transport
Department:
Transport
REPUBLIC OF SOUTH AFRICA
STRATEGIC PLAN
2011/12 – 2013/14
REVISED
TABLE OF CONTENTS
Minister’s Foreword…………………………..................................................……..4
Strategic Objectives………………….................................................…………….23
Deputy Minister’s Preamble………………....................................................……...6
Programme 1…………………….…………....................................................……31
Vision, Mission, Mandate & Values………….................................................…........8
Programme 2…………………………....................................................………….37
Legislative Changes………………………….....................................................…..9
Programme 3………………………....................................................…………….47
Policy Mandates………………………………...................................................…11
Programme 4…………………....................................................………………….52
Relevant Court Rulings……………………......................................................…...12
Programme 5……………………………....................................................……….69
Planned Policy Initiatives…………………....…......................................................13
Programme 6…………………….....................................................………...……..80
Service Delivery Environment………………….....................................................15
Programme 7……………….....................................................………………….....88
Situational Analysis……………………………......................................................18
Conditional Grants……………………................................................…………....93
Organisational Environment…………………........................................................19
Expenditure Trends……………..................................................………………......97
Performance Environment………………………..................................................21
Notes…………………………………............................................……………...101
MINISTER’S FOREWORD
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.
Minister Sibusiso Ndebele, MP
Minister of Transport
4
Strategic Plan (Revised) 2011/12-2013/14
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.
|
DEPARTMENT OF TRANSPORT
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
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 counterproductive. 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 postapartheid 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 2011/122013/14.Thisway we will continue to build impetus in
our drive to propel our country from a developing nation
to a developed one.
e
e , MP
Minister Sibusiso Ndebel
Ndebele
Minister of Transport
Strategic Plan (Revised) 2011/12-2013/14
|
DEPARTMENT OF TRANSPORT
5
DEPUTY MINISTER’S PREAMBLE
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.
Mr. Jeremy Cronin,MP
Deputy Minister of Transport
6
Strategic Plan (Revised) 2011/12-2013/14
|
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.
DEPARTMENT OF TRANSPORT
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
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)
Signature
Signatur
Mr. George Mahlalela
Accounting Officer (AO)
Signature
Mr. Jeremy Cronin, MP
Signature
Deputy Minister of Transport
APPROVED BY:
Minister Sibusiso Ndebele, MP
EXECUTIVE AUTHORITY
Signature
Strategic Plan (Revised) 2011/12-2013/14
|
DEPARTMENT OF TRANSPORT
7
A1. The Vision
A4. Values
Ministerial Outputs:
“Transport, the Heartbeat of Economic Growth and
Social Development!”
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.
1. Increase the market share of total freight to rail to an
annualised 250 million tons from the current 178 million
tons by 2014;
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.
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.
3.1 The functional and modal areas are:
• Civil Aviation (Air Transport)
• Maritime Transport
• Public Transport
• Road Transport
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
Strategy;
Logistic
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.
8
Strategic Plan (Revised) 2011/12-2013/14
|
DEPARTMENT OF TRANSPORT
5.3 Departmental Outcomes:
A6. LEGISLATIVE CHANGES
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.
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.
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.
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
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.
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
Compensation fund) (Contributions) Bill
Oil
Pollution
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.
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.
Strategic Plan (Revised) 2011/12-2013/14
|
DEPARTMENT OF TRANSPORT
9
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
10
Strategic Plan (Revised) 2011/12-2013/14
|
DEPARTMENT OF TRANSPORT
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)
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 farreaching 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.
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)
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.
Strategic Plan (Revised) 2011/12-2013/14
|
DEPARTMENT OF TRANSPORT
11
A8. RELEVANT COURT RULINGS
PARTIES
1
ORDER
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.
12
Strategic Plan (Revised) 2011/12-2013/14
|
DEPARTMENT OF TRANSPORT
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.
Strategic Plan (Revised) 2011/12-2013/14
|
DEPARTMENT OF TRANSPORT
13
ST ATEGIC P A
"Trans.pothe Heartbeat of Econom c Growth ar d Soaal Developmen
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 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
Programme 1:
Administration
George Mahlalela
DIRECTOR-GENERAL
include underfunding; increasing import costs, funding
pressures and difficulties in critical areas such as; Engineering,
Project Management and Financial Management.
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
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
Strategic Plan (Revised) 2011/12-2013/14
|
DEPARTMENT OF TRANSPORT
15
Programme 4:
Programme 5:
Aviation
Programme 6:
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
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:
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:
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.
16
Strategic Plan (Revised) 2011/12-2013/14
|
• 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.
DEPARTMENT OF TRANSPORT
Maritime
• 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
Strategic Plan (Revised) 2011/12-2013/14
|
DEPARTMENT OF TRANSPORT
17
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:
WEAKNESSES:
• 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
• Non-aligned programmes to funding resources, this
THREATS
SWOT
Analysis
leads to slow turnaround times w.r.t. service delivery
WEAKNESSES
• 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 ANSPORT
Re-aligned OrganisationalStructure ror the Department or Transport
May 2011
r.IIM\. .OrUol
L:.:li>
....... .
" 'lft l nul
lr••·'·""'•k•
:.f t••fi• -
'" .n.UI·tc41:.•
•:
()Y•••1• > l"'-""
'M••rN•I/; IMI41t-1N'I
.1..: I
r.r..rtr."'l C'\ O"Cpr.¥«ont:r.r
L:;:t«
\.1··•- ..:1· ... '").
u.,Ul.:.t.u •-u
\.i.:';.t UI N
,, .
·JJt'l:li,.,,
,,\lr,:.IN',
l••••l... Mt
. ...............
.....
.
.. •'!n'ftll
ll=.....,..
t.•wn ·NhPI·'I ,..,
r:-... ·..·!11
-x Oil t
C..'11..: dltMI.:IINI
tu•r&:..<:tbw
:
IW t tl l t.:•tdl.41
uk•u
ll•,H;.
IM II.t.el
I . . ,tl
,,\>! ,..:.....-:
I'Nif'lltn ll:1
llllliiiiMio\111
ll'llltl f\f•lutnlill n
$'f•t..n4f
l' rvn111Z:
,.......,..
h'-llta a l t ne·-.::u•t
Strategic Plan (Revised) 2011/12-2013/14
DEPARTMENT OF TRANSPORT
19
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.
•Integrated Transport Planning
• Civil Aviation
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.
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).
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.
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 longterm 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.
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:
20
Strategic Plan (Revised) 2011/12-2013/14
|
•Transport Information Systems
• 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.
DEPARTMENT OF TRANSPORT
• 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
2.2
2.3
2.4
Safe railway infrastructure an equipment
Accident and incident rates on roads reduced
Civil Aviation safety and security improved
Improved Maritime safety and security
Strategic Plan (Revised) 2011/12-2013/14
|
DEPARTMENT OF TRANSPORT
25
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
26
Strategic Plan (Revised) 2011/12-2013/14
6.1
6.2
Develop Transport Sector Strategy on Climate Change and Environmental Protection
Reduce levels of pollution at sea
|
DEPARTMENT OF TRANSPORT
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 Plan (Revised) 2011/12-2013/14
|
DEPARTMENT OF TRANSPORT
25
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
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
Risk Matrix
26
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
Ensured that cost containment is
implemented through ICT
infrastructure investment across
the transport sector
Strategic Plan (Revised) 2011/12-2013/14
|
DEPARTMENT OF TRANSPORT
Clarified roles and responsibilities
in ICT; provided training and
professional development
Performance Indicators
Key Performance Indicators
Annual Target 2012/13
Annual Target 2013/14
Annual Target 2014/15
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
90% available supportive
architecture in the Department
Full Deployment of Wireless
Solution to the entire Forum
building ensuring mobility.
Risk Matrix
Compliance with IT governance
prescripts
Drafted IT Security and IT Risk
Management Plans
Identify prescribed IT governance
principles that must be adhered
to
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 Plan (Revised) 2011/12-2013/14
70% Compliance
|
DEPARTMENT OF TRANSPORT
25
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
Performance Indicators
Key Performance Indicators
Annual Target 2012/13
Annual Target 2013/14
Annual Target 2014/15
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
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
Risk Matrix
26
Strategic Plan (Revised) 2011/12-2013/14
|
DEPARTMENT OF TRANSPORT
CHIEF OPERATIONS OFFICER (COO):
Office of the Chief Operating
Officer
Sub directorate:
Project Management
&Financial
Administration
Chief Directorate:
Dri ectorate:
Programme
Management
Unit
Directorate:
Project
Portfolio
Management
Directorate:
Monitoring and
Evaluation
Chief Dri ectorate:
Human Resource &
Development
-
Directorate:
Technical
Support Office
I
I
Chief
Directorate:Human
Resource
Management &
Administration
Directorate: Human
Resouce
Development
Directorate:
Organisational
Development &
Change
Management
Chief Directorate:
Corporate
Management
-
-
-
Directorate:
Secretariat Services
1--
Chief Directorate:
International
Relations
Chief
Directorate:
Legal Service
Directorate:Bilateral
Relations
Directorate:
Corporate Legal
Directorate: Security
Services
-
Directorate:
Multilateral
Relations
r-
'-
Directorate:
Legislation
Communciations
and Stakeholder
Management
Directorate:
Internal
1-- Communication
f--
Di ectorate:Travel &
Facilities
Management
....
Directorate:
Directorate:
External
Communication
& Events
Directorate:
Media Relations.
Monitoring
& Stakeholder
Management
Motor
- Government
Transport
Strategic Plan (Revised) 2011/12-2013/14
DEPARTMENT OF TRANSPORT
27
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
Performance Indicators
Key Performance Indicators
Annual Target 2012/13
Annual Target 2013/14
Annual Target 2014/15
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
Identified Risks
Risk Mitigation
• 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
Risk Matrix
28
Strategic Plan (Revised) 2011/12-2013/14
|
DEPARTMENT OF TRANSPORT
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
Performance Indicators
Key Performance Indicators
Annual Target 2012/13
Annual Target 2013/14
Annual Target 2014/15
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
Identified Risks
Risk Mitigation
• 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
Risk Matrix
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
Performance Indicators
Key Performance Indicators
Annual Target 2012/13
Annual Target 2013/14
Annual Target 2014/15
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 subsectors
A comprehensive, catalogued
record of relevant knowledge in
the maritime and aviation subsectors
Identified Risks
Risk Mitigation
• 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
Risk Matrix
Strategic Plan (Revised) 2011/12-2013/14
|
DEPARTMENT OF TRANSPORT
29
www.sa ra
--rransport.eQrtbA
TEGIC p A
eat of Econom c Growth and Sodal Developmen..
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
Performance Indicators
Key Performance Indicators
Annual Target 2012/13
Annual Target 2013/14
Annual Target 2014/15
• Improved and timeous approval
(sign-off) of submissions,
parliamentary questions and cabinet
documents, turnaround time of less
than three (5) days
• Improved and timeous approval
(sign-off) of submissions,
parliamentary questions and
cabinet documents, turnaround
time of less than three (3) days
• Improved and timeous approval
(sign-off) of submissions,
parliamentary questions and
cabinet documents, turnaround
time of less than three (3) days
• 100% completed and submitted
Parliamentary Questions
• 100% completed and submitted
Parliamentary Questions
• 100% completed and submitted
Parliamentary Questions
Effective internal audit systems for • Approved annual audit plans
improved performance information
• 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
• 80% reduction queries on
performance information based
on 2011/12 AG report
•100% compliance on
performance information
• Strategic Plan tabled by March
2013
•Strategic Plan tabled by March
2014
• 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
Ministry, Deputy Minister and Office of the Director-General (ODG)
Provided support functions to the
Department
Improved systems of internal
control processes and effective risk
management
• 60% (of received) reduction queries
on performance information based on
2010/11 AG report
• Revised Strategic Plan tabledin
Parliament by March 2012
• Annual monitoring and evaluate
internal control processes and
compliance with financial policies
• Identified and developed
Department’s risk profile
• Established Risk Management
Committee (RMC)
Strategic Plan (Revised) 2011/12-2013/14
|
DEPARTMENT OF TRANSPORT
35
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
Performance Indicators
Current (2011/12) vacancy rate at 32%
Current (2011/12) vacancy rate at
32%
Reduced vacancy rate from 27%
to 22%
100% compliance with labour relations
legislation and collective bargaining
agreements
100% compliance with labour
relations legislation and collective
bargaining agreements
100% compliance with labour
relations legislation and collective
bargaining agreements
HR Plan approved
HR Plan approved
HR Plan implemented
Approved Transport sector HRD
Strategy
70% of targeted training interventions
implemented
80% of targeted training
interventions implemented
80% 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
Develop and implement
interventions to address challenges
identified by the staff satisfaction
survey
Provide access to a comprehensive
and integrated Employee Health and
Wellness service
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
Safe and secure working
environment for DoT staff
60%
compliance with security prescripts and
legislation
70%
compliance with security prescripts
and legislation
80%
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
32
Strategic Plan (Revised) 2011/12-2013/14
|
Negotiate and sign at least 50% of
agreements (Incl. MoUs) with identified
Strategic countries
DEPARTMENT OF TRANSPORT
Negotiate and sign at least 60%
of agreements (Incl. MoUs) with
identified Strategic countries
Finalisation of IR Strategy by March
2013
Negotiate and sign at least 70%
of agreements (Incl. MoUs) with
identified Strategic countries
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
10 Bills by March 2013
6 Bills by march 2014
• Facilitating 12 AGMs per year
• Facilitating tabling of 12 (Entities)
Annual reports in Parliament
• Facilitating Boards/CEOs appointment
• Facilitating 12 AGMs per year
• Facilitating 12 AGMs per year
• Facilitating tabling of 12 (Entities)
• Facilitating tabling of 12
Annual reports in Parliament
(Entities) Annual reports in
• Facilitating Boards/CEOs appointment
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
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.)
Communication and Stakeholder
Engagement Strategy implementation
including all modes of transport and
strategic projects and programmes
All communication activities to be
aligned conforming to uniformity and
in compliance with the government
Corporate Identity (CI)
Implemented 2011/12 Communication
Strategy in line with the National
Government Communication Strategy
and the Govt’s Programme of Action
(PoA)
Strategic Stakeholder Engagement
forums established/revived
50% coverage of Transport sector in all
media
(Number of campaigns/events,
interviews, etc.)
60% coverage of Transport sector in all
media (Number of campaigns/events,
interviews, etc.)
70% coverage of Transport sector
in all media
(Number of campaigns/events,
interviews, etc.)
Launched the UN Decade of Action for
Road Safety
Conduct baseline study on awareness
levels of road safety issues
Raise awareness levels by 20% of
the baseline study results
Promoted the launch National Rolling
Enforcement Plan (NREP)
Conduct impact assessment of
communication and stakeholders’
engagement strategy
Highlight the NREP, RSCF; Law
Enforcement
Implement the 2nd phase of the
communication of the UN Decade of
Action.
Implement 3nd phase of United
Nations Decade of Action for road
Safety campaign; Behavioural
change on road users; reduced
road traffic crashes
National Traffic Intervention Police
Unit (NTIP) and had various events
and communication campaigns on law
enforcement
Review and update the
communication strategy in line
with the latest developments.
100% compliance with
Government CI requirements
Ongoing monthly statements on the
reduction of road deaths statistics
Strategic Plan (Revised) 2011/12-2013/14
|
DEPARTMENT OF TRANSPORT
35
Performance Indicators
Risk Matrix
32
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
100% compliance
100% compliance
Submit a set of monthly/quarterly
reports per responsibility
Submit a set of monthly/quarterly
reports per responsibility
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
100% compliance to prescripts
100% compliance to prescripts
Complete and submit monthly reports
Complete and submit monthly
reports
Complete and submit monthly
reports
Oversaw public entity finance and
grant monitoring
100% compliance to DORA
100% compliance to DORA
100% compliance to DORA
Complete reports
Complete reports
Complete reports
Identified Risks
Risk Mitigation
• 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 Plan (Revised) 2011/12-2013/14
|
DEPARTMENT OF TRANSPORT
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
•
•
•
•
Justification
Ministerial Output 11 and 12
DoT outcomes 1, 3, 4 and 5
Performance Indicators
Key Performance Indicators
Annual Target 2012/13
Annual Target 2013/14
Annual Target 2014/15
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
Identified Risks
Risk Mitigation
• 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
•
•
•
•
•
Risk Matrix
Investment Conference held June 2011
Projects identified and packaged
Stakeholder engagement
Investment promotions done in collaboration with the DTI
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
Strategic Plan (Revised) 2011/12-2013/14
|
DEPARTMENT OF TRANSPORT
35
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
Performance Indicators
Key Performance Indicators
Annual Target 2012/12
Annual Target 2013/13
Annual Target 2014/14
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
Strategic Plan (Revised) 2011/12-2013/14
|
DEPARTMENT OF TRANSPORT
43
Performance Indicators
Key Performance Indicators
Annual Target 2012/12
Annual Target 2013/13
Annual Target 2014/14
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
• 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.
• Lack of stakeholder buy in
• Resistance from provinces, local
spheres and critical Stakeholders
• Lack of Capacity
• 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
42
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
Performance Indicators
Key Performance Indicators
Annual Target 2012/12
Annual Target 2013/13
Annual Target 2014/14
Integrated transport networks,
distribution centres and logistics
hubs’ framework
Finalised the framework.
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
Strategic Plan (Revised) 2011/12-2013/14
|
Monitor trade trends locally,
regionally and globally.
DEPARTMENT OF TRANSPORT
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
Finalised the National Update of
Continuous improvement of
transport and logistics databanks sector performance indicators and
targets to monitor performance
trends
Alignment with existing transport
models
Developed an integrated national
intermodal facility infrastructure
framework/plan
Risks Matrix
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
Identified Risks
Risk Mitigation
Absence of transport and logistics mandatory filling.
Develop filling legislation
Stakeholder buy-in
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
Performance Indicators
Key Performance Indicators
Annual Target 2012/12
Annual Target 2013/13
Annual Target 2014/14
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
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
Developed rural specific indicators Updated existing databanks to
and targets to monitor freight
focus on improving rural freight
performance within IDPs and ITPs performance
Strategic Plan (Revised) 2011/12-2013/14
|
DEPARTMENT OF TRANSPORT
43
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
Risks Matrix
Identified Risks
Risk Mitigation
Risk Matrix
Lack of capacity
Capacity development and skills
transfer
Roll out and coordinate to other
rural provinces
Identified Risks
Lack of capacity
Sub-programme: Modelling and Economic Analysis
42
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
Performance Indicators
Key Performance Indicators
Annual Target 2012/12
Annual Target 2013/13
Annual Target 2014/14
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
• Investor relations promotion
• 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
• Investor relations promotion
• Participate in 4 infrastructure
investment projects in the
provinces/ municipalities
• Research and review industry
policies and funding frameworks.
• Sponsorship for investor
conference
Strategic Plan (Revised) 2011/12-2013/14
|
DEPARTMENT OF TRANSPORT
Performance Indicators
Risks Matrix
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 subsectors
• 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
Identified Risks
Risk Mitigation
• Capacity to execute the identified projects
• Employment of relevant personnel to execute the projects
• Extensive consultation with supply chain
• Up-skilling required – especially modelling and quantitative capacity
• Supply chain processes taking too long
• Lack of an integrated transport database remains a challenge
• 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
• 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
• Minister to establish Charter Council by appointing Board Members
to assist with implementation of the Integrated of the Transport
Sector B-BBEE Codes
Strategic Plan (Revised) 2011/12-2013/14
|
DEPARTMENT OF TRANSPORT
43
Sub-programme: Regional Integration
Outcome 1: An efficient and Integrated transport infrastructure network for social and economic development
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
Performance Indicators
Key Performance Indicators
Annual Target 2012/12
Annual Target 2013/13
Annual Target 2014/14
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
Implementation Plans:- 8
Groblers’ Bridge; Qacha’s Nek
Ficksburg Bridge; Van Rooyen;
Caledonspoort; Golela;
Ramatlabama; Nakop
Assessment of traffic flows at
gateways (air and seaports).:4 Seaports Durban; Richards Bay;
Cape Town; Saldanha Bay
Developed implementation Plans
for air and sea ports
3 Airports OR International;
Cape Town; International
King Shaka International.
Enhanced Africa integration
through implementation
of initiatives by regional
institutions, like NEPAD, AU,
SADC, etc
42
Strategic Plan (Revised) 2011/12-2013/14
|
Conducted a study on the
harmonisation of transport
standards within SADC region
Completed the study with practical
recommendations
• Developed Implementation Plan
• Started implementation of the
recommendations
Integration of regional transport
projects:- Develop and maintain
database of regional transport
integration projects
• Maintaining the database and
on-going implementation
Terms of reference completed
DEPARTMENT OF TRANSPORT
Risks Matrix
Identified Risks
Risk Mitigation
•
•
•
•
• Filling of vacancies
• Establishment of an intergovernmental and stakeholder platforms
• Regular meetings with CBRTA and amendment of Cross Border
Road Transport Act
Shortage of human resources.
Stakeholder buy-in and involvement of neighbouring countries
Intergovernmental relations
Duplication of projects with CBRTA
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
Performance Indicators
Key Performance Indicators
Annual Target 2012/12
Annual Target 2013/13
Annual Target 2014/14
Efficient trade through the
development of regional
Corridors
Developed Management
Instruments for Regional
Corridors
Finalised North South corridor
MOU
On-going implementation
Conducted consultations on the
North-South Corridor MOU
Maintaining and sustaining the
TKC & SACU
Conducted a study on the status
of regional infrastructure
Completed the study with practical • Developed Implementation Plan
recommendations
• Started implementation of the
recommendations
Terms of reference completed
Risks Matrix
Identified Risks
•
•
•
•
Shortage of human resources.
Stakeholder buy-in and involvement of neighbouring countries
Intergovernmental relations
Duplication of projects with CBRTA
Risk Mitigation
• Filling of vacancies
• Establishment of an intergovernmental and stakeholder platforms
• Regular meetings with CBRTA and amendment of Cross Border Road
Transport Act
Strategic Plan (Revised) 2011/12-2013/14
|
DEPARTMENT OF TRANSPORT
43
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
Performance Indicators
Key Performance Indicators
Annual Target 2012/12
Annual Target 2013/13
Annual Target 2014/14
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
Developed a mitigation strategy to
contribute towards the reduction
of GHG by 34% as per UNFCCC
commitment
44
Strategic Plan (Revised) 2011/12-2013/14
Reviewed Transport Innovation
and Technology Research
Strategy; and undertake a study
on main technologies and
Discussion document based on
literature study of main
technologies in road transport.
Updated of Transport Innovation
and Technology Research Strategy
Compiled and published Innovation
and Technology Guidelines for
Reviewed Transport Innovation
and Technology Research
Strategy; and undertake a
study on main technologies and
innovations to reduce accidents
on roads in South Africa.
Discussion document based on
literature study of main
technologies in road transport.
Updated of Transport Innovation
and Technology Research Strategy
Compiled and published Innovation
and Technology Guidelines for
Centres of Development
Developed a Transport Sector
Monitoring and Evaluation
Framework; and compile
Transport Sector M&E Report for
2013/14.
• Collected data for the
development of the business
plan for M&E Framework
• Developed an internal Target
Setting Framework
• Developed an internal M&E
discussion document
• Appointed a service provider
to develop a Monitoring and
Evaluation Framework
• Approved M&E Framework
• Implemented M&E Framework
• Quarterly monitoring and
evaluation reports.
• Published the Transport Sector
M&E Report for 2013/14
|
DEPARTMENT OF TRANSPORT
Collected data on the development
of e-M&E Framework
Performance Indicators
Discussion document on “a rural
Developed a rural accessibility
/multi-deprivation index and
accessibility /multi-deprivation
index for South Africa”
research on impact of freight
accidents on South Africa’s roads.
Risks Matrix
Identified Risks
• 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
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
Risk Mitigation
Lack of personnel (critical)
Work with HR on hiring staff as a matter of urgency
Unavailability of transport data
Offer assistance to data collectors and organise meetings with
potential data suppliers where necessary
Possibility of resistance against the introduction of M&E as a
management instrument.
Consultation with all stakeholders regarding the need for M&E
Strategic Plan (Revised) 2011/12-2013/14
|
DEPARTMENT OF TRANSPORT
45
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.
Performance Indicators
Key Performance Indicators
Annual Target 2012/12
Annual Target 2013/13
Annual Target 2014/14
1 390 rail coaches generally
overhauled and upgraded
490 coaches completed
450 coaches completed
450 coaches completed
Completion of Phase 1: Gauteng
Train Control Nerve Centre
Greenview – Pienaarspoort line
extension
Phase 1 commence
Bridge City line extension
Construction of stations & perway
Performance Monitoring
and Evaluation – successful
development and
implementation of National
Service Level Agreement
Completion of station and
construction of perway started
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
Strategic Plan (Revised) 2011/12-2013/14
1 section completed Phase 1 completed
Completed
Completed
Implementation of Service Level
Agreement and introduction of
regional services level agreements
|
DEPARTMENT OF TRANSPORT
49
Risks Matrix
Identified Risks
Risk Mitigation
Ineffective planning, implementation and poor strategic project
management by PRASA
Performance monitoring, coordination and liaison
Delay in the finalization of framework for the National Service Level
Agreement (SLA) with PRASA
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
Performance Indicators
Key Performance Indicators
Annual Target 2012/12
Annual Target 2013/13
Budget approval
Procurement and Request for
Proposal preparation
Completion of Needs and
Feasibility Study
Budget approved
Procurement and RFP preparation
RFP process & evaluation
Contract negotiations
Financial / Commercial close
Best And Final Offer / preferred
bidder designation
1st test vehicle operational
Finalisation of 1sttest vehicle
Identified Risks
Availability of appropriate skills/training to ensure that job creation
targets are met
50
Strategic Plan (Revised) 2011/12-2013/14
|
DEPARTMENT OF TRANSPORT
Contract negotiations
Financial / Commercial close
Pre-payment for first contract
Pre-payment for first contract
Risks Matrix
Annual Target 2014/14
Risk Mitigation
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
Performance Indicators
Key Performance Indicators
Annual Target 2012/12
Published Rail Policy Green Paper Completed Rail Policy Discussion
document
Annual Target 2013/13
Publishing of Green Paper
Adopted White Paper
Adoption of White Paper
Developed rail transport strategy
for the rail sector
Established of interim regulatory
capacity
Annual Target 2014/14
Operational Environmental
Scan and Interventions Report
completed
Interim regulatory capacity
established
Rail Transport Strategy developed
RER established
Established of Rail Economic
Regulator (RER)
Risks Matrix
Identified Risks
Risk Mitigation
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
Performance Indicators
Key Performance Indicators
Annual Target 2012/12
Annual Target 2013/13
Finalised accident and incident
status quo report
Status quo report completed
Concluded regulatory safety gap
analysis
Scoping and data collection
Implemented Gap Analysis
Report recommendations
Annual Target 2014/14
Regulatory Safety Gap Analysis
completed
Recommendations of Gap Analysis
Report implemented
Strategic Plan (Revised) 2011/12-2013/14
|
DEPARTMENT OF TRANSPORT
49
Risks Matrix
Identified Risks
Risk Mitigation
Availability of verified data and affordability of information and
monitoring system by the RSR
NAME OF PUBLIC ENTITY
MANDATE
OUTPUTS
CURRENT ANNUAL BUDGET (R‘000)
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)
Transfer: R10 227 905
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
Railway Safety Regulator
(RSR)
50
Implementation of National Information and Monitoring System at RSR
Strategic Plan (Revised) 2011/12-2013/14
|
• 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
• Improved levels of safety and
security in the railway industry
• Sustainable institutional
effectiveness
• Improved levels of safety and
security in the railway industry
DEPARTMENT OF TRANSPORT
Transfer:
R39 349
DATE OF NEXT EVALUATION
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
Outcome 1: An efficient and Integrated transport infrastructure network for social and economic 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
Performance Indicators
Key Performance Indicators
Number of kilometres/m2 roads
maintained
2156km of roads rehabilitated
62
Strategic Plan (Revised) 2011/12-2013/14
|
Annual Target 2012/12
Annual Target 2013/13
Annual Target 2014/14
CSurfaced roads resealed (m²) 7 484 303
Surfaced roads resealed (m²) - 7
484 303
Surfaced roads resealed (m²) - 7
484 303
Re-gravel (km) - 2 793
Blacktop patching (m²) - 1 357
488
Re-gravel (km) - 2 793
Blacktop patching (m²) - 1 357
488
Re-gravel (km) - 2 793
Blacktop patching (m²) - 1 357
488
Roads bladed (km) - 601 156
Roads bladed (km) - 601 156
Roads bladed (km) - 601 156
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
DEPARTMENT OF TRANSPORT
Risks Matrix
Identified Risks
Risk Mitigation
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
Performance Indicators
Key Performance Indicators
Annual Target 2012/12
Annual Target 2013/13
Annual Target 2014/14
NMT Infrastructure and facilities
rolled out to Municipalities
6
12
21
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
Risks Matrix
Identified Risks
Risk Mitigation
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 Plan (Revised) 2011/12-2013/14
|
DEPARTMENT OF TRANSPORT
63
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
Performance Indicators
Key Performance Indicators
120 000 Full Time Employment
created
Risks Matrix
Annual Target 2012/12
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
Identified Risks
Non-labour intensive methodologies and implementation of limited
routine road maintenance projects that would yield the number of
jobs targeted
62
Strategic Plan (Revised) 2011/12-2013/14
|
DEPARTMENT OF TRANSPORT
Annual Target 2013/13
Annual Target 2014/14
+ 20 000
+30 000
Risk Mitigation
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
Performance Indicators
Key Performance Indicators
Annual Target 2012/12
Annual Target 2013/13
Annual Target 2014/14
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
Risks Matrix
Identified Risks
Risk Mitigation
Participation and acceptance by stakeholders
Corrective action to address problems identified in pilot phase
Delays and problems from the pilot phase, and subsequent roll-out of Policy directive and on-going consultation
AARTO
Strategic Plan (Revised) 2011/12-2013/14
|
DEPARTMENT OF TRANSPORT
63
Outcome 1: An efficient and Integrated transport infrastructure network for social and economic development
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
Performance Indicators
Key Performance Indicators
Annual Target 2012/12
Road asset management policy
& Guideline developed
Draft policy consulted to affected COTO& MIN MEC Approval
and interested stakeholders
Critical technical standards &
norms reviewed and revised.
COTO approval for TRH3, TRH20.
Digitised Road Traffic Signs
Manual and Route Numbering
Document updated
Road Infrastructure Safety
Framework developed
Risks Matrix
Annual Target 2013/13
Annual Target 2014/14
Policy Implementation &
Monitoring
Digitised Road Traffic Signs Manual
and Route Numbering Document
Review of Standards & Monitoring.
updated
Develop Road Infrastructure
Safety Framework
Identified Risks
Carry out Road Infrastructure
Safety Audits
Risk Mitigation
Participation and acceptance by stakeholders
Policy directive and on-going consultation
Sub-Programme: Driving Licence Credit Card Trading Entity
62
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
Performance Indicators
Key Performance Indicators
Annual Target 2012/12
Annual Target 2013/13
Annual Target 2014/14
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
24 days for 7,201-8,400 cards per
day
25 days for 8,401-9,600 cards per
day
Number of forged driving
license cards
0
0
0
Strategic Plan (Revