of
Provincial Roads
in line with the
budget
Oversee and
monitor the
construction and
maintenance of
Provincial Roads
in line with the
budget
Oversee and
monitor the
construction and
maintenance of
Provincial Roads
in line with the
budget
| P a g e
88
Strategic Goal 1: An efficient and integrated infrastructure network that serves as a catalyst for social and economic development
Goal Statement: Develop and implement policies and promulgate Acts that are set to drive investments for the maintenance and strategic expansion of the transport
infrastructure network, and support the development of transport asset management systems in rural and provincial authorities. The definitive drive of these interventions is
to improve the efficiency, capacity and competitiveness of transport operations in all modes.
Strategic
Objective
Audited/Actual performance Estimated
performance
2015/16
Medium-term targets
2012/13 2013/14 2014/15 2016/17 2017/18 2018/19 2019/20
- - - Status quo
analysis on the
munipal road
network
conducted
Develop Draft
Access Road
Development Plan
and conduct
stakeholder
consultations with
identified rural
municipalities
Consolidate
stakeholder inputs
and submit the
Draft Access
Road
Development Plan
to Cabinet
Monitor
implementation of
the Access Road
Development Plan
Monitor
implementation of
the Access Road
Development Plan
Strategic Goal 2: A transport sector that is safe and secure
Goal Statement: Develop and implement policies and strategies that seek to reduce accidents and incidents in the road, rail, aviation and maritime environment.
Strategic
Objective
Audited/Actual performance Estimated
performance
2015/16
Medium-term targets
2012/13 2013/14 2014/15 2016/17 2017/18 2018/19 2019/20
2.1 Regulate
and enhance
transport safety
and security
- Draft
Administrative
Adjudication of
Road Traffic
Offences
(AARTO)
Amendment Bill
developed
Draft
Administrative
Adjudication of
Road Traffic
Offences
(AARTO)
Amendment Bill
finalised
Administrative
Adjudication of
Road Traffic
Offences
(AARTO)
Amendment Bill
submitted to
Cabinet
Submit
Administrative
Adjudication of
Road Traffic
Offences
(AARTO)
Amendment Bill to
Parliament
Roll out
implementation of
the Administrative
Adjudication of
Road Traffic
Offences
(AARTO)
Amendment Act
Monitor
implementation of
Administrative
Adjudication of
Road Traffic
Offences (AARTO)
Amendment Act
Monitor
implementation of
Administrative
Adjudication of
Road Traffic
Offences (AARTO)
Amendment Act
- - - - Submit RABS Bill
to Cabinet
Support
Parliamentary
process on RABS
Assess the
readiness for
implementation of
RABS
Implementation of
the RABS Scheme
| P a g e
89
Strategic Goal 2: A transport sector that is safe and secure
Goal Statement: Develop and implement policies and strategies that seek to reduce accidents and incidents in the road, rail, aviation and maritime environment.
Strategic
Objective
Audited/Actual performance Estimated
performance
2015/16
Medium-term targets
2012/13 2013/14 2014/15 2016/17 2017/18 2018/19 2019/20
- - - - Submit Road
Safety Strategy to
Cabinet
Monitoring the
implementation of
the Road Safety
Strategy
Monitoring the
implementation of
the Road Safety
Strategy
Review the
implementation of
the Road Safety
Strategic
interventions
- - - - Develop Inception
Report for the
Review of
Founding
Legislations of
Road Entities
Facilitate the
review process
Implement findings
and
recommendations
Development of
proposed draft
legislative
amendments.
567 VTCs
inspected
530 VTCs
inspected
574 VTCs
inspected
540 VTCs
inspected
Facilitate the
inspection of
active Vehicle
Testing Centers
as prescribed by
the National Road
Traffic Act, Act 93
of 1996
Facilitate the
inspection of
active Vehicle
Testing Centers
as prescribed by
the National Road
Traffic Act, Act 93
of 1996
Facilitate the
inspection of active
Vehicle Testing
Centers as
prescribed by the
National Road
Traffic Act, Act 93
of 1996
Facilitate the
inspection of active
Vehicle Testing
Centers as
prescribed by the
National Road
Traffic Act, Act 93
of 1996
388 DLTCs
inspected
394 DLTCs
inspected
396 DLTCs
inspected
400 DLTCs
inspected
Facilitate the
inspection of
active Driving
Licence Testing
Centers as
prescribed by the
National Road
Traffic Act, Act 93
of 1996
Facilitate the
inspection of
active Driving
Licence Testing
Centers as
prescribed by the
National Road
Traffic Act, Act 93
of 1996
Facilitate the
inspection of active
Driving Licence
Testing Centers as
prescribed by the
National Road
Traffic Act, Act 93
of 1996
Facilitate the
inspection of active
Driving Licence
Testing Centers as
prescribed by the
National Road
Traffic Act, Act 93
of 1996
135 DGOs
inspected
148 DGOs
inspected
145 DGOs
inspected
140 DGOs
Inspected
Facilitate the
inspection of
active Dangerous
Goods Operators
Facilitate the
inspection of
active Dangerous
Goods Operators
Facilitate the
inspection of active
Dangerous Goods
Operators as
Facilitate the
inspection of active
Dangerous Goods
Operators as
| P a g e
90
Strategic Goal 2: A transport sector that is safe and secure
Goal Statement: Develop and implement policies and strategies that seek to reduce accidents and incidents in the road, rail, aviation and maritime environment.
Strategic
Objective
Audited/Actual performance Estimated
performance
2015/16
Medium-term targets
2012/13 2013/14 2014/15 2016/17 2017/18 2018/19 2019/20
as prescribed by
the National Road
Traffic Act, Act 93
of 1996
as prescribed by
the National Road
Traffic Act, Act 93
of 1996
prescribed by the
National Road
Traffic Act, Act 93
of 1996
prescribed by the
National Road
Traffic Act, Act 93
of 1996
| P a g e
91
Programme performance indicators and targets for 2016/17
Strategic Objective 1.4: Ensure a sustainable transport infrastructure network
Objective Statement: To develop and monitor implementation of policies aimed at ensuring construction and maintenance of transport infrastructure
Programme
performance
indicator
Audited/Actual performance Estimated
performance
2015/16
Medium-term targets
2012/13 2013/14 2014/15 2016/17 2017/18 2018/19
1.4.4.1 White
Paper on the
Roads Policy
submitted to
Cabinet by March
2019
Development of the
Road Infrastructure
Asset Management
Policy (RIAMP)
Commissioning of
Road
Infrastructure
Project
Draft Road
Infrastructure
Policy developed
Draft Green Paper of
the Road Transport
Policy submitted to
Cabinet
Submit the White
Paper on the Road
Policy to Cabinet
Monitor
implementation of the
White Paper on the
Roads Policy.
Monitor
implementation of the
White Paper on the
Roads Policy.
1.4.4.2
Construction and
maintenance of
provincial roads
monitored in line
with the approved
budget
- - Construction and
maintenance of
national and
provincial roads
monitored in line
with the budget
Construction and
maintenance of
national and provincial
roads monitored in line
with the budget
Oversee and monitor
the construction and
maintenance of
Provincial Roads in
line with the budget
Oversee and monitor
the construction and
maintenance of
Provincial Roads in
line with the budget
Oversee and monitor
the construction and
maintenance of
Provincial Roads in
line with the budget
1.4.4.3 Access
Road
Development Plan
submitted to
Cabinet by March
2018
- - - Status quo analysis on
the munipal road
network conducted
Develop Draft Access
Road Development
Plan and conduct
stakeholder
consultations with
identified rural
municipalities
Consolidate
stakeholder inputs and
submit the Draft
Access Road
Development Plan to
Cabinet.
Monitor
implementation of the
Access Road
Development Plan.
| P a g e
92
Strategic Objective 2.1 Regulate and enhance transport safety and security
Objective Statement: To develop and implement interventions aimed at enhancing transport safety and security
Programme
performance
indicator
Audited/Actual performance Estimated
performance
2015/16
Medium-term targets
2012/13 2013/14 2014/15 2016/17 2017/18 2018/19
2.1.4.1
Administrative
Adjudication of
Road Traffic
Offences (AARTO)
Amendment Bill
submitted to
Parliament by
June 2016
- Draft
Administrative
Adjudication of
Road Traffic
Offences
(AARTO)
Amendment Bill
developed
Draft
Administrative
Adjudication of
Road Traffic
Offences
(AARTO)
Amendment Bill
finalised
Administrative
Adjudication of Road
Traffic Offences
(AARTO) Amendment
Bill submitted to
Cabinet
Submit Administrative
Adjudication of Road
Traffic Offences
(AARTO) Amendment
Bill to Parliament
Roll out implementation
of the Administrative
Adjudication of Road
Traffic Offences
(AARTO) Amendment
Act
Monitor
implementation of
Administrative
Adjudication of Road
Traffic Offences
(AARTO)
Amendment Act
2.1.4.2 Road
Accident Benefit
Scheme (RABS)
submitted to
Cabinet by March
2017
- - - - Submit the RABS Bill
to Cabinet
Support Parliamentary
approval process.
Assess the
readiness of
implementation of
the RABS Bill
2.1.4.3 Road
Safety Strategy for
South Africa
submitted to
Cabinet by
September 2016
- - - - Submit the Road
Safety Strategy to
Cabinet
Monitoring the
implementation of the
Road Safety Strategy.
Monitoring the
implementation of
the Road Safety
Strategy.
2.1.4.4 Founding
Legislations of
Road Entities
(CBRTA, RAF,
RTIA, RTMC &
SANRAL)
reviewed by
March 2018
- - - - Develop Inception
Report for the Review
of Founding
Legislations of Road
Entities
Facilitate the review
process
Implement findings
and
recommendations
| P a g e
93
Strategic Objective 2.1 Regulate and enhance transport safety and security
Objective Statement: To develop and implement interventions aimed at enhancing transport safety and security
Programme
performance
indicator
Audited/Actual performance Estimated
performance
2015/16
Medium-term targets
2012/13 2013/14 2014/15 2016/17 2017/18 2018/19
2.1.4.5 Active
Vehicle Testing
Centers (VTCs)
inspected in line
with the National
Road Traffic Act,
Act 93 of 1996
567 VTCs
inspected
530 VTCs
inspected
574 VTCs
inspected
540 VTCs inspected Inspect 540 VTSs Inspect 540 VTSs Inspect 540 VTSs
2.1.4.6 Active
Driving Licence
Testing Centers
(DLTCs) inspected
in line with the
National Road
Traffic Act, Act 93
of 1996
388 DLTCs
inspected
394 DLTCs
inspected
396 DLTCs
inspected
400 DLTCs inspected Inspect 400 DLTCs Inspect 400 DLTCs Inspect 400 DLTCs
2.1.4.7 Active
Dangerous Goods
Operators (DGOs)
inspected in line
with the National
Road Traffic Act,
Act 93 of 1996
135 DGOs
inspected
148 DGOs
inspected
145 DGOs
inspected
140 DGOs inspected
Inspect 40 DGOs
Inspect 40 DGOs Inspect 40 DGOs
| P a g e
94
Quarterly targets for 2016/17
Strategic Objective 1.4: Ensure a sustainable transport infrastructure network
Objective Statement: To develop and monitor implementation of policies aimed at ensuring construction and maintenance of transport infrastructure
Performance
indicator
Reporting
period
Annual target 2016/17 Allocated
budget
‘000
Quarterly targets
1st 2nd 3rd 4th
1.4.4.1 White Paper
on the Roads Policy
submitted to
Cabinet by March
2019
Quarterly Draft White Paper on the
Roads Policy developed
R1 722 Facilitate gazetting of
the Cabinet Approved
Green Paper on the
Roads Policy for South
Africa
Conduct external
Public Consultations
on the Green Paper:
Roads Policy for South
Africa
Consider and
incorporate of external
stakeholder inputs and
update the Roads
Policy
Develop the draft
White Paper on the
Roads Policy for
South Africa
1.4.4.2 Construction
and maintenance of
provincial roads
monitored in line
with the approved
budget
Annual Oversight and monitoring of
the PRMG conducted
R 18 867 Monitor approved
PRMG projects
through site visits and
quarterly bilateral
consultations
Monitor approved
PRMG projects
through site visits and
quarterly bilateral
consultations
Monitor approved
PRMG projects through
site visits and quarterly
bilateral consultations
Monitor approved
PRMG projects
through site visits
and quarterly
bilateral
consultations
1.4.4.3 Access Road
Development Plan
submitted to
Cabinet by March
2018
Quarterly Draft Access Road
Development Plan (ARDP)
developed and consultations
on the draft ARDP conducted
in provinces
R3 213 Complete the draft
ARDP and conduct
consultations in KZN
and EC provinces
Conduct consultations
in MP, FS and GP
provinces
Conduct consultations
in LP and NW
Conduct
consultations in NC
and WC provinces,
consider inputs and
finalise the draft
ARDP
| P a g e
95
Strategic Objective 2.1 Regulate and enhance transport safety and security
Objective Statement: To develop and implement interventions aimed at enhancing transport safety and security
Performance
indicator
Reporting
period
Annual target 2016/17 Allocated
budget
‘000
Quarterly targets
1st 2nd 3rd 4th
2.1.4.1
Administrative
Adjudication of
Road Traffic
Offences (AARTO)
Amendment Bill
submitted to
Parliament by June
2016
Quarterly Administrative Adjudication of
Road Traffic Offences
(AARTO) Amendment Bill
submitted to Parliament
R135 Submit the AARTO Bill
to Parliament for
tabling
(Parliamentary
Approval processes)
(Parliamentary Approval
processes)
(Parliamentary
Approval
processes)1
2.1.4.2 Road
Accident Benefit
Scheme (RABS)
submitted to
Cabinet by March
2017
Quarterly Road Accident Benefit
Scheme (RABS) Bill
submitted to Cabinet
Operational
Budget
Conduct consultations
with the National
Treasury to finalise the
proposed funding
model
Conduct consultations
with the Department of
Monitoring and
Evaluation on the
proposed legislative
amendments
Conduct consultations
with FOSAD Cluster on
the proposed legislative
amendment
Submit RABS Bill to
the Cabinet
2.1.4.3 Road Safety
Strategy for South
Africa submitted to
Cabinet by
September 2016
Quarterly Road Safety Strategy to
Cabinet
Operational
Budget
Finalise the draft of the
Road Safety Strategy
Submit the Road
Safety Strategy to
Cabinet
- -
2.1.4.4 Founding
Legislations of
Road Entities
(CBRTA, RAF, RTIA,
RTMC & SANRAL)
reviewed by March
Quarterly Inception Report for the
Review of Founding
Legislations of Road Entities
developed
Operational
Budget
Develop technical
specifications for the
review of founding
legislations of Road
Entities and conduct
consultations with
Consider and
incorporate inputs and
finalise the approval of
technical specifications
Submit technical
specifications for the
commencement of
requisite supply chain
management processes
Develop Inception
Report
1 The information in brackets is not a target but rather represents an external process that the DoT has no control over. However, the information
show a critical dependency in the performance continuum of the stated intervention.
| P a g e
96
Strategic Objective 2.1 Regulate and enhance transport safety and security
Objective Statement: To develop and implement interventions aimed at enhancing transport safety and security
Performance
indicator
Reporting
period
Annual target 2016/17 Allocated
budget
‘000
Quarterly targets
1st 2nd 3rd 4th
2018 Road Entities
2.1.4.5 Active
Vehicle Testing
Centers (VTCs)
inspected in line
with the National
Road Traffic Act,
Act 93 of 1996
Quarterly 540 VTSs inspected
Operational
Budget
140 VTSs 140 VTSs 140 VTSs 120 VTS
2.1.4.6 Active
Driving Licence
Testing Centers
(DLTCs) inspected
in line with the
National Road
Traffic Act, Act 93 of
1996
Quarterly 400 DLTCs inspected 100 DLTCs 100 DLTCs 100 DLTCs 100 DLTCs
2.1.4.7 Active
Dangerous Goods
Operators (DGOs)
inspected in line
with the National
Road Traffic Act,
Act 93 of 1996
Quarterly 140 DGOs Inspected
35 DGOs 35 DGOs 35 DGOs 35 DGOs
| P a g e
97
Changes to the Strategic Plan 2015 - 2020
At the conclusion of the DoT Annual Performance Plan (APP) 2016/17 process, Programme 4 – Road Transport reviewed the DoT Strategic Plan 2015
– 2020 to assess how the APP impacts on the Strategic Plan. The following were recorded:
Strategic Outcome-Oriented Goals
No revisions were made to the strategic outcome-oriented goals to which the programme contributes
Strategic Objectives
No revisions were made to the strategic objectives to which the programme contributes.
Medium Term Targets
A number of changes were recorded in the medium term targets of Programme 4 – Road Transport
No medium term targets were removed from the Strategic Plan 2015 – 2020:
The following medium term targets have been added to the Strategic Plan 2015 – 2020:
Page 87, 88 and 89 of the DoT Annual Performance Plan 2016/17:
- Cabinet and Parliamentary approval of the Road Accident Benefit Scheme (RABS)
| P a g e
98
- Cabinet approval of the Road Safety Strategy and monitoring of implementation of the Strategy over the MTSF Review of Founding Legislation of
Road Entities
- Inspection of active VTCs, DLTCs and DGOs in line with the National Road Traffic Act, Act 93 of 1996
| P a g e
99
Expenditure estimates
Road Transport expenditure trends and estimates by subprogramme and economic classification
Subprogramme
R thousand
Audited outcome
Adjusted
appropriation
Average
growth rate (%)
Expen- diture/ Total:
Average (%)
Medium-term expenditure
estimate
Average
growth rate (%)
Expen- diture/ Total:
Average (%)
2012/13 2013/14 2014/15 2015/16 2012/13 - 2015/16 2016/17 2017/18 2018/19 2015/16 - 2018/19
Road Regulation 327 536 1 222 035 521 945 Road Infrastructure and Industry Development 37 780 34 032 35 837
Road Oversight 17 848 607 19 396 802 21 625 925
Road Administration Support 7 120 6 340 6 678
Road Engineering Standards 8 315 6 355 12 477
32 239
40 308
22 949 281
7 303
13 566
-53.8%
2.2%
8.7%
0.8%
17.7%
2.5%
0.2%
97.2%
–
–
34 566 37 346 39 355
36 072 33 510 35 236
24 430 034 27 305 766 29 722 438
7 090 7 725 8 147
17 805 21 374 22 485
6.9%
-4.4%
9.0%
3.7%
18.3%
0.1%
0.1%
99.6%
–
0.1%
Total 18 229 358 20 665 564 22 202 862 23 042 697 8.1% 100.0% 24 525 567 27 405 721 29 827 661 9.0% 100.0%
Change to 2015
Budget estimate
257 780 488 856 2 013 697 2 962 901
Economic classification
Current payments 379 787 1 269 252 577 429 98 700 -36.2% 2.8% 101 359 105 829 111 426 4.1% 0.4%
Compensation of employees
Goods and services
of which:
Administrative fees
Advertising
Minor Assets
Catering: Departmental activities
Communication
Computer services
Consultants: Business and advisory services
Contractors
Agency and support/outsourced services
Inventory: Clothing material and accessories
Inventory: Materials and supplies
Inventory: Other supplies
Consumable supplies
Consumables: Stationery, printing and office supplies
Operating leases
Property payments
Travel and subsistence
Training and development
Operating payments
Venues and facilities
33 731 34 567 40 905
346 056 1 234 685 536 524
– 20 37
796 1 258 842
65 63 168
174 93 470
511 593 710
1 648 1 585 1 606
333 146 1 215 963 520 216
1 009 3 7
– 7 –
– – 36
1 – –
13 – –
– 160 165
588 440 1 555
452 283 175
– – –
6 523 7 578 9 123
12 56 148
921 252 392
197 6 331 874
50 284
48 416
20
345
372
250
920
550
32 444
71
–
–
5
–
22
1 369
370
–
10 673
290
304
411
14.2%
-48.1%
–
-24.3%
78.9%
12.8%
21.7%
-30.6%
-54.0%
-58.7%
–
–
71.0%
-100.0%
–
32.5%
-6.5%
–
17.8%
189.1%
-30.9%
27.8%
0.2%
2.6%
–
–
–
–
–
–
2.5%
–
–
–
–
–
–
–
–
–
–
–
–
–
56 383 56 864 60 162
44 976 48 965 51 264
35 35 37
1 525 1 608 1 700
165 224 236
985 1 030 1 090
1 165 1 266 1 339
235 245 260
26 525 29 253 30 503
237 238 252
– – –
– – –
– – –
– – –
45 47 50
1 023 1 049 1 109
550 577 711
100 105 110
10 456 10 923 11 362
300 309 326
880 911 964
750 1 145 1 215
6.2%
1.9%
22.8%
70.2%
-14.1%
63.4%
13.3%
-22.1%
-2.0%
52.5%
–
–
-100.0%
–
31.5%
-6.8%
24.3%
–
2.1%
4.0%
46.9%
43.5%
0.2%
0.2%
–
–
–
–
–
–
0.1%
–
–
–
–
–
–
–
–
–
–
–
–
–
Transfers and subsidies 17 848 633 19 395 839 21 624 668 22 943 366 8.7% 97.2% 24 423 558 27 299 210 29 715 513 9.0% 99.6%
Provinces and municipalities
Departmental agencies and accounts
Households
8 019 140 8 789 980 9 436 721
9 829 467 10 605 657 12 187 903
26 202 44
9 904 277
13 039 089
–
7.3%
9.9%
-100.0%
43.0%
54.3%
–
10 304 017 10 860 973 11 649 201
14 119 541 16 438 237 18 066 312
– – –
5.6%
11.5%
–
40.8%
58.8%
–
Payments for capital assets 538 471 758 631 5.5% – 650 682 722 4.6% –
Machinery and equipment 538 471 758 631 5.5% – 650 682 722 4.6% –
Payments for financial assets 400 2 7 – -100.0% – – – – – –
Total 18 229 358 20 665 564 22 202 862 23 042 697 8.1% 100.0% 24 525 567 27 405 721 29 827 661 9.0% 100.0%
Proportion of total programme 46.4% 48.0% 45.2%
expenditure to vote expenditure
43.0% – – 43.8% 44.9% 45.6% – –
Details of transfers and subsidies
Departmental agencies and accounts
Departmental agencies (non-business entities)
Current 3 226 872 3 562 206 4 007 105
4 448 224
11.3%
18.1%
4 790 115 5 053 722 5 361 664
6.4%
18.8%
Road Traffic Management Corporation
South African National Roads Agency:
Gauteng freeway improvement project
South African National Roads Agency
Road Traffic Infringement Agency
82 412 83 473 259 481
– – –
3 125 460 3 453 733 3 736 149
19 000 25 000 11 475
184 104
301 000
3 951 623
11 497
30.7%
–
8.1%
-15.4%
0.7%
0.4%
17.0%
0.1%
193 862 203 555 215 361
425 100 463 359 505 061
4 161 060 4 369 112 4 622 520
10 093 17 696 18 722
5.4%
18.8%
5.4%
17.6%
0.8%
1.6%
16.3%
0.1%
Capital 6 602 595 7 043 451 8 180 798 8 590 865 9.2% 36.2% 9 329 426 11 384 515 12 704 648 13.9% 40.1%
South African National Roads Agency: Non- toll network
South African National Roads Agency: Coal haulage road network
South African National Roads Agency: Moloto road upgrade
South African National Roads Agency: Botswana river crossing
5 934 636 6 448 616 7 515 300
667 959 594 835 665 498
– – –
– – –
7 721 054
696 111
155 500
18 200
9.2%
1.4%
–
–
32.8%
3.1%
0.2%
–
7 935 587 9 335 831 10 083 540
733 005 769 655 814 295
660 834 1 279 029 1 806 813
– – –
9.3%
5.4%
126.5%
-100.0%
33.5%
2.9%
3.7%
–
| P a g e
100
Provinces and municipalities
Municipalities
Municipal bank accounts
Current 37 295 52 205 75 223
96 842
37.4%
0.3%
101 514 107 309 113 533
5.4%
0.4%
Rural roads asset management systems grant 37 295 52 205 75 223 96 842 37.4% 0.3% 101 514 107 309 113 533 5.4% 0.4%
Households
Social benefits
Current 26 202 44
–
-100.0%
–
– – –
–
–
Employee social benefits
Employee social benefits
26 – –
– 202 44
–
–
-100.0%
–
–
–
– – –
– – –
–
–
–
–
Provinces and municipalities
Provinces
Provincial Revenue Funds
Capital 7 981 845 8 737 775 9 361 498
9 807 435
7.1%
42.7%
10 202 503 10 753 664 11 535 668
5.6%
40.4%
Provincial roads maintenance grant: Roads in
support of electricity generation infrastructure
Provincial roads maintenance grant: Roads maintenance
Provincial roads maintenance grant: Disaster relief
663 400 808 900 803 002
6 828 533 7 519 488 7 956 245
489 912 409 387 602 251
830 000
8 496 845
480 590
7.8%
7.6%
-0.6%
3.7%
36.6%
2.4%
801 000 – –
9 103 380 10 483 664 11 250 008
298 123 270 000 285 660
-100.0%
9.8%
-15.9%
1.6%
37.5%
1.3%
Personnel information
Road Transport personnel numbers and cost by salary level¹ prior to Cabinet approved reduction, effective from 2017/18²; budget reductions; and aggregate baseline total
Number of posts estimated for 31 March 2016
Number and cost3 of personnel posts filled / planned for on funded establishment
Number
Number of
funded posts
Number of posts
additional to the
establishment
Actual
Revised estimate
Medium-term expenditure estimate
Average growth
rate (%)
Salary level/total:
Average (%)
2014/15 2015/16 2016/17 2017/18 2018/19 2015/16 - 2018/19
Road Transport
Unit Number Cost Cost
Unit Number Cost Cost
Unit Number Cost Cost
Unit Number Cost Cost
Unit Number Cost Cost
Salary level 125 1 89 40.9 0.5 89 50.3 0.6 90 56.4 0.6 90 60.2 0.7 90 63.7 0.7 0.4% 100.0%
1 – 6
7 – 10
11 – 12
13 – 16
Reduction
Total
16
54
37
18
–
–
–
1
11 2.2 0.2
42 15.2 0.4
27 14.6 0.5
9 8.9 1.0
11 2.4 0.2
42 18.7 0.4
27 17.1 0.6
9 12.1 1.3
11 2.7 0.2
42 20.6 0.5
27 19.6 0.7
10 13.6 1.4
11 2.8 0.3
42 22.0 0.5
27 20.9 0.8
10 14.5 1.5
11 3.0 0.3
42 23.2 0.6
27 22.1 0.8
10 15.4 1.5
–
–
–
3.6%
12.3%
46.8%
30.1%
10.9%
– – – – – – – – – – – – (3.4) – – (3.6) – – –
125 1 89 40.9 0.5 89 50.3 0.6 90 56.4 0.6 – 56.9 – – 60.2 – – –
1. Data has been provided by the department and may not necessarily reconcile with official government personnel data.
2. This programme's compensation of employees budget has been reduced by R57.8 million for 2017/18 and 2018/19. After consult ation with the Department of Public Service and Administration and National Treasury, the department will finalise, develop and implement a plan to manage its personnel expenditure within this reduced expenditur e ceiling. 3. Rand million
Expenditure trends
The spending focus over the medium term will be on facilitating capital investment and the development
of roads and road infrastructure in South Africa through the transfer of funds to provinces, rural
municipalities and the South African National Roads Agency Limited (SANRAL). As a result, expenditure
under transfers and subsidies in the Road Oversight Subprogramme amounts to 99, 5% of the
programme, or R 21, 5 billion, in 2014/15. These transfers are mainly to SANRAL for non-toll and coal
haulage networks, and for transfers to provinces through the PRMG for road maintenance and coal
haulage network upgrade and maintenance.
Over the medium term, the grant is expected to deliver 5 390 lane kilometres of surfaced roads
rehabilitated, 11 976 lane kilometres of resealed roads, 14 294 kilometres of re-gravelled roads, and
3 852 253 square metres of black top patches on roads.
| P a g e
101
Over the medium term, the budget to upgrade the R573 Moloto Road has increased to R3, 7 billion to
assist with road safety and reduce accidents. Capital budget for SANRAL has increased with an amount
of R 2,2 billion to strengthen national non toll road network and R 1, 4 billion for the Gauteng Freeway
Improvement project to cover the reduction in tariff structure. The budget for coal haulage has been
reprioritised with an amount of R 1, 8 billion over the medium term. Overall, spending on transfers in the
Road Transport Programme is expected to increase to R30 billion in 2018/19.
Spending on consultants in the programme increased significantly between 2012/13 and 2013/14, due to
the Department not having received transaction fees for the maintenance and upgrade of the Electronic
National Traffic Information System (e-NATIS), which falls under the Road Regulation Subprogramme.
Funding for this system is allocated once National Treasury receives proof that funds have been
deposited into the National Revenue Fund. Expenditure over the medium term on this item is expected to
be higher than reflected because the e-NATIS transaction fee revenue has not yet been finalised. An
amount of R 3, 3 million has been allocated over the medium term for road safety awareness.
The programme will focus on the following projects over the medium term: white paper on road policy,
develop draft access road development plan, facilitate the submission of administrative adjudication of
road traffic offences amendment bill, Road Accident Benefit Scheme Bill and road safety strategy to
cabinet.
The programme had an approved establishment of 37 funded posts as at September 2015.
| P a g e
102
Programme 5: Civil Aviation
Purpose:The primary purpose of the programme is to facilitate the development of an economically viable air transport industry that is safe,
secure, efficient, environmentally friendly and compliant with international standards through regulations and investigations; and to oversee
aviation public entities.
Programme Strategic Objectives
Strategic Outcome-oriented Goal 1: Efficient and integrated infrastructure network and operations that serve as a catalyst for social and economic
development
Goal Statement: Develop and implement policies and promulgate Acts that are set to drive investments for the maintenance and strategic expansion of the transport
infrastructure network, and support the development of transport asset management systems in rural and provincial authorities. The definitive drive of these
interventions is to improve the efficiency, capacity and competitiveness of transport operations in all modes.
Strategic
Objective
Audited/Actual performance Estimated
performance
2015/16
Medium-term targets
2012/13 2013/14 2014/15 2016/17 2017/18 2018/19 2019/20
1.5 Enhance
performance,
efficiency and
reliability of the
transport sector
Conclusion of
the funding
model for ACSA
and ATNS
Funding Model
incorporated into
the Permission
Application
Process and
primary
legislation
finalised
Permission
application
process for
ACSA and
ATNS
concluded
Stakeholder
consultations on
the Airports
Company and
ATNS
Amendments
Bills conducted
Submit the Airports
Company and
ATNS Amendment
Bills to Cabinet
Submit the Airports
Company and
ATNS Amendment
Bills to Parliament
and develop draft
regulations
Incorporate the
regulations and
Funding Model for
ACSA and ATNS
into the Approach
Document
Coordinate the
Permission
Application Process
Draft White
Paper on Civil
Aviation Policy
Submitted to
Minister for
approval
Updated draft
White Paper on
National Civil
Aviation Policy
National Civil
Aviation
Policy (NCAP)
submitted to
the Minister
for approval
National Civil
Aviation Policy
(NCAP)
submitted to
FOSAD Cluster
Submit National
Civil Aviation Policy
(NCAP) to Cabinet
Monitor
implementation of
the National Civil
Aviation Policy
(NCAP)
Monitor
implementation of
the National Civil
Aviation Policy
(NCAP)
Monitor
implementation of
the National Civil
Aviation Policy
(NCAP)
| P a g e
103
Strategic Outcome-oriented Goal 1: Efficient and integrated infrastructure network and operations that serve as a catalyst for social and economic
development
Goal Statement: Develop and implement policies and promulgate Acts that are set to drive investments for the maintenance and strategic expansion of the transport
infrastructure network, and support the development of transport asset management systems in rural and provincial authorities. The definitive drive of these
interventions is to improve the efficiency, capacity and competitiveness of transport operations in all modes.
Strategic
Objective
Audited/Actual performance Estimated
performance
2015/16
Medium-term targets
2012/13 2013/14 2014/15 2016/17 2017/18 2018/19 2019/20
Consultations
with DoT
Aviation Entities
and Provinces
Consultations
with Provinces
and broader
stakeholders
NADP
submitted for
Ministerial
approval
NADP submitted
to FOSAD
Cluster
Submit the National
Airports
Development Plan
(NADP) to Cabinet
Monitor
implementation of
the National
Airports
Development Plan
(NADP)
Monitor
implementation of
the National
Airports
Development Plan
(NADP)
Monitor
implementation of
the National
Airports
Development Plan
(NADP)
Negotiations
with- DRC,
Nigeria,
Mozambique,
Namibia, Mali,
Maldives, Korea
Signed air
services
agreements with
South Korea,
Namibia,
Maldives and
Nigeria
MoUs signed with
34 countries.
Signed air
services
agreements
with Shri
Lanka and
Zambia.
Bilateral air
services
consultations
with
Philippines,
Niger,
Mozambique
and Gabon
Signed air
services
agreements with
6 States in line
with the YD
Review air services
arrangements with
6 States
Review air
services
arrangements with
6 States
Review air services
arrangements with
6 States
Review air services
arrangements with
6 States
- - - - Review air services
licencing
framework and
develop draft
Amendment Bill
Stakeholder
consultations on
the draft
Amendment Bill
Submit Amendment
Bill to Cabinet
Submit Amendment
Bill to Parliament
| P a g e
104
Strategic Goal 2: A transport sector that is safe and secure
Goal Statement: Develop and implement policies and strategies that seek to reduce accidents and incidents in the road, rail, aviation and maritime environment.
Strategic
Objective
Audited/Actual performance Estimated
performance
2015/16
Medium-term targets
2012/13 2013/14 2014/15 2016/17 2017/18 2018/19 2019/20
2.1 Regulate
and enhance
transport
safety and
security
Review of inputs
for amendments
to the Act
Finalisation of
inputs for
amendment to
the Act reviewed
Draft Bill
work-shopped
and public
comments
incorporated
Draft Civil
Aviation
Amendment Bill
submitted to
EXCO for
approval
Submit the Civil
Aviation
Amendment Bill to
Cabinet and
Parliament
Submit the
regulations to the
Minister for approval
Facilitate the
proclamation of the
Amendment Act by
the President
Monitor
Implementation of
the Civil Aviation
Amendment Act
and regulations
Monitor
Implementation of
the Civil Aviation
Amendment Act
and regulations
- -
- Approval for the
establishment of
a MEOSAR
capability and
provision of
MEOSAR ground
segment services
Submit a
recommendation
on the preferred
national service
provider
Appoint, negotiate,
conclude and sign a
Service Level
Agreement with the
preferred service
provider
Convene and
conduct an
inspection of the
MEOSAR ground
segment
-
Strategic Goal 6: Increased contribution of transport to environmental protection
Goal Statement: Reduce the impact of transport on climate change by reducing greenhouse gas (GHG) emission through the use of more energy eff icient modes of freight and
passenger transport; and promoting the use of cleaner fuels.
Strategic
Objective
Audited/Actual performance Estimated
performance
2015/16
Medium-term targets
2012/13 2013/14 2014/15 2016/17 2017/18 2018/19 2019/20
6.2 Minimise
aviation noise
Awareness of
phasing out
Chapter 2
Aircraft
Awareness of
phasing out
Chapter 2 Aircraft
Regulations on
the phasing
out of the
Chapter 2
Aircraft drafted
Regulations on
the phasing out
of the Chapter 2
Aircraft
submitted to the
Minister for
approval
Monitor
implementation of
the regulations
Conduct research on
the phasing out of
the Chapter 3 Aircaft
Develop proposal
for the phasing
out of the Chapter
3 Aircaft
Monitor
implementation of
the regulations
| P a g e
105
Programme performance indicators and targets for 2016/17
Strategic Objective 1.5: Enhance performance, efficiency and reliability of the transport sector
Objective Statement: To develop and implement interventions aimed at improving transport operations.
Programme
performance
indicator
Audited/Actual performance Estimated
performance
2015/16
Medium-term targets
2012/13 2013/14 2014/15 2016/17 2017/18 2018/19
1.5.5.1 ACSA
and ATNS
Amendment
Bills submitted
to Cabinet by
March 2017
Conclusion of the
funding model for
ACSA and ATNS
Funding Model
incorporated into
the Permission
Application
Process and
primary legislation
finalised
Permission
application process
for ACSA and
ATNS concluded
Stakeholder
consultations on the
Airports Company
and ATNS
Amendments Bills
conducted
Submit the Airports
Company and ATNS
Amendment Bills to
Cabinet
Submit the Airports
Company and ATNS
Amendment Bills to
Parliament and
develop draft
regulations
Incorporate the
regulations and
Funding Model for
ACSA and ATNS into
the Approach
Document
1.5.5.2 National
Civil Aviation
Policy (NCAP)
submitted to
Parliament by
December 2016
Draft White Paper
on Civil Aviation
Policy Submitted to
Minister for
approval
Updated draft
White Paper on
National Civil
Aviation Policy
National Civil
Aviation Policy
(NCAP) submitted
to the Minister for
approval
National Civil Aviation
Policy (NCAP)
submitted to FOSAD
Cluster
Submit National Civil
Aviation Policy (NCAP)
to Cabinet
Monitor
implementation of
the National Civil
Aviation Policy
(NCAP)
Monitor
implementation of the
National Civil Aviation
Policy (NCAP)
1.5.5.3 National
Airports
Development
Plan (NADP)
submitted to
Cabinet by
December 2016
Consultations with
DoT Aviation
Entities and
Provinces
Consultations with
Provinces and
broader
stakeholders
NADP submitted
for Ministerial
approval
NADP submitted to
FOSAD Cluster
Submit the National
Airports Development
Plan (NADP) to
Cabinet
Monitor
implementation of
the National Airports
Development Plan
(NADP)
Monitor
implementation of the
National Airports
Development Plan
(NADP)
1.5.5.4 Air
Service
Agreements
reviewed
annually
Negotiations with-
DRC, Nigeria,
Mozambique,
Namibia, Mali,
Maldives, Korea
Signed air
services
agreements with
South Korea,
Namibia, Maldives
and Nigeria
MoUs signed with
Signed air services
agreements with
Shri Lanka and
Zambia. Bilateral
air services
consultations with
Philippines, Niger,
Mozambique and
Signed air services
agreements with 6
States in line with the
YD
Review air services
arrangements with 6
States
Review air services
arrangements with 6
States
Review air services
arrangements with 6
States
| P a g e
106
Strategic Objective 1.5: Enhance performance, efficiency and reliability of the transport sector
Objective Statement: To develop and implement interventions aimed at improving transport operations.
Programme
performance
indicator
Audited/Actual performance Estimated
performance
2015/16
Medium-term targets
2012/13 2013/14 2014/15 2016/17 2017/18 2018/19
34 countries. Gabon
1.5.5.5
Amendment Bill
for the
rationalisation
of the Air
Services
Licencing Act
and the
International Air
Services Act
submitted to
Cabinet by
March 2019
- - - - Review air services
licencing framework
and develop draft
Amendment Bill
Stakeholder
consultations on the
draft Amendment Bill
Submit Amendment
Bill to Cabinet
Strategic Objective 2.1: Regulate and enhance transport safety and security
Objective Statement: To develop and implement interventions aimed at enhancing transport safety and security
Programme performance
indicator
Audited/Actual performance Estimated
performance
2015/16
Medium-term targets
2012/13 2013/14 2014/15 2016/17 2017/18 2018/19
2.1.5.1 Civil Aviation Amendment Bill submitted to Parliament by March 2017
Review of inputs for
amendments to the
Act
Finalisation of
inputs for
amendment to the
Act reviewed
Draft Bill work-
shopped and public
comments
incorporated
Draft Civil Aviation
Amendment Bill
submitted to EXCO
for approval
Submit the Civil
Aviation Amendment
Bill to Cabinet and
Parliament
Submit the
regulations to the
Minister for approval
Proclamation of the
amended Act by the
President
Monitor
Implementation of the
Civil Aviation
Amendment Act and
regulations
2.1.5.2 Cospas-Sarsat Medium
- - - Approval for the
establishment of a
Submit a
recommendation on
Appoint, negotiate,
conclude and sign a
Convene and conduct
an inspection of the
| P a g e
107
Strategic Objective 2.1: Regulate and enhance transport safety and security
Objective Statement: To develop and implement interventions aimed at enhancing transport safety and security
Programme performance
indicator
Audited/Actual performance Estimated
performance
2015/16
Medium-term targets
2012/13 2013/14 2014/15 2016/17 2017/18 2018/19
Earth Orbit Search and Rescue (MEOSAR) capability established and ground segment services provided in South Africa by March 2018
MEOSAR capability
and provision of
MEOSAR ground
segment services
the preferred national
service provider
Service Level
Agreement with the
preferred service
provider
MEOSAR ground
segment equipment
Strategic Objective 6.2: Minimise aviation noise
Objective Statement: To develop and implement regulations aimed at reducing aviation noise.
Programme
performance
indicator
Audited/Actual performance Estimated
performance
2015/16
Medium-term targets
2012/13 2013/14 2014/15 2016/17 2017/18 2018/19
6.2.5.1
Regulations for
the phasing out
of the Chapter 2
Aircraft
implemented
Awareness of
phasing out
Chapter 2 Aircraft
Awareness of
phasing out
Chapter 2 Aircraft
Regulations on the
phasing out of the
Chapter 2 Aircraft
drafted
Regulations on the
phasing out of the
Chapter 2 Aircraft
submitted to the
Minister for approval
Monitor
implementation of the
regulations
Conduct research on
the phasing out of
the Chapter 3 Aircaft
Develop proposal for
the phasing out of the
Chapter 3 Aircaft
| P a g e
108
Quarterly targets for 2016/17
Strategic Objective 1.5: Enhance performance, efficiency and reliability of the transport sector
Objective Statement: To develop and implement interventions aimed at improving transport operations.
Performance
indicator
Reporting
period
Annual target 2016/17 Allocated
budget
‘000
Quarterly targets
1st 2nd 3rd 4th
1.5.5.1 Airports
Company and ATNS
Amendment Bills
submitted to
Cabinet by March
2017
Quarterly Airports Company and ATNS
Amendment Bills submitted to
Cabinet
Operational
Budget
Submit and present
the Amendment Bills
to NEDLAC for
endorsement
Submit the
Amendment Bills for
Ministerial approval
Present the
Amendment Bills to
the the DGs and
Ministerial Clusters
Submit Amendment
Bills to Cabinet
1.5.5.2 National Civil
Aviation Policy
(NCAP) submitted
to Cabinet by
December 2016
Quarterly National Civil Aviation Policy
(NCAP) submitted to Cabinet
R1 083 Conduct
consultations with the
FOSAD Cluster
Conduct consultations
with the FOSAD
Cluster
Submit the National Civil Aviation Policy (NCAP) to Cabinet
Develop an implementation plan for the NCAP
1.5.5.3 National
Airports
Development Plan
(NADP) submitted
to Cabinet by
December 2016
Quarterly National Airports Development
Plan (NADP) submitted to
Cabinet
R1 085 Conduct
consultations with the
FOSAD Cluster
Conduct consultations
with the FOSAD
Cluster
Submit the National Airports Development Plan (NDAP) to Cabinet
Monitor
implementation of the
NDAP
1.5.5.4 Air Service
Agreements
reviewed annually
Quarterly Air services arrangements with
6 States reviewed Operational
Budget
Commence planning
and conduct
consultations with key
sector departments
and industry
stakeholders
Hold consultations with
two (2) States
Hold consultations
with two (2) States
Hold consultations
with two (2) States
1.5.5.5 Amendment
Bill for the
rationalisation of
the Air Services
Quarterly Amendment Bill for the
rationalisation of the Air
Services Licencing Act and the
International Air Services Act
Operational
Budget
Conduct a scope
analysis of chapters /
sections that need to
be amended including
Submit technical
specification to Legal
Services for the
drafting of the
Conduct
consultations with
State Attorney for
alignment of the
Conduct
consultations with
State Attorney for
alignment of the draft
| P a g e
109
Strategic Objective 1.5: Enhance performance, efficiency and reliability of the transport sector
Objective Statement: To develop and implement interventions aimed at improving transport operations.
Performance
indicator
Reporting
period
Annual target 2016/17 Allocated
budget
‘000
Quarterly targets
1st 2nd 3rd 4th
Licencing Act and
the International Air
Services Act
submitted to
Cabinet by March
2019
developed options for
rationalisation of the
Acts
Amendments draft bill bill
Strategic Objective 2.1: Regulate and enhance transport safety and security
Objective Statement: To develop and implement interventions aimed at enhancing transport safety and security
Performance
indicator
Reporting
period
Annual target 2016/17 Allocated
budget
‘000
Quarterly targets
1st 2nd 3rd 4th
2.1.5.1 Civil Aviation Amendment Bill submitted to Parliament by March 2017
Quarterly Civil Aviation Amendment Bill
submitted to Cabinet and
Parliament
Operational
Budget
Publish the Civil
Aviation Amendment
Bill in the
Government Gazette
for public comments
Conduct consultation
with stakeholders /
industry regarding the
comments received
Submit the Civil Aviation Amendment Bill to NEDLAC
Submit the Civil Aviation Amendment Bill to Cabinet and Parliament
2.1.5.3 Cospas-Sarsat Medium Earth Orbit Search and Rescue (MEOSAR) capability established and ground segment services provided in South Africa by March 2018
Quarterly Recommendation on the
preferred national service
provider submitted
R100 000 Develop draft
technical
specifications for the
establishment of
MEOSAR capability
and conduct Bid
Specification
processes
Consider and
incorporate inputs and
finalise the approval of
technical specifications
Submit technical
specifications for the
commencement of
requisite supply
chain management
processes
Develop Inception
Report
| P a g e
110
Strategic Objective 6.2: Minimise aviation noise
Objective Statement: To develop and implement regulations aimed at reducing aviation noise.
Performance
indicator
Reporting
period
Annual target 2016/17 Allocated
budget
‘000
Quarterly targets
1st 2nd 3rd 4th
6.2.5.1 Regulations
for the phasing out
of the Chapter 2
Aircraft
implemented
Quarterly Monitor implementation of the
regulations for the phasing out
of the Chapter 2 Aircraft
Operational
Budget
Request and analyse
aircraft movement
data from ATNS and
ACSA to monitor the
presence of Chapter
2 Aircraft in the SA
airspace
Monitor aircraft
movements and
Foreign Operator
Permits / Landing
Permits Authorisation
process
Monitor operations
by Chapter 2 aircraft
and possible
enforcement actions
Monitor operations by
Chapter 2 aircraft and
enforcement actions,
if any
| P a g e
111
Changes to the Strategic Plan 2015 - 2020
At the conclusion of the DoT Annual Performance Plan (APP) 2016/17 process, Programme 5 – Civil Aviation reviewed the DoT Strategic Plan
2015 – 2020 to assess how the APP impacts on the Strategic Plan. The following were recorded:
Strategic Outcome-Oriented Goals
No revisions were made to the strategic outcome-oriented goals to which the programme contributes
Strategic Objectives
No revisions were made to the strategic objectives to which the programme contributes.
Medium Term Targets
A number of changes were recorded in the medium term targets of Programme 5 – Civil Aviation
The following medium term targets were removed from the Strategic Plan 2015 – 2020:
Page 53 of the DoT Strategic Plan 2015 – 2020:
- Development of corrective actions for audit findings and generation of safety recommendations
- Transfer of the upgrade of Mthatha Airport asset to the EC province and monitoring of safe landing and usage of the Airport
| P a g e
112
The following medium term targets have been added to the Strategic Plan 2015 – 2020:
Page 102 and 103 of the DoT Annual Performance Plan 2016/17:
- Review of the Air Services Licencing Framework and development of the Amendment Bill for the rationalisation of the Air Services
Licencing Act and the International Air Services Act
- Approval and implementation of a MEOSAR capability and provision of MEOSAR ground segment services
| P a g e
113
Expenditure estimates
Civil Aviation expenditure trends and estimates by subprogramme and economic classification
Subprogramme
R thousand
Audited outcome
Adjusted
appropriation
Average
growth rate (%)
Expen- diture/ Total:
Average (%)
Medium-term expenditure
estimate
Average
growth rate (%)
Expen- diture/ Total: Average
(%)
2012/13 2013/14 2014/15 2015/16 2012/13 - 2015/16 2016/17 2017/18 2018/19 2015/16 - 2018/19
Aviation Policy and Regulations 22 273 27 408 26 101 Aviation Economic Analysis and Industry Development 5 458 8 482 9 048
Aviation Safety, Security, Environment and 9 176 61 795 64 651 Search and Rescue
Aviation Oversight 24 957 35 051 37 789
Aviation Administration Support 4 687 7 669 23 377
Mthatha Airport 345 237 8 197 –
22 118
11 501
69 714
41 604
4 589
–
-0.2%
28.2%
96.6%
18.6%
-0.7%
-100.0%
11.2%
4.0%
23.6%
16.0%
4.6%
40.6%
23 729 24 169 25 484
11 278 11 447 12 071
169 300 72 320 75 812
43 870 45 903 48 558
5 046 5 579 5 889
– – –
4.8%
1.6%
2.8%
5.3%
8.7%
–
13.1%
6.3%
53.0%
24.6%
2.9%
–
Total 411 788 148 602 160 966 149 526 -28.7% 100.0% 253 223 159 418 167 814 3.9% 100.0%
Change to 2015
Budget estimate
– 96 487 (6 026) (7 229)
Economic classification
Current payments 386 549 105 765 123 473 110 367 -34.2% 83.4% 212 120 116 263 122 159 3.4% 76.8%
Compensation of employees
Goods and services
of which:
Administrative fees
Advertising
Minor Assets
Catering: Departmental activities
Communication
Computer services
Consultants: Business and advisory services
Contractors
Inventory: Fuel, oil and gas
Inventory: Other supplies
Consumable supplies
Consumables: Stationery, printing and office supplies
Operating leases
Transport provided: Departmental activity
29 202 31 276 32 382
357 347 74 489 91 091
– – 1
200 849 681
63 277 211
43 193 167
465 53 071 52 958
2 183 9
347 645 3 780 5 403
1 420 657 297
2 – –
25 – –
– 55 52
334 440 313
630 1 208 1 632
– – 173
34 854
75 513
–
66
216
204
53 265
7
12 945
122
–
–
34
583
1 193
–
6.1%
-40.4%
–
-30.9%
50.8%
68.0%
385.7%
51.8%
-66.6%
-55.9%
-100.0%
-100.0%
–
20.4%
23.7%
–
14.7%
68.7%
–
0.2%
0.1%
0.1%
18.3%
–
42.5%
0.3%
–
–
–
0.2%
0.5%
–
39 369 39 365 41 648
172 751 76 898 80 511
– – –
80 84 89
92 95 100
170 179 188
156 090 58 891 62 308
– – –
6 942 7 292 7 344
219 221 241
– – –
– – –
4 4 4
603 737 778
325 367 356
– – –
6.1%
2.2%
–
10.5%
-22.6%
-2.7%
5.4%
-100.0%
-17.2%
25.5%
–
–
-51.0%
10.1%
-33.2%
–
21.3%
55.6%
–
–
0.1%
0.1%
45.3%
–
4.7%
0.1%
–
–
–
0.4%
0.3%
–
Travel and subsistence 5 266 7 194 9 833 6 118 5.1% 3.3% 7 484 8 246 8 278 10.6% 4.1%
Training and development – 143 9 405 – 0.1% 472 498 523 8.9% 0.3%
Operating payments 1 032 65 18 561 – -100.0% 2.3% 175 184 194 – 0.1%
Venues and facilities 220 6 374 791 355 17.3% 0.9% 95 100 108 -32.7% 0.1%
Transfers and subsidies 24 958 33 887 36 557 38 739 15.8% 15.4% 40 702 42 734 45 210 5.3% 22.9%
Departmental agencies and accounts 17 025 24 652 26 126 27 329 17.1% 10.9% 28 777 30 216 31 969 5.4% 16.2%
Foreign governments and international organisations
7 932 7 658 8 009 8 995 4.3% 3.7% 9 384 9 850 10 418 5.0% 5.3%
Non-profit institutions – 1 515 2 308 2 415 – 0.7% 2 541 2 668 2 823 5.3% 1.4%
Households 1 62 114 – -100.0% – – – – – –
Payments for capital assets 281 8 950 936 420 14.3% 1.2% 401 421 445 1.9% 0.2%
Buildings and other fixed structures – 8 197 – – – 0.9% – – – – –
Machinery and equipment 281 753 936 420 14.3% 0.3% 401 421 445 1.9% 0.2%
Total 411 788 148 602 160 966 149 526 -28.7% 100.0% 253 223 159 418 167 814 3.9% 100.0%
Proportion of total programme 1.0% 0.3% 0.3% 0.3% – – 0.5% 0.3% 0.3% – –
expenditure to vote expenditure Details of transfers and subsidies
Departmental agencies and accounts
Departmental agencies (non-business entities)
Current 17 025 24 652 26 126
27 329
17.1%
10.9%
28 777 30 216 31 969
5.4%
16.2%
South African Civil Aviation Authority
South African Maritime Safety Authority
17 025 18 155 19 239
– 6 497 6 887
20 124
7 205
5.7%
–
8.6%
2.4%
21 191 22 251 23 542
7 586 7 965 8 427
5.4%
5.4%
11.9%
4.3%
Households
Social benefits
Current 1 62 114
–
-100.0%
–
– – –
–
–
Employee social benefits 1 62 114 – -100.0%
– – – – – –
Foreign governments and international organisations
Current 7 932 7 658 8 009
8 995
4.3%
3.7%
9 384 9 850 10 418
5.0%
5.3%
| P a g e
114
African Civil Aviation Commission
International Civil Aviation Organisation
International Maritime Organisation
Cospas search and rescue satellite aided tracking
Southern African Development Community: International Civil Aviation Organisation Mission
2 931 3 773 3 915
5 001 3 476 3 690
– 4 –
– 405 404
– – –
4 505
3 892
–
458
140
15.4%
-8.0%
–
–
–
1.7%
1.8%
–
0.1%
–
4 744 4 980 5 269
4 098 4 303 4 553
– – –
482 507 536
60 60 60
5.4%
5.4%
–
5.4%
-24.6%
2.7%
2.3%
–
0.3%
–
Non-profit institutions
Current – 1 515 2 308
2 415
–
0.7%
2 541 2 668 2 823
5.3%
1.4%
National Sea Rescue Institute
National emergency communications division of the South African Radio League
Mountain Club of South Africa
Off Road Rescue Unit
K9 Search and Rescue Association of South Africa
– 1 223 2 000
– 73 77
– 73 77
– 73 77
– 73 77
2 095
80
80
80
80
–
–
–
–
–
0.6%
–
–
–
–
2 205 2 316 2 451
84 88 93
84 88 93
84 88 93
84 88 93
5.4%
5.1%
5.1%
5.1%
5.1%
1.2%
–
–
–
–
Personnel information Civil Aviation personnel numbers and cost by salary level¹ prior to Cabinet approved reduction, effective from 2017/18²; budget reductions; and aggregate baseline total
Number of posts estimated for 31 March 2016
Number and cost3 of personnel posts filled / planned for on funded establishment
Number
Number of
funded posts
Number of posts additional to the establishment
Actual
Revised estimate
Medium-term expenditure estimate
Average growth rate (%)
Salary level/total: Average (%)
2014/15 2015/16 2016/17 2017/18 2018/19 2015/16 - 2018/19
Civil Aviation
Unit Number Cost Cost
Unit Number Cost Cost
Unit Number Cost Cost
Unit Number Cost Cost
Unit Number Cost Cost
Salary level 75 1 59 32.4 0.5 56 34.9 0.6 57 39.4 0.7 57 42.7 0.7 57 45.2 0.8 0.6% 100.0%
1 – 6
7 – 10
11 – 12
13 – 16
Reduction
Total
14
31
16
14
–
–
–
1
14 2.6 0.2
25 11.0 0.4
10 7.7 0.8
10 11.1 1.1
14 2.9 0.2
22 12.1 0.6
10 8.1 0.8
10 11.7 1.2
14 3.3 0.2
22 13.7 0.6
10 9.2 0.9
11 13.2 1.2
14 3.6 0.3
22 14.9 0.7
10 9.9 1.0
11 14.4 1.3
14 3.8 0.3
22 15.7 0.7
10 10.5 1.1
11 15.2 1.4
–
–
–
3.2%
24.7%
38.8%
17.6%
18.9%
– – – – – – – – – – – – (3.4) – – (3.5) – – –
75 1 59 32.4 0.5 56 34.9 0.6 57 39.4 0.7 – 39.4 – – 41.6 – – –
1. Data has been provided by the department and may not necessarily reconcile with official government personnel data.
2. This programme's compensation of employees budget has been reduced by R6.9 million for 2017/18 and 2018/19. After consultation with the Department of Public Service and Administration andNational Treasury, the department will finalise, develop and implement a plan to manage its personnel expenditure within this reduced expenditure ceiling.
3. Rand million.
Expenditure trends
Over the medium term the spending focus will be on improving civil aviation safety and ensuring
effective air transport economic regulation and minimising the adverse effects of aviation on the
environment as well as making transfers to departmental agencies and international aviation
organisations. Therefore, spending in the Aviation Safety, Security, Environment, and Search and
Rescue and Aviation Oversight Subprogrammes accounts for the majority of the programme
budget over the medium term.
In 2016/17, the expenditure on goods and services increased with an amount of R100 million for
the upgrade of search and rescue satellite tracking system from a low altitude system to a medium
altitude system. The programme over the medium term will focus on facilitating the submission of
the following to cabinet: national aviation policy, amendment of ACSA and ATNS act, implement
the national airport development plan and review air services arrangements with 6 countries.
| P a g e
115
Expenditure in the subprogramme: Aviation Safety, Security Environment, Search and Rescue
increased significantly in 2013/14 due to the shift in search and rescue function from the Maritime
Transport Programme to the Civil Aviation Programme.
Expenditure increased significantly in 2012/13 and 2013/14 as a result of the upgrade of Mthatha
Airport, which also resulted in increased spending on consultants for the development of the
taxiway and runway. This increased the proportion of goods and services with an amount of R 450
million and the spending on goods and services decreased in 2014/15 because Mthatha Airport
was finalised.
The programme had an approved establishment of 56 posts as at end of September 2015.
| P a g e
116
Programme 6: Maritime Transport
Purpose: The programme exists to coordinate the development of a safe, reliable and economically viable maritime transport sector through
the development of policies, strategies, monitoring of the implementation plan and oversight of maritime related public entities, namely The
Ports Regulator (PR) and South African Maritime Safety Authority (SAMSA).
Programme Strategic Objectives
Strategic Goal 1: An efficient and integrated infrastructure network that serves as a catalyst for social and economic development
Goal Statement: Develop and implement policies and promulgate Acts that are set to drive investments for the maintenance and strategic expansion of the transport infrastructure
network, and support the development of transport asset management systems in rural and provincial authorities. The definitive drive of these interventions is to improve the efficiency,
capacity and competitiveness of transport operations in all modes.
Strategic
Objective
Audited/Actual performance Estimated
performance
2015/16
Medium-term targets
2012/13 2013/14 2014/15 2016/17 2017/18 2018/19 2019/20
1.5 Enhance
performance,
efficiency and
reliability of the
transport sector
Parliamentary
approval
process:
Green Paper
Publication of
Green Paper
for public
comments
Green Paper
on the National
Maritime
Transport
Policy
developed
Internal
stakeholder
consultations on
the Green Paper
on the National
Maritime Transport
Policy conducted
and the Policy
presented to
Cabinet Clusters
Submit the draft
National Maritime
Transport Policy to
Cabinet
(Including a chapter
on the Cabotage
Policy)
Develop
implementation
plans for the
approved National
Maritime Transport
Policy
Monitor
implementation of
the National
Maritime Transport
Policy
Monitor
implementation of
the National
Maritime Transport
Policy
| P a g e
117
Strategic Goal 2: A transport sector that is safe and secure
Goal Statement: Develop and implement policies and strategies that seek to reduce accidents and incidents in the road, rail, aviation and maritime environment.
Strategic
Objective
Audited/Actual performance Estimated
performance
2015/16
Medium-term targets
2012/13 2013/14 2014/15 2016/17 2017/18 2018/19 2019/20
2.1 Regulate
and enhance
transport safety
and security
Ratification of
Cape Town
Agreement of
2012 on the
Implementation
of the
Provisions of
the
Torremolinos
Protocol of 1993
Situational
analysis on
Maritime
security
Amended
Maritime
Security
Regulations
Published
The discussion
paper on the draft
Merchant Shipping
Bill (2016)
developed and
submitted to EXCO
for approval
Develop the review
report for the
overhaul of the
Merchant Shipping
Act (1957)
Develop the draft
Merchant Shipping
Bill (2016)
Submit the draft
Merchant Shipping
Bill (2016) to
Parliament
Monitor
implementation of
the Merchant
Shipping Act (2016)
- - - Stakeholder
consultation on the
draft Inland
Waterway Strategy
conducted and the
Strategy submitted
to the Minister for
approval
Submit the draft
Inland Waterway
Strategy to Cabinet
Monitor
implementation of
the Inland
Waterway Strategy
Monitor
implementation of
the Inland
Waterway Strategy
Evaluate and
review the Inland
Waterway Strategy
- - - - Develop a Project
Plan for the 2020
IMO World
Maritime Day
Parallel Event
Submit a detailed
Plan for the 2020
IMO World
Maritime Day
Parallel Event to
Cabinet
Preparatory work
for the hosting of
the 2020 IMO
World Maritime Day
Parallel Event
Host the IMO World
Maritime Day
Parallel Event
- - - Establish
infastructure
support for
Operation Phakisa
Ocean Economy
(Marine Transport
and Manufacturing
Delivery Unit)
Implement and
monitor operations
of the Marine
Transport and
Manufacturing
Delivery Unit
Implement and
monitor operations
of the Marine
Transport and
Manufacturing
Delivery Unit
Implement and
monitor operations
of the Marine
Transport and
Manufacturing
Delivery Unit
| P a g e
118
Programme performance indicators and targets for 2016/17 Strategic Objective 1.5: Enhance performance, efficiency and reliability of the transport sector
Objective Statement: To develop and implement interventions aimed at improving transport operations.
Programme
performance
indicator
Audited/Actual performance Estimated
performance
2015/16
Medium-term targets
2012/13 2013/14 2014/15 2016/17 2017/18 2018/19
1.5.6.1 White Paper
on the Maritime
Transport Policy
submitted to
Cabinet by March
2017
Parliamentary
approval
process: Green
Paper
Publication of
Green Paper for
public comments
Green Paper on
the Maritime
Transport Policy
developed
Internal stakeholder
consultations on the
Green Paper on the
National Maritime
Transport Policy
conducted and the
Policy presented to
Cabinet Clusters
Submit the draft
National Maritime
Transport Policy to
Cabinet
(Including a chapter on
the Cabotage Policy)
Develop
implementation plans
for the approved
National Maritime
Transport Policy
Monitor
implementation of the
National Maritime
Transport Policy
Strategic Objective 2.1: Regulate and enhance transport safety and security
Objective Statement: To develop and implement interventions aimed at enhancing transport safety and security
Programme
performance
indicator
Audited/Actual performance Estimated
performance
2015/16
Medium-term targets
2012/13 2013/14 2014/15 2016/17 2017/18 2018/19
2.1.6.1 Merchant
Shipping Bill, 2016
submitted to Cabinet
by March 2018
Ratification of
Cape Town
Agreement of
2012 on the
Implementation
of the
Provisions of
the
Torremolinos
Protocol of 1993
Situational
analysis on
Maritime security
Amended
Maritime Security
Regulations
Published
The discussion paper
on the draft Merchant
Shipping Bill (2016)
developed and
submitted to EXCO for
approval
Develop the review
report for the overhaul
of the Merchant
Shipping Act (1957)
Develop the draft
Merchant Shipping
Bill (2016)
Submit the draft
Merchant Shipping
Bill (2016) to
Parliament
2.1.6.2 Inland
Waterway Strategy
submitted to Cabinet
by March 2017
- - - Stakeholder
consultation on the
draft Inland Waterway
Strategy conducted
and the Strategy
Submit the draft Inland
Waterway Strategy to
Cabinet
Monitor
implementation of the
Inland Waterway
Strategy
Monitor
implementation of the
Inland Waterway
Strategy
| P a g e
119
Strategic Objective 2.1: Regulate and enhance transport safety and security
Objective Statement: To develop and implement interventions aimed at enhancing transport safety and security
Programme
performance
indicator
Audited/Actual performance Estimated
performance
2015/16
Medium-term targets
2012/13 2013/14 2014/15 2016/17 2017/18 2018/19
submitted to the
Minister for approval
2.1.6.3 IMO World
Maritime Day Parallel
Event hosted by
March 2020
- - - - Develop a Project Plan
for the 2020 IMO
World Maritime Day
Parallel Event
Submit a detailed
Plan for the 2020 IMO
World Maritime Day
Parallel Event to
Cabinet
Preparatory work for
the hosting of the
2020 IMO World
Maritime Day Parallel
Event
2.1.6.4 Infrastructure
support for
Operation Phakisa
Ocean Economy
established by March
2017
- - - - Establish infastructure
support for Operation
Phakisa Ocean
Economy (Marine
Transport and
Manufacturing Delivery
Unit)
Implement and
monitor operations of
the Marine Transport
and Manufacturing
Delivery Unit
Implement and
monitor operations of
the Marine Transport
and Manufacturing
Delivery Unit
| P a g e
120
Quarterly targets for 2016/17
Strategic Objective 1.5: Enhance performance, efficiency and reliability of the transport sector
Objective Statement: To develop and implement interventions aimed at improving transport operations.
Performance indicator Reporting
period
Annual target 2016/17 Allocated
budget
’000
Quarterly targets
1st 2nd 3rd 4th
1.5.6.1 Maritime
Transport Policy
submitted to Cabinet
by March 2017
Quarterly The draft Maritime
Transport Policy
submitted to Cabinet
R471 Conduct stakeholder
consultations on the
Maritime Transport
Policy
Publish the draft
Maritime Transport
Policy for public
comments
Consider and
consolidate
stakeholder inputs
into the draft Maritime
Transport Policy
Submit the National
Maritime Policy to
Cabinet
Strategic Objective 2.1: Regulate and enhance transport safety and security
Objective Statement: To develop and implement interventions aimed at enhancing transport safety and security
Performance indicator Reporting
period
Annual target 2016/17 Allocated
budget
‘000
Quarterly targets
1st 2nd 3rd 4th
2.1.6.1 Merchant
Shipping Bill, 2016
submitted to Cabinet
by March 2018
Quarterly Draft Merchant Shipping
Bill (2016) developed
R1 050 Develop technical
specifications and
discussion document
on the Merchant
Shipping Bill (2016)
Develop inception
report
Develop draft
Merchant Shipping
Bill (2016)
Conduct stakeholder
consultations on the
draft Merchant
Shipping Bill (2016)
2.1.6.2 Inland
Waterway Strategy
submitted to Cabinet
by March 2017
Quarterly Inland Waterway Strategy
submitted to Cabinet
Operational
budget
Develop the draft draft
Inland Waterway
Strategy
Present the Inland
Waterway Strategy to
the Portfolio
Committee on
Transport
Present the Inland
Waterway Strategy to
the National Council
of Provinces
Submit the Inland
Waterway Strategy to
Cabinet
2.1.6.3 IMO World
Maritime Day Parallel
Event hosted by March
2020
Quarterly Project Plan for the 2020
IMO World Maritime Day
Parallel Event developed
Operational
budget
Establish the Steering
Committee for the IMO
2020 World Maritime
Day Parallel Event
Convene an inaugural
meeting for the IMO
2020 World Maritime
Day Parallel Event
Develop and finalise
the project plan for
the 2020 IMO World
Maritime Day Parallel
Event
-
2.1.6.4 Infrastructure
support for Operation
Quarterly Infastructure for the DoT
Marine Manufacturing
Delivery Unit established
Operational
Budget
Conceptualise
institutional
arrangements for
Convene inaugural
Steering Committee
meeting
Convene 2nd Steering
Committee meeting
Convene 3rd Steering
Committee meeting
| P a g e
121
Strategic Objective 2.1: Regulate and enhance transport safety and security
Objective Statement: To develop and implement interventions aimed at enhancing transport safety and security
Performance indicator Reporting
period
Annual target 2016/17 Allocated
budget
‘000
Quarterly targets
1st 2nd 3rd 4th
Phakisa Ocean
Economy established
by March 2017
Operation Phakisa
| P a g e
122
Changes to the Strategic Plan 2015 - 2020
At the conclusion of the DoT Annual Performance Plan (APP) 2016/17 process, Programme 6 – Maritime Transport reviewed the DoT Strategic
Plan 2015 – 2020 to assess how the APP impacts on the Strategic Plan. The following were recorded:
Strategic Outcome-Oriented Goals
No revision was made to the strategic outcome-oriented goals to which the programme contributes
Strategic Objectives
No revision was made to the strategic objectives to which the programme contributes.
Medium Term Targets
A number of changes were recorded in the medium term targets of Programme 6 – Maritime Transport
The following medium term targets were removed from the Strategic Plan 2015 – 2020:
| P a g e
123
Page 56, 57, 58 and 59 of the DoT Strategic Plan 2015 – 2020:
- National Maritime Transport Policy 2
- The Cabotage Policy3
- The Cabotage Strategy
- The Cabotage Bill
- Implementation of recommendations of mock audit findings
- Approval and implementation of the African Maritime Charter
The following new medium term targets have been added to the Strategic Plan 2015 – 2020.
Page 116 of the DoT Annual Performance Plan 2016/17:
- Preparatory work and hosting of the 2020 World Maritime Day Parallel Event
- Establishment of infrastructure support for Operation Phakisa Ocean Economy
2 Not removed from the Strategic Plan 2015 – 2020, however medium term targets have been revised
3 The Cabotage Policy has been incorporated as a chapter in the National Maritime Transport Policy and will therefore not be a stand-alone
target in the Strategic Plan
| P a g e
124
Expenditure estimates
Maritime Transport expenditure trends and estimates by subprogramme and economic classification
Subprogramme
R thousand
Audited outcome
Adjusted appropriation
Average
growth rate (%)
Expen- diture/ Total:
Average (%)
Medium-term expenditure estimate
Average
growth rate (%)
Expen- diture/ Total:
Average (%)
2012/13 2013/14 2014/15 2015/16 2012/13 - 2015/16 2016/17 2017/18 2018/19 2015/16 - 2018/19
Maritime Policy Development 7 193 9 246 11 069 Maritime Infrastructure and Industry Development 5 057 5 921 6 453
Implementation, Monitoring and Evaluations 83 587 60 085 58 763
Maritime Oversight 26 485 23 480 18 638
Maritime Administration Support 2 344 3 539 4 700
12 118 12 605
58 013
33 950
4 403
19.0% 35.6%
-11.5%
8.6%
23.4%
8.9% 6.7%
58.2%
22.9%
3.3%
13 134 13 452 14 149 11 627 12 336 10 682
57 373 59 164 62 873
35 253 26 339 27 843
4 346 6 171 4 896
5.3% -5.4%
2.7%
-6.4%
3.6%
11.0% 9.8%
49.4%
25.7%
4.1%
Total 124 666 102 271 99 623 121 089 -1.0% 100.0% 121 733 117 462 120 443 -0.2% 100.0%
Change to 2015
Budget estimate
10 000 7 942 (2 453) (6 427)
Economic classification
Current payments 98 009 79 055 81 445 91 437 -2.3% 78.2% 91 079 95 775 97 499 2.2% 78.2%
Compensation of employees
Goods and services
of which:
Administrative fees
Advertising
Minor Assets
13 234 16 530 19 598
84 775 62 525 61 847
5 – –
1 009 847 1 210
44 254 154
21 728
69 709
14
556
130
18.0%
-6.3%
40.9%
-18.0%
43.5%
15.9%
62.3%
–
0.8%
0.1%
24 680 27 384 25 898
66 399 68 391 71 601
– – –
160 184 194
320 371 392
6.0%
0.9%
-100.0%
-29.6%
44.5%
20.7%
57.4%
–
0.2%
0.3%
Audit costs: External – – – – – – 30 32 34 – –
Catering: Departmental activities 43 91 310 50 5.2% 0.1% 149 170 180 53.3% 0.1%
Communication 30 987 283 282 745 -71.1% 7.2% 412 485 512 -11.8% 0.4%
Computer services – 5 – – – – 5 5 5 – –
Consultants: Business and advisory services 46 655 6 868 52 209 21 263 -23.0% 28.4% 18 610 17 636 18 134 -5.2% 15.7%
Infrastructure and planning services – 46 079 – 42 379 – 19.8% 41 798 44 235 46 802 3.4% 36.4%
Contractors 362 63 17 – -100.0% 0.1% 55 53 56 – –
Inventory: Other supplies 22 – – – -100.0% – – – – – –
Consumable supplies – 143 9 – – – 30 33 35 – –
Consumables: Stationery, printing and office supplies
101 634 372 70 -11.5% 0.3% 75 114 121 20.0% 0.1%
Operating leases 180 1 015 1 409 520 42.4% 0.7% 956 1 024 1 000 24.4% 0.7%
Travel and subsistence 3 817 5 228 4 650 3 552 -2.4% 3.9% 3 486 3 654 3 731 1.7% 3.0%
Training and development 75 153 115 100 10.1% 0.1% – 38 40 -26.3% –
Operating payments 777 165 217 80 -53.1% 0.3% 179 223 238 43.8% 0.1%
Venues and facilities 698 697 893 250 -29.0% 0.6% 134 134 127 -20.2% 0.1%
Transfers and subsidies 26 515 22 593 17 667 29 317 3.4% 21.5% 30 341 21 358 22 597 -8.3% 21.6%
Departmental agencies and accounts 24 357 22 304 16 852 27 627 4.3% 20.4% 28 561 19 489 20 619 -9.3% 20.0%
Foreign governments and international organisations
761 242 775 1 690 30.5% 0.8% 1 780 1 869 1 978 5.4% 1.5%
Non-profit institutions 1 367 – – – -100.0% 0.3% – – – – –
Households 30 47 40 – -100.0% – – – – – –
Payments for capital assets 142 623 511 335 33.1% 0.4% 313 329 347 1.2% 0.3%
Machinery and equipment 142 623 511 335 33.1% 0.4% 313 329 347 1.2% 0.3%
Total 124 666 102 271 99 623 121 089 -1.0% 100.0% 121 733 117 462 120 443 -0.2% 100.0%
Proportion of total programme 0.3% 0.2% 0.2% 0.2% – – 0.2% 0.2% 0.2% – –
expenditure to vote expenditure Details of transfers and subsidies
Departmental agencies and accounts
Departmental agencies (non-business entities)
Current 24 357 22 304 16 852
27 627
4.3%
20.4%
28 561 19 489 20 619
-9.3%
20.0%
South African Maritime Safety Authority
Ports Regulator of South Africa
9 288 6 404 –
15 069 15 900 16 852
–
27 627
-100.0%
22.4%
3.5%
16.9%
– – –
28 561 19 489 20 619
–
-9.3%
–
20.0%
Households
Social benefits
Current 30 47 40
–
-100.0%
–
– – –
–
–
Employee social benefits 30 47 40 – -100.0% – – – – – –
Foreign governments and international organisations
Current 761 242 775
1 690
30.5%
0.8%
1 780 1 869 1 978
5.4%
1.5%
International Maritime Organisation
Cospas search and rescue satellite aided tracking
Indian Ocean memorandum of understanding
407 – 496
354 – –
– 242 279
1 385
–
305
50.4%
-100.0%
–
0.5%
0.1%
0.2%
1 458 1 531 1 620
– – –
322 338 358
5.4%
–
5.5%
1.2%
–
0.3%
Non-profit institutions
Current 1 367 – –
–
-100.0%
0.3%
– – –
–
–
| P a g e
125
National Sea Rescue Institute
National emergency communications division of the South African Radio League
Mountain Club of South Africa
Off Road Rescue Unit
1 160 – –
69 – –
69 – –
69 – –
–
–
–
–
-100.0%
-100.0%
-100.0%
-100.0%
0.3%
–
–
–
– – –
– – –
– – –
– – –
–
–
–
–
–
–
–
–
Personnel information
Maritime Transport personnel numbers and cost by salary level¹ prior to Cabinet approved reduction, effective from 2017/18²;budget reductions; and aggregate baseline total
Number of posts estimated for 31 March 2016
Number and cost3 of personnel posts filled / planned for on funded establishment
Number
Number of
funded posts
Number of posts
additional to the
establishment
Actual
Revised estimate
Medium-term expenditure estimate
Average growth
rate (%)
Salary level/total:
Average (%)
2014/15 2015/16 2016/17 2017/18 2018/19 2015/16 - 2018/19
Maritime Transport
Unit Number Cost Cost
Unit Number Cost Cost
Unit Number Cost Cost
Unit Number Cost Cost
Unit Number Cost Cost
Salary level 43 – 31 19.6 0.6 33 21.7 0.7 35 24.7 0.7 35 28.2 0.8 35 29.9 0.9 2.0% 100.0%
1 – 6
7 – 10
11 – 12
6
16
11
–
–
–
5 1.0 0.2
13 5.5 0.4
7 6.4 0.9
5 1.1 0.2
15 6.3 0.4
7 7.2 1.0
5 1.2 0.2
15 6.9 0.5
7 6.9 1.0
5 1.4 0.3
15 7.9 0.5
7 7.9 1.1
5 1.5 0.3
15 8.4 0.6
7 8.4 1.2
–
–
–
14.5%
43.5%
20.3%
13 – 16 10 – 6 6.6 1.1 6 7.1 1.2 8 9.6 1.2 8 11.0 1.4 8 11.7 1.5 10.1% 21.7%
Reduction – – – – – – – – – – – – (0.8) – – (4.0) – – –
Total 43 – 31 19.6 0.6 33 21.7 0.7 35 24.7 0.7 – 27.4 – – 25.9 – – –
1. Data has been provided by the department and may not necessarily reconcile with official government personnel data.
2. This programme's compensation of employees budget has been reduced by R6.9 million for 2017/18 and 2018/19. After consultation with the Department of Public Service and Administration andNational Treasury, the department will finalise, develop and implement a plan to manage its personnel expenditure within this reduced expenditure ceiling.
3. Rand million.
Expenditure trends
The spending focus over the medium term will be on implementing the National Ports Act (2005) and
reducing the levels of pollution and the number of accidents and incidents at sea. As a result, the majority
of the spending will be in the Implementation, Monitoring and Evaluations Subprogramme and the
Maritime Oversight Subprogramme. The Maritime Oversight Subprogramme is responsible for
transferring funds to departmental agencies such as the South African Maritime Authority and the Ports
Regulator. The allocations to the Ports Regulator increased by R10 million in 2015/16 and R 10 million in
2016/17 for an independent evaluation of the regulatory asset base to improve port pricing. An amount of
R 5 million has been reprioritised within goods and services for development of Maritime policy and new
funding model for the South African Maritime Authority.
The transfers to SAMSA decreased as a result of reprioritisation and a reallocation in the Department for
the investigation of the feasibility study for undertaking tug boat services and developing maritime
revenue sources. These transfers will cease to exist in this programme over the MTEF period and the
marine rescue coordination centre will continue to be paid for in the Civil Aviation Programme.
Consultants in this programme are mainly used in the Implementation, Monitoring and Evaluation and
Maritime Infrastructure and Industry Development Subprogrammes for oil pollution services, draft inland
waterway strategy, maritime policy development and maritime shipping act.
The programme had an approved establishment of 33 total funded posts as at September 2015.
| P a g e
126
Programme 7: Public Transport
Purpose: To ensure the provision and regulation of safe, secure, reliable, cost-effective and sustainable public transport services in South Africa
through legislation, policies and strategies.
Programme Strategic Objectives
Strategic Goal 3: Improved rural access, infrastructure and mobility
Goal Statement: Increase mobility and access in rural space by improving transport infrastructure and implementing integrated transport services including learner transport services in
district municipalities
Strategic
Objective
Audited/Actual performance Estimated
performance
2015/16
Medium-term targets
2012/13 2013/14 2014/15 2016/17 2017/18 2018/19 2019/20
3.1 Provide
integrated rural
transport
infrastructure
and services
- - Review the Rural
Transport
Strategy
Rural Transport
Strategy submitted
to the Cabinet
Submit the Rural
Transport Strategy
to Cabinet
Monitor
implementation of the
Rural Transport
Strategy
Monitor
implementation of the
Rural Transport
Strategy
Monitor
implementation of
the Rural Transport
Strategy
-
-
Integrated Public
Transport
Network (IPTN)
plan developed
in one (1) district
municipality
Integrated Public
Transport Network
(IPTN) plans
developed in one
(1) district
municipality
Develop Integrated
Public Transport
Network (IPTN)
plans in one (1)
district municipality
Develop Integrated
Public Transport
Network (IPTN) plans
in one (1) district
municipality
Develop Integrated
Public Transport
Network (IPTN) plans
in one (1) district
municipality
Develop Integrated
Public Transport
Network (IPTN)
plans in one (1)
district municipality
Strategic Goal 4: Improved public transport services
Goal Statement: Provide integrated public transport solutions through development and implementation of legislation, policies, strategies and regulations. The definitive drive of these
solutions is to ensure safe, secure, reliable, cost-effective and sustainable public transport services.
Strategic
Objective
Audited/Actual performance Estimated
performance
2015/16
Medium-term targets
2012/13 2013/14 2014/15 2016/17 2017/18 2018/19 2019/20
4.1 Promote
sustainable
- - - Taxi
Recapitalisation
Programme Review
Submit the Taxi
Recapitalisation
Review Report to
Monitor
implementation of
recommendations of
Monitor
implementation of
recommendations of
Monitor
implementation of
recommendations of
| P a g e
127
Strategic Goal 4: Improved public transport services
Goal Statement: Provide integrated public transport solutions through development and implementation of legislation, policies, strategies and regulations. The definitive drive of these
solutions is to ensure safe, secure, reliable, cost-effective and sustainable public transport services.
Strategic
Objective
Audited/Actual performance Estimated
performance
2015/16
Medium-term targets
2012/13 2013/14 2014/15 2016/17 2017/18 2018/19 2019/20
public transport Report submitted to
Cabinet
Cabinet the Taxi
Recapitalisation
Review Report
the Taxi
Recapitalisation
Review Report
the Taxi
Recapitalisation
Review Report
- - - Draft Integrated
Public Transport
Turnaround Plan
developed and
submitted to EXCO
Submit the
Integrated Public
Transport
Turnaround Plan to
Cabinet
Mobilise funding for
the implementation of
the Integrated Public
Transport Turnaround
Plan
Monitor
implementation of the
Integrated Public
Transport Turnaround
Plan
Monitor
implementation of
the Integrated Public
Transport
Turnaround Plan
- - - - Develop the Public
Transport
Transport Safety
Improvement Plan
Monitor
implementation of the
Public Transport
Safety Improvement
Plan
Monitor
implementation of the
Public Transport
Safety Improvement
Plan
Monitor
implementation of
the Public Transport
Safety Improvement
Plan
Strategic Goal 4: Improved public transport services
Goal Statement: Provide integrated public transport solutions through development and implementation of legislation, policies, strategies and regulations. The definitive drive of these
solutions is to ensure safe, secure, reliable, cost-effective and sustainable public transport services.
Strategic
Objective
Audited/Actual performance Estimated
performance
2015/16
Medium-term targets
2012/13 2013/14 2014/15 2016/17 2017/18 2018/19 2019/20
4.2 Improve
public transport
access and
reliability
My CiTi
Phase 1
partial
service with
CBD and
Tableview
feeder
service
Libhongo
Lethu
Rea Vaya
(Jhb)
My CiTi (Cape
Town) funded
and monitored
Rea Vaya (Jhb),
My CiTi (Cape
Town) and
Libhongo Lethu
(Nelson
Mandela Bay)
Pilot phase
funded and
monitored
Fund and monitor
the planning and
implementation of
IPTNs in the
following
municipalities:
A Re Yeng
(Tshwane)
Go George
(George)
Fund and monitor
the planning and
implementation of
IPTNs in the
following
municipalities:
A Re Yeng
(Tshwane)
Go George
(George)
Fund and monitor the
planning and
implementation of
IPTNs in the following
municipalities:
A Re Yeng
(Tshwane)
Go George
(George)
Rea Vaya
Fund and monitor the
planning and
implementation of
IPTNs in the following
municipalities:
A Re Yeng
(Tshwane)
Go George
(George)
Rea Vaya
Fund and monitor
the planning and
implementation of
IPTNs in the
following
municipalities:
A Re Yeng
(Tshwane)
Go George
(George)
| P a g e
128
Strategic Goal 4: Improved public transport services
Goal Statement: Provide integrated public transport solutions through development and implementation of legislation, policies, strategies and regulations. The definitive drive of these
solutions is to ensure safe, secure, reliable, cost-effective and sustainable public transport services.
Strategic
Objective
Audited/Actual performance Estimated
performance
2015/16
Medium-term targets
2012/13 2013/14 2014/15 2016/17 2017/18 2018/19 2019/20
Launch of
Nelson
Mandela Bay
Phase 1 pilot
service
Rea Vaya
(Johannesburg)
My CiTi
(Cape Town)
Rea Vaya
(Johannesburg)
My CiTi
(Cape Town
Mbombela
(Johannesburg)
My CiTi
(Cape Town
Mbombela Yarona
(Rustenburg)
Libhongo Lethu
(Nelson Mandela
Bay)
Go Durban
(eThekwini)
Ekurhuleni
(Johannesburg)
My CiTi
(Cape Town
Mbombela Yarona
(Rustenburg)
Libhongo Lethu
(Nelson Mandela
Bay)
Go Durban
(eThekwini)
Ekurhuleni
Polokwane
Rea Vaya
(Johannesburg)
My CiTi
(Cape Town
Mbombela Yarona
(Rustenburg)
Libhongo Lethu
(Nelson Mandela
Bay)
Go Durban
(eThekwini)
Ekurhuleni
Polokwane
Mangaung
Msunduzi
Strategic Goal 4: Improved public transport services
Goal Statement: Provide integrated public transport solutions through development and implementation of legislation, policies, strategies and regulations. The definitive drive of these
solutions is to ensure safe, secure, reliable, cost-effective and sustainable public transport services.
Strategic
Objective
Audited/Actual performance Estimated
performance
2015/16
Medium-term targets
2012/13 2013/14 2014/15 2016/17 2017/18 2018/19 2019/20
4.3 Regulate
public transport
- - Land Transport
Amendment Bill
finalised
Land Transport
Amendment Bill
submitted to
Parliament
Facilitate
promulgation of the
Land Transport
Amendment Act
Finalise regulations
based on the Land
Transport
Amendment Act
Monitor
implementation of the
Land Transport
Amendment Act
Monitor
implementation of
the Land Transport
Amendment Act
| P a g e
129
Programme performance indicators and targets for 2016/17
Strategic Objective 3.1: Provide integrated rural transport infrastructure and services
Objective Statement: To develop and implement policies and strategies geared at improving provision of quality public transport infrastructure and services in rural areas
Programme
performance
indicator
Audited/Actual performance Estimated
performance
2015/16
Medium-term targets
2012/13 2013/14 2014/15 2016/17 2017/18 2018/19
3.1.7.1 Rural
Transport Strategy
submitted to
Cabinet By March
2017
- - Review the Rural
Transport Strategy
Rural Transport
Strategy submitted to
the Cabinet
Submit the Rural
Transport Strategy to
Cabinet
Monitor
implementation of the
Rural Transport
Strategy
Monitor
implementation of the
Rural Transport
Strategy
3.1.7.2 Integrated
Public Transport
Network (IPTN)
plans developed in
district
municipalities
annually
- - Integrated Public
Transport Network
(IPTN) plan
developed in one (1)
district municipality
Integrated Public
Transport Network
(IPTN) plans
developed in one (1)
district municipality
Develop Integrated
Public Transport
Network (IPTN) plans
in one (1) district
municipality
Develop Integrated
Public Transport
Network (IPTN) plans
in one (1) district
municipality
Develop Integrated
Public Transport
Network (IPTN) plans
in one (1) district
municipalities
Strategic Objective 4.1: Promote sustainable public transport
Objective Statement: To facilitate and promote the provision of sustainable public transport, through the use of safe and compliant vehicles and developing empowerment
systems for the sector
Programme
performance
indicator
Audited/Actual performance Estimated
performance
2015/16
Medium-term targets
2012/13 2013/14 2014/15 2016/17 2017/18 2018/19
4.1.7.1 Taxi
Recapitalisation
Review Report
submitted to
Cabinet by
September 2016
- - - Taxi Recapitalisation
Review Report
submitted to Cabinet
Submit the Taxi
Recapitalisation
Review Report to
Cabinet
Monitor
implementation of
recommendations of
the Taxi
Recapitalisation
Review Report
Monitor
implementation of
recommendations of
the Taxi
Recapitalisation
Review Report
4.1.7.2 Integrated
Public Transport
- - - Draft Integrated Public
Transport Turnaround
Mobilise funding for
the implementation of
Monitor
implementation of the
Monitor
implementation of the
| P a g e
130
Strategic Objective 4.1: Promote sustainable public transport
Objective Statement: To facilitate and promote the provision of sustainable public transport, through the use of safe and compliant vehicles and developing empowerment
systems for the sector
Programme
performance
indicator
Audited/Actual performance Estimated
performance
2015/16
Medium-term targets
2012/13 2013/14 2014/15 2016/17 2017/18 2018/19
Turnaround Plan
submitted to
Cabinet by March
2017
Plan developed and
submitted to EXCO
the Integrated Public
Transport Turnaround
Plan
Integrated Public
Transport Turnaround
Plan
Integrated Public
Transport Turnaround
Plan
4.1.7.3 Public
Transport Safety
Improvement Plan
developed by
March 2017
- - - - Develop the Public
Transport Transport
Safety Improvement
Plan
Monitor
implementation of the
Public Transport
Safety Improvement
Plan
Monitor
implementation of the
Public Transport
Safety Improvement
Plan
Strategic Objective 4.2: Improve public transport access and reliability
Objective Statement: To facilitate the development and implementation of Integrated Public Transport Networks (IPTNs) in identified municipalities
Programme
performance
indicator
Audited/Actual performance Estimated
performance
2015/16
Medium-term targets
2012/13 2013/14 2014/15 2016/17 2017/18 2018/19
4.2.7.1 Integrated
Public Transport
Networks (IPTNs)
funded and
monitored in
selected cities
My CiTi Phase
1 partial service
with CBD and
Tableview
feeder service
Libhongo Lethu
Launch of
Nelson Mandela
Bay Phase 1
pilot service
Rea Vaya (Jhb)
My CiTi (Cape
Town) funded and
monitored
Rea Vaya (Jhb),
My CiTi (Cape
Town) and
Libhongo Lethu
(Nelson Mandela
Bay) Pilot phase
funded and
monitored
Fund and monitor the
planning and
implementation of
IPTNs in the following
municipalities:
A Re Yeng
(Tshwane)
Go George (George)
Rea Vaya
(Johannesburg)
My CiTi
(Cape Town)
Fund and monitor the
planning and
implementation of
IPTNs in the following
municipalities:
A Re Yeng
(Tshwane)
Go George (George)
Rea Vaya
(Johannesburg)
My CiTi
(Cape Town
Mbombela
Fund and monitor the
planning and
implementation of
IPTNs in the following
municipalities:
A Re Yeng
(Tshwane)
Go George
(George)
Rea Vaya
(Johannesburg)
My CiTi
(Cape Town
Mbombela Yarona
(Rustenburg)
Fund and monitor the
planning and
implementation of
IPTNs in the following
municipalities:
A Re Yeng
(Tshwane)
Go George (George)
Rea Vaya
(Johannesburg)
My CiTi
(Cape Town
Mbombela Yarona
(Rustenburg)
Libhongo Lethu
| P a g e
131
Strategic Objective 4.2: Improve public transport access and reliability
Objective Statement: To facilitate the development and implementation of Integrated Public Transport Networks (IPTNs) in identified municipalities
Programme
performance
indicator
Audited/Actual performance Estimated
performance
2015/16
Medium-term targets
2012/13 2013/14 2014/15 2016/17 2017/18 2018/19
Libhongo Lethu
(Nelson Mandela
Bay)
Go Durban
(eThekwini)
Ekurhuleni
(Nelson Mandela
Bay)
Go Durban
(eThekwini)
Ekurhuleni
Polokwane
Strategic Objective 4.3: Regulate Public Transport
Objective Statement: To transform land transport systems through development and implementation of legislation, institutional building and planning.
Programme
performance
indicator
Audited/Actual performance Estimated
performance
2015/16
Medium-term targets
2012/13 2013/14 2014/15 2016/17 2017/18 2018/19
4.3.7.1 National
Land Transport
Amendment Act
promulgated by
March 2017
- - Land Transport
Amendment Bill
finalised
Land Transport
Amendment Bill
submitted to
Parliament
Facilitate promulgation
of the Land Transport
Amendment Act
Finalise regulations
based on the Land
Transport
Amendment Act
Monitor
implementation of the
Land Transport
Amendment Act
| P a g e
132
Quarterly targets for 2016/17
Strategic Objective 3.1: Provide integrated rural transport infrastructure and services
Objective Statement: To develop and implement policies and strategies geared at improving provision of quality public transport infrastructure and services in rural areas
Performance
indicator
Reporting
period
Annual target 2016/17 Allocated
budget
‘000
Quarterly targets
1st 2nd 3rd 4th
3.1.7.1 Rural
Transport Strategy
to Cabinet by
March 2017
Quarterly Rural Transport Strategy
submitted to Cabinet
R600 Develop final draft
incorporating
comments
Submit final draft
strategy to Cabinet
Monitor
implementation of the
Rural Transport
Strategy
Monitor
implementation of the
Rural Transport
Strategy
3.1.7.2 Integrated
Public Transport
Network (IPTN)
plans developed in
district
municipalities
annually
Quarterly Integrated Public Transport
Network (IPTN) plan
developed in one (1) district
municipality
R46 000 Facilitate the signing of
Memorandum of
Agreement between
the DoT and the
identified district
municipality
Develop technical
specification and
inception report
Develop the draft
concept for Integrated
Public Transport
Networks (IPTN)
Develop draft
Integrated Public
Transport Network
plan (IPTN) for one
district municipality
Strategic Objective 4.1: Promote sustainable public transport
Objective Statement: To facilitate and promote the provision of sustainable public transport, through the use of safe and compliant vehicles and developing empowerment
systems for the sector
Performance
indicator
Reporting
period
Annual target 2016/17 Allocated
budget
‘000
Quarterly targets
1st 2nd 3rd 4th
4.1.7.1 Taxi
Recapitalisation
Review Report
submitted to
Cabinet by
September 2016
Quarterly Taxi Recapitalisation Review
Report submitted to Cabinet
R61 500 Conduct stakeholder
consultations on the
draft review report
Submit the review
report to Cabinet
Monitor the
implementation of
recommendations of
the Taxi
Recapitalisation
Review Report
Monitor the
implementation of
recommendations of
the Taxi
Recapitalisation
Review Report
4.1.7.2 Integrated
Public Transport
Turnaround Plan
Quarterly Integrated Public Transport
Turnaround Plan submitted to
Cabinet
R3 000 Conduct internal
stakeholder
consultations on the
Conduct external
stakeholder
consultations on the
Submit Integrated
Public Transport
Turnaround Plan to
Submit the Integrated
Public Transport
Turnaround Plan
| P a g e
133
Strategic Objective 4.1: Promote sustainable public transport
Objective Statement: To facilitate and promote the provision of sustainable public transport, through the use of safe and compliant vehicles and developing empowerment
systems for the sector
Performance
indicator
Reporting
period
Annual target 2016/17 Allocated
budget
‘000
Quarterly targets
1st 2nd 3rd 4th
submitted to
Cabinet by March
2017
Integrated Public
Transport Turnaround
Plan conducted
Integrated Public
Transport Turnaround
Plan conducted
COTO and MINMEC submitted to Cabinet
4.1.7.3 Public
Transport Safety
Improvement Plan
developed by
March 2017
Quarterly Public Transport Safety
Improvement Plan developed
R1 500 Develop concept
document and
establish a project
steering committee
Develop technical
specifications for the
Public Transport
Safety Improvement
Plan
Conduct stakeholder
consultations
Develop the Public
Transport Safety
Improvement Plan
Strategic Objective 4.2: Improve public transport access and reliability
Objective Statement: To facilitate the development and implementation of Integrated Public Transport Networks (IPTNs) in identified municipalities
Performance
indicator
Reporting
period
Annual target 2016/17 Allocated
budget
‘000
Quarterly targets
1st 2nd 3rd 4th
4.2.7.1 Integrated
Public Transport
Networks (IPTNs)
funded and
monitored in
selected cities
Quarterly Fund and monitor the planning
and implementation of IPTNs
in the following municipalities:
A Re Yeng (Tshwane)
Go George (George)
Rea Vaya (Johannesburg)
My CiTi
(Cape Town)
Mbombela
R10 407 Conduct follow-up
bilateral project
progress meetings
with selected
municipalities
Conduct follow-up
bilateral project
progress meetings
with selected
municipalities
Conduct follow-up
bilateral project
progress meetings
with selected
municipalities
Conduct follow-up
bilateral project
progress meetings
with selected
municipalities
| P a g e
134
Strategic Objective 4.3: Regulate Public Transport
Objective Statement: To transform land transport systems through development and implementation of legislation, institutional building and planning.
Performance
indicator
Reporting
period
Annual target 2016/17 Allocated
budget
‘000
Quarterly targets
1st 2nd 3rd 4th
4.3.7.1 National
Land Transport
Amendment Act
promulgated by
March 2017
- National Land Transport
Amendment Bill submitted to
Parliament
R1 081 -
(Cabinet process)
Submit the National
Land Transport Bill to
the State Law Advisor
Submit the National
Land Transport Bill to
Parliament
-
(Parliamentary
Process)
| P a g e
135
Changes to the Strategic Plan 2015 - 2020
At the conclusion of the DoT Annual Performance Plan (APP) 2016/17 process, Programme 7 – Public Transport reviewed the DoT Strategic Plan 2015
– 2020 to assess how the APP impacts on the Strategic Plan. The following were recorded:
Strategic Outcome-Oriented Goals
No revision was made to the strategic outcome-oriented goals to which the programme contributes
Strategic Objectives
No revision was made to the strategic objectives to which the programme contributes.
Medium Term Targets
A number of changes were recorded in the medium term targets of Programme 7 – Public Transport
The following medium term targets were removed from the Strategic Plan 2015 – 2020:
| P a g e
136
Page 62 of the DoT Strategic Plan 2015 – 2020:
- Cabinet approval and implementation of the National Learner Transport Policy.
The following new medium term target has been added to the Strategic Plan 2015 – 2020:
Page 129 of the DoT Annual Performance Plan 2016/17:
- Development and implementation of the Public Transport Transport Safety Improvement Plan
| P a g e
137
Expenditure estimates
Table 35.18 Public Transport expenditure trends and estimates by subprogramme and economic classification Subprogramme
R thousand
Audited outcome
Adjusted
appropriation
Average
growth rate (%)
Expen- diture/ Total:
Average (%)
Medium-term expenditure
estimate
Average
growth rate (%)
Expen- diture/ Total:
Average (%)
2012/13 2013/14 2014/15 2015/16 2012/13 - 2015/16 2016/17 2017/18 2018/19 2015/16 - 2018/19
Public Transport Regulation 12 989 12 930 13 970
Rural and Scholar Transport 4 011 7 216 13 744
Public Transport Industry Development 104 905 111 678 118 362
Public Transport Oversight 9 625 567 10 350 785 11 021 155
Public Transport Administration Support 59 349 18 669 21 826
Public Transport Network Development 5 966 4 338 6 620
22 442
41 729
176 357
11 242 805
18 769
16 759
20.0%
118.3%
18.9%
5.3%
-31.9%
41.1%
0.1%
0.2%
1.2%
98.2%
0.3%
0.1%
34 852 36 820 38 290
48 121 55 398 58 313
173 722 182 826 191 240
11 366 700 12 493 096 13 217 696
14 888 15 444 16 223
17 107 17 380 18 279
19.5%
11.8%
2.7%
5.5%
-4.7%
2.9%
0.3%
0.4%
1.5%
97.6%
0.1%
0.1%
Total 9 812 787 10 505 616 11 195 677 11 518 861 5.5% 100.0% 11 655 390 12 800 964 13 540 041 5.5% 100.0%
Change to 2015
Budget estimate
(17 500) (353 467) (37 273) (42 814)
Economic classification
Current payments 186 794 154 284 174 070 275 399 13.8% 1.8% 288 466 307 635 322 099 5.4% 2.4%
Compensation of employees
Goods and services
of which:
Administrative fees
Advertising
Minor Assets
Catering: Departmental activities
Communication
Computer services
Consultants: Business and advisory services
Contractors
Inventory: Materials and supplies
Inventory: Other supplies
Consumable supplies
Consumables: Stationery, printing and office supplies
Operating leases
Transport provided: Departmental activity
Travel and subsistence
Training and development
Operating payments
Venues and facilities
32 213 35 533 41 271
154 581 118 751 132 799
9 – –
3 156 57
125 261 141
71 39 74
313 511 549
4 4 23
145 531 107 077 120 743
1 407 14 58
2 – –
12 – –
– 143 46
367 1 069 176
247 137 87
– – 457
5 422 8 152 8 708
– 37 42
26 65 106
1 042 1 086 1 532
43 961
231 438
–
15
115
–
151
–
227 963
105
–
–
10
265
–
–
2 302
–
–
512
10.9%
14.4%
-100.0%
71.0%
-2.7%
-100.0%
-21.6%
-100.0%
16.1%
-57.9%
-100.0%
-100.0%
–
-10.3%
-100.0%
–
-24.8%
–
-100.0%
-21.1%
0.4%
1.5%
–
–
–
–
–
–
1.4%
–
–
–
–
–
–
–
0.1%
–
–
–
50 210 51 268 53 699
238 256 256 367 268 400
– – –
40 41 44
48 48 51
– – –
253 267 283
– – –
236 038 254 070 265 974
57 60 64
– – –
– – –
10 11 12
175 183 194
– – –
– – –
1 285 1 349 1 421
– – –
– – –
350 338 357
6.9%
5.1%
–
43.1%
-23.7%
–
23.3%
–
5.3%
-15.2%
–
–
6.3%
-9.9%
–
–
-14.9%
–
–
-11.3%
0.4%
2.0%
–
–
–
–
–
–
2.0%
–
–
–
–
–
–
–
–
–
–
–
Transfers and subsidies 9 625 567 10 350 764 11 021 118 11 242 805 5.3% 98.2% 11 366 700 12 493 096 13 217 696 5.5% 97.6%
Provinces and municipalities
Non-profit institutions
Households
9 201 670 10 102 502 10 703 555
16 460 17 365 17 500
407 437 230 897 300 063
10 892 538
19 254
331 013
5.8%
5.4%
-6.7%
95.0%
0.2%
2.9%
10 992 983 12 082 766 12 783 567
20 275 21 289 22 524
353 442 389 041 411 605
5.5%
5.4%
7.5%
94.4%
0.2%
3.0%
Payments for capital assets 348 568 489 657 23.6% – 224 233 246 -27.9% –
Machinery and equipment 348 568 489 657 23.6% – 224 233 246 -27.9% –
Payments for financial assets 78 – – – -100.0% – – – – – –
Total 9 812 787 10 505 616 11 195 677 11 518 861 5.5% 100.0% 11 655 390 12 800 964 13 540 041 5.5% 100.0%
Proportion of total programme 25.0% 24.4% 22.8%
expenditure to vote expenditure
21.5% – – 20.8% 21.0% 20.7% – –
Details of transfers and subsidies
Households
Other transfers to households
Current 407 437 230 897 300 063
331 013
-6.7%
2.9%
353 442 389 041 411 605
7.5%
3.0%
Taxi recapitalisation 407 437 230 897 300 063 331 013 -6.7% 2.9% 353 442 389 041 411 605 7.5% 3.0%
Provinces and municipalities
Municipalities
Municipal bank accounts
Capital 4 884 401 5 549 981 5 870 846
5 953 090
6.8%
51.7%
5 592 691 6 359 895 6 793 269
4.5%
49.9%
Public transport network grant 4 884 401 5 549 981 5 870 846 5 953 090 6.8% 51.7% 5 592 691 6 359 895 6 793 269 4.5% 49.9%
Provinces and municipalities
Provinces
Provincial Revenue Funds
Current 4 317 269 4 552 521 4 832 709
4 939 448
4.6%
43.3%
5 400 292 5 722 871 5 990 298
6.6%
44.5%
Public transport operations grant 4 317 269 4 552 521 4 832 709 4 939 448 4.6% 43.3% 5 400 292 5 722 871 5 990 298 6.6% 44.5%
Non-profit institutions
Current 16 460 17 365 17 500
19 254
5.4%
0.2%
20 275 21 289 22 524
5.4%
0.2%
South African National Taxi Council 16 460 17 365 17 500 19 254 5.4% 0.2% 20 275 21 289 22 524 5.4% 0.2%
| P a g e
138
Personnel information
Public Transport personnel numbers and cost by salary level¹ prior to Cabinet approved reduction, effective from 2017/18²; budget reductions; and aggregate baseline total
Number of posts estimated for 31 March 2016
Number and cost3 of personnel posts filled / planned for on funded establishment
Number
Number of
funded posts
Number of posts
additional to the
establishment
Actual
Revised estimate
Medium-term expenditure estimate
Average growth
rate (%)
Salary level/total:
Average (%)
2014/15 2015/16 2016/17 2017/18 2018/19 2015/16 - 2018/19
Public Transport
Unit Number Cost Cost
Unit Number Cost Cost
Unit Number Cost Cost
Unit Number Cost Cost
Unit Number Cost Cost
Salary level 78 4 66 41.3 0.6 70 44.0 0.6 84 50.2 0.6 84 52.8 0.6 84 55.8 0.7 6.3% 100.0%
1 – 6
7 – 10
11 – 12
13 – 16
Reduction
Total
13
24
21
20
1
1
–
2
10 2.0 0.2
22 8.6 0.4
16 12.0 0.8
18 18.6 1.0
10 2.2 0.2
23 9.8 0.4
19 12.6 0.7
18 19.4 1.1
13 2.8 0.2
34 11.3 0.3
19 14.9 0.8
18 21.2 1.2
13 3.0 0.2
34 11.9 0.3
19 15.6 0.8
18 22.3 1.2
13 3.1 0.2
34 12.6 0.4
19 16.6 0.9
18 23.6 1.3
9.1%
13.9%
–
–
15.2%
38.8%
23.6%
22.4%
– – – – – – – – – – – – (1.5) – – (2.1) – – –
78 4 66 41.3 0.6 70 44.0 0.6 84 50.2 0.6 – 51.3 – – 53.7 – – –
1. Data has been provided by the department and may not necessarily reconcile with official government personnel data.
2. This programme's compensation of employees budget has been reduced by R3.6 million for 2017/18 and 2018/19. After consultation with the Department of Public Service and Administration and National Treasury, the department will finalise, develop and implement a plan to manage its personnel expenditure within this reduced expenditure ceiling.
3. Rand million.
Expenditure trends
The programme is responsible for promoting sustainable public transport, improving public transport
access and reliability and provide integrated rural transport infrastructure. The transfers to municipalities
for public transport, in the Public Transport Programme, are expected to increase at an average annual
rate of 17% over the medium term. The subsidies will support a projected 380 000 weekday bus rapid
transit passenger trips on the Rea Vaya bus network in Johannesburg over the medium term. On My Citi
Network in Cape Town, 264 000 weekday passenger trips are projected over the medium term.
Spending in the Public Transport Industry Development Subprogramme is expected to increase to R177
million in 2018/19 for the administration of the Taxi Recapitalisation Programme and the alignment of the
Taxi Recapitalisation Programme with the Public Transport Strategy. The expenditure in the
subprogramme was reprioritised in 2015/16 due to the review of the Taxi Recapitalisation Model to
improve its effectiveness and affordability.
Consultants in the programme are used for policy development and the verification of subsidies and
payments made to bus operators funded through the PTOG. The programme will focus on the following
projects over the medium term: develop costing and financial framework, implementation of the rural
transport strategy, public transport subsidy policy and public transport safety improvement plan. The
budget for the programme increased by R1.4 billion over the medium term due to additional allocation for
public transport operation grant to fund the shortfall in provincial bus contracts.
The programme had an approved establishment of 70 funded posts as at September 2015.
| P a g e
139
PART C: LINKS TO OTHER PLANS
Links to Long-Term Infrastructure And Other Capital Plans
Project name Programme Municipality Project description Outputs Estimated
Project Cost
Expenditure
to date
Project duration
Start Finish
Moloto Rail
Development
Corridor
3 & 4
(SIP1 and
SIP7)
Nkangala District
Municipality
Sekhukhune District
Municipality and City
of Tshwane
Metropolitan
Municipality
Thembisile Hani
Local Municipality
Dr J S Moroka Local
Municipality
The project will consist of
a rapid rail service
between Mthabothini
(Siyabuswa) in
Mpumalanga and
Tshwane, with feeder
services to and from
stations. There are also
traffic-induced and safety
related road upgrades in
the rural villages and
along the R573 Moloto
Road.
Reduced travel times;
reduced peak period (from
4 hours to 2 hours);
improved safety; reduction
in road accidents, fatalities,
injuries and damage to
property; and reduction of
traffic congestion in the
Tshwane urban area.
R18,9 billion
capital
expenditure
R1,6 billion
land
acquisition
R11,9 million
PPP TA1-
Feasibility
Study
Detailed
Design
2016/17
Construction
2017/18
2017/18
2022/23 (60
months)
| P a g e
140
Conditional Grants
Name of grant Public Transport Operations Grant (PTOG)
Purpose To provide supplementary funding towards public transport services provided by provincial departments
Performance indicator Number of passengers benefiting from the subsidised services provided through the PTOG
Continuation The PTOG continues over the MTSF
Motivation Continuation of the PTOG is necessary as it subsidises public transport services in poor communities thus making these
services accessible and affordable
Transfer amount R5 400 292 000
Name of grant Public Transport Network Grant (PTNG)
Purpose To provide funding for accelerated construction, improvement of public and non-motorised transport infrastructure that form part
of a municipal integrated public transport network and to support the planning, regulation, control, management and operations
of financially sustainable municipal public transport network services
Performance indicator Number of average weekday passenger trips carried on PTN Grant funded networks
Number and percentage of municipal households within a 500m walk to an Integrated Public Transport Network (IPTN) station or
stop that has a minimum peak period frequency of 15 minutes or better
Percentage uptime for network operating systems
Passengers per network vehicle per average weekday
Public transport network infrastructure including dedicated lanes, routes and stops/shelters, stations, depots, signage and
information displays, control centres and related information technology, fare systems and vehicles (if DoT approves use of grant
| P a g e
141
Name of grant Public Transport Network Grant (PTNG)
funds to purchase vehicles)Non-motorised transport (NMT) infrastructure that supports network integration (e.g. sidewalks,
cycleways, cycle storage at stations, etc
Plans and detailed design related to Integrated Public Transport Network(IPTN) infrastructure and operations
Continuation The PTN Grant continues over the MTSF
Motivation Continuation of the PTN Grant is necessary support IPTNs as envisaged in the NLTA and Public Transport Strategy of 2007, this
promotes the provision of accessible, reliable and affordable integrated municipal public transport network service
Transfer amount R5 592 691 000
Name of grant Provincial Road Maintenance Grant (PRMG)
Purpose To supplement provincial roads investments, maintain road asset management systems and ensure labour-intensive methods
on all projects for the creation of work opportunities
Performance indicator Number of kilometres/square metres of roads maintained
Continuation The PRMG continues over the MTSF
Motivation The PRMG serves as a mechanism to improve conditions of secondary road network and to address maintenance of road
infrastructure in provinces
Transfer amount R10 202 503 000
Name of grant Rural Road Asset Management System (RRAMS)
Purpose To assist rural district municipalities to set up rural RAMS and collect road and traffic data on municipal road networks in line with
the Road Infrastructure Strategic Framework for South Africa (RISFSA)
| P a g e
142
Name of grant Rural Road Asset Management System (RRAMS)
Performance indicator Road inventory data collected
Road traffic data collected
Continuation The RRAMS continues over the MTSF
Motivation The grant will ensure improved data on municipal rural roads to guide infrastructure maintenance and investments
Transfer amount R101 514 000
| P a g e
143
Public Entities
Name of public entity Mandate Outputs 2016/17
Transfer
(‘000)
Date of next
evaluation
Passenger Rail
Agency of South
Africa (PRASA)
The primary focus of the Passenger Rail Agency
of South Africa (PRASA), as an arm of the
National Department of Transport (the
shareholder) is on the mandate as contained in
the Legal Succession to the South African
Transport Services (“SATS”) Act, 1989 (Act No.
9 of 1989) as amended in November 2008, and
listed as Schedule 3B of the PFMA
Deliver on the requirements of Government
Transport Policy and the Legal Succession Act
(operational effectiveness)
Implement a financial turnaround plan to ensure
the building of a commercially viable and
sustainable entity
Invest in new capacity through the acquisition of
new capacity through the acquisition of new,
modern trains, signalling and operating systems to
address service imbalances inherited from the
past
R18 890 267
Rail Safety Regulator
(RSR)
Established in terms of the National Railway
Safety Regulator Act, 2002 (Act No. 16 of 2002)
(as amended), and listed as Schedule 3B of the
PFMA
The mandate of the RSR is to oversee and
promote safe railway operations through
appropriate support, monitoring and
enforcement, guided by an enabling regulatory
framework, including regulations
A conducive regulatory environment
Improved levels of safety and security in the
railway industry
Sustainable institutional effectiveness
Improved levels of safety and security in the
railway industry
R55 987
Road Traffic
Management
Corporation (RTMC)
The Road Traffic Management Corporation Act,
1999 (Act No. 20 of 1999) was approved by
Parliament in 1999. The Act is aimed at
establishing the corporation to pool powers and
resources and to eliminate the fragmentation of
responsibilities for all aspects of road traffic
Harmonised law enforcement strategies and
systematic law enforcement across the three tiers
of government
R193 862
| P a g e
144
Name of public entity Mandate Outputs 2016/17
Transfer
(‘000)
Date of next
evaluation
management across the various levels of
government. More so to oversee coordination of
traffic law enforcement and the implementation
of road safety interventions
Road Traffic
Infringement Agency
(RTIA)
To promote road traffic quality by providing for a
scheme to discourage road traffic
contraventions, to facilitate the adjudication of
traffic infringements, to support the prosecution
of offences in terms of the national and
provincial laws relating to road traffic, and
implement a point demerit system
Amended AARTO Act and Regulations
Increased Agency revenue share of outstanding
infringement penalties
Five communication programmes for various road
users implemented
Reduced backlogs within 60 days of adjudication
R10 093
Road Accident Fund
(RAF)
The Road Accident Fund Act, 1996 (Act No. 56
of 1996) (the RAF Act) provides for the
establishment of the RAF whose legal mandate
is to compensate users of South African roads
for loss or damage caused by the negligent
driving of motor vehicles within the borders of
the Republic
Legislative enablement
Change fundamentals business model through
changes in legislation
Operational efficiency and effectiveness
Change operational model in line with changes in
the business model of the RAF
Financial sustainability
Credible plan to eradicate deficit
No transfer
from the DoT
RAF funded
through the
fuel levy
South African National
Roads Agency Limited
(SANRAL)
To maintain, upgrade, manage, administer and
finance the national road network
Maintain roads on a routine basis
Carry out periodic and special maintenance of
road infrastructure
Develop new facilities and strengthen road
networks
R13 915 586
Cross-Border Road
Transport Agency
(C-BRTA)
The strategic intent of the C-BRTA is clearly
stipulated in the Cross-Border Road Transport
Agency Act, 1998 (Act No. 4 of 1998) as
amended, and listed as Schedule 3B of the
PFMA
Market access regulated, i.e. permits issued
SMMEs in the cross-border market
Operator compliance improved as reflected by the
decrease in prosecutions and increased visibility
Strategic reports released (advisory)
SADC standards and procedures harmonised as a
No transfer
from the DoT
C-BRTA collect
permit fees
| P a g e
145
Name of public entity Mandate Outputs 2016/17
Transfer
(‘000)
Date of next
evaluation
The mandate of the C-BRTA is to regulate
access to the market by the road transport
freight and passenger industry in respect of
cross-border road transport by issuing of
permits, and to facilitate the unimpeded flow of
passenger and freight movements by road
across the borders of South Africa to contribute
to the social and economic development
initiatives as announced by Government
The C-BRTA promotes regional integration
through progressive market freight liberalisation;
the establishment of cooperative and
consultative relationships and structures;
improving safety, security, reliability, quality of
cross-border road transport; ensuring informed
decision-making and policy development and
enhancing the capacity of the public sector in its
strategic planning and monitoring functions
result of consultations
Participation in collaborative border management
operations increased resulting in regional
integration, economic integration and increased
trade.
from operators
South African Civil
Aviation Authority
(SACAA)
The SACAA was established in 1998 following
the enactment of the South African Civil Aviation
Authority Act, 1998 (Act No. 40 of
1998), and listed as Schedule 3B of the PFMA.
The Act has since 2009 been replace by the
Civil Aviation Act, 2009 (Act 13 of 2009)
The Act provided for the establishment of a civil
aviation authority charged with promoting,
regulating and enforcing civil aviation safety and
security standards throughout the aviation
industry
Contribute to the development of an Airfreight
Strategy
Contribute to the development of a National
Airports Development Plan
Contribute to continental and regional aviation
development
Regulate, promote and oversee civil aviation
safety and security
Equitably and successfully implement BBBEE plan
Implement employment equity targets
Minimise aviation emissions
R21 191
| P a g e
146
Name of public entity Mandate Outputs 2016/17
Transfer
(‘000)
Date of next
evaluation
Optimise revenue streams and management
systems
Embed principles of corporate governance in the
work of every SACAA team member and service
Build a resilient organisation with adequate
capacity, capabilities and a high performance
culture
Air Traffic and
Navigation Services
(ATNS)
ATNS was established by the Air Traffic and
Navigation Services Company Act, 1993 (Act
No. 45 of 1993), and listed in Schedule 2 of the
PFMA
Section 4 of the ATNS Company Act mandates
ATNS to provide safe, efficient and cost-
effective air traffic management solutions and
associated services on behalf of the State in
accordance with International Civil Aviation
(ICAO) standards and recommended practices,
as well as the South African Civil Aviation
Regulations and Technical Standards
Deliver continuous improvement of our safety
performance
Become a transformative organisation that invests
in its people
Provide efficient air traffic management solutions
and associated services which meet the needs
and expectations of the ATM community
Maintain long-term financial sustainability
Play a leading role in the development of air traffic
management in Africa and selected international
markets
Deploy and use leading technologies to the benefit
of the ATM community
No Transfer
from the DoT
Airports Company
South Africa (ACSA)
ACSA was established by the Airports Company
Act of 1993 as a public company under the
Companies Act of 1973, as amended, and listed
as a major public entity in terms of Schedule
2 of the PFMA
Develop a platform to enable the further creation
of value for ACSA and its stakeholders
Develop and implement detailed project plans for
identified affirmative action measures
Incorporate the overall needs and benefits of
stakeholders
Improve operational efficiencies to meet best
practice for both users and ACSA
Consider the impact of the regulated base
Manage the financial position and credit metrics
No transfer
from the DoT
| P a g e
147
Name of public entity Mandate Outputs 2016/17
Transfer
(‘000)
Date of next
evaluation
South African
Maritime Safety
Authority (SAMSA)
The South Africa Maritime Safety Authority
(SAMSA) is established in terms of the SAMSA
Act, 1998 (Act No. 5 of 1998), a Schedule 3A
public entity in terms of the PFMA. Its mandate
is derived from the SAMSA Act, 1998, as well as
international maritime conventions to which
South Africa is a signatory
The objectives of the Authority are:
a) To ensure safety of life and property at sea
b) To prevent and combat pollution of the marine
environment by ships
c) To promote the Republic’s maritime interests
Improve service delivery, strengthen corporate
performance and governance and combat
corruption
Ensure service excellence in maritime safety,
security, health and environmental sustainability
Promote the development of South Africa’s
maritime economy, maritime skills and social
transformation
Advance and protect South Africa’s regional and
international maritime interests
Facilitate maritime stakeholder engagement and
leverage strategic partnerships
No transfer
from the DoT
for MTEF
period.
Ports Regulator (PR)
of South Africa
The Ports Regulator is a public entity
established in terms of section 29 of the National
Ports Act, 2005 (Act No. 12 of 2005)
The role of the PR is to regulate the activities of
the ports industry in accordance with the policy
and legislative mandate of the state
Consideration of user and other stakeholder needs
and views
Participants in the market should be treated
equally and fairly
Regulation should be kept to a minimum, without
compromising national aspirations, health,
security, efficiency and environmental
sustainability
The principle of use pay or cost recovery,
benchmarked against international best practice to
ensure that the costs are globally competitive
R28 561
| P a g e
148
Public-Private Partnerships
Name of PPP Purpose Outputs Current Value of
Agreement
(R ‘000)
Date when
agreement
expires
Moloto Rail Development
Corridor
To provide a transport solution to
the problems being experienced
by commuters along the Moloto
Corridor
Reduced travel times; reduced peak period
(from 4 hours to 2 hours); improved safety;
reduction in road accidents, fatalities,
injuries and damage to property; and
reduction of traffic congestion in the
Tshwane urban area.
Registered PPP – currently
in TA1 phase
N/A
| P a g e
149
Annexure A: Glossary of Frequently Used Acronyms by the DoT
A
AARTO Administrative Adjudication of Road Traffic Offences Act
ABS Anti-lock Braking System
ACSA Airports Company of South Africa
AFCAC African Civil Aviation Commission
AG Auditor-General
AGM Annual General Meeting
AO Accounting Officer
APP Annual Performance Plan
ATM Air Traffic Management
ATNS Air Traffic and Navigation Services
AU African Union
AVSEC Aviation Security
B
BAS Basic Accounting System
B-BBEE Broad-Based Black Economic Empowerment
BEE Black Economic Empowerment
| P a g e
150
BRT Bus Rapid Transit System
C
CARCOM Civil Aviation Regulation Committee
C-BRTA Cross-Border Road Transport Agency
CEO Chief Executive Officer
CFO Chief Financial Officer
CI Corporate Identity
CIO Chief Information Officer
CLC Civil Liability Convention
COLTO Committee of Land Transport Officials
COO Chief Operations Officer
COP17 17th Conference of Parties to the United Nations Framework
Convention on Climate Change (UNFCCC)
COTO Committee of Transport Officials
CSIR Council for Scientific and Industrial Research
CSSS Comprehensive Social Security System
D
DBSA Development Bank of Southern Africa
DEA Department of Environmental Affairs
| P a g e
151
DG Director-General
DLCA Driver's Licence Card Account
DLCPF Driver's Licence Card Production Facility
DLTC Driving Licence Testing Centre
DM District Municipality
DORA Division of Revenue Act
DoT Department of Transport
DPME Department of Monitoring and Evaluation
E
EC Eastern Cape
e-NATIS Electronic National Administration Traffic Information System
EPM Enterprise Portfolio Management
EPMS Electronic Performance Management System
EPWP Expanded Public Works Programme
ESB Enterprise Service Bus
EXCO Executive Committee
F
FIFA Federation Internationale de Football Association
FS Free State
| P a g e
152
G
GDYC Gender, Disability, Youth and Children
GFIP Gauteng Freeway Improvement Project
GHG Greenhouse Gases
GP Gauteng Province
H
HOD Head of Department
HRD Human Resources Development
HR Human Resources
I
IAAIIB Independent Aircraft Accident and Incident Investigation Body
ICAD International Civil Aviation Day
ICAO International Civil Aviation Organization
ICT Information and Communication Technology
IDP Integrated Development Plan
IFMS Integrated Financial Management System
ILO International Labour Organisation
IMO International Maritime Organisation
| P a g e
153
IOPC International Oil Pollution Compensation
IPAP II Industrial Policy Action Plan
IPTNs Integrated Public Transport Networks
IR International Relations
IRPTNs Integrated Rapid Public Transport Networks
ISPS International Ship and Port Security
IT HUB Information Technology HUB
IT Information Technology
ITP Integrated Transport Planning
K
KSD IRTP King Sabatha Dalindyebo Integrated Rural Transport Plan
KZN KwaZulu-Natal
L
LCU Live Capture Unit
LP Limpopo Province
LRIT Long Range Identification and Tracking
M
M&E Monitoring and Evaluation
| P a g e
154
MARPOL International Convention for the Prevention of Pollution from Ships
MBMs Market Based Measures
MEC Member of the Executive Council
MEOSAR Medium Orbit Search and Rescue
MEPC Marine Environment Protection Committee
MINMEC Ministers and Members of Executive Council
MoU Memorandum of Understanding
MP Member of Parliament
MRCC Maritime Rescue Coordination Centre
MSAC Marine Safety Advisory Council
MTEF Medium Term Expenditure Framework
MTSF Medium Term Strategic Framework
N
NADP National Airports Development Plan
NAMAs Nationally Appropriate Mitigation Actions
NASP National Security Programme
NATFC National Air Transport Facilitation Committee
NATMAP National Transport Master Plan
NDP National Development Plan
NDoT National Department of Transport
NC Northern Cape
| P a g e
155
NEPAD New Partnership for African Development
NGP New Growth Path Framework
NHTS National Household Travel Survey
NLTA National Land Transport Act
NLTIS National Land Transport Information System
NLTIS National Land Transport System
NMT Non-motorised Transport
NPTR National Public Transport Regulatory Entity
NREP National Rolling Enforcement Plan
NTIP National Traffic Intervention Police Unit
NTVs New Taxi Vehicles
O
ODG Office of the Director-General
OL Operating Licence
OTV Old Taxi Vehicle
P
PCCs Ports Coordinating Committee
PFMA Public Finance Management Act (Act No. 01 of 1999)
PFU Project Finance Unit
| P a g e
156
PIDA Programme for Infrastructure Development
PLTF Provincial Land Transport Framework
PMU Project Management Unit
POA Programme of Action
PPP Public-Private Partnership
PRASA Passenger Rail Agency of South Africa
PRE Provincial Regulatory Entity
PRMG Provincial Road Maintenance Grant
PRSA Ports Regulator of South Africa
PTIS Public Transport Infrastructure and Systems
PTOG Public Transport Operations Grant
PTS Public Transport Strategy
R
RABS Road Accident Benefit Scheme
RAF Road Accident Fund
RER Rail Economic Regulator
RFP Request for Proposals
RIFSA Road Infrastructure Strategic Framework for South Africa
RISFSA Road Infrastructure Strategic Framework for South Africa
RMC Risk Management Committee
ROI Return on Investment
| P a g e
157
RSR Railway Safety Regulator
RTIA Road Traffic Infringement Agency
RTMC Road Traffic Management Corporation
RTSSA Rural Transport Strategy for South Africa
S
SABOA Southern African Bus Operators Association
SA South Africa
SABS South African Bureau of Standards
SACAA South African Civil Aviation Authority
SACU South African Customs Union
SADC Southern African Development Community
SAMSA South African Maritime Safety Authority
SANRAL South African National Roads Agency Limited
SANTACO South African National Taxi Council
SAR Search and Rescue
SARPs Standards and Recommended Practices
SATS South African Transport Services
SBO Small Bus Operators
SITA State Information Technology Agency
SLA Service Level Agreement
SOEs State Owned Entities
| P a g e
158
STWC Standards of Training Certification and Watch Keeping
T
TETA Transport Education and Training Authority
TIS Transport Information Systems
TKC Trans Kalahari Corridor
TRP Taxi Recapitalisation Programme
U
UN United Nations
UNFCC United Nations Framework Convention on Climate Change
W
WC Western Cape
