Strat plan [Transport]

transport

Department: Transport REPUBLIC OF SOUTH AFRICA

STRATEGIC PLAN 2011/12 – 2013/14

REVISED

TABLE OF CONTENTS

Minister’s Foreword…………………………..................................................……..4

Deputy Minister’s Preamble………………....................................................……...6

Vision, Mission, Mandate & Values………….................................................…........8

Legislative Changes………………………….....................................................…..9

Policy Mandates………………………………...................................................…11

Relevant Court Rulings……………………......................................................…...12

Planned Policy Initiatives…………………....…......................................................13

Service Delivery Environment………………….....................................................15

Situational Analysis……………………………......................................................18

Organisational Environment…………………........................................................19

Performance Environment………………………..................................................21

Strategic Objectives………………….................................................…………….23

Programme 1…………………….…………....................................................……31

Programme 2…………………………....................................................………….37

Programme 3………………………....................................................…………….47

Programme 4…………………....................................................………………….52

Programme 5……………………………....................................................……….69

Programme 6…………………….....................................................………...……..80

Programme 7……………….....................................................………………….....88

Conditional Grants……………………................................................…………....93

Expenditure Trends……………..................................................………………......97

Notes…………………………………............................................……………...101

MINISTER’S FOREWORD

Minister Sibusiso Ndebele, MP

Minister of Transport

In his 2012 State of the Nation Address President Jacob Zuma pronounced South Africa’s dire need for social and economic infrastructure in Transport, Energy, Telecommunication and other sectors. There are 43 earmarked major infrastructure projects, adding up to R3.2 trillion in expenditure in the next 3 years. Through the 2010 FIFA World Cup Infrastructure lessons, Infrastructure Development projectshave to be spearheaded to enable a massive infrastructure development to create more jobs, investment, accessibility and tourism. Over the MTEF period ahead, approved and budgeted infrastructure plans amount to R845 billion, of which under R300 billion is in the energy sector and R262 billion in transport and logistics projects. The Department of Transport through this Strategic Plan will oversee the implementation of Transport projects for sustainable infrastructure. During the Department’s Strategic Planning Session in January 2012 we highlighted that we will work hard in areas of Road Transport, Rail Transport, Road Safety, Integrated Transport Planning, Maritime Transport and Aviation Transport. The Department of Transport is charged with providing safe, reliable, effective, efficient, and fully integrated transport operations that best meet the needs of freight and passenger users. The Department is tasked with providing the infrastructure and services in a manner that is efficient and affordable to the individual and Corporate users and also to the whole economy whilst ensuring that we provide increasing levels of safety and security across modes. We are clear in our strategic vision of playing our part in driving our country towards being a developed economy. No economy can thrive without developed road, rail, maritime and aviation infrastructure networks. No economy can develop unless its transport sector playsits part infacilitating the movement of people, goods and services throughout the economy.

Over the past year we have added several projects into our growing infrastructure base. This includes the Gautrain Rapid Rail Link, the Rea Vaya Bus Rapid Transit system in Johannesburg, the Gauteng Freeway Improvement Scheme and the King Shaka International Airport one of the few green field airports in Africa and the world. This infrastructure investment trajectory, a significant part of our country’s counter cyclical approach to investment by the state, has been critical in a meliorating and shielding South Africa from the negative effects of the economic crisis that faced the rest of the world recently. The 2010 FIFA World Cup also served as a timely stimulus for ramped up investment in transport infrastructure and will for a long time to come serve as a solid base from which we can build up investment in our infrastructure and services. We are under no illusion about the magnitude of the challenges that remain. One of these is to attract investment into a number of areas including the maintenance of infrastructure, provision of new infrastructure in rural areas and urban areas of our country. Urban mobility and rural access are some of the key areas of focus over the medium term through the rolling out of the S’HAMBASONKE Road Programme, a labour intensive road maintenance programme that seeks to empower communities both in urban and rural settings. In line with government’s over arching strategic focus we have identified the following areas for attention: • Job Creation • Rural Access and Mobility • Economic Development • Poverty Alleviation

• Rail, Road and Aviation Transport integration and planning

• Infrastructure Development and Maintenance

4 Strategic Plan (Revised) 2011/12-2013/14 | DEPARTMENT OF TRANSPORT

Minister Sibusiso Ndebel

The demand for road and rail transport far outstrips

the capacity of government to fund these needs. In

this regard it is our consideration that infrastructure

investments which have direct and economic return

which can be monitored in terms of cost recovery and

profit should be seriously considered. The options to

fund transport infrastructure currently are not unlimited.

Infrastructure that has a demonstrable cost recovery

basis can be subject to a Public Private Partnership(PPP)

approach. Our view is that where possible the user pay

principle should apply and be implemented through

measures that do not place unnecessary strain on the

citizens and the economy.

The provincial and local road infrastructure is collapsing

through lack of maintenance. It will not assist merely to

complain about the neglect of the infrastructure. Ours is

to tackle it with the urgency it deserves. An amount of

R22billion has been made available across the medium

term to address road maintenance challenges and

rural access. Through our flagship project known as

S’HAMBASONKE we seek to improve our provincial road

infrastructure and create jobs through labour intensive

forms of road maintenance. The implementation will

include the national roll-out of the Zibambele Road

Maintenance Programme and similar programmes to

increase the labour content in our road maintenance

projects. ROAD SAFETY

In2011wejoined the world in implementing the United

Nations Decade of Action for Road Safety which runs

from 2011-2020.Oneof the key elements of this

campaign is to have road fatalities by 2015. We are

going to pay more attention on the following:

• On going and increased funding for Roads and Traffic Management

• Implementing the National Rolling Enforcement Plan • Reducing Road Fatalities • Implementation of AARTO

• Capacity Building for maintenance at District and Municipal level

RAIL PROGRAMME As part of our public transport strategy, we are moving towards a high quality Integrated mass rapid public transport network which includes rail, taxi and bus services. The strategy aims to accelerate the improvements in public transport by establishing Integrated Rapid Public Transport Networks (IRPTNs), which will introduce priority rail corridors and Bus Rapid Transit (BRT) systems, among others. We are engaging in a comprehensive rail upgrade that looks at placing rail at the centre of our freight and commuter movement. Rail is the future backbone of our public transport system. We have over the past five years invested over R40 billion in passenger rail infrastructure and services. Our major challenge is that the bulk of our rail infrastructure has reached the end of its economic life. Continuing with a refurbishment programme alone has become counter- productive. New investments in new infrastructure which includes signaling and rolling stock is an absolute necessity that will go along way in positioning rail as the mode of choice and a reliable and efficient mass mover both in the commuter and long distance space. Recapitalizing the rail business of the Passenger Rail Agency of South Africa (PRASA) also means that we must re-invest in both the existing rail network and new lines in order to respond in a decisive way to new post- apartheid spatial and economic dynamics.

A focused rail revitalization programme will become a key activity over the medium term working with sister departments and our domestic and international partners in the private sector. Iamfully convinced that as we continue to work together as a transport family traversing all spheres of governing, our public entities and our key stakeholders, we will make significant strides in addressing the challenges and realizing our strategic goals over the planning period covered by this Revised Strategic Plan 2011/12- 2013/14.Thisway we will continue to build impetus in our drive to propel our country from a developing nation to a developed one.

Minister Sibusiso Ndebeleee, MP Minister of Transport

Strategic Plan (Revised) 2011/12-2013/14 | DEPARTMENT OF TRANSPORT 5

Mr. Jeremy Cronin,MP

DEPUTY MINISTER’S PREAMBLE

Mr. Jeremy Cronin,MP Deputy Minister of Transport

The Department of Transport’s Strategic Plan for 2011/12 (Revised) is aligned with government’s overall strategic objective of placing our economy onto a new job-creating and more equitable growth path. Over the past few years there has been a deepening appreciation across government and indeed amongst the broader South African public of the centrality of access and mobility – and therefore transport - to consolidating democracy and development in our country. In the first place, major transport infrastructure construction (and maintenance) programmes – many of which were catalysed by our hosting of last year’s 2010 FIFA World Cup – continue to be central to government’s ongoing infrastructure and job-creation initiatives. In the course of this financial year and going forward, the DoT will also focus increasingly on infrastructure maintenance. Notably, this year’s budget has ring-fenced, via the Division of Revenue Act, the road maintenance grant to provinces. Through the S’HAMBASONKE programme the DoT will work closely with other spheres of government to ensure that continuous maintenance of the road infrastructure is sustained and that wherever possible labour-intensive methods are deployed. Public transport confronts many challenges in South Africa, in particular the persisting legacy of apartheid geography means that the great majority of workers and poor continue to live in displaced dormitory townships distant from work and other amenities. From a transport operator business perspective, the resulting long commutes, typically in one direction in the morning and in the other direction in the evening, are fuel and vehicle inefficient, and difficult to sustain without significant levels of operational subsidy. For the users of public transport, the cost of mobility and the time spent in commuting are hugely draining. The results of urban sprawl, of poorly integrated public transport systems, and of infrastructure and planning that has historically privileged private cars are to be seen daily on many of our congested urban roads.

It is in this context that the DoT’s public transport strategy of developing integrated rapid public transport networks in 12 major cities needs to be understood. In the course of 2011/12 further important progress will be made in this respect. In November 2011, eThekwini hosted the United Nation’s COP17 conference on climate change. This globally important event was an opportunity for the transport sector in South Africa to reflect on its responsibilities and potential positive contribution to mitigating carbon emissions. In South Africa, the transport sector is the second largest contributor (after the energy sector) to carbon emissions. The good news is that almost all of the things we need to do in any case, from a developmental perspective, are the very things that will help to reduce our transport-related carbon emissions profile – privileging public transport over private car use, de-congesting our roads through travel demand measures, shifting a greater proportion of freight onto rail, ensuring better spatial planning to limit urban sprawl, and shortening our dependence on long-distance international logistics routes by advancing local, regional and continental development. Let’s build on the successes of the recent past. Let’s learn lessons from our recent challenges. Let’s move together – S’HAMBASONKE!

Mr. Jeremy Cronin,MP Deputy Minister of Transport


Signature

Signature

Signature

Was developed by the Management of the Department of Transport (DoT) under the guidance of Minister Sibusiso Ndebele, (MP).

Takes into account all the relevant policies, legislation and other mandates for which the Department of Transport is responsible. Accurately reflects the strategic outcome oriented goals and objectives which the DoT will endeavor to achieve over the period 2011/2012 to 2013/2014 as revised.

Mr. Dan Pretorius Acting Chief Financial Officer (CFO)

Mr. George Mahlalela Accounting Officer (AO)

Mr. Jeremy Cronin, MP Deputy Minister of Transport

Signatur Signature Signature

APPROVED BY:

Minister Sibusiso Ndebele, MP EXECUTIVE AUTHORITY Signature


A1. The Vision

“Transport, the Heartbeat of Economic Growth and Social Development!”

A2. The Mission

Lead the development of efficient integrated transport systems by creating a framework of sustainable policies and regulators and implementable models to support government strategies for economic, social and international development.

A3. Mandate

To maximize the contribution of transport to the economic and social development goals of our country by providing fully integrated transport operations and infrastructure. The main roles of the Department of Transport and its public entities in relation to the transport sector are:

• policy and strategy formulation in all

functional areas; • substantive regulation in functional areas

where DoT has legislative competence; • implementation in functional areas where

DoT has exclusive legislative competence;

• leadership, coordination and liaison in all functional areas;

• capacity building in all functional areas; • monitoring, evaluation and oversight in all

functional areas; and • stimulate investment and development

across all modes.

3.1 The functional and modal areas are: • Civil Aviation (Air Transport) • Maritime Transport • Public Transport • Road Transport

A4. Values The core values of the Department are: • Maintain fairness and equity in all our operations; • Strive for quality and affordable transport for all; • Stimulate innovation in the transport sector;

• Ensure transparency, accountability and monitoring of all operations; and

• Ensure sustainability, financial affordability, accessibility as well as the upholding of the Batho Pele principles.

A5. Outcomes 5.1 The Cabinet Lekgotla held from 20 to 22 January 2010 adopted the following 12 Outcomes: 1. Improved quality of basic education; 2. A long and healthy life for all South Africans; 3. All people in SA are and feel safe; 4. Decent employment through inclusive economic growth;

5. A skilled and capable workforce to support an inclusive growth path;

6. An Efficient, Competitive And Responsive Economic Infrastructure Network;

7. Vibrant, equitable and sustainable rural communities with food security for all;

8. Sustainable human settlements and improved quality of household life;

9. A responsive, accountable, effective and efficient local government system;

10. Environmental assets and natural resources that are well protected and continually enhanced;

11. Create a better SA and contribute to a better and safer Africa and the World; and

12. An efficient, effective and development oriented public service and an empowered, fair and inclusive citizenship

5.2 Minister of Transport Chairs Outcome 6 and has outlined the following areas in his performance and delivery agreement signed with the State President on 30 October 2010.

Ministerial Outputs: 1. Increase the market share of total freight to rail to an annualised 250 million tons from the current 178 million tons by 2014; 2. Benchmarking cost of building and maintenance of roads to assess our efficiency and developing an appropriate funding model to ensure adequacy of supply and maintenance. An agreed methodology for assessing adequacy of supply is crucial to this output; 3. Implementation of the Road Infrastructure Strategic framework for South Africa (RISFSA); 4. Implementation of the approved Rural Transport Strategy for South Africa; 5. Road accident fatalities to come down from 14 600 by 2014 (a 5% per annum reduction) adjusted for total vehicle kilometres travelled; 6. Ring-fencing of road maintenance funds, including construction and maintenance of Rural Roads; 7. Development of Integrated Rapid Public Transport Networks (IRPTNs) in twelve (12) cities and six (6) rural districts; 8. Completion of the Rail Policy and Rail Act; 9. Establishment of a Rail Economic Regulator; 10. Implementation of the National Freight Logistic Strategy; 11. 10% of the identified new investment in rail should be PPP projects;

12. Introduce private operators at branch level (secondary rail network); 13. Implement the National Ports Act and create transparent cross-subsidies between port and rail infrastructure; and 14. Introduce competition for the management of container terminals.


5.3 Departmental Outcomes:

1. An efficient and integrated transport infrastructure network for social and economic development. The Department will ensure the maintenance and strategic expansion of the road network, and support the development of road asset management system in rural and provincial authorities. In addition, the Department will support rail and ports efficiency and enhance capacity and competitiveness.

2. A transport sector that is safe and secure. The Department will implement various policy interventions that seek to reduce the number of incidents in the road, rail, aviation and maritime environment.

3. Improved rural access, infrastructure and mobility. The Department will improve rural access by assisting municipalities in developing road asset management systems, which will assist in the implementation of the Road Infrastructure Strategic Framework of South Africa.

4. Improved public transport systems. Public transport is a critical strategic imperative in the Department’s service delivery agenda. Over the medium term, the Department will implement measures to ensure an effective, efficient, affordable and accessible public transport system in both urban and rural areas through, among others, the implementation of integrated public transport networks, and establishment and strengthening of regulatory entities, acquisition of new rail rolling stock, and development and upgrading of priority passenger rail corridors.

5. Increased contribution to job creation. The Department will prioritise job creation through the implementation of an industry empowerment model, the finalization and approval of the maritime policy underpinned by industry development, and broad based black economic empowerment (BEE).

6. Increased contribution of transport to environmental sustainability. The Department will implement measures aimed at reducing the impact of transport on climate change by supporting more energy efficient modes of freight and passenger transport and promote the use of cleaner fuels.

A6. LEGISLATIVE CHANGES The Department of Transport is responsible for maximizing the contribution of transport to the economic and social development goals of the society by providing fully integrated transport operations and infrastructure. a) National Land Transport Act, 2009 (Act No 5 of 2009) The Act provides for the further transformation and restructuring of public transport planning and regulation. It takes forward policy initiated by the National Land Transport Transition Act, 2000(Act No. 22 of 2000), and it seeks to further empower the role of the municipal sphere in the provision of public transport. b) Civil Aviation Act, 2008 The Act gives effect to the Republic’s obligation to comply with the Regulations of the International Civil Aviation Organisation (ICAO). The Act provides for the establishment of a South African Civil Aviation Authority with safety and security oversight functions, and the establishment of an independent Aviation Safety Investigation Board in compliance with Annex 13 of the Chicago Convention.

A6.1 LEGISLATIVE CHANGES ENVISAGED IN

2011/2012 a) Merchant Shipping (Civil Liability Convention Bill) The purpose of this Bill is to enact the International Maritime Organization Protocol of 1992; to amend the International Convention on Civil Liability for Oil Pollution Damage of 29 November 1969 into law and to provide for matters connected therewith. The Bill creates the legal liability of the ship owner in the event of oil pollution in the sea. b) Merchant Shipping (International Oil Pollution Compensation fund) (Contributions) Bill

The purpose of the Bill is to impose contributions on persons contemplated in Article 10 of the International Convention on the Establishment of an International Fund for Compensation for Oil Pollution Damage, 1992; and to provide for matters connected therewith.

The contributions by the ship owner will be used to pay for damages caused by the oil spillage and also when the ship owner cannot satisfactorily compensate for the damages caused. The contribution will be used to pay the cleaning of the oil spill. c) Merchant Shipping (International Oil Pollution Compensation Fund) Bill

The purpose of this Bill is to enact the International Maritime Organization Protocol of 1992: to amend the International Convention on the Establishment of an International Fund for Compensation for Oil Pollution Damage of 18 December 1971 into law. The Bill was published for public comments and was subsequently referred to the office of the State Law Advisers for scrutiny. d) South African Maritime and Aeronautical Search and Rescue Amendment Bill To incorporate the International Maritime Search and Rescue Act, 2002 (Act No 44 of 2002); to give effect to the structural changes introduced to the South African Aeronautical Search and Rescue Organization. The purpose of this bill is to harmonize the working relationship of committees as required by the organization. To align certain sections of the principal Act, to make way for the Act to comply with the current developments. e) Maritime Transport Security Bill The Bill proposes to repeal and replace the existing Merchant Shipping (Maritime Security) Regulations, 2004, made under the Merchant Shipping Act, 1951.

The Bill’s main purpose is to safeguard against unlawful interference with maritime transport. It seeks to achieve this purpose by continuing the risk-based and outcome focused approach, first adopted in the 2004 regulations, of a regulatory scheme centered on the development of security plans for ships, ports, offshore facilities and other maritime transport operations.



f) Merchant Shipping Amendment Bill

The Bill’s main object is to revise the limitation of liability provision; to modernize the law relating to ship owner’s limitation by introducing a provision that is consistent with the provision of the 1976 Convention on Limitation of Liability for maritime claims and its 1996 Protocol; to introduce compulsory accident insurance for seafarer who suffered death or personal injury as a result of workplace accidents; and to give effect to the International Maritime Labour Convention. Once the convention is ratified by the Department of Labour, the Bill will then be introduced as it gives effect to the aforementioned Convention.

g) Transport Law Enforcement and Related Matters Amendment Bill

The Bill seeks to improve and facilitate law enforcement measures for collections of tolls; and to include offences relating to the non-payment of toll in the AARTO system.

h) National Road Traffic Amendment Bill

This bill address issues relating to the fitness of the drivers; to address registrations and grading of the license testing centres; and to deal with matters connected therewith.

i) Merchant Shipping (Safe Containers) Convention Bill

The purpose of the Bill is to give effect to the International Convention for Safe Containers and for related matters. The Bill will maintain a high level of safety of human life in the transport and handling of containers by providing generally acceptable test procedure and related strength requirements. The Bill will facilitate transport of containers by providing uniform internal safety regulations, equally applicable to all modes of surface transport.

j) South African Maritime Authority Amendment Bill

This Bill amends the South African Maritime Safety Authority Act, 1998 (Act No. 5 of 1998). The Bill’s purpose, generally, is to improve the functioning of the Authority and to harmonise the provisions of the principal Act with those of the current legislative developments

LAWS ADMINISTERED BY THE DEPARTMENT OF TRANSPORT AVIATION Carriage by Air Act,1946 (Act 47 of 1946) Aviation Act,1962 (Act 74 of 1962) Air Services Licensing Act, 1990 (Act 115 of 1990) Airports Company Act, 1993 (Act 44 of 1993) Air Traffic and Navigation Services Company Act, 1993(Act 45 of 1993)

Convention on the International Recognition of Rights in Aircraft Act, 1993 (Act 53 of 1993) International Air Services Act, 1993 (Act 60 of 1993) South African Civil Aviation Authority Levies Act,1998 (Act 41 of 1998) South African Airways Unallocatable Debt Act, 2000 (Act 7 of 2000) South African Maritime and Aeronautical Search and Rescue Act, 2002 (Act 44 of 2002) Convention on International Interests in Mobile Equipment Act, 2007 (Act 4 of 2007) Civil Aviation Act, 2009 (Act 13 of 2009)

MOTOR VEHICLES Road Transportation Act, 1977 (Act 74 of 1977) Urban Transport Act, 1977 (Act 78 of 1977) Road Traffic Act, 1989 (Act 29 of 1989) Financial Supervision of the Road Accident Fund Act, 1993 (Act 8 of 1993) Road Accident Fund Act, 1996 (Act 56 of 1996) National Road Traffic Act, 1996 (Act 93 of 1996)

Cross Border Road Transport Act, 1998 (Act 4 of 1998) Transport Appeal Tribunal Act, 1998 (Act 39 of 1998) National Land Transport Interim Arrangements Act, 1998 (Act 45 of 1998) Administrative Adjudication of Road Traffic Offences Act, 1998 (Act 46 of 1998) Road Traffic Laws Rationalisation Act, 1998 (Act 47 of 1998) Road Accident Fund Commission Act, 1998 (Act 71 of 1998)

Road Traffic Management Corporation Act, 1999 (Act 20 of 1999) National Land Transport Transition Act, 2000 (Act 22 of 2000) National Land Transport Act, 2009 (Act 05 of 2009) RAILWAYS AND HARBOURS Railway Purchase Act,1971 (Act 25 of 1971) Railway and Harbours Purchase Act,1977(Act 47 of 1977) Railway Construction Act,1985 (Act 75 of 1985) Second Railway Construction Act,1985 (Act 94 of 1985) South African Transport Services Conditions and Service Act,1988 (Act 41 of 1998) Legal Succession to the South African Transport Services Act, 1989 (Act 9 of 1989) National Railway Safety Regulator Act, 2002 (Act 16 of 2002) National Ports Act, 2005 (Act 12 of 2005)

ROADS

Advertising on Roads and Ribbon Development Act, 1940 (Act 21 of 1940) National Roads Act,1972 (Act 54 of 1971) National Road Safety Act,1972 (Act 9 of 1972)

South African Roads Board Act, 1988 (Act 74 of 1988) Transport Deregulation Act, 1988 (Act 80 of 1988) South African National Roads Agency Limited and National Roads,1998 (Act 07 of 1998)

SHIPPING

Merchant Shipping Act,1951 (Act 57 of 1951) Marine Traffic Act, 1981 (Act 2 of 1981) Carriage of Goods by Sea Act,1986(Act 1 of 1986)

Marine Pollution (Prevention of Pollution from Ships), 1986 (Act 2 of 1986) Shipping and Civil Aviation Laws Rationalisation Act, 1994 (Act 28 of 1994) Wreck and Salvage Act, 1996 (Act 94 of 1996) South African Maritime Safety Act, 1998 (Act 5 of 1998)

South African Maritime Safety Authority Levies Act, 1998 (Act 6 of 1998) Ship Registration Act, 1998 (Act 58 of 1998) Sea Transport Documents Act, 2000 (Act 65 of 2000)

A7. POLICY MANDATES a) National White Paper on Transport Policy, 1996 The vision of the White Paper on National Transport policy is to provide safe, 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 in a fashion which supports government strategies for economic and social development whilst being economically and environmentally sustainable. b) White Paper on National Policy on Airports and Airspace Management, 1997 This is a national policy response on airports and airspace management as a result of far- reaching changes which have occurred in recent years in South Africa in general and in civil aviation in particular. c) National Commercial Ports Policy, 2002 This aim of this policy is to ensure an internationally competitive port system informed by the knowledge that efficient ports are known to be catalysts for increased trade, and thus provide a comparative advantage for international trade. Thus this policy aims to ensure affordable, internationally competitive, efficient and safe port services based on the application of commercial rules in a transparent and competitive environment applied consistently across the transport system. The importance of this policy is further highlighted by the fact that globalisation pressures make it essential that nations integrate their transport systems into the global logistics network. Ports are naturally being incorporated into this changing system and have to adjust to the new challenges and environment. d) Taxi Recapitalisation Policy, 2009 The Taxi Recapitalisation Policy (TRP) is an intervention by Government to bring about safe, effective, reliable, affordable and accessible taxi operations by introducing New Taxi Vehicles (NTVs) designed to undertake public transport functions in the taxi industry.



A8. RELEVANT COURT RULINGS

PARTIES ORDER

1 Road Accident Fund & Minister of Transport / VusumziMdeyide

The Road Accident Fund and the Minister of Transport appealed against the decision of the Eastern Cape High Court declaring section 23(1) of the RAF Act unconstitutional.

Section 23(1) of the RAF Act provides that, the right to claim compensation from the Fund, or an agent, in respect of loss or damage arising from the driving of a motor vehicle in the case where the identity of either the driver or the owner thereof has been established, shall prescribe (lapse) upon expiry of a period of three years from the date upon which the cause of action arose.

The Constitutional Court ordered as follows: 1. The appeal by the Minister and RAF is upheld; 2. The declaration of Constitutional invalidity of the Eastern Cape High Court is not upheld; 3. The Respondent’s claim is dismissed; 4. There is no order as to costs.

2 Law Society of South Africa and 11 others / Minister of Transport & Road Accident Fund

The Law Society and Others appealed against the finding of the North Gauteng High Court that the following provisions are constitutional: a. Abolition of the common law right to claim damages; b. Capping the amounts claimable for loss of income; c. The tariffs determined for health services.

The Constitutional Court ordered as follows: 1. The Applicants’ (Law Society and Others) appeal is dismissed i.e. the Court held that: a. The abolition of the common law right to claim damages is constitutional; b. The capping of the loss of income is constitutional; c. The tariffs for health services were however, inadequate. The Court then ordered the Minister to prescribe new tariffs for health services.

3 Anele Mvumvu and 2 others / Minister of Transport and the Road Accident Fund

The Appellants - Mvumvu, Pedro and Smith, appealed against a decision of the Western Cape High Court, in which they challenged the validity and constitutionality of section 18 of the Road Accident Fund Act.

Section 18 limited claims to R 25 000 for a person who suffered bodily injury or death whilst being conveyed for: a. Reward;

b. In the course of the lawful business of the owner; or c. In the course of his or her employment.

The Minister did not oppose the constitutional attack on section 18 of the RAF Act. However, he had taken issue with an order of constitutional invalidity having immediate or retrospective effect. The effect of such an order would adversely affect the financial status of the RAF.

The Constitutional Court ordered as follows: 1. It declared that section 18 of the Road Accident Fund Act as read before 1 August 2008 is inconsistent with the Constitution and invalid;

2. The declaration of invalidity referred to in paragraph 1 above is suspended for 18 months from the date of the order, to enable Parliament to cure the defect; 3. In the event of the declaration of invalidity coming into force without Parliament having cured the defect, the order of invalidity will not apply to claims in respect of which a final settlement has been reached or a final judgment has been granted, before the date of this order.

A9. PLANNED POLICY INITIATIVES National Rail Transport Policy

The finalization of the policy development regarding Rail Transport will finally bring certainty and a formal policy position of the Department of Transport regarding the governance to the Rail Transport sector in South Africa. The policy would further seek to facilitate the social and economic objectives of government by articulating on the importance of an efficient Rail Transport system that should cater for both freight and passenger needs.

National Scholar Transport Policy

The policy development process regarding the transportation of scholars to and from their educational institutions has been happening for a while and a finalization of this policy will provide the Department of Transport and government at large with a policy framework in the addressing the challenges that scholars encounters on a daily basis and overall management of scholar transport in South Africa.

National Non-Motorised Transport policy

The conclusion of the policy development process for Non-Motorised transport will assist to further entrench the objective to formally recognize the role that Non-Motorised transport plays in the improvement of accessibility and mobility in both urban and rural settings of South Africa.

National Maritime Transport policy

This policy will assist the Department of Transport and government to optimize on the opportunities presented by the Maritime Transport sector and the facilitation of trade between South Africa and her partners.

National Aviation Policy

The Aviation policy addresses aviation safety and security, institutional arrangements, aviation infrastructure, air transport, general aviation, unmanned aircraft systems, aircraft operations, research and development to mention but a few. The finalization of the policy development process will assist the Department of Transport and government to have a formal policy position in the governance of Aviation in the country.

Development of the National Roads Transport Policy

The development of the new National Roads Transport policy would begin to respond to the increasing new challenges that the Road Transport sector is encountering particularly with the need for updating the current road policy and legislation framework, need for sustainable funding for road maintenance and upgrade, new road safety initiatives, creation of job opportunities,

Road Accident Benefit Scheme (RABS)

RAF No-Fault Policy / Road Accident Benefit Scheme (RABS): In November 2009, Cabinet approved the policy to provide benefits to road accidents victims as a form of social security and to move away from the current fault based systems.

The draft no-fault policy for the proposed Road Accident Benefit Scheme (RABS) has been revised and finalized following consideration of public comments received and costing analysis. The RABS will form part of the Comprehensive Social Security System (CSSS) and aims to provide a more sustainable, affordable, equitable and reasonable scheme. It aims to further eliminate disparities with regard to access to treatment and compensations.


ST ATEGIC P A "Trans.pothe Heartbeat of Econom c Growth ar d Soaal Developmen

George Mahlalela DIRECTOR-GENERAL

A10. SERVICE DELIVERY ENVIRONMENT We present this Strategic Plan against the back drop of major strides made in various areas with regard to transport, yet the challenges related to public transport infrastructure and services remain daunting. For our 2011-14 strategic approach we have taken a simplified approach involving catalytic projects and regulatory issues. We have simplified our programme structure by grouping related functions together resulting in seven programme envelopes. These are Road Transport, Public Transport, Civil Aviation, Maritime Transport, Rail Transport, Integrated Transport Planning and Transport Information Systems. Our view is that these programmes not only set the agenda for the Department of Transport but become a sector programme–that is a collective programme for the Department, Transport Entities, Provinces, Municipalities and key private sector stakeholders. This approach suggests a need for convergence among all the stakeholders, and a seamless alignment in their delivery models. As part of this process we have been engaging with Provinces and local government attempting to cement this convergence and ensure responsiveness to the realities on the ground.

Programme 1: Administration

This programme deals with key subjective weaknesses, challenges and issues within the entire sector, mainly organizational capacity challenges in many parts of the sector as according to the following categories and challenges: • Programme Co-ordination across the sector • Enterprise Portfolio Management (Project Management Unit) • Critical sector information for decision making

• Repositioning the Department in order to provide leadership in the sector In this sector the following interventions are required; the Department’s regulatory capacity in economic tariffs and safety across all modes for creating an environment conducive to increasing investment in this sector. Through the Corporate Services Programme we need to define and better coordinate our investment agenda which will in turn create certainty to the market and the rest of the investment which coordinates and supports programmes and projects of all delivery agents within the transport sector, create project management capacity. Challenges that we face within the transport entities include agencies faced with financial challenges that

include underfunding; increasing import costs, funding pressures and difficulties in critical areas such as; Engineering, Project Management and Financial Management.

Programme 2: Integrated Planning and Development

This programme is the heart of the sector and is responsible for the articulation of short, medium and long-term transport plans. We need to ensure that we develop a shared agenda for the transport sector. This programme should work on catalytic projects that are: • Our planning term upto 2014 • Until 2025–linked to the National Planning Horizon • Transport Planning until 2050 • Investment and funding strategies • Job creation and skills required • Safety and Regulatory issues • Sector performance measures and instruments.

Programme 3: Rail Programme

The Rail Programme is responsible for both passenger and freight infrastructure and operations. This responsibility is shared with Passenger Rail Agency of South Africa (PRASA), Rail Safety Regulator (RSR ) and Transnet. The following challenges characterize our rail sector: • Rails assets across the board have reached the end of their life cycles and need for acquisition of new rolling stock for PRASA and Transnet • The National Master Plan(NATMAP), recommends along distance rapid rail systems, connecting Johannesburg to Durban, CapeTown and Musina • South Africa is expected to drive an African programme to connect the North and South • Mining houses and provinces are proposing new rail lines with private sector players • All provinces are proposing projects linked to the revitalization of our branch lines • All players in the sector agree on the massive rail investment programme in South Africa. This programme has the potential of creating jobs; reducing the cost of doing business and the integration of our economy with the rest of the continent. Rails assets across the board have reached the end of their life cycles and there is a need for acquisition of new rolling stock for PRASA and Transnet


Programme 4: Road Transport

Since 1994, government has worked on more than 600,000km of new roads. The Gauteng Freeway Improvement Scheme, which played a crucial role during the hosting of the 2010 FIFA World Cup in reducing traffic congestion between OR Tambo International Airport and Tshwane and between Johannesburg and Tshwane, will continue to play a major role in the transportation of people between the two Cities. The maximum road network that SANRAL is mandated to maintain is 20,000km, which has been identified and will be amalgamated into the network. Rural roads in most of the Provinces have been upgraded and constructed through labour intensive programmes. The Road Transport programme will be responsible for the co-ordination of our road infrastructure and traffic regulation functions. We are also mobilizing other agencies like the Development Bank of Southern Africa (DBSA), the Council for Scientific and Industrial Research (CSIR) to be part of the Road steam charged with the responsibility of conceptualizing innovative solutions ranging from funding the road infrastructure network to ensuring that the national road network is maintained in a pristine condition. As we continue with the execution of our mandate, it is essential that we complete the synchronization of our projects and processes and also identify skills and capacity gaps throughout the delivery chain. We had two road summits in 2010 addressing road related matters–Road Safety and Roads Summits. Issues revolving around funding backlogs, proper asset management, skills development and co-coordinated traffic management strategies were tackled. From these summits, we have begun the implementation of three important flagship projects which are:

• S’hamba Sonke Programme • Establishment of Road Safety Councils • Enforcement Campaign

We have also begun with the implementation of the Road Infrastructure Strategi Framework for South Africa (RISFSA), including the rollout of an Asset Management System and there classification of the Road network

There are four big challenges within the road sector that we intend tackling over the medium term. These are: • On going and increased funding for Roads and

Traffic Management • Reducing Road Fatalities • Implementation of AARTO • Capacity building for road infrastructure maintenance at

District and Municipal level.

Programme 5: Aviation

Aviation plays a very important role in economic development and tourism enhancement for international travelers. Our emphasis regarding the implementation of the Air lift Strategy and the Yamoussoukro Decision will remain central and a priority in our planning within our aviation environment. The aviation programme is responsible for the co-ordination of our Aviation infrastructure and operations. Agencies sharing this responsibility are the Civil Aviation Authority of South Africa, Airports Company of South Africa, Air Traffic Navigation Services and the Regulation Committee and the soon to be established Board. The strategic partners are the airline and independent airports operators. The challenges within the Aviation sector that we need to engage on include: • Review and implementation of the Yamassoukrou

Declaration • Implementation of the Airports Development Plan • Protection of the ACSA Balance Sheet We have invested R25Billion over the past 5 years in a Build programme for our main airports.

As we move forward we will have to find ways to intervene in the following areas to improve: • Capacity Challenges • Convergence Framework • Strategic Lekgotla Decisions Required • Institutional Reform • Proposed Future Funding Frameworks • Standards/Performance Measures and Sector

Performance • Technical, Community, Economic Growth and Job

Creation

• Implementation co-ordination on urban integration; corridor development strategies, capacity development, skills development, technology and programme management.

Programme 6: Maritime

This programme is responsible for maritime and ports development. It deals with the economic and safety regulatory issues, ports, coastal and shipping development. Its overall responsibility includes the general development o four maritime sector. It shares its responsibility with South African Maritime and Safety Authority, the Ports Regulator and Transnet. Challenges in the Maritime Sector include:

• No maritime policy for South Africa; we therefore cannot develop strategies and programmes

• We are still to finalize the African Maritime Charter which was adopted by the African Union Summit which took place during our October Transport Month 2009

• Co-ordination of roles and responsibilities on the National Ports Acts between the DoT, Department of Public Enterprises, Transnet and other stakeholders have not been resolved

Other key strategic issues: • How to promote coastal shipping and coastal trading;

• How to promote local shipping and the development of a local register; and

• How do we position ourselves as a country which is regarded as an important gate way to Africa

Programme 7: Public Transport

More than 65% of South Africans use public transport everyday. This compels that our rail, bus and taxi services should be affordable, efficient, safe and sustainable. The Public Transport Programme is responsible for the co-ordination of our Public Transport Infrastructure and operations. This responsibility is also shared with Provinces, Municipalities, and the soon to be established National Public Transport Regulator. Strategic Partners will be the Development Bank of Southern Africa, the Industrial Development Corporation, SANTACO, SA BOA and emerging bus organizations.


Our observations have reflected key strategic issues that require attention and these are:

• Critical review and implementation of the National

Land Transport Act, particularly the allocation of functions and responsibilities

• Resolution of the outstanding conversion of operating licences for taxis and buses

• Co-ordination programme for new contracts for Public Transport Operation Grants (PTOG)

• Review of the Public Transport Funding Framework– Public Transport Operation Grant, Taxi Recapitalization Programme and Public Transport Infrastructure and Systems (PTIS) Grant

• A Public Transport Empowerment Programme, specifically for the taxi industry and the small Bus operators.

In March 2007,Cabinet approved the public transport strategy which is our guide to implement key projects that will enhance mass public transit networks. The networks consist of bus, rail and taxis operating in priority corridors supported by feeder systems in major cities. The plan envisages the creation of safe, reliable and sustainable public transport services

Through this Revised Strategic Plan I would like the transport family and all transport stakeholders and transport users, planners and scientists to engage our transport challenges and plans, solutions and to form part of a constructive dialogue to find long-lasting solutions in our endeavor to achieve our targeted growth goals so that we can improve and enable the social and economic development of our people.

George Mahlalela DIRECTOR-GENERAL


STRENGTHS

ANSPORT

BACKGROUND

Aim: To lead the provision of an integrated, sustainable, reliable and safe transport system through planning,

development, coordination, promotion and the implementation of transport policies, regulations and strategies.

SITUATIONAL ANALYSIS

STRENGTHS:

• Political willingness and direction

• New organizational structure

STRENGTHS

THREATS:

• Lack of funding key Infrastructure projects

success of Infrastructure projects is largely dependent on the fiscus

• Job creation targets not met as a result of poor coordination and planning together at 3-tiers of Government

• Legislation as an inhibitor i.e. many procedures are governed by legislation, which does not allow flexibility and innovation

THREATS

SWOT Analysis

WEAKNESSES

WEAKNESSES:

• Non-aligned programmes to funding resources, this

leads to slow turnaround times w.r.t. service delivery

• M&E plans, quarterly reports and high quality performance information data that is reliable, authentic and readily available for audit purposes

• Non-adherence to regulatory framework e.g. PFMAA

OPPORTUNITIES

OPPORTUNITIES:

• Integrated planning > creation of Project Management Unit (PMU) and IT Hub

• Doing things different resulted in the creation of the Departmental new structure > Mode based

• To align planning with Government priorities and Minister’s Service Delivery Agreement

18 Strategic Plan (Revised) 2011/12-2013/14 | DEPARTMENT OF TR

19 Strategic Plan (Revised) 2011/12-2013/14 DEPARTMENT OF TRANSPORT

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A11.1 BACKGROUND

The Department has under gone a major restructuring exercise which seeks to refocus it away from an institution that places strong emphasis on policy as the expense of implementation to one that places emphasis to implementation co-ordination. While the Department’s mandate traverses functions of concurrent competency with Provinces and Municipalities, it has an obligation to play a leadership role and determine the implementation framework, standards and guidelines where a need to cohesion and alignment at national level is required.

The out comes approach to service delivery requires seamless integration in the delivery chain. Such integration takes the form of vertical integration (across spheres of government) and horizontal alignment (across DoT public entities). To achieve this, government will conceptualise as ingle delivery agenda for Transport which in corporates the strategic focus areas for all spheres of government underpinned by a single set of delivery targets. Delivery on this agenda will be formalized through a Service Delivery Agreement between the Minister, the MECs responsible for transport functions and municipalities. The implementation of the Service Delivery Agreement will be driven through Implementation Forums and progress measured quarterly.

Public entities area critical pillar in the Department’s delivery chain and effective oversight over these is a necessary ingredient in improving service delivery and maximizing impact on the ground. There structuring has ushered in a new over sight model for the Department’s public entities which seeks to give impetus to the horizontal alignment of the DoT’s delivery agenda. Functional oversight of public entities will now reside with the line functions, and these will be held accountable to ensure that these entities deliver on their mandates and that they function optimally and make the required impact in their respective environments.

The revised organizational design of the Department came into effect on 1 April 2011 and re-aligns the Department along seven core functional areas, these being:

•Integrated Transport Planning This branch is responsible for ensuring that all functional areas and spheres of government undertake transport planning in a seamlessly integrated way underpinned by core principles articulated in the National Strategic Planning Framework to guide all transport planning effort in the country. •Transport Information Systems This branch is responsible for the development and execution of plans to utilize technology as a strategic resource in the transport sector. Massive investment in mission critical systems like e-Natis and the National Land Transport Information System require coherent and long- term strategic platforms in order to maximize value. The branch will also be responsible for developing, maintaining and implementing standards relating to Intelligent Transport Systems for the country. • Rail Transport This branch is responsible for regulating rail transport and implementing relevant policies in the exercise of economic and safety regulation, optimization of the use of rail infrastructure and industry development. The branch exercises oversight over the Passenger Rail Agency of South Africa (PRASA)and the Railway Safety Regulator. • Road Transport This branch is responsible for road infrastructure development and maintenance, road traffic regulation and safety, industry development as well as road engineering and related standards. The branch exercises oversight over the South African National Roads Agency Limited (SANRAL), Road Accident Fund (RAF), Cross Border Road Transport Agency (CBRTA), Road Traffic Management Corporation (RTMC), the Road Traffic Infringement Agency (RTIA) and the Driving License Card Entity.

• Civil Aviation This branch is responsible for exercising oversight over the civil aviation sector through regulation, monitoring and evaluation of economic and safety regulation of the industry. The branch exercises oversight over the South African Civil Aviation Authority (SACAA), Airports Company of South Africa (ACSA) and the Air Traffic Navigation Services (ATNS). • Maritime Transport This branch is responsible for exercising oversight over the maritime transport sector through regulation, monitoring and evaluation of economic and safety regulation, industry development and development of strategies to empower South Africans in the maritime sector. The branch exercises oversight over the South African Maritime Safety Authority (SAMSA). • Public Transport This branch is responsible for developing and implementing interventions that seek to promote public transport over private car use underpinned by Integrated Public Transport Networks that are seamlessly integrated across all modes. It will also regulate public transport and implement strategies aimed at accelerating industry development focusing on the minibus-taxi industry and small bus operators. The branch will exercise over sight over the National Public Transport Regulator.


A12. PERFORMANCE ENVIRONMENT

STRATEGIC OUTCOME ORIENTED GOALS

Strategic Goal 1 An efficient and Integrated Infrastructure Network that serves as a catalyst for social and economic development

Goal statement Increase transport infrastructure efficiencies and ensure seamless integrated movement of freight and reduce system costs

Justification Integrated Infrastructure Network that serves as the economic hub for realisation of growth and social development

Links Outcome 6: its achievement will advance the realisation of targets outlined in the Minister’s Service Delivery Agreement for Outcome

Objectives 1.1 Increase the promotion of seamless and integrated movement of cargo across all transport modes to achieve system Costs reduction, reduce transit and turnaround times to develop appropriate corridor mapping tools in order to ensure inter-operability

1.2 Improve freight logistics efficiencies 1.3 Improve Airfreight services 1.4 To structure innovative national research and development programs in the transport sector 1.5 Priority passenger rail corridors developed and upgraded (rolling stock, signalling and line extensions) 1.6 Enhance efficiencies and reliability in rail freight sector 1.7 Elimination of potholes in the secondary road network 1.8 Effective and efficient network planning and management 1.9 Improve maintenance and preservation of secondary road networks 1.10 Effective air transport economic regulation 1.11 Civil aviation international and regional cooperation 1.12 Develop National Civil Aviation Policy and Rail Policy 1.13 Improve freight handling at Ports 1.14 Promoting growth in local maritime industry

Strategic Goal 2 A transport sector that is safe and secure

Goal statement Reduce the number of fatalities on the road by 50% and incidents and occurrences in the rail environment by 5% by 2014

Justification A safe transport sector will improve economic growth and minimise the pressure on the fiscus by lowering claims (e.g. RAF) and improve the lifespan of infrastructure networks

Links Outcome 3: All people in South Africa are and feel safe

Objectives 2.1 Safe railway infrastructure an equipment 2.2 Accident and incident rates on roads reduced 2.3 Civil Aviation safety and security improved 2.4 Improved Maritime safety and security


Strategic Goal 3 Improved rural access, infrastructure and mobility

Goal statement Increase mobility and rural access by implementing integrated public transport services in 6 District Municipalities by 2014

Justification Lack of mobility in rural areas is one of the key drivers or urbanisation and impedes social and economic development of rural communities. Increasing mobility and access to these communities will unlock social and economic benefits and provide them with access to education a, health and other social amenities.

Links Outcome 8: Sustainable human settlements and improved quality of household life

Objectives 3.1 Non-Motorised Transport (NMT) facilities, infrastructure and services improved 3.2 Integrated Rural Public Transport Networks (IRPTNs) rolled out 3.3 Utilisation of airport network and facilities improved in rural areas

Strategic Goal 4 Improved public transport systems

Goal statement Develop Integrated Public Transport Networks (IPTNs) by rolling out Integrated Rapid Public Transport Networks (IRPTNs) in five cities and through initiating the acquisition of new rolling stock for passenger rail by 2014

Justification Public Transport is critical to social and economic development of the country as it enables mass mobility of citizens. Interventions seek to correct the spatial planning distortions o apartheid and ensuring that people have access to safe, secure, affordable, reliable and effective public transport.

Links Ministerial Output 7:

Objectives 4.1 Efficient and effective scholar transport systems 4.2 Acquisition of rolling stock

Strategic Goal 5 Increased contribution to job creation

Goal statement Create 70,000 jobs by 2014 through labour intensive methods of road infrastructure maintenance, transport infrastructure build programme, training and deployment if seafarers in the maritime sector

Justification Job creation is a central imperative to ensuring sustained economic growth and improving the lives of the citizens and eradication of poverty

Links Outcome 4: Decent employment through inclusive economic growth

Objectives 5.1 Create jobs through manufacturing and maintenance 5.2 Create jobs through labour intensive road maintenance programme 5.3 Create jobs through training and deployment of seafarers

Strategic Goal 6 Increase contribution of transport to environmental protection

Goal statement Reduce carbon emission by 10%

Justification Outcome 10: Environmental assets and natural resources that are well protected and continually enhanced

Links

Objectives 6.1 Develop Transport Sector Strategy on Climate Change and Environmental Protection 6.2 Reduce levels of pollution at sea


A12.1 STRATEGIC OBJECTIVES Programme 1: Administration

Purpose: Coordinate and render effective, efficient strategic support and administrative services to the Minister, Director-General and the Department.

SUB-PROGRAMME: TRANSPORT INFORMATION SYSTEMS (TIS) (new sub-programme)


Strategic Objective 1.1 To obtain approval for the establishment of a Transport Information Technology Hub

Objective Statement Ensure that the relevant approval is obtained from the National Treasury and relative operating means from the Director- General for the operation of the IT Hub by March 2014

Baseline None

Justification Easily available, accessible and integrated Transport Information Systems (TIS)

Links Outcome 1 to 6 (DoT)

Performance Indicators Key Performance Indicators Annual Target 2012/13 Annual Target 2013/14 Annual Target 2014/15

Obtained approval to establish a National Transport Information Hub

Submitted a study report to National Treasury for the establishment of an IT Hub

Obtained an overseas concessional loan through National Treasury

Implemented 40% of milestones on the strategy canvas

Supported administrative, legal, and technical operations in the IT Hub

Appointed work streams to oversee transfer of eNATIS into DoT

Established necessary systems, services, and supporting structures

99.90 % system availability of eNATIS

Risk Matrix Identified Risks Risk Mitigation

Non cooperation from Agencies Establishment of a Trading Entity to ensure information from Agencies is readily accessible by the citizens and other stakeholders

Strategic Objective 1.2 To provide secure, reliable and easily accessible Transport related information

Objective Statement Ensure that the IT Hub as a systems integrator is implemented by 2015 and thus ensure access to transport related information for citizens, stakeholders and executives

Baseline A draft feasibility report has been concluded and awaiting approval from National Treasury

Justification Easily available, accessible and integrated Transport Information Systems (TIS)

Links Outcome 1 to 6 (DoT)

Performance Indicators Key Performance Indicators Annual Target 2012/13 Annual Target 2013/14 Annual Target 2014/15 Implemented business intelligence, corporate governance and consolidated key ICT operations in the transport family

Research conducted and formalised the agreement with National Treasury to establish an IT Hub

Established an Enterprise Service Bus (ESB) in support of the Integrated Financial Management System (IFMS) roll out and ensured that supporting IT architecture is in place within the transport family

Standardised voice communications, data communications, networks and access to mobile technology across the transport family

Implemented efficient change management principles in ICT

Obtain approval for the establishment of a Top Structure and Sub-Structure, with the DDG as Head of the IT Hub

Documented business processes Clarified roles and responsibilities in ICT; provided training and professional development

Ensured that cost containment is implemented through ICT infrastructure investment across the transport sector



Implemented an Electronic Content Management solution across the transport family as the backbone for information and document management

Submitted project close out report, conducted post implementation assessment and provided 100% maintenance and support

50% Implementation of key processes in the transport sector

80% Implementation of key processes in the transport sector

A fully functional National Land Transport Information System (NLTIS) as per the National Land Transport Act

Ensured system maintenance, support, monitoring and evaluation

Redesigned the National Land Transport Information System

98% availability of system

Ensured that efficient operation of the Driving Licence Card Production Facility (CPF) are in place

Defined work processes that will be incorporated into the IT Hub

Ensured that architecture and infrastructure remains updated to support systems

Ensured that architecture and infrastructure remains updated to support systems

Ensured that Departmental and Transport Architecture support operations

Compiled an IT Architecture Framework document

Migration of DATA and IT Services from the HP SAN to new SAN Storage to ensure Departmental Data integrity and continuity of IT Services

Full Deployment of Wireless Solution to the entire Forum building ensuring mobility.

90% available supportive architecture in the Department

Compliance with IT governance prescripts

Drafted IT Security and IT Risk Management Plans

Identify prescribed IT governance principles that must be adhered to

70% Compliance




Strategic Objective 1.3 To ensure that the relative legislative framework exists to support the IT Hub by March 2014

Objective Statement Ensure that the relevant legislation support the management and operation of the IT Hub

Baseline Road Traffic Management Corporation Act National Road Traffic Act

Justification Create a legal framework in support of the management and operations of the IT Hub


Drafted a Bill that outlines the purpose, scope, and operations of the Transport Information Technology Trading Entity

Obtained legal opinion and appointed the necessary support services to draft legislation relating to the operations of the Transport Information Technology Trading Entity

Bill available for stakeholder consultation and input

Act approved



27 Strategic Plan (Revised) 2011/12-2013/14 DEPARTMENT OF TRANSPORT

- -

Directorate:

- -

CHIEF OPERATIONS OFFICER (COO):

Sub directorate: Office of the Chief Operating

Project Management Officer

&Financial

Administration

I I Chief

Chief Directorate: Driectorate: Chief Driectorate: Chief Directorate: Chief Directorate: Chief

Communci ations Programme Human Resource & Corporate International Directorate:

and Stakeholder Management Development Management Relations Legal Service

Management

Unit

Directorate: Directorate:Human Directorate:

Project Resource Directorate: Directorate:Bilateral Directorate: Internal

Portfolio Management & Secretariat Services 1--

Relations r- Corporate Legal 1-- Communication

Management Administration

Directorate: Human

Resouce Directorate: Security Directorate:

Directorate: - Development - Services Multilateral '- Directorate:

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Monitoring and - Relations Legislation Communication

Evaluation & Events

Directorate:

Organisational Development & Di ectorate:Travel &

Directorate: Change Facilities Directorate:

Technical Management Management Media Relations.

Support Office ....

Directorate:

- Government Motor Transport

Monitoring & Stakeholder

Management


CHIEF OPERATIONS OFFICER: ENTERPRISE PORTFOLIO MANAGEMENT (EPM) (new sub-programme)

Strategic Objective 1.4 To develop and implement a monitoring and evaluation tool for catalytic transport projects

Objective Statement To develop a national database of strategic transport sector projects, together with a suitable monitoring and evaluation mechanism for these projects, by December 2012

Baseline DPME Monitoring and Evaluation Framework, which need to be further developed for the transport sector

Justification The objective will be to contribute to the implementation of well conceived and thus more effective initiatives in the transport sector


Completed national catalytic project portfolio list, aligned with Department’s Infrastructure programme

A comprehensive project portfolio list, aligned with all (100%) of the dept’s Infrastructure Programme

Alignment with 60% of transport sector’s Infrastructure Programme

Alignment with 100% of transport sector’s Infrastructure Programme

Implemented a Monitoring and Evaluation tool for the Transport sector

An approved M&E tool for the Department, being implemented for M&E oversight of identified projects

Extension of the approved M&E paradigm to the agencies, with 100% of the projects using the M&E tool

Extension of the approved M&E paradigm to the provincial and municipal sphere, with 50% of projects using the M&E tool


• Funding • Human Resource capacity

for the new Chief Directorate

• Stakeholder buy-in and cooperation

• Playing an active part in the budgeting process, and convincing National Treasury of the value of this function

• Departmental recruitment process • Establish stakeholders platform to participate in the development and approval of the processes


Strategic Objective 1.5 To develop an assessment criteria and ranking tool for the prioritization and sequencing of identified strategic projects

Objective Statement The development of an assessment and ranking tool, to ensure the implementation of projects in accordance with national outcomes and strategies, by March 2013

Baseline There is currently no tool that assists the sector with producing a sequenced, streamlined project pipeline

Justification Better efficiencies and outputs achieved from well conceptualised projects


Developed a project assessment criteria and ranking tool

Fully developed Assessment Criteria and Ranking Tool, with

30% utilization on the new project pipeline, in the transport sector

Assessment Criteria being utilized for assessing project viability for 50% of the new project pipeline in the transport sector

Assessment Criteria being utilized for assessing project viability for 100% of the new project pipeline

Implemented a Monitoring and Evaluation tool for the Transport sector

An approved M&E tool for the Department, being implemented for M&E oversight of identified projects

Extension of the approved M&E paradigm to the agencies, with 100% of the projects using the M&E tool

Extension of the approved M&E paradigm to the provincial and municipal sphere, with 50% of projects using the M&E tool


• Funding • Stakeholder buy-in and cooperation

• Playing an active part in the budgeting process, and convincing National Treasury of the value of this function

• Establish stakeholders platform to participate in the development and approval of the ranking tool and processes

Strategic Objective 1.6 To create a knowledge management centre for the transport sector

Objective Statement The knowledge management centre will assist the department with the preservation of the Department’s institutional memory, and improve the sector’s intellectual capital. This system will be in place by March 2013

Baseline There is currently no system in place for the documentation of successful project systems, and lessons from previously implemented projects

Justification The initiative will contribute to the implementation of well conceived, and more effective initiatives in the transport sector, adequately informed by previous experiences


Catalogued a comprehensive and accurate record management system, in an appropriate, accessible electronic format

A comprehensive , catalogued record of relevant knowledge in the sustainable and public transport sub-sector

A comprehensive, catalogued record of relevant knowledge in the freight-logistics, transport economic regulation, roads sub- sectors

A comprehensive, catalogued record of relevant knowledge in the maritime and aviation sub- sectors


• Stakeholder buy-in and cooperation

• Obtaining the most relevant case studies and research for the South African context

• Established stakeholder platform, to participate in the development and approval of methodology to be used

• Very clearly defined project scope and expected outcomes, prior to commencing with the process

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PROGRAMME 1: ADMINISTRATION (OTHER SUB-PROGRAMMES)

Strategic Objective 1.7 To provide an effective, efficient, strategic support and leadership to the Department on an ongoing basis

Objective Statement To ensure an effective, efficient, strategic support and leadership to the Department by provision of human resource and development, corporate services, international relations, legal services, financial and supply chain management and effective communications and stakeholder management on an ongoing basis

Baseline Public Finance Management Act (PFMA) Public Service Regulations and other related legislative prescripts

Justification Ensure a support environment to enable DoT to deliver on its strategic commitment and in turn improve individual and organisational performance


Ministry, Deputy Minister and Office of the Director-General (ODG)

Provided support functions to the Department

• Improved and timeous approval (sign-off) of submissions, parliamentary questions and cabinet documents, turnaround time of less than three (5) days

• 100% completed and submitted Parliamentary Questions





Effective internal audit systems for improved performance information

• Approved annual audit plans • Conducted audits and issued 20 quality audit reports

• Approved annual audit plans • Conduct audits and issue 20 quality audit reports • Approved audit charter by March 2013

• Approved annual audit plans

Ensured that strategic planning, financial/budgeting and performance reporting processes are aligned and integrated

• 60% (of received) reduction queries on performance information based on 2010/11 AG report

• Revised Strategic Plan tabledin Parliament by March 2012

• 80% reduction queries on performance information based on 2011/12 AG report

• Strategic Plan tabled by March 2013

•100% compliance on performance information

•Strategic Plan tabled by March 2014

Improved systems of internal control processes and effective risk management

• Annual monitoring and evaluate internal control processes and compliance with financial policies • Identified and developed Department’s risk profile • Established Risk Management Committee (RMC)

• Annual monitoring and evaluate internal control processes and compliance with financial policies • Updated Department’s risk profile • Risk Management implementation plan

• Annual monitoring and evaluate internal control processes and compliance with financial policies • Updated Department’s risk profile


Performance Indicators Human Resource & Development:To render sound human resources management, development, efficient and effective organisational development

and change management

Approved and implemented Departmental HR Strategy

Current (2011/12) vacancy rate at 32% 100% compliance with labour relations legislation and collective bargaining agreements

HR Plan approved

Current (2011/12) vacancy rate at 32%

100% compliance with labour relations legislation and collective bargaining agreements

HR Plan approved

Reduced vacancy rate from 27% to 22%

100% compliance with labour relations legislation and collective bargaining agreements

HR Plan implemented

Approved Transport sector HRD Strategy

70% of targeted training interventions implemented



Approved and implemented Departmental Wellness and Organisational Development Strategy

N/A Conduct a follow-up Staff Satisfaction survey by 31 December 2012

Provide access to a comprehensive and integrated Employee Health and Wellness service

Develop and implement interventions to address challenges identified by the staff satisfaction survey

Monitor the provision of a comprehensive and integrated Employee Health and Wellness service

Corporate Management:To provide corporate services to the Department, including Office Services and Travel, Security services, Secretariat, as well as Government Motor Fleet Services Performance Indicators

Safe and secure working environment for DoT staff

60% compliance with security prescripts and legislation



Quality secretariat services to the Department

80% (completeness of documents)

90% 100%

Improved customer services in the provision of travel and office management

75% 85% 90%

Operational fleet services across national and provincial departments

All National and provincial Departments All National and provincial Departments

All National and provincial Departments

International Relations:To provide an enabling environment for international engagement, protocol and facilitation services to the Department Effective coordination, facilitation, monitoring and evaluation of International (bilateral, trilateral, multilateral) engagements, in line with SA Foreign Policy Framework

Negotiate and sign at least 50% of agreements (Incl. MoUs) with identified Strategic countries


Finalisation of IR Strategy by March 2013



Performance Indicators Legal Services: To provide sound legal, legislative and corporate governance advisory services to the Department

Drafted, amended, reviewed and edited Bills and process same through Parliament

6 Bills by March 2012 • Facilitating 12 AGMs per year • Facilitating tabling of 12 (Entities)

Annual reports in Parliament • Facilitating Boards/CEOs appointment

10 Bills by March 2013 • Facilitating 12 AGMs per year • Facilitating tabling of 12 (Entities)

Annual reports in Parliament • Facilitating Boards/CEOs appointment

6 Bills by march 2014 • Facilitating 12 AGMs per year • Facilitating tabling of 12 (Entities) Annual reports in Parliament

• Facilitating Boards/CEOs appointment

Communications & Stakeholder Management: To project a positive image of the Department and its Agencies to the public and Transport Sector Community

Developed and implemented the Department’s Communications Strategy in line with the Department’s mandate

Communication and Stakeholder Engagement Strategy implementation including all modes of transport and strategic projects and programmes

Implemented 2011/12 Communication Strategy in line with the National Government Communication Strategy and the Govt’s Programme of Action (PoA)

All communication activities to be aligned conforming to uniformity and in compliance with the government Corporate Identity (CI)

Strategic Stakeholder Engagement forums established/revived

Review and update the communication strategy in line with the latest developments. 100% compliance with Government CI requirements

Promoted Transport Infrastructure Development Projects and key DoT Strategic Projects (e.g. S’Hamba Sonke, GFIP, UN Decade of Action for Road Safety, Enforcement Plan, etc.)

50% coverage of Transport sector in all media (Number of campaigns/events, interviews, etc.)

Launched the UN Decade of Action for Road Safety

Promoted the launch National Rolling Enforcement Plan (NREP)

National Traffic Intervention Police Unit (NTIP) and had various events and communication campaigns on law enforcement

Ongoing monthly statements on the reduction of road deaths statistics


Conduct baseline study on awareness levels of road safety issues

Conduct impact assessment of communication and stakeholders’ engagement strategy

Implement the 2nd phase of the communication of the UN Decade of Action.


Raise awareness levels by 20% of the baseline study results

Highlight the NREP, RSCF; Law Enforcement

Implement 3nd phase of United Nations Decade of Action for road Safety campaign; Behavioural change on road users; reduced road traffic crashes


Performance Indicators Chief Financial Officer (CFO):

Provided an effective, reliable and efficient supply chain management services and financial administration (i.e. bid and quotation processes; contract and asset management; accurate and complete financial records, manage suspense accounts, payroll, income tax, travel expenditure and taxation planning services)

100% compliance Submit a set of monthly/quarterly reports per responsibility


80% reduction of the level of deficiencies using 2010/11 AG report


90% reduction of the level of deficiencies using 2011/12 AG report

Rendered an effective budgeting and management accounting services (i.e. facilitate all budget submissions, reprioritisation of budgets, manage budgets by project, budget monitoring and report on expenditure)

100% compliance to prescripts Complete and submit monthly reports



Oversaw public entity finance and grant monitoring

100% compliance to DORA

Complete reports


Complete reports


Complete reports

Identified Risks Risk Mitigation Risk Matrix

• Dependency on inputs / cooperation from Line Managers

• Reliability of information technology (e.g. BAS server availability

• Non compliance to internal (governing) processes

• Consultation, engagement and ongoing communication • Develop effective reporting systems and M&E tools


Strategic Objective 1.14 To coordinate and consolidate Transport Investment Projects and ensure their bankability

Objective Statement To coordinate all transport investment projects and develop the investment strategy, ensuring bankability whilst liaising with all appropriate stakeholders by March 2014

Baseline • Investment Conference held June 2011 • Projects identified and packaged • Stakeholder engagement • Investment promotions done in collaboration with the DTI

Justification Ministerial Output 11 and 12 DoT outcomes 1, 3, 4 and 5


Completed and approved Strategy Desktop study available by March 2013

Complete Investment Strategy by 2014

Rolled out the Strategy ad DoT and Agencies

Stakeholder relations plan completed

1 promotion 2 road shows and 2 promotions Review the plan

Project Finance Unit (PFU) established and operational

Concept paper written by November 2012

Developed funding model options Development of enabling Legislation, Cabinet approval and Parliament process completed

Implemented Moloto Corridor Project

Appointed consultants to review the feasibility study

Implementation of recommendations

Provide oversight monitoring


• Lack of buy-in from critical stakeholders

• Lack of adequate capacity • Prolonged processes of approval

• Inability to procure consultants with requisite skills

• Lack of funding

• Intensive consultations with critical/key stakeholders • Appointment of personnel with relevant skills • Forge relations with key players and principals • Broaden the pool of consultants • Request for additional funding

ST ATEGIC PLA "Transport, lhe Heartbeat of Econom c Growth and Soda! Developmen


PROGRAMME 2: INTEGRATED TRANSPORT PLANNING (ITP)

Purpose: Manage and facilitate national strategic planning including the planning for new projects, and conduct research and formulate national transport policy, including for the cross-modal area of logistics. Co-ordinate international and intersphere relations.

Programme Overview: To support, manage and facilitate national transport planning underpinned by the strategic planning framework and relevant strategies, co-ordinate intersphere relations in relation to transport planning, support line functions and other spheres of Government in creating seamless integration in transport operations, co-ordinate efforts to integrate interventions in the region and continent and provide economic modeling and analysisand manage research, innovation and environmental activities for the sector and develop indicators for monitoring the performance of the sector.

Sub-programme: Macro Sector Planning

Outcome 1: An efficient and integrated transport infrastructure network for social and economic development

Strategic Objective To ensure that macro-transport sector planning is integrated, coordinated with all land use to facilitate multi-modalism on an ongoing basis

Objective Statement • Improve transport planning by establishing a National transport planning forum by March 2013 that integrates planning across all spheres of Government and to ensure coordinated transport planning on an ongoing basis

• To ensure the development, monitoring and review of the National Transport Master Plan (NATMAP 2050) • To facilitate integrated transport planning through macro planning statutory instruments, policy and coordination frameworks • To develop, update and review multi-modal transport planning information, database and models for forward planning

• To manage and coordinate of planning provisions of the National Land Transport Act (NLTA) and its amendments, particularly with respect to the preparation, evaluation and monitoring of local transport plans

Baseline NATMAP 2050 and NLTA

Justification To ensure a homogenous and sustainable integrated land use/ transportation multimodal systems forward planning, review and monitoring at all spheres of government


Cabinet approval of the NATMAP 2050 document

Final consultation process with critical stakeholders. Finalization of NATMAP 2050 synopsis document by March 2012

Approval of the NATMAP by Cabinet by May 2012

Rolled-out NATMAP

Macro Planning Framework update

Developed template for review of trends and projections for Macro Planning by March 2012

Monitoring and review trends and projections for Macro Planning in Eastern Cape, North West, Northern Cape, Free State and Mpumalanga by March 2013

Continue Monitoring and review trends and projections for Macro Planning in Gauteng, Kwa-Zulu Natal, Limpopo and Western Cape by March 2014

Development of the National Planning and Implementation Bill

Draft Bill by March 2012 Submitted the Bill before Parliament by March 2013

Promulgate the National Planning and Implementation Act by March 2014

National Transport Planning Forum established

Worked on Terms of Reference for the establishment of National Transport Forum by March 2012

Established National Transport Forum by March 2013

Continue maintenance of the Forum



Data bank Feasibility report developed

Developed requirements or indicators for the Databank

Produce a user requirements framework report by March 2013

Produce inventory, analysis and benchmarking reports by March 2014

Transport plans reviewed and aligned with the NLTA.

Provide transport planning coordination and review of Transport plans in alignment with the NLTA.

Conduct workshops with Provinces to review PLTF

minimum requirements and other plans in alignment with the Act

Produce finalise reviewed PLTF and other plans, and consolidate the issues and proposals suggested by stakeholders

Risks Risk Mitigation

• Lack of NATMAP Cabinet approval • Delays in approval of draft Bill by COTO, MINMEC and Cabinet • Delays in public participation and Parliamentary process

• Lack of stakeholder buy in • Resistance from provinces, local spheres and critical Stakeholders • Lack of Capacity

• Engage the office of the DG and the Minister to fast-track internal approval of the Cabinet memorandum on NATMAP document. • Engage the office of the DG and the Minister to fast-track internal approval of the development of the National Planning and Implementation Bill.

• Workshop stakeholders • Intensive consultation with stakeholder

• Training and filling of critical posts

Sub-programme: Freight Logistics

Outcome 1: An efficient and Integrated transport infrastructure network for social and economic development

Strategic Objective To enhancing and coordinate integrated transport facilities in order to support and improve seamless supply chain movement, platforms and performance.

Objective Statement Increasing transport logistics efficiencies and investments across all modes on an ongoing basis

Baseline Continuous marginal increase of logistics and transport towards roads Review the White Paper on National Transport of 1996 Review of National Freight Logistics Strategy Cost of Logistics Surveys.

Review the implementation of the Public Transport Action Plan. National Transport Master Plan.

Justification Improve intermodal transport systems


Integrated transport networks, distribution centres and logistics hubs’ framework

Finalised the framework. Monitor trade trends locally, regionally and globally.

Implemented 4 hubs 2050 vision: Durban – Gauteng corridor project o City Deep o Harrismith o Cato ridge o Musina

Implemented 5 hubs o Polokwane o Mafikeng

o Upington Airfreight o Tshwane o Nelspruit


Performance Indicators Mapped and developed key corridors, sub-corridors with associated key nodal points for integration of information flow (O-D pairs) between modes

Finalised mapping of feeder networks on secondary and tertiary corridors

Finalised mapping of origin and destination (O-D) pairs to complement the current database.

Continuous alignment of identified corridors with key nodal points

Developed sector performance indicators and determine targets to improve corridor performances

Extent scope of databanks to include passenger and freight performance indicators and targets

Alignment with existing transport models

Finalised the National Update of transport and logistics databanks

Continuous improvement of sector performance indicators and targets to monitor performance trends

Developed an integrated national intermodal facility infrastructure framework/plan

Finalised the intermodal facility framework/plan

Coordination of critical freight transport warehouses to support logistics hubs and spokes facilities

Implemented and piloted key and critical logistics hubs and spokes for seamless supply chain movements

Risks Matrix Identified Risks Risk Mitigation

Absence of transport and logistics mandatory filling. Stakeholder buy-in

Develop filling legislation Establishment of transport and logistics forums

Outcome 3: Improved rural access, infrastructure and mobility

Strategic Objective Develop and implement an Integrated Rural Transport Plan

Objective Statement Roll out the rural transport plan in all rural areas by March 2014

Baseline Align with Rural Transport Strategy Align with IDP’s and ITP’s

Justification Improve rural accessibility and mobility


Rural Integrated Transport Plans Finalised KSD IRTP framework. Identified and rolled out to 3 rural provinces • Sekhukhune (LP) • Kgalagadi (NC) • Maluti-a-phofung (FS)

Implemented 5 hubs o Polokwane o Mafikeng

o Upington Airfreight o Tshwane o Nelspruit

Developed and mapped out key centres of production to support key rural economic nodes

Identified and improved satellite centres of production in rural provinces

Linked and alignedcentres of production to feed national and sub-corridors

Continuous update of key rural economic nodes to improve rural access and mobility

Developed rural specific indicators and targets to monitor freight performance within IDPs and ITPs

Updated existing databanks to focus on improving rural freight performance

Implemented an integrated rural transport plans based on the findings of the update

Implemented an integrated rural transport plans based on the findings of the update


Performance Indicators Identify and develop strategic

rural freight logistics infrastructure

Pilot, improve and support key rural infrastructure to enable access and mobility

Roll out and coordinate to other rural provinces

Roll out and coordinate to other rural provinces

Risks Matrix Identified Risks Risk Mitigation Risk Matrix Identified Risks

Lack of capacity Capacity development and skills transfer

Lack of capacity

Sub-programme: Modelling and Economic Analysis

Strategic Objective To provide economic modelling and analysis of the socio-economic transport sector

Outcome 1 Increased contribution of transport to environmental sustainability on an ongoing basis

Outcome 6 An efficient and integrated transport infrastructure network for social and economic development

Objective Statement Support line functions in respect to funding, economic modelling and analysis, transport data base and empowerment of the transport sector

Baseline Study on macro economic impact of transport, Study on land passenger transport modal shift analysis Global Competitiveness by reducing transport costs, GHG model, National Household Travel Survey, Promoting, educating and marketing the transport sector B-BBEE Codes and funding models for road and rail developed & funding framework from National Treasury and investment promotion of infrastructure projects

Justification 10% of new investment on rail to be PPP Projects, Integrated Transport Sector B-BBEE Codes and BEE Act, Transport planning for decision making and policy making


Modelling and Macroeconomic Analysis Reports

• Drafted report on macro economic impact of transport.

• Drafted report on land passenger transport modal shift analysis

• Drafted report on global competitiveness by reducing transport cost (road)

• Green House Gases (GHG) Model

• Final report on macro economic impact of transport.

• Final report on land passenger transport modal shift analysis

• Final report on global competitiveness by reducing transport cost (road)

• Implemented the model and strategy for transport

• Implemented recommendations from the final reports

Funding models • Developed funding models for transport projects under DoT

• Investor relations promotion

• Sponsorship for investor conferences.

• Funding for 2050 vision projects • Pan African network projects

• Reviewed models for transport projects under DoT


• Participate in 4 infrastructure investment projects in the provinces/ municipalities

• Research and review industry policies and funding frameworks.

• Sponsorship for investor conference

• Funding models for transport projects under DoT


• Participate in 4 infrastructure investment projects in the provinces/ municipalities

• Research and review industry policies and funding frameworks.

• Sponsorship for investor conference


Performance Indicators Transport statistical data • Reports on National Household Travel Survey; and

• Report on Transport Statistics Bulletin available by March 2012

• Analytical report for the NHTS published; and

• Transport Statistics Bulletin by March 2013

• Transport Statistics half yearly/ quarterly reports and

• Transport Statistics Bulletin by March 2014

Implemented Integrated Transport Sector B-BBEE Codes

• Established a B-BBEE Charter Council

• Undertook communication & marketing of the B-BBEE Charter

• Conducted B-BBEE Road Shows to (KZN, Gauteng & WC)

• Produced B-BBEE Annual Report

• Consulted all 12 transport entities on BBBEE compliance

• B-BBEE Charter Council continuously undertake Implementation, monitoring & evaluation of eight sub-

sectors

• Undertake surveys on eight sub-sectors of transport to track progress of B-BBEE implementation from August 2012 to July 2013

• Produce B-BBEE Annual Report

• Monitoring of all 12 transport entities on BBBEE compliance

• B-BBEE Charter Council continuously undertake Implementation, monitoring & evaluation of eight sub-sectors

• Undertake surveys on eight sub-sectors of transport to track progress of B-BBEE implementation from August 2012 to July 2013

• Produce B-BBEE Annual Report

• Monitoring of all 12 transport entities on BBBEE compliance


• Capacity to execute the identified projects • Supply chain processes taking too long • Lack of an integrated transport database remains a challenge

• Lack of implementation of Public Sector B-BEE Codes by NDOT, Provincial Department of Transport and SOEs reporting to the Department

• Lack of monitoring will result to not knowing progress of BEE in the

transport sector

• Employment of relevant personnel to execute the projects • Extensive consultation with supply chain • Up-skilling required – especially modelling and quantitative capacity

• The DG, HODs of Provinces and CEOs of SOEs should commit by signing performance agreement linked to the implementation of Public Sector B-BBEE Sector Codes

• Minister to establish Charter Council by appointing Board Members to assist with implementation of the Integrated of the Transport Sector B-BBEE Codes


Sub-programme: Regional Integration


Strategic Objective To promote seamless and integrated movement across the borders to achieve system costs reduction, transit and turnaround times to enhance trade within SADC region and Africa as a whole

Objective Statement Improve port of entry efficiencies to ensure the seamless and integrated movement of traffic by March 2014

Baseline SADC Protocol on Transport, Communication and Meteorology; National Land Transport Act; National Freight Logistics Strategy, RIFSA & PIDA

Justification Improve traffic flow across ports of entry


Efficient flow of goods through the borders of the country

Develop traffic flow optimization plans for key border posts. Status quo reports for 6 border posts completed. i.e. Lebombo/Ressanno Garcia; Maseru Bridgte; Beit-Bridge; SkilpadsHek / Lobatse; Kopfontein / Tlokweng; Oshoek / Ngwenya

8 Borders completed Groblers’ Bridge; Qacha’s Nek Ficksburg Bridge; Van Rooyen; Caledonspoort; Golela; Ramatlabama; Nakop

8 Borders completed Mahamba; Mananga; Nerston Vioolsdrift; Jeppe’s Reef (3 border posts to be confirmed)

Developed implementation plans Implementation Plans:- Lebombo/Ressanno Garcia; Maseru Bridge; Beit Bridge; SkilpadshHek / Lobatse; Kopfontein /T lokweng; Oshoek / Ngwenya

Assessment of traffic flows at gateways (air and seaports).:- 4 Seaports Durban; Richards Bay; Cape Town; Saldanha Bay

Implementation Plans:- 8 Groblers’ Bridge; Qacha’s Nek Ficksburg Bridge; Van Rooyen; Caledonspoort; Golela; Ramatlabama; Nakop

Developed implementation Plans for air and sea ports

Enhanced Africa integration through implementation of initiatives by regional institutions, like NEPAD, AU, SADC, etc

Conducted a study on the harmonisation of transport standards within SADC region Terms of reference completed

3 Airports OR International; Cape Town; International King Shaka International.

Completed the study with practical recommendations

Integration of regional transport projects:- Develop and maintain database of regional transport integration projects

• Developed Implementation Plan • Started implementation of the

recommendations

• Maintaining the database and on-going implementation



• Shortage of human resources. • Stakeholder buy-in and involvement of neighbouring countries • Intergovernmental relations • Duplication of projects with CBRTA

• Filling of vacancies • Establishment of an intergovernmental and stakeholder platforms • Regular meetings with CBRTA and amendment of Cross Border

Road Transport Act

Strategic Objective To promote seamless and integrated movement across the borders to achieve system costs reduction, transit and turnaround times to enhance trade within SADC region and Africa as a whole

Objective Statement Improve port of entry efficiencies to ensure the seamless and integrated movement of traffic by March 2014

Baseline SADC Protocol on Transport, Communication and Meteorology; National Land Transport Act; National Freight Logistics Strategy, RIFSA, & PIDA

Justification Improve traffic flow across ports of entry


Efficient trade through the development of regional Corridors

Developed Management Instruments for Regional Corridors

Conducted consultations on the North-South Corridor MOU

Finalised North South corridor MOU

Maintaining and sustaining the TKC & SACU

On-going implementation

Conducted a study on the status of regional infrastructure

Terms of reference completed

Completed the study with practical recommendations

• Developed Implementation Plan • Started implementation of the

recommendations


• Shortage of human resources. • Stakeholder buy-in and involvement of neighbouring countries • Intergovernmental relations • Duplication of projects with CBRTA

• Filling of vacancies • Establishment of an intergovernmental and stakeholder platforms • Regular meetings with CBRTA and amendment of Cross Border Road

Transport Act

Outcome 4: Improved public transport systems Outcome 6: Increased contribution of transport to environmental sustainability

Strategic Objective To research innovative and applicable technologies for improved and environmentally sustainable transport systems

Objective Statement Through research, innovation, monitoring and evaluation the subprogram will, over the medium term, advise on appropriate and up to date transport technologies to ensure improved transport systems and environmental sustainability

Baseline • Public Transport Strategy • Commitment of South Africa at the United Nations Framework Convention on Climate Change (UNFCCC) to reduce greenhouse gasses

by 34% from business as usual by 2020 • Monitoring and Evaluation Framework in the Presidency • Transport Ministerial Delivery Agreements • Transport Innovation and Technology Research Strategy

Justification • An efficient, effective and development orientated public service and an empowered, fair and inclusive citizenship • Improved public transport systems • Improved rural access, infrastructure and mobility


Developed Transport Energy Consumption Framework for climate change mitigation

Collected of data for the GHG (Greenhouse Gas) Inventory

Conducted a baseline study to ascertain levels of aggregate energy consumption along the major corridors in South Africa

Developed Transport NAMAs (nationally appropriate mitigation actions) based on the baseline study and the GHG Inventory

Reviewed Transport Innovation and Technology Research Strategy; and undertake a study on main technologies and

Reviewed Transport Innovation and Technology Research Strategy; and undertake a study on main technologies and innovations to reduce accidents on roads in South Africa.

Developed a Transport Sector Monitoring and Evaluation Framework; and compile Transport Sector M&E Report for 2013/14.

Discussion document based on literature study of main technologies in road transport.

Discussion document based on literature study of main technologies in road transport.

• Collected data for the

development of the business plan for M&E Framework

• Developed an internal Target Setting Framework

Developed a mitigation strategy to contribute towards the reduction of GHG by 34% as per UNFCCC commitment

Updated of Transport Innovation and Technology Research Strategy

Updated of Transport Innovation and Technology Research Strategy

• Developed an internal M&E

discussion document

• Appointed a service provider to develop a Monitoring and Evaluation Framework

• Approved M&E Framework

Compiled and published Innovation and Technology Guidelines for

Compiled and published Innovation and Technology Guidelines for Centres of Development

• Implemented M&E Framework • Quarterly monitoring and

evaluation reports. • Published the Transport Sector

M&E Report for 2013/14



Performance Indicators Collected data on the development of e-M&E Framework

• Conceptualisation the e-M&E Framework

• Consultation with the CIO and

SITA on the development of e-M&E Framework

• Collected inputs for Targets and Indicators in the M&E Framework

• Data analysis and quarterly reports on sector performance

• Compiled and published Transport Sector M&E Report for 2013/14

Developed a rural accessibility /multi-deprivation index and research on impact of freight accidents on South Africa’s roads.

Discussion document on “a rural accessibility /multi-deprivation index for South Africa”

Accessibility index conducted for 12 rural districts; Alfred Nzo, Amajuba, Amatole, Chris Hani, Joe Gqabi, O.R. Tambo, uGu, uMgungundlovu, uMkhanyakude, uMzinyathi, uThukela, and Zululand

Accessibility index conducted for 15 rural districts; Capricorn, Dr Ruth SegomotsiMompati, Greater Sekhukhune, iLembe, Mopani, NgakaModiriMolema, Sisonke, uThungulu, Vhembe, & 6 more


Lack of personnel (critical)

Unavailability of transport data

Possibility of resistance against the introduction of M&E as a management instrument.

Work with HR on hiring staff as a matter of urgency Offer assistance to data collectors and organise meetings with potential data suppliers where necessary

Consultation with all stakeholders regarding the need for M&E

ST ATEGIC PLA "Transport, lhe Heartbeat of Econom c Growth and Soda! Developmen


PROGRAMME 3: RAIL TRANSPORT

Purpose: Facilitate and coordinate the development of sustainable rail transport policies, strategies and systems. Oversee rail public entities

Programme Overview: Facilitate and coordinate the development of sustainable rail transport policies, rail economic and safety regulation, infrastructure development strategies and systems that reduces system costs and improves customer service. This programme monitors, and oversees the Railway Safety Regulator (RSR) and the Passenger Rail Agency of South Africa (PRASA). The focus is also on the implementation of integrated rail services planned through the lowest competent sphere of government

Strategic Objective 1.6 To upgrade and expand the priority commuter rail corridors

Objective Statement To facilitate and consolidate to ensure increased service levels, improve system performance and reliability in 7 of the 21 priority commuter rail corridors in the country by 2014 as per the Rail Plan Strategy(Rolling stock refurbishment , Upgrading of Signalling, Line capacity increase and extensions)

Baseline Mean Time to Recover (Rolling Stock) – 30 minutes Mean Time to Recover (Infrastructure) – 90 minutes Mean Km to Failure (Rolling Stock) – 900 km Cost per rail passenger trip – R9.89 Fare Revenue per rail passenger trip– R3.28 Operating Subsidy per passenger trip– R4.51 Customer Satisfaction Index – 71.25% Passenger numbers / Ridership Growth – 503m Forecast Passenger Performance Measure – 81.5%

Justification The objective will enhance mobility, reduce travel cost and facilitate greater access to socio-economic opportunities through contributing to an efficient public transport system in support of sustainable growth and development.


1 390 rail coaches generally overhauled and upgraded

Completion of Phase 1: Gauteng Train Control Nerve Centre Greenview – Pienaarspoort line extension

Bridge City line extension

Performance Monitoring and Evaluation – successful development and implementation of National Service Level Agreement

490 coaches completed Phase 1 commence

Construction of stations & perway

Completion of station and construction of perway started

450 coaches completed 5 of 6 sections completed

Construction of stations &perway 70% Completed

Construction of perway 50% completed

Development of National Service Level Agreement & pilot DoT & PRASA

450 coaches completed 1 section completed - Phase 1 completed

Completed

Completed

Implementation of Service Level Agreement and introduction of regional services level agreements



Ineffective planning, implementation and poor strategic project management by PRASA

Delay in the finalization of framework for the National Service Level Agreement (SLA) with PRASA

Performance monitoring, coordination and liaison Establishment of Committee to drive the process from development to implementation

Strategic Objective 5.1 To create jobs within the rail sector

Objective Statement 3.4 The creation of up to 65000 new jobs opportunities through the establishment of a local rail manufacturing industry based on a 65% local content provision in the manufacturing and maintenance of new rail coaches by 2015/16.

Baseline Currently the capacity and capabilities of industry is limited to general overhaul and refurbishment of rail coaches – no new coaches has been manufactured in the country for the past 40 years.

Justification This objective will contribute to the implementation of the Industrial Policy Action Plan (IPAPII) leveraging the procurement of new rail coaches to support economic growth and creation of new job opportunities


Budget approval Procurement and Request for Proposal preparation

Contract negotiations Financial / Commercial close

Pre-payment for first contract

Finalisation of 1sttest vehicle

Completion of Needs and Feasibility Study

Budget approved Procurement and RFP preparation RFP process & evaluation

Best And Final Offer / preferred bidder designation

Contract negotiations Financial / Commercial close

Pre-payment for first contract

1st test vehicle operational


Availability of appropriate skills/training to ensure that job creation targets are met

Progressive increase in local content over the procurement period in the manufacturing of the rail coaches.


Strategic Objective 1.7 To enhance the efficiencies and reliability of the rail transport sector

Objective Statement Promulgate a Rail White Paper and applicable legislation that drives investment and reform in the rail industry by reducing logistical cost of freight movement from 50.4 % to 41% and increase the passenger rail volumes by 2,5% a year by 2014

Baseline No Rail Policy mandate and the only current legislation is the Legal Succession to the South African Transport Services Act, (Act 9 of 1989)

Justification The development of Rail Policy and Act will direct the rail industry and enable the sector to respond to future passenger and freight demands to support and develop the South African Economy


Published Rail Policy Green Paper Adopted White Paper

Developed rail transport strategy for the rail sector

Established of interim regulatory capacity

Established of Rail Economic Regulator (RER)

Completed Rail Policy Discussion document

Operational Environmental Scan and Interventions Report completed

Publishing of Green Paper

Interim regulatory capacity established

Adoption of White Paper

Rail Transport Strategy developed

RER established


Capacity at local level to manage the commuter rail function Building of capacity and funding support at local level to prepare for management of function

Strategic Objective 2.1 To ensure a safe railway and conducive regulatory environment

Objective Statement Reduce the number of accidents and incidents due to unsafe infrastructure or equipment by 10% and increase safety compliance through the introduction of a penalty regime by 2014.

Baseline RSR is fully operational and legislation is in place to implements its mandate

Justification The performance of RSR is critical to reduce the economical and financial implications of accidents and incidents in the rail environment


Finalised accident and incident status quo report

Concluded regulatory safety gap analysis

Implemented Gap Analysis Report recommendations

Status quo report completed Scoping and data collection Regulatory Safety Gap Analysis

completed

Recommendations of Gap Analysis Report implemented



Availability of verified data and affordability of information and monitoring system by the RSR

Implementation of National Information and Monitoring System at RSR

NAME OF PUBLIC ENTITY MANDATE OUTPUTS CURRENT ANNUAL BUDGET (R‘000) DATE OF NEXT EVALUATION

Passenger Rail Agency of South Africa (PRASA)

Passenger Rail Agency of South Africa (PRASA), as an arm of the National Department of Transport, the Shareholder, primary focus 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 and

• Invest in new capacity through the acquisition of new capacity through the acquisition of new, modern trains, signaling and operating systems to address service imbalances inherited from the past

Transfer: R10 227 905

Railway Safety Regulator (RSR)

The Railway Safety Regulator (RSR) was established in terms of the National Railway Safety Regulator Act, 2002 (Act No. 16 of

2002) (as amended), and listed in 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 and safety standards.

• 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

Transfer: R39 349

ST A EGIC PLA "Transport1 the Heartbeat of Econom c Growth and Social Developmen


PROGRAMME 4: ROAD TRANSPORT

Purpose: Regulate road traffic management and ensure the maintenance and development of an integrated road network, through the development of standards and guidelines, oversee road agencies and provincial and local road expenditure.

Sub-Programme: Road Infrastructure and Industry Development


Strategic Objective To maintain and preserve critical roads

Objective Statement Reduce provincial roads which are in poor to very poor condition from 65 966 kilometers in 2009/10 to 56 071 kilometers by 2014 through implementing a targeted maintenance programme across the Provinces (S’hambaSonke Maintenance Programme) and rehabilitate 2 156 kilometers of coal haulage roads by 2014 and monitoring progress and expenditure by Provinces and the South African National Roads Agency (SANRAL) on a monthly, quarterly and annual basis

Baseline General maintenance of roads conducted A new financial grant will kick-start special rehabilitation of the coal haulage network in the 2011/12 financial year

Justification • Increased lifespan of provincial roads and decreased vehicle operating costs • Coal haulage road network in Gauteng & Mpumalanga provinces maintained at optimal levels


Number of kilometres/m2 roads maintained

CSurfaced roads resealed (m²) - 7 484 303

Re-gravel (km) - 2 793 Blacktop patching (m²) - 1 357 488

Roads bladed (km) - 601 156

Surfaced roads resealed (m²) - 7 484 303



Surfaced roads resealed (m²) - 7 484 303



2156km of roads rehabilitated 317 kms in Mpumalanga. 197 kms National. 40 kms in Gauteng

44 kms in Mpumalanga, 269 kms National and 79 kms in Gauteng

509 kms in Mpumalanga, 274 kms National roads



Insufficient funding resulting in grant utilized for non-maintenance projects

DOT’s capacity to enforce grant conditions

Approval of maintenance projects to be implemented under the grant fund. Monitoring of grant compliance by the 9 roads authorities

Establishment of grant management, support services and systems within DOT

Capacity of Mpumalanga Roads Department to absorb the investment Implementation through ESKOM which may not be in line with the standards set by the Roads Sector

Availability and transfer of funds from ESKOM

Implementation of the agreed resource utilisation plan and MOU between the province and SANRAL with the participation of Eskom

Establishment of a technical steering committee with roads departments of Mpumalanga Roads and Gauteng, SANRAL and Eskom to oversee implementation of roads rehabilitation and maintenance projects.

National Treasury to find mechanism for collection from Eskom and transfer to provinces and SANRAL

Outcome : To improve Non-Motorised Transport (NMT) facilities, infrastructure and services

Objective Statement To improve rural access and mobility by assisting 21 District Municipalities in developing Non-Motorised Transport Infrastructure and facilities by 2014

Baseline 3 cities and three district municipalities (DM`s) developed Non-Motorised Transport (NMT) master plans and completed phase one of the pedestrian and bicycle tracks (constructed 10 km of bicycle lanes)

Justification Effective usage of NMT will contribute towards reducing traffic congestion, Green House Carbon emission and stimulate local economic developmental levels


NMT Infrastructure and facilities rolled out to Municipalities

6 12 21





Lack of integration of NMT with other modes Integration of Non-Motorised Transport infrastructure with other modes of transport

Lack of capacity at provincial and local level and budgetary constraints

Drive skills development programmes and reprioritize the budget for NMT infrastructure development


Outcome 5: Increased contribution to job creation

Strategic Objective To create job opportunities through the Road Transport Programmes

Objective Statement To contribute to the halving of poverty through implementing Road Transport Programmes by creating 250 000 jobs by 2014

Baseline 65 000 jobs created through EPWP in 2010/11 financial year

Justification Contribution to Government’s new growth path in creating jobs by 2014


120 000 Full Time Employment created

EC – 20736 FS – 5 693 GP – 3 800 KZN –22278 Limpopo - 4 432 Mpumalanga – 8 346 Northern Cape – 741 North West – 2 142 Western Cape – 597

+ 20 000

+30 000


Non-labour intensive methodologies and implementation of limited routine road maintenance projects that would yield the number of jobs targeted

Approval of appropriate labour intensive road maintenance projects in provincial business plans that optimise job creation


Sub-Programme: Road Regulation

Outcome 2: A transport sector that is safe and secure

Strategic Objective To reduce accidents and incidents on the roads and the changing driver behaviour.

Objective Statement Reduce the number of fatalities and deaths on our roads, by increasing the safety of occupants in motor vehicles and other road users, reduce the number of un-roadworthy and unsafe public transport and vehicles on the public roads so as to contribute to achieving the target set in the Millennium Development Goals of halving the fatalities by 50% by 2014

Baseline The current fatalities are 14 568 per annum based on the 2010/11 baseline data

Justification Improved road safety, occupants’ protection and reduction of accidents on public roads


Reduced fatalities during the year (per province / Nationally)

15% (2100) 30% (4200) 50% (7000)

Implemented Periodic Motor vehicle Testing

Approved policy framework for compulsory periodic motor vehicle inspection

Development of legislation to implement periodic motor vehicle testing for vehicles 10 years and older every 24 months

Refinement of legislation to gradually reduce periodic motor vehicle testing depended on the ages of every 12 months

Implemented motor vehicles safety standards

Development of standards and legislation for the fitment of safety devices in motor vehicles

Amendment of the National Road Traffic Act incorporating safety requirements in all motor vehicle

Implementation of Air-bags and ABS requirements in all motor vehicle

Facilitated the implementation and rollout of Administrative Adjudication of Road Traffic Offences (AARTO)

Implementation of enabling legislation for the roll-out of AARTO

Implementation of enabling legislation for the national roll-out of AARTO

Monitor the National Roll-out and implementation of AARTO


Participation and acceptance by stakeholders Delays and problems from the pilot phase, and subsequent roll-out of AARTO

Corrective action to address problems identified in pilot phase Policy directive and on-going consultation



Strategic Objective To Develop, update and coordinate implementation of road engineering technical guidelines, norms and standards

Objective Statement To monitor the implementation of the updated road infrastructure technical guidelines, policy, norms, standards using the Road Assessment System prioritisation and to oversee/ by overseeing quality assurance on an ongoing basis

Baseline Current status provides the following, SABS 1200; COLTO; TRH & TMH Documents (Historic System). Construction works GCC 2004, National Standards; Standard Industry Methods of Measurement (New System)

Justification Engineering practices need to be updated constantly so that the industry continues to service the changing needs of society; addresses the environmental constraints to development; and remains globally competitive


Road asset management policy & Guideline developed

Critical technical standards & norms reviewed and revised.

Road Infrastructure Safety Framework developed

Draft policy consulted to affected and interested stakeholders

COTO approval for TRH3, TRH20. Digitised Road Traffic Signs Manual and Route Numbering Document updated

COTO& MIN MEC Approval Digitised Road Traffic Signs Manual and Route Numbering Document updated

Develop Road Infrastructure Safety Framework

Policy Implementation & Monitoring

Review of Standards & Monitoring.

Carry out Road Infrastructure Safety Audits


Participation and acceptance by stakeholders Policy directive and on-going consultation

Sub-Programme: Driving Licence Credit Card Trading Entity

Strategic Objective To produce and deliver secure drivers license cards

Objective Statement Deliver securely manufactured driving license cards from the date of authorization of production of a driving license card (order is placed on E-Natis) to the relevant Driving License Testing Centre (DLTC) within a specified number of calendar days depending on production levels per day

Baseline 1 942 000 drivers license cards were produced during the financial year 2010/11 The contractual delivery turnaround time based on production levels was 24 calendar days To date no fraudulently manufactured driving license document have managed to pass the most basic detection features on the card

Justification Efficiency in the production of drivers license cards by the service provider have an impact on service delivery by provinces and affect the cost charged per card


Turnaround time for delivery of drivers license cards ordered by provinces measured in calendar days and number of cards ordered per day

24 days for 7,201-8,400 cards per day



Number of forged driving license cards

0 0 0



Illegal production of drivers licence cards Improve security features on the cards


Strategic Objective To maintain and preserve critical roads

Objective Statement Reduce provincial roads which are in poor to very poor condition from 65 966 kilometers in 2009/10 to 56 071 kilometers by 2014 through implementing a targeted maintenance programme across the Provinces (S’hambaSonke Maintenance Programme) and rehabilitate 2 156 kilometers of coal haulage roads by 2014 and monitoring progress and expenditure by Provinces and the South African National Roads Agency (SANRAL) on a monthly, quarterly and annual basis

Baseline General maintenance of roads conducted A new financial grant will kick-start special rehabilitation of the coal haulage network in the 2011/12 financial year

Justification • Increased lifespan of provincial roads and decreased vehicle operating costs • Coal haulage road network in Gauteng & Mpumalanga provinces maintained at optimal levels


Number of kilometres/m2 roads maintained

Surfaced roads resealed (m²) - 7 484 303 Re-gravel (km) - 2 793 Blacktop patching (m²) - 1 357 488 Roads bladed (km) - 601 156







Insufficient funding resulting in grant utilized for non-maintenance projects

DOT’s capacity to enforce grant conditions

Approval of maintenance projects to be implemented under the grant fund. Monitoring of grant compliance by the 9 roads authorities

Establishment of grant management, support services and systems within DOT

Capacity of Mpumalanga Roads Department to absorb the investment Implementation through ESKOM which may not be in line with the standards set by the Roads Sector

Availability and transfer of funds from ESKOM

Implementation of the agreed resource utilisation plan and MOU between the province and SANRAL with the participation of Eskom

Establishment of a technical steering committee with roads departments of Mpumalanga Roads and Gauteng, SANRAL and Eskom to oversee implementation of roads rehabilitation and maintenance projects.

National Treasury to find mechanism for collection from Eskom and transfer to provinces and SANRAL


Outcome : To improve Non-Motorised Transport (NMT) facilities, infrastructure and services

Objective Statement To improve rural access and mobility by assisting 21 District Municipalities in developing Non-Motorised Transport Infrastructure and facilities by 2014

Baseline 3 cities and three district municipalities (DM`s) developed Non-Motorised Transport (NMT) master plans and completed phase one of the pedestrian and bicycle tracks (constructed 10 km of bicycle lanes)

Justification Effective usage of NMT will contribute towards reducing traffic congestion, Green House Carbon emission and stimulate local economic development


NMT Infrastructure and facilities rolled out to Municipalities

6 12 21


Lack of integration of NMT with other modes Integration of Non-Motorised Transport infrastructure with other modes of transport

Lack of capacity at provincial and local level and budgetary constraints

Drive skills development programmes and reprioritize the budget for NMT infrastructure development


Strategic Objective To create job opportunities through the Road Transport Programmes

Objective Statement To contribute to the halving of poverty through implementing Road Transport Programmes by creating 250 000 jobs by 2014

Baseline 65 000 jobs created through EPWP in 2010/11 financial year

Justification Contribution to Government’s new growth path in creating jobs by 2014


120 000 Full Time Employment created

EC – 20736 FS – 5 693 GP – 3 800 KZN –22278 Limpopo - 4 432 Mpumalanga – 8 346 Northern Cape – 741 North West – 2 142

+ 20 000

+30 000


Non-labour intensive methodologies and implementation of limited routine road maintenance projects that would yield the number of jobs targeted

Approval of appropriate labour intensive road maintenance projects in provincial business plans that optimise job creation




Objective Statement To monitor the implementation of the updated road infrastructure technical guidelines, policy, norms, standards using the Road Assessment System prioritisation and to oversee/ by overseeing quality assurance by 2014





Critical technical standards & norms reviewed and revised


Draft policy consulted to affected and interested stakeholders

COTO approval for TRH3, TRH20. Digitised Road Traffic Signs Manual and Route Numbering Document updated

COTO& MIN MEC Approval Digitised Road Traffic Signs Manual and Route Numbering Document updated

Develop Road Infrastructure Safety Framework








Strategic Objective To reduce accidents and incidents on the roads and the changing driver behaviour.

Objective Statement Reduce the number of fatalities and deaths on our roads, by increasing the safety of occupants in motor vehicles and other road users, reduce the number of un-roadworthy and unsafe public transport and vehicles on the public roads so as to contribute to achieving the target set in the Millennium Development Goals of halving the fatalities by 50% by 2014

Baseline The current fatalities are 14 568 per annum based on the 2010/11 baseline data

Justification Improved road safety, occupants’ protection and reduction of accidents on public roads


Reduced fatalities during the year (per province / Nationally)

15% (2100) 30% (4200) 50% (7000)

Implemented Periodic Motor vehicle Testing

Implemented motor vehicles safety standards

Facilitated the implementation and rollout of Administrative Adjudication of Road Traffic Offences (AARTO)

Approved policy framework for compulsory periodic motor vehicle inspection

Development of standards and legislation for the fitment of safety devices in motor vehicles

Implementation of enabling legislation for the roll-out of AARTO

Development of legislation to implement periodic motor vehicle testing for vehicles 10 years and older every 24 months

Amendment of the National Road Traffic Act incorporating safety requirements in all motor vehicle

Implementation of enabling legislation for the national roll-out of AARTO

Refinement of legislation to gradually reduce periodic motor vehicle testing depended on the ages of every 12 months

Implementation of Air-bags and ABS requirements in all motor vehicle

Monitor the National Roll-out and implementation of AARTO


Participation and acceptance by stakeholders Delays and problems from the pilot phase, and subsequent roll-out of AARTO

Corrective action to address problems identified in pilot phase Policy directive and on-going consultation




Objective Statement To monitor the implementation of the updated road infrastructure technical guidelines, policy, norms, standards using the Road Assessment System prioritisation and to oversee/ by overseeing quality assurance on an ongoing basis





Critical technical standards & norms reviewed and revised.


Draft policy consulted to affected and interested stakeholders COTO approval for TRH3, TRH20. Digitised Road Traffic Signs Manual and Route Numbering Document updated

COTO& MIN MEC Approval Digitised Road Traffic Signs Manual and Route Numbering Document updated Develop Road Infrastructure Safety Framework






Sub-Programme: Driving Licence Credit Card Trading Entity


Strategic Objective To produce and deliver secure drivers license cards

Objective Statement Deliver securely manufactured driving license cards from the date of authorization of production of a driving license card (order is placed on E-Natis) to the relevant Driving License Testing Centre (DLTC) within a specified number of calendar days depending on production levels per day

Baseline 1 942 000 drivers license cards were produced during the financial year 2010/11 The contractual delivery turnaround time based on production levels was 24 calendar days To date no fraudulently manufactured driving license document have managed to pass the most basic detection features on the card

Justification Efficiency in the production of drivers license cards by the service provider have an impact on service delivery by provinces and affect the cost charged per card


Turnaround time for delivery of drivers license cards ordered by provinces measured in calendar days and number of cards ordered per day




Number of forged driving license cards

0 0 0



Illegal production of drivers licence cards Improve security features on the cards

Strategic Objective To provide and maintain Live Capture Units (LCU’s) at Driving License Testing Centres (DLTC’s)

Objective Statement To provide and manage 900 LCU’s to enable all DLTC’s to be in possession of adequate numbers of LCU’s to facilitate the issuing of driving licenses based on the service demand per DLTC, and continuously assess the demand for LCU’s on an ongoing basis Maintain the LCU’s within specified turnaround times from the time that a call was logged for repair

Baseline A total of 863 LCU’s were delivered to DLTC’s in 2010/11, of which 615 were installed and ready for use

Justification LCU’s increases the efficiency and reduces the time it takes to issue a driving license The use of LCU’s will be made compulsory by law in 2011/12


Total number of LCU’s installed and ready for use

845 900 900

Register of calls logged to indicate LCU repair turnaround times

Distance <100km: 9 hours; <200km 11.5 hours; >200km 14 hours




Strategic Objective To Improve the financial position of the DLCA

Objective Statement Improve the financial position of the DLCA through the collection of outstanding debts of 60 days and older owing to the DLCA b y Provinces and improving the liquidity ratio of the DLCA over a period of two years ending 2012/13

Baseline No memoranda of understanding with provinces Debts 60 days and older at 31 March 2011 was R21,420,000 (before provision for bad debts) Ratio of current assets to current liabilities at 31 March 2011 was 0,49:1

Justification To enable the DLCA to meet its short term commitments and to be financially sustainable


Number of provinces entered into memorandum of understanding for the settlement of long outstanding debts(120 days, 90 days, 60 days) and time frames for the payment of cards ordered

2 6 9

Collected debts: 60 days and older

R18 million R13 million R8 million

Improved ratio of current assets to current liabilities

0,85:1 1:1 1,2:1



Strategic Objective To improve governance of the DLCA

Objective Statement Improve governance through the establishment of governance structures, developing policies, effective risk management, and improving reporting and compliance with applicable legislation over the next two years ending 31 March 2012

Baseline Governance structures: Audit Committee, DLCA Steering Committee Policies consist of DOT policies that were adopted by the DLCA No approved strategic plan. Risk log on audit findings and matrix of audit findings Monthly management accounts

Justification Improve management of the DLCA and improve the audit report


DLCA EXCO established Done N/a N/a

Delegations specific to DLCA Financial delegations developed Procurement delegations developed

Review delegations Review delegations

Developed a reporting framework Reporting framework developed and implemented

N/a N/a

Quarterly reports submitted on achievement of objectives

4 Report 4 Report 4 Report

Monthly financial reports submitted

12 Report 12 Report 12 Report

Risk assessment done N/a 1 assessment N/a

Risk committee established N/a Risk committee established N/a

Number of policies specific to the DLCA approved

5 10 10

Number of policies specific to the DLCA implemented

0 5 10

Number of monthly checklists completed to monitor compliance

3 12 12

Number of positions filled 10 10 10 Risks Matrix Identified Risks Risk Mitigation


Sub-Programme: Road Agency Oversight

Strategic Objective To monitor performance of five (5) roads public entities in line with the legislative framework on an annual basis

Objective Statement To enhance and monitor performance of five (5) roads public entities through the co-ordination of Strategic Plans, Annual Performance Plans, Performance Agreements and Quarterly reports on an annual basis

Baseline There are currently processes in place to manage performance of five roads public entities. All the five roads public entities submitted their Strategic Plans, Annual Performance Plans, Performance Agreements and Quarterly reports

Justification This objective will contribute to decreasing the number of public entities not complying and improving service delivery towards the realisation of national goals


Approved Strategic Plans and APPs of five (5) roads public entities annually

Approval of final Strategic Plans and APP’s by the Executive Authority by 31 March 2011

Approval of final Strategic Plans and APP’s by the Executive Authority by 31 March 2012

Approval of final APP’s by the Executive Authority by 31 March 2013

Reports on analysis of Quarterly reports against the APP

Approval of quarterly reports by the Executive Authority per quarter



Reports on analysis of Annual reports prepared for the AGMs

Approval of analysis reports by the Executive Authority by end September



Implementation of Electronic Performance Management System (EPMS) to all 12 public entities

Pilot of the EPMS to C-BRTA and PRSA and roll-out to all public entities

Implementation and monitoring of EPMS

Monitoring and Evaluation of EPMS


Late submission of reports by public entities Early engagements with public entities to ensure early submission of reports

Late approval of reports by the DoT Early commencement with the processes of approval of APPs and Strategic Plans to allow DoT officials enough time to provide inputs



Cross-Border Road Transport Agency (C-BRTA)

The strategic intent 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.

The mandate of the C-BRTA is to regulate access to the market by road transport freight and passenger industry in respect of cross border road transport by issuing of permits, 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 liberalization; the establishment of co-operative 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

• 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 result of consultations;

• Participation in collaborative border management operations increased resulting in regional integration, economic integration and increased trade

No transfer

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 Changing the fundamentals of our business model through changes in legislation

No transfer R14,526,222

31/03/ 2012

Operational efficiency and effectiveness Changing our operational model in line with changes in the business model of the RAF

Financial sustainability and has a credible plan for eradicating its deficit



Cross-Border Road Transport Agency (C-BRTA)

To maintain, upgrade, manage, administer and finance the national road network

13 050kms routinely maintained 2412kms periodic and special maintenance carried out 1821kms strengthened 249kms new facilities

Toll: R6 387 862 Non-toll: R 9 911 344

31-Dec-2012

Road Accident Fund (RAF) 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

Approved cash accounting basis

Increased Agency revenue share of outstanding infringement penalties from R15m to R50m

Five communication programmes for various road users implemented

MoU on transfer of full AARTO functions between the DoT, RTMC and RTIA

MoU on funding signed with strategic partners

Reduced backlogs within 60 days of adjudication All governance processes implemented to achieve clean audit report

No transfer R14,526,222

31/03/ 2012

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 aimed at establishing the corporation to pool powers and resources and to eliminate the fragmentation of responsibilities for all aspects of road traffic management across the various levels of Government. More so to oversee co-ordination of traffic law enforcement and the implementation of road safety interventions

Harmonised law enforcement strategies and systematic law enforcement across the nine the three tiers of Government



Driving Licence Trading Entity

Manage the securitization and production of driving licences Improved service delivery in the acquisition of driving licences

Reduction of the turn-around time in the issuance of driving licences

Toll: R6 387 862 Non-toll: R 9 911 344

31-Dec-2012

ST ATEGIC L "Transport, e Heartbeat of Econom c Growth and So alDevelopme


PROGRAMME 5: CIVIL AVIATION

Purpose: Facilitate the development of an economically viable air transport industry that is safe, secure, efficient, environmentally friendly and compliant with international standards through regulation and investigation and oversee aviation public entities.

Outcome 1 :An efficient and integrated transport infrastructure network for social and economic development

Strategic Objective 1.1 To effectively regulate air transport

Objective Statement To ensure the establishment of a civil aviation regulatory framework that promotes trade and tourism on an ongoing basis

Baseline Bilateral air services framework

Justification Enabling framework that promotes economic development through improved trade and tourism and to facilitate job creation


Reviewed Airlift Strategy Facilitate a consultative process Cabinet approval Implementation of the revised strategy

Negotiated and reviewed bilateral air services agreements

Identify and engage a minimum of 7key countries



Liberalised air services frameworks at SADC and in Africa

Facilitate the establishment of the institutional framework

Facilitate the establishment of the institutional framework

Implementation of the multilateral frameworks


Delayed approval of Mandates Lack of Capacity Budgetary Constraints

Effective communication Filling of vacancies Ensure the availability of budget within the Dept. budget allocation


Outcome1: An efficient and integrated transport infrastructure network for social and economic development

Strategic Objective 1.2 To ensure an effective air transport economic regulation

Objective Statement To ensure the establishment of an economic regulation framework that promotes the development of the aviation industry on an ongoing basis

Baseline Established economic regulation framework

Justification Economic regulation framework that responds to the needs of the civil aviation industry and promotes social and economic development


Reviewed regulatory framework for ACSA and ATNS

Develop funding model for ACSA and ATNS

Develop regulations for ACSA and ATNS

Incorporate the funding model and regulations into the Permission Application Process

Fully functional regulatory framework

Forecast and planning framework

Develop industry performance measures

Collect and analyse date to monitor industry performance.

Forecast industry performance

Fully functional forecasting and planning framework

Managed Permission Application Process for ACSA and ATNS

Develop the calendar and timeframes

Conclude the procurement process Develop the consultation framework

Facilitate the “Approach to the Permission” process and the Permission Application Process

Oversee and facilitate the implementation of the Permission Application Process


Delayed approval of Mandates Lack of Capacity Budgetary Constraints

Effective communication Filling of vacancies Ensure the availability of budget within the Dept. budget allocation


Outcome 1 : An efficient and integrated transport infrastructure network for social and economic development

Strategic Objective 1.3 To improve airfreight services

Objective Statement To ensure the reduction in cost of doing business in South Africa through seamless movement of goods by means of the development of an airfreight strategy by the end of March 2014.

Baseline National Civil Aviation Policy

Justification Set minimum guidelines for airports to develop into hubs


Developed Airfreight Strategy Review Terms of Reference Develop the Airfreight Strategy Airfreight Strategy approved by the Minister


Funding Stakeholder cooperation

Ensure required funding is available within the Departmental budget allocation Stakeholder Management Plan

Outcome1: An efficient and integrated transport infrastructure network for social and economic development

Strategic Objective 1.4 To revise the National Civil Aviation Policy

Objective Statement To ensure the revision of the National Civil Aviation Policy and Regulatory Framework by the end of March 2013

Baseline Current National Civil Aviation Policy and Transport Policy

Justification Revised Civil Aviation Policy required to address the far-reaching developments that have occurred in the civil aviation environment since the last aviation policy review and to address policy gaps.


National Civil Aviation Policy reviewed

Update of Draft White Paper and re-submission to the Minister for approval

Cabinet approval and completion of Parliamentary processes

Implementation of White Paper, including drafting of required new legislation and amendment of current legislation as required


Low Departmental priority Potential delays due to the need for further consultation and/or clarification of proposed policy positions at the level of the Minister, Cabinet and Parliament.

Availability of explanatory notes and presentation to the Minster on key policy matters


Strategic Objective 1 : An efficient and integrated transport infrastructure network for social and economic development

Strategic Objective 1.5 To develop the National Strategy for Airport Infrastructure

Objective Statement To ensure the development and implementation of the National Airports Development Plan by the end of March 2014

Baseline General guidelines on airport development in terms of current Civil Aviation Policy

Justification NADP required to guide all present and future airport developments and to ensure integration of airports into the transport network


Approved National Airports Development Plan

Internal consultation (DOT and Agencies) to review NADP recommendations

Broader stakeholder consultations Final review of NADP

Cabinet approval Implementation


Budgetary constraints Potential delays in obtaining Cabinet approval

Secure adequate budget allocation within the Departmental budget allocation Effective communication between all spheres of government and industry

Outcome 1 : An efficient and integrated transport infrastructure network for social and economic development

Strategic Objective 1.6 To enhance civil aviation regional and international cooperation

Objective Statement To ensure that South Africa play a leading role in regional and international civil aviation matters and influence policy decisions in the interest of South Africa, SADC and the African continent on an ongoing basis.

Baseline Existing conventions and protocols

Justification Meeting obligations in terms of international legal instruments


Facilitate the effective representation of South Africa at SADC, Africa and international civil aviation fora

SA represented at SADC, AFCAC and ICAO



Enhanced/Effective communication with SADC, AFCAC and ICAO through state letters

Timeous processing/response to all state letters



Effective management of the National Air Transport Facilitation Committee (NATFC)

Promulgation of the NATFC Promulgation of the NATFC. 100% response to issues raised by members

Ratified civil aviation conventions and protocols

Ratification of 4 recently adopted international legal instruments

Ratification of 4 recently adopted international legal instruments

Ratification of new instruments


Delayed approval of mandates Lack of capacity Budget constraints

Secure adequate budget allocation within the Departmental budget Effective communication system Activation of and filling of positions Secure funding within the Departmental budget allocation


Outcome 2 : A transport sector that is safe and secure

Strategic Objective 2.1 To continuously improve civil aviation safety.

Objective Statement To ensure compliance with existing and new standards and recommended practices of the International Civil Aviation Organisation (ICAO) through, amongst others, effective oversight over SACAA, or as stipulated in the relevant corrective action plans filed with the ICAO, on an ongoing basis.

Baseline Established legislative framework

Justification Industry compliance with legislative framework


Promulgated regulations Promulgation of Civil Aviation Regulations i.t.o the Civil Aviation Act, 2009

Review and update regulations in line with the ICAO SARPS


Established Aviation Appeals Committee

Establishment of the Aviation Appeals Committee

Fully functional Aviation Appeals Committee

Monitoring and implementation

Established Independent Aircraft Accident and Incident Investigation Body (IAAIIB)

Amendment of the Civil Aviation Act

Establishment of the IAAIIB Fully functional IAAIIB


Delayed approvals Lack of capacity/ Skills constraints. Budgetary constraints

Ongoing tracking and follow-ups International recruitment and capacity building Secure funding within the Departmental budget allocation


Strategic Objective 2.2 To continuously improve civil aviation security.

Objective Statement To ensure compliance with existing and new standards and recommended practices of the International Civil Aviation Organisation (ICAO) through effective oversight over SACAA, or as stipulated in the relevant corrective action plans filed with the ICAO, on an ongoing basis

Baseline Established legislative framework

Justification Industry compliance with legislative framework


Promulgated regulations Promulgation of Civil Aviation Regulations i.t.o the Civil Aviation Act, 2009



Aviation Security (AVSEC) Audit facilitated

Audit Report and implementation of corrective action plans

Closing of findings Monitoring to ensure compliance and sustainability

Reviewed National Security Programme (NASP)

Consultation with stakeholders Amendment and approval of the NASP

Implementation and monitoring

Facilitated the establishment of an One-Stop Aviation Security System within the region

Negotiate and get buy-in from all relevant stakeholders

Prepare a working paper to present to the SADC – Civil Aviation Committee

Presentation to the SADC – Civil Aviation Committee

Conduct a security risk assessment

Security risk assessment report to SADC



Skills constraints Budgetary constraints Lack of cooperation with other states

International recruitment and capacity building Secure funding within the Departmental budget allocation


Strategic Objective 2.3 To minimise aviation emissions

Objective Statement To ensure that the adverse effect of aviation on the environment is minimised on an ongoing basis

Baseline Civil Aviation Policy

Justification Sustainable development of aviation environmental protection


Compliance with the ICAO Assembly Resolution A22

A37 Assembly Resolution supported

Develop a draft strategy Finalise and implement the strategy Monitoring

Inform stakeholders Prepare a working paper to the A38 Presentation to the ICAO Assembly


Lack of stakeholder buy-in Lobby with member states and pro-stakeholders for pressure for buy-in


Strategic Objective 2.4 To integrate aviation search and rescue regimes, services and systems within the SADC region

Objective Statement To ensure compliance with ICAO standards and recommended practices on a continuous basis

Baseline SADC Protocol and the Saly Portudal Declaration

Justification Search and rescue, as a safety net of the last resort, is a critical element of aviation and maritime safety. Integration of SAR services within the SADC region will inter alia ensure cost-effectiveness, uniform provision of services and minimize or eradicate duplication of efforts


Standardized SAR regulations for the SADC region

Develop standard regulations in consultation with SADC member States

Obtain SADC Structure’s approval Promulgate the regulations

Signed MOU on the co-ordination of SAR services by SADC Member States

Negotiate and conclude MOU on the co-oordination of aviation SAR services

Obtain SADC Structures approval Signing of the MOU by relevant Ministers

SADC Regional SAR Plan Develop a SADC regional SAR plan in consultation with SADC Member States

Obtain SADC structure’s approval Implement the plan

Established Regional SAR Co- ordinating Committee with clear Terms of Reference

Develop Terms of Reference for the SADC Regional SAR Co- ordinating Committee

Obtain SADC structure’s approval Fully functional Regional SAR Co- ordinating Committee



Divergence in Member State’s national priorities Divergence in Member State’s constitutional requirements Budgetary Constraints

Pursuance of other liaison avenues/channels (military attaché’s, ICAO/ AFCAC/SADC structures, etc) to encourage participation

Explore other funding strategies, e.g sponsorships

Outcome 4: Improved public transport systems

Strategic Objective To implement the Medium Orbit Search and Rescue(MEOSAR) satellite system as a regional initiative

Objective Statement To ensure compliance with IMO, ICAO and Cospas-Sarsat standards and recommended practices on a continuous basis

Baseline Existing International Aviation and Maritime SAR Conventions and the International Cospas-Sarsat Programme Agreement

Justification The Cospas-Sarsat system is a critical component of SAR communications as it takes the “search” out of search and rescue and enhances the effectiveness and efficiency of SAR systems


Cost-effective Cospas-Sarsat MEOSAR system within the SADC region

Consult with relevant national stakeholders to obtain buy-in for this initiative

Convene a consultative conference on the MEOSAR system to develop an Action/Implementation Plan

Obtain SADC approval of the Action Plan


Funding Disagreement with regard to member states’ individual contributions to the initiative

Explore other funding strategies e.g. sponsorships Prolonged negotiations until a compromise is reached

Outcome 5 : Increased contribution of transport to environmental sustainability

Strategic Objective 5.1 To facilitate and enhance programme that seek to transform and develop the industry at downstream.

Objective Statement To ensure compliance with ICAO Assembly’s Resolution A29-1 on commemoration of International Civil Aviation Day (ICAD) and capacity development for learners on an on-going basis.

Baseline Existing conventions

Justification Meeting obligations in terms of international legal requirements and national skills development imperatives, with particular reference to learners


Commemorated International Civil Aviation Day (ICAD) 2012

Not applicable Commemorate the International Civil Aviation Day (ICAD) 2012

Commemorate the International Civil Aviation Day (ICAD) 2013

Promoted aviation awareness Visit 40 schools in remaining 6 provinces

Visit 70 schools in all nine provinces Visit 70 schools in all nine provinces


Lack of support from management and Communications Late approval Lack of funding

Early commencement with the process of approval and buy-in Required funding is secured within the Departmental budget


Promoted aviation awareness Visit 40 schools in remaining 6 Visit 70 schools in all nine provinces Visit 70 schools in all nine provinces

provinces

Outcome 6: Increased contribution of transport to environmental sustainability

Strategic Objective 6.1 To improve airport/airspace efficiency at congested airports

Objective Statement To ensure the development and implementation of an Airport/ Airspace Slot Coordination Framework by the end of March 2013

Baseline Limited guidance in terms of Aeronautical Information Publication

Justification Effective slot coordination at congested airports is vital to ensure optimal utilization of scarce resources such as airport and airspace infrastructure and in particular, to reduce the volume of aircraft engine emissions through improved system efficiencies.


Airport/ Airspace Slot Coordination Framework

Initiation of project and consultation phase

Slot Coordination Framework completed. Slot Coordinator appointed.

Implementation of framework

Monitoring of Slot Coordination Framework and review, as may be required


Budget constraints Delays with passing of draft regulations through CARCOM process

Prioritising funds within the Departmental allocation to meet project requirements



AIRPORTS COMPANY SOUTH AFRICA (ACSA)

ACSA was established in 1993 as a public company under the Companies Act of 1973,

as amended, and the Airports Company Act of 1993 as amended, and listed as a major public entity in terms of Schedule 2 of the PFMA

• To 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

• Incorporating the overall needs and benefits of stakeholders

• Improving operational efficiencies to meet best practice for both users and ACSA

• Considering the impact of the regulated base

• Managing the financial position and credit metrics

AIR TRAFFIC NAVIGATIONS SYSTEM (ATNS)

ATNS was established in terms of the Air Traffic Navigation Air 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

• To deliver continuous improvement of our safety performance • To become a transformative organization that invests in its people • To provide efficient air traffic management solutions and associated services which meets the needs and expectations of the ATM community • To maintain long-term financial sustainability • To play a leading role in

the development of air traffic management in Africa and selected international markets • To deploy and use leading technologies to the benefit of the ATM community



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 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

• To contribute to the development of Airfreight Strategy

• To contribute to the development of National Airports Development Plan

• To contribute to continental and regional aviation development

• Regulate, promote and oversee civil aviation safety and security

• Equitable and successfully implemented BBBEE plan

• Implement employment equity targets

• Minimise aviation emissions

• Optimise revenue streams and management systems

• Embedded principles of corporate governance in the work of every SACAA team member and service

• Build a resilient organization with adequate capacity, capabilities and a high performance culture



PROGRAMME 6: MARITIME TRANSPORT

Purpose: Coordinate the development of safe, reliable and economically viable maritime transport sector through the development of policies, strategies, monitoring of implementation plan and oversight of maritime related public entities, namely: The Ports Regulator (PR) and South African Maritime Safety Authority (SAMSA).

Programme overview: Maritime Transport is responsible for ensuring compliance with regulatory instruments and conventions of the International Maritime Organisation (IMO).


Strategic Objective To develop maritime transport policy and legislation

Objective Statement Policy position on economic drivers in the Maritime transport sector namely, coastal shipping, transhipment, ship building and repairs by 2014

Baseline No South African position on economic opportunities in Maritime transport sector (coastal shipping, ship repair and ship building, promotion of ship register, etc.)

Justification To ensure that South Africa can compete and participate at a Global level, by developing a Maritime Policy To ensure alignment of growth in the Maritime transport sector with other relevant policies To attract ships to register on South Africa ship register (including acquisition of SA flag carrying ships and SA owned ships)


Developed Maritime Shipping Policy

Position papers on the status quo and global trends in port efficiencies, operations and management

Develop framework for improved ports operations and infrastructure management

Finalise framework into a ports efficiency strategy

Study on the effectiveness of administration and services of current ship registry

Review the role of PCCs Ongoing M&E of policy implementation to improve ports efficiency and shipping

Amend Port Act based on ports efficiency study and maritime shipping policy

Report on cargo movement


Evaluate efficiency of freight logistics in maritime transport and cargo tracking

Annual strategic report on incidents

Develop green paper on maritime transport policy (include coastal, transhipment, ship repair, registration policy proposals) and consult

Report on efficiency of freight logistics

Consultation and Cabinet approval on green paper

Tabling of green paper and development of white paper on maritime transport policy

Review of SAMSA Act Impact of proposed IMO MBMs on SA shipping industry analysed and recommendation workshop initiated


Performance Indicators Developed Maritime Shipping Policy

Amendment bill to include: • Security legislation

• Revised environmental protection (CLC, IOPC, Ballast water) legislation

• Safety regulations • Maritime labour legislation/

regulations • Maritime shipping regulations


Skills and capacity Loss of potential opportunities in maritime transport sector

Capacity building (training and bursaries for Maritime related studies) Appointment of panel of experts on Maritime issues


Strategic Objective To improve Maritime safety and security

Objective Statement To ensure reduced number of accidents and incidents in sea environment by 40% by 2014

Baseline Number of accidents and incidents at sea in 2010 : 53 Number of security incidents reported in 2010: 3 Safety and security conventions/instruments from International Maritime Organisation (IMO)

Justification To ensure that seafarers life are safe at sea To ensure safety of goods and passengers on board ships To protect the passage of goods and people in SA waters and inland waterways To rescue vessels in distress and wreckage at sea


Reduced number of accidents and incidents at sea and inland waterways

Developed MoU with relevant stakeholders on Djibouti Code of Conduct • Regulatory Framework • National Coordination Strategy

Monitor implementation of small vessels safety strategy

Ongoing monitoring of safety and security strategies

Audit and evaluate implementation of safety regulations and compliance with international conventions and standards

ISPS Code of Awareness Campaigns Audit of implementation of ISPS code in selected Ports



Reduced number of accidents and incidents at sea and inland waterways

Ratification of International Conventions and Treaties

Develop inland waterways strategy Measured the effectiveness of MRCC and MSAC and recommendation for improvement

Developed Small Vessels registration database

Project manage phase 1 of ship clearance system

Developed Framework for reporting on safety incidents defined and quarterly reports available

Tabled Maritime Security Bill in Parliament

Developed and monitor regional agreement on LRIT

Developed and documented actual National Security Plan

Developed URS for the IT based ship security clearance system

Conducted port visits/ audited Ports security


Non compliance with applicable regulations and agreed Conventions of IMO

Increased capacity to perform audits and M&E of safety implementing agency Ensure appropriate representation on IMO Committees on safety and security and ratification of related instruments Development of safety and security strategy



Strategic Objective To create jobs through improved capacity and systems to develop and train seafarers

Objective Statement To ensure adequate training and skilling of 300 seafarers by March 2014

Baseline No South African owned training/shipping vessel Few bilateral on training assistance Role of SAMSA and TETA defined

Justification To create more employment in the maritime transport sector To comply with Standards of Training Certification and Watch keeping (STWC) of IMO and International Labour Organisation (ILO) standards


Improved capacity and systems to develop and train seafarers


Promoted career awareness in maritime transport sector

Audited rate of employment creation in maritime transport sector over past 3 years and ongoing trend (emphasis on seafarers)

Evaluated current institutional arrangements for skills development

Analysed current training curriculum and benchmark with global trends

Reviewed skills development strategy and make recommendations

Developed bilateral/ agreements to improve rate of employment of seafarers globally

Ongoing process w.r.t. development of relevant Merchant Shipping legislation

Evaluate effectiveness of training curriculum and benchmark with global trends

Developed recommendation and communication process based on audit of employment creation and developed reporting framework for employment in the sector

Project plan for implementation of 3 bilaterals related to training deliverable

Career awareness in all Provinces – at least 5 schools per Province Development of maritime career booklet Launched 2013/14 maritime booklet

Facilitated training of about 100 seafarers youth, women and people with disability on maritime business opportunities

Monitor and analyse progress w.r.t. implementation of Merchant Shipping legislation

Ongoing report on training and employment creation

Ongoing update on implementation of bilateral related to training deliverable

Periodic review of the maritime career booklet

Launched 2014/15 maritime booklet

Facilitated about 100 seafarers, youth, women and people with disability on maritime business opportunities


No SA training vessel Absence of policy position on training facilities Non-compliance with ILO requirements and STCW

Feasibility study on funding the acquisition


Outcome 6: Increased contribution of transport to environmental sustainability

Strategic Objective To reduce levels of pollution at sea

Objective Statement To contribute to a safe, secure, environmentally friendly and efficient maritime industry by developing regulations aimed at ensuring compliance with International Maritime Organisation (IMO) mandatory instruments and national legislation, on an ongoing basis

Baseline Merchant Shipping Bill Regulatory instruments from Marine Environment Protection Committee (MEPC) of the IMO African Union Maritime Charter

Justification To prevent pollution of SA waters by vessels To reduce level of pollutions and greenhouse gas emissions (GHG) at SA ports and seas To provide rescue in case of pollution disaster at sea


Reduced levels of pollution at sea

Implementation and monitoring of current environmental protection regulations

Implementation of salvage strategy Implementation plan for the shipping policy

Study on carbon footprint in SA maritime domain and develop policy position on greenhouse gases in maritime transport sector

Implemented CLC and IOPC regulations

Managed and reported on implementation of standby tugboat

Reviewed national salvage strategy and make recommendations

Implemented process for environmental protection legislation (defined role of DoT, DEA and SAMSA)

Implemented strategy of environmental protection legislations

Analyse feasibility study on second tug boat and reviewed recommendation

Consultation process for Ballast Water Bill and Cabinet submission

Audited implementation of approved Bills

Ratification of MARPOL Annex IV and V Bunker Fuel Ship wreck removal

Ongoing ratification of IMO Conventions

Ongoing development of relevant environmental protection legislation/ regulations


Non compliance with IMO instruments/conventions Increased level of pollution in SA waters

Prioritisation of legislation to be finalised Ensure appropriate technical representation at IMO technical committees on environmental protection Database of pollution (carbon footprint) established


Strategic Objective To promote catalytic economic initiatives in Maritime transport sector

Objective Statement To enhance economic development by developing a maritime shipping policy by the end of 2014 that will provide a framework for promoting businesses within the maritime transport industry

Baseline Justification Performance Indicators Key Performance Indicators Annual Target 2012/12 Annual Target 2013/13 Annual Target 2014/14

Promoted catalytic economic initiatives in Maritime transport sector

Developed business case for a coastalshipping line between Nqgura and Richards Bay (type of cargo, duration, cost, benefits)

Developed White Paper o shipping policy

Implemented plan for the shipping policy

Developed a business case for ship acquisition and operations (sustainability based on cargo, crew, destinations, ROI, etc.)

Consultation process for approval of White Paper

Implemented plan for improved ports efficiency policy

Developed a model for transhipment at Ngqura

Evaluated pieces of legislation to be amended or drafted based on White Paper

Consultation and Cabinet Memo on shipping industry strategy, ports efficiency policy proposals and other aspects of the Maritime transport policy

Finalised policy to improve port efficiencies


Lack of planning and stakeholder buy-in Rigorous stakeholder engagements



PORTS REGULATOR (PR) 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 Regulator with a mandate for economic regulation, has to regulate the activities of the ports industry. Its primary context is to regulate 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

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 if 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; and

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



PROGRAMME 7: PUBLIC TRANSPORT

Purpose: : Develop norms and standards as well as regulations and legislation to guide the development of public transport for rural and urban passengers. Regulate interprovincial public transport and tourism services, and monitor and evaluate the implementation of the Public Transport Strategy and the National Land Transport Act (NLTA) (2009).


Strategic Objective To regulate public transport

Objective Statement To transform land transport systems by legislation, institutional building, planning and capacitation in the medium term ending March 2014

Baseline Final Land Transport Act developed and promulgated Land Transport regulations developed and implemented A study to establish 1 municipal regulatory entity and a national regulatory entity completed 34 appeals solved 16 Municipalities capacitated by training and locating interns in District Municipalities

Justification Contribution towards an efficient and effective public transport operations


NLTA Amendment Bill drafted and implemented

Drafted Amendment Bill Process Amendment Bill through Parliament

NLTA Amendment Act

Established national NPTR, Provincial PREs and Municipal MREs, regulatory entities

3 Provincial Regulatory Entity (PRE)

Undertake 1 study towards establishment of MRE

Undertake 1 study for National

3 PRE 1 National

Continue studies towards establishment of MRE’s

2 PRE 1 Municipal Regulatory Entity (MRE)

Trained and placed interns in District Municipals

20 15 10

Number of interprovincial and tourism Operating Licences (OL) applications processed by the national regulatory entity (NPTR)

4 000 operating licences (OL) 5 000 8 000

Number of Appeal cases resolved 34 40 45

Number of transport forums established

None 17 15


Lack of operator data National Land Transport Information System (NLTIS) inefficient and unreliable

Data collection Development and/or upgrade of NLTIS



Strategic Objective To develop integrated Rapid Public Transport Networks in twelve (12) cities by 2014

Objective Statement To improve public transport access and reliability by facilitating the developing Integrated Public Transport Networks and monitor and evaluate progress in this regard

Baseline 5 cities have completed Phase 1 Operational Plans 4 cities have developed draft Phase 1 Operational Plans City of Johannesburg’s Rea Vaya full Phase 1a in operation IRPTN infrastructure and systems in Nelson Mandela Bay

Justification Minister’s Delivery Agreement: Development of Integrated Rapid Public Transport Networks (IRPTNs) in twelve cities and six rural districts Improve public transport access, to be affordable and reliable


Facilitated and developed Integrated Public Transport Networks (IPTNs)

Completed outstanding network operational plans

Launch CoCT’s starter service

Rea Vaya full Phase 1a

Rea Vaya Phase 1b launched My CiTi Partial Phase 1

NMB Phase 1

Draft Operational plans for Msunduzi, Ekurhulent & Mangaung

NMB Phase 1 My CiTi Phase 1 fully operational

Final Operational Plans completed in Msunduzi and Mangaung

Number of cities with approved Network plans

6 6 6

Number of transport forums established

Rea Vaya 100 000 pax per day My CiTi partial Phase 1: 112 000 pax/day

Rea Vaya 100 000 pax per day My CiTi 180 000 pax/day

Rea Vaya 150 000 pax per day My CiTi 180 000 pax/day


Lack of resources, skills and capacity constraints Commencement of operations in Phase 1 IRPTNs – due to resistance from incumbent operators and labour

Assess the required skills and capacity and develop local competence through training

Ongoing stakeholder engagement


Public Transport Industry Development

Strategic Objective To develop Public Industry

Objective Statement To oversee and manage the implementation of the pubic transport strategy and action plan by facilitating and promoting an integrated approach to the provision of public transport services, which ensures the integration of modes and the use of vehicles that are acceptable standards and are accessible to all to develop and empowerment schemes within the public transport sector on an ongoing basis

Baseline 45 000 non compliant taxi vehicles scrapped Adopted TR3 2020 Strategy for the taxi industry Public Transport Operations Grant framework of 2010 and draft funding strategy for subsidised services of 2011 Draft formalisation and empowerment model for small bus operators Draft conflict resolution plan for the taxi industry

Justification Performance Indicators Key Performance Indicators Annual Target 2012/12 Annual Target 2013/13 Annual Target 2014/14

Developed systems to ensure full participation of small bus operators in the public transport operations

Strategy and standard constitution for SBO developed

Convened elective conference for small bus operators in two (2) Provinces

Implementation of the strategy Convened elective conference for small bus operators in seven (7) Provinces

Support and monitor performance Provide support to established structures at both National and Provincial levels

Managed and monitored the public transport contracts and institute subsidy management systems

Draft strategy for sustainable funding of subsidised public transport services

Approval of final funding strategy Implementation of strategy and monitoring of performance

Developed taxi industry empowerment implementation plan to support the TR3 2020 Strategy

Establish a panel of expert Implement TR3 2020 strategy Support, monitoring, evaluate and review of the strategy

Developed a public transport conflict resolution strategy

Develop conflict resolution strategy

Workshop the strategy among stakeholders

Implement conflict resolution strategy

Managed roll-out and monitoring of taxi recapitalisation project and introduce environmentally friendly taxi vehicles

7923 taxis to be scrapped 7857 taxis to be scrapped 7818 taxis to be scrapped




Strategic Objective To implement efficient and effective scholar transport system

Objective Statement Implementation of scholar transport policy and formulation of scholar transport migration model by March 2014

Baseline National travel survey National household survey (2005) Draft National Scholar Transport Policy


Developed Scholar Transportation Framework inclusive of a policy, operating standards and safety guidelines

Finalised adoption of scholar transport policy by the Minister and parliament

Integrate the implement ShovaKalula to scholar transport services in 6 district municipalities

Reviewed and aligned scholar transport operations to the transport legislation and national policy

3500 bicycles and helmets distributed

Finalise adoption of scholar transport policy by minister and cabinet.

Integrate the implement Shova Kalula to scholar transport services in 8 district municipalities

Scholar Transport policy and framework finalised and implemented

Finalise scholar transport policy Green Paper Finalise scholar transport policy Green Paper

Develop Scholar Transportation framework inclusive of operating standards and safety guidelines

Migration model implemented in all Provinces

Number of Provinces migrated scholar transport from education to transport

Migration model implemented in 3 Provinces

9 Provinces Monitor and evaluate

Number of bicycles distributed per District Municipalities (DM)

900 Bicycles and helmets distributed

700 Bicycles distributed in 6 DM 1400 Bicycles distributed in 6 DM

Number of District Municipalities integrated Shova Kalula to scholar transport service

N/A Integrate the implementation of Shova Kalula to transport services in 6 District Municipalities

Integrate the implementation of Shova Kalula to transport services in 8 District Municipalities




Strategic Objective To Improve rural access and mobility

Objective Statement To ensure accessibility and mobility in the 21 District Municipalities by 2014, through a coordinated delivery approach

Baseline National Household Travel Survey (NHTS), rural transport strategy, public transport strategy and action plan, and comprehensive rural development strategy


Managed the implementation of the revised District Municipalities transport plans in identifies Districts

Reviewed RTSSA to incorporate accessibility needs of people with disabilities.

Review and Align the Integrated Transport Plan to Integrated Development Plan in identified rural district municipalities

Review and Align the Integrated Transport Plan to Integrated Development Plan in identified district municipalities

Developed rural network plans in six (6) District Municipalities in terms of National Public Transport Strategy

Rural networks developed for 2 District Municipalities

Rural networks developed for 2District Municipalities

Accessibility / mobility index for modal integration developed for special need categories

Review current PTS and Incorporate the requirements of people with disabilities

Implement the Intervention framework

Number of District ITP reviewed and aligned with the IDPs

2 2



CONDITIONAL GRANTS

Conditional Grants Information for Strategic Plan

Public Transport Operations Grant (PTOG)

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 benefited from the subsidised services provided in terms of the grant.

Continuation The grant to continue during the period covered by strategic plan.

Motivation Continuation of the grant is imperative for the subsidization of public transport services provided by provincial departments in order: • To assist Provinces/Contracting authorities to meet their contractual obligations with contracted bus operators. • To make public transport affordable and accessible to all poor communities.

Transfer Amount

Gautrain Rapid Rail Link

Name of Grant Gautrain Rapid Rail Link Conditional Grant

Purpose To provide for national government funding contribution to the Gauteng Provincial Government for the construction of a fully integrated Gautrain Rapid Rail network

Performance Indicator Achievement of the Milestones as set out in Schedule 12 of the Concession Agreement

Continuation Final payment was made in 2011/12

Motivation Full amount as approved by Cabinet has been paid over.

Transfer Amount


Public Transport Infrastructure and Systems (PTIS) Grant

Name of Grant Public Transport Infrastructure and Systems (PTIS) Grant

Purpose To provide for accelerated planning, construction and improvement of public and non-motorised transport infrastructure and services

Performance Indicator • Number of kilometres of bi-directional, exclusive lanes in operation in IRPTN systems • Number of IRPTN network stations and feeder service stops in operation • Number of weekday passenger trips on IRPTN systems

Continuation The grant is expected to continue for as long a national funding is required to support IRTPNs/IPTNs as envisaged in the NLTA of 2009 and Public Transport Strategy of 2007

Motivation To support the implementation of the National Land Transport Act (No. 5 of 2009) and Public Transport Strategy (PTS) and Action Plan in promoting the provision of accessible, reliable and affordable integrated public transport services

Transfer Amount

Rural Transport Infrastructure & Services Grant (Rural Roads Asset Management Grant)

Name of Grant Public Transport Infrastructure and Systems (PTIS) Grant

Purpose To assist rural district municipalities to set up rural road asset management systems, and collect road and traffic data in line with the Road Infrastructure Strategic Framework for South Africa (RISFSA)

Performance Indicator Roads inventory data for 21 selected district municipalities which will include the following:- Extent and the Condition of the network Age of the network & data improvement Number of km per district (network size)

Continuation The grant has a life span up to 2014/14/15 and but will be subject to periodic review

Motivation There is a need for a holistic approach which can align road maintenance and upgrade needs with the mandate of our government to create a balanced road network where the hierarchy of roads and budget allocations is no longer defined in terms of privilege but in terms of their contribution to the economic, social and transport mobility wellbeing of all citizens.

Roads are public assets that must be maintained in the public interest. During the Roads and Construction Summit held on 2010, it was highlighted that the roads sector is unable to quantify it’s backlog with regards to funding of roads. Most of the data collected by SANRAL, was obtained from provinces and Metros. Only 4% of the Municipalities data was credible. The grant aims at assisting municipalities to know their network and be in a position to conduct conditional assessment and to quantify their backlog.

Transfer Amount


Transport Disaster Management Grant

Name of Grant Transport Disaster Management Grant

Purpose To repair road infrastructure including bridges and sections of on-line road infrastructure damaged by floods.

Performance Indicator Repaired and rehabilitated road infrastructure damaged by floods to their original state.

Continuation Periodic grant depending on the impact of damage by floods. The grant has to be continued.

Motivation There is a need to assist communities who have been severely affected by natural disasters and cannot cope with the effects of the disaster using only their own resources.

In recent times South Africa records complex and irregular rain patterns, characterised by floods which leaves some parts of the country devastated. This has negative effect on transport network, and in many instances pro-active response is required, while provinces are found not to have resources to repair damages.

The grant is specifically earmarked for the repair and rehabilitation of road infrastructure damaged by floods. Floods occur annually and the current road network surrenders to floods, seeking proactive response annually which will be as per assessment and declaration

Transfer Amount

Provincial Road Maintenance Grant (PRMG)

Name of Grant Provincial Road Maintenance Grant

Purpose • To supplement provincial roads investments and support preventative, routine and emergency maintenance on provincial road networks

• Ensure provinces implement and maintain road asset management systems

• Ensure that the use of labour-intensive methods is maximised on projects implemented so as to create work opportunities

Performance Indicator • Length of completed preventative, routine and emergency maintenance work per year

Continuation The PRMG will continue over the MTEF

Motivation The PRMG was established in 2011/12 as a mechanism to enable provinces to improve the condition of the secondary road network, thus will continue as the department and provinces continue to address the maintenance backlogs in the country.

Transfer Amount

Transport, lhe Heartbeat of Econom c Grow and Soclal Developmen

101

Strategic Plan (Revised) 2011/12-2013/14 | DEPARTMENT OF TRANSPORT

EXPENDITURE TRENDS

Expenditure trends

The spending focus over the MTEF period will be on maintaining road infrastructure, upgrading rail infrastructure and services, constructing municipal public transportation infrastructure, and subsidizing provincial public transport operations.

Expenditure increased from R28.2 billion in 2008/09 to R41.5 billion in 2011/12, at an average annual rate of 13.8 per cent, due mainly to additional allocations over the period. The allocations grew as follows: from R2.9 billion in 2008/09 to R4.8 billion in 2011/12 for public transport infrastructure and systems; from R1.9 billion in 2008/09 to R11.5 billion in 2011/12 for national road infrastructure, including allocation for coal haulage and R5.8 billion in 2011/12 for the Gauteng Freeway Improvement Project; and from R3.3 billion in 2008/09 to R6.4 billion in 2011/12 for the provincial road network. This growth was offset by declining allocations for the Gautrain rapid rail link project, which decreased from R3.3 billion in 2008/09 to R5.3 million in 2011/12, as the project was completed and the national contribution to the development phase of this project ended in 2011/12. Growth in spending was further enabled by the once-off transfer of R2.5 billion to the Road Accident Fund in 2008/09 to allow it to continue operations. The public transport infrastructure and systems grant, a conditional grant to municipalities, is the main funding source for the introduction of the bus rapid transit systems in Johannesburg, Cape Town and the other cities to follow.

Expenditure is expected to increase from R41.5 billion in 2011/12 to R48.1 billion in 2014/15, at an average annual rate of 5 per cent. This strong growth is attributable to additional allocations of: R893 million for the conditional grant made to provinces for disaster relief funding for provincial road investment and maintenance,R4 billion for rail rolling stock, and R1 billion for the upgrade of signalling and the procurement of depots ahead of the arrival of the new rolling stock. The only other additional allocation is R20.7 million for improved conditions of service over the MTEF period. Expenditure also grew due to inflation related adjustments to spending on road infrastructure and maintenance, rail infrastructure and operations, and the public transport infrastructure and systems. Higher expenditure through the provincial roads maintenance grant is primarily responsible for an improvement in road conditions and is expected to decrease the number of kilometres of the secondary road network in poor or very poor condition to 51 000 kilometres by 2014/15. Cabinet approved a baseline cut of R1.1 billion over the MTEF period, of which R257.5 million is effected in 2012/13, R331.7 million in 2013/14 and R497.2 million in 2014/15. The detail is discussed under the relevant sub-programmes.

The major transfers made by the department are as follows:

• operational and capital contributions to the South African National Roads Agency for the non-toll network, which increased from R4.1 billion in 2008/09 to R8.7 billion in 2011/12, at an average annual rate of 28.7 per cent, and are expected to increase to R11 billion in 2014/15 at a rate of 8.2 per cent, to accelerate the maintenance, refurbishment and upgrade of the growing national roads network. Additionally, R5.8 billion is allocated to the Gauteng Freeway Improvement project in 2011/12

• operational and capital contributions to the Passenger Rail Agency of South Africa, which increased from R5.4 billion in 2008/09 to R9.5 billion in 2011/12, at an average annual rate of 20.5 per cent, and are expected to increase to R15.7 billion, at a rate of 18.4 per cent, to better maintain and upgrade the rail infrastructure

• the provincial road maintenance grant, which increases from R4.4 billion in 2008/09 to R6.7 billion in 2011/12, at an average annual rate of 15.4 per cent, and is expected to reach R9 billion, growing at an average annual rate of 10.2 per cent, to improve the maintenance of the provincial roads network

• the public transport infrastructure and systems grant, which increased from R2.9 billion in 2008/09 to R4.8 billion in 2011/12, at an average annual rate of 18 per cent, and is expected to further increase to R5.9 billion in 2014/15, at an average annual rate of 6.9 per cent, to build infrastructure in support of integrated public transport networks in municipalities

• the public transport operations grant, which subsidises provincial commuter bus operations, increased from R3.8 billion in 2008/09 to R4.2 billion in 2011/12, at an average annual rate of 2.6 per cent, and is expected to increase to R4.8 billion at a rate of 4.8 per cent.


EXPENDITURE TRENDS SUMMARY

Expenditure outcome

Audited Audited Audited

2008/09 2009/10 2010/11

Projected

2011/12

Medium term expenditure estimates

2012/13

2013/14 2014/15

R thousand

Expenditure and voted funds

28,161,663 28,663,998 29,155,149

41,517,420

38,828,952

41,703,987 48,066,250

Economic classification

R thousand

Expenditure outcome


2008/09 2009/10 2010/11

Projected

2011/12


2012/13

2013/14 2014/15

Departmental receipts

Sales of goods and services produced by department

Sales of scrap, waste and other used current goods

Transfers received

Fines, penalties and forfeits

Interest, dividends and rent on land

Sales of capital assets

Financial transactions in assets and liabilities

Direct exchequer receipts

Special restructuring proceeds

200,089 98,714 406,176

3 3 1

7 -5 -1

368 137 264

15,339 7,225 2,404

237,766

124,430

415

230,474

2

50

150

7000

245,509 260,544

2 2

60 70

251,150 429,150

7500 8000

Total 215,806 106,074 408,844 362,611 237,676 504,221 697,766

101


Programme

R thousand

Expenditure outcome


2008/09 2009/10 2010/11

Projected

2011/12


2012/13

2013/14 2014/15

1. Administration

2. Integrated Transport Planning

3. Rail Transport

4.Road Transport

5. Civil Aviation

6. Maritime Transport

7. Public Transport

Total

252,715 288,865 246,110

49,523 60,555 58,725

8,739,382 10,527,660 9,259,688

11,508,959 10,422,131 11,360,700

74,309 53,150 53,129

142,746 135,542 143,496

7,394,029 7,176,095 8,033,301

28,161,663 28,663,998 2,404

292,169

101,790

9,549,772

21,733,724

67,085

146,304

9,626,576

415

317,473

88,542

10,298,893

17,936,809

62,022

138,543

9,986,670

38,828,952

332,755 351,932

84,601 89,405

11,137,698 15,823,563

19,118,980 20,165,543

64,609 68,874

146,859 155,020

10,818,485 11,411,913

41,703,987 48,066,250

Change to 2011 Budget estimate 503,688 (394,035) 39,172 0

Programme

R thousand

Expenditure outcome


2008/09 2009/10 2010/11

Projected

2011/12


2012/13

2013/14 2014/15

Current payments

Compensation of employees

Goods and services

Financial transactions in assets and liabilities

Transfers and subsidies Provinces

and municipalities Departmental

agencies and accounts Universities

and technikons

Public corporations and private enterprises

Foreign governments and international organisations

Non-profit institutions

Households

Payments for capital assets

Buildings and other fixed structures

Machinery and equipment

1,003,729 1,016,294 930,548

182,632 228,121 250,758

806,963 787,748 678,292

14,134 425 1,498

1,275,727

297,192

978,535

848,083

316,129

531,954

-

875,906 926,270

333,401 353,886

542,505 572,384

-

27,152,282 27,640,942 28,222,713

40,237,545

37,976,514

40,823,485 47,135,109

10,592,011 13,263,083 12,102,397

6,814,138 5,873,665 6,985,744

7,798 8,178 8,695

9,258,163 7,850,127 8,765,206

4,850 4,323 4,733

14,075 15,035 15,981

461,247 626,531 339,957

15,694,672

14,565,258

9,189

9,474,098

5,745

16,978

471,605

17,324,512

9,895,405

9,648

10,227,905

6,032

17,827

495,185

18,682,135 19,647,803

10,520,410 11,151,450

10,179 10,790

11,063,170 15,744,619

6,364 6,746

18,807 19,936

522,420 553,765

5,652 6,762 1,888 4,148 4,355 4,596 4,871

5,652 6,762 1,888

4,148

4,355

4,596 4,871

Total 28,161,663 28,663,998 29,155,149 41,517,420 38,828,952 41,703,987 48,066,250


Infrastructure transfers to other spheres,

agencies and departments

R thousand

Expenditure outcome


2008/09 2009/10 2010/11

Projected

2011/12


2012/13

2013/14 2014/15

SANRAL: Development and upkeep of the national road network

PRASA: Passenger rail infrastructure maintenance and rehabilitation

Gautrain Rapid Rail Link

Municipalities: Public Transport Infrastructure and system grant

PRASA:PTIS: Improve railway stations

Provincial Roads Maintenance Grant

1,900,000 2,847,536 4,065,177

2,367,686 3,831,791 5,110,273

3,265,993 2,976,720 438,360

2,919,830 2,418,177 3,699,462

464,758 500,000

3323019 4,162,161 4,080,104

11,477,348

6,134,768

5,300

4,803,347

5,872,354

6,602,595

6,701,106

0

4,988,103

6828533

7,043,451 7,466,058

7,385,167 11,857,277

0 0

5,549,981 5870846

7363757 7728453

Total 13,776,528 16,701,143 17,893,376 28,293,117 25,120,337 27,342,356 32,922,634

Ten ye ar expen ove rview - oth r te m s

Details Budge t

R thousan 2005/06 2006/07 2007/08 2008/09 2009/10 010/11 2011/12 2012/13 2013/14

Actual Actual Actual Actu Actua Actual Project Budget Budget

Rail-Passenger Rail Agency 2,844,677 3,780,872 3,955,197 ,417,290 7,017,635 8,265,206 9,474,098 10,227,905 11,06 170

Rail-Gautraing 0 3,241,000 3,029,411 3,265,993 2,976,720 438,360 5,300

Bus subsidies and Public Transport Operations Grant 2,297,753 2,460,335 2,835,997 3,840,87 3,899,643 3,863,033 4,153,232 4,317,269 4,552,52

Roads-SANRAL 1,752,720 2,327,075 3,391,929 ,059,964 5,608,086 6,844,5 4,401,596 9,728,055 10,340,966

Roads-Provincial Roads Grant 3,323,019 4,162,161 4,080,104 6,457,354 7,491,933 8,172,657

Roads-Overload Control and Roads Grants 10,323 34,779 38,796 44,416 11,038

Roads-Road Asset management System 8,900 12,800 10,400 35,439 37,295 39,154

Taxi 27,396 231,159 677,153

Public Transport inf rastructure and Syst ms:

565,567 730,452 609,207 576,323 604,96 638,233

-Municipalities 241,710 020 1,174 000 2,919,830 2,418,177 3,699,462 4,803,347

-Passenger Rail Agency 0 179,000 476,00 0 464,758 500,00

4,988,103 5,549,981

-S.A. National Roads Agencie 0 0 130,000 100,000 106,000 0 0 0

Disaster Management Grant 0 0 0 1,035,473 116,900 240,000 489,912 367,822

Road Accident Fund 2,700,000 0 0 2,500,000 0 0 0 0 0

Transf er to other P 111,148 132,328 166,815 154,144 159,579 147,168 161,012 174,542 187,032

eNaTIS maintenance f rom transaction f ees 0 0 0 165,000 198,835 186,040 417,640 0 0

Other 424,165 455,874 495,125 766,814 747,836 500,630 792,079 768,977 792,451

0 0 0

Total 10,409,892 13,360,442 16,331,627 28,161,663 28,663,998 29,155,149 41,517,420 38,828,952 41,703,987

101


GLOSSARY

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 AGMs Annual General Meetings

AO Accounting Officer

APPs Annual Performance Plans

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

BRT Bus Rapid Transit Systems

C CARCOM Civil Aviation Regulation Committee C-BRTA Cross-Border Road Transport Agency

CEOs Chief Executive Officers

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)

COSPAS-SARSAT “Cosmicheskaya Sistyema Poiska Avariynich

Sudov”-Search and Rescue Satellite Aided Tracking

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

DEAT Department of Environmental Affairs and Tourism

DG Director-General

DLCA Drivers Licence Card Account

DLCPF Card Production Facility

DLTC Driving Licence Testing Centre

DM’s District Municipalities 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

G GFIP Gauteng Freeway Improvement Project

GHG Green House Gases

GP Gauteng Province

H HODs Head of Departments HR Human Resources


HRD Human Resources Development IAAIIB Independent Aircraft Accident and Incident Investigation Body

I

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

IOPC International Oil Pollution Compensation

IPAP II Industrial Policy Action

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 Units LP Limpopo

LRIT Long Range Identification and Tracking

M

M&E ` Monitoring and Evaluation MARPOL International Convention for the Prevention of Pollution from Ships

MBMs Market Based Measures

MEC Members of 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

N NADP National Airports Development Plan NAMAs Nationally Appropriate Mitigation Actions NASP National Security Programme NATFC National Air Transport Facilitation Committee

NATMAP National Master Plan

NDoT National Department of Transport

NC Northern Cape

NEPAD New Partnership for African Development

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 P PCCs Ports Coordinating Committee PFMA Public Finance Management Act No 01 of 1999

PFU Project Finance Unit

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

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

STWC Standards of Training Certification and Watch Keeping

T TETA Transport Education and Training Authority TIS Transport Information Systems

TKC Trans Kalahari Corridor

TRP T axi Recapitalisation Programme

U UN United Nations

UNFCC United Nations Framework Convention on Climate Change

W WC Western Cape


NOTES

Strotegic Plan (Revised) 2011/12-2013/14 DEPARTMENT OF TRANSPORT

NAnONAL OEPARJMEN1 Of TRANSPORT (OOT}

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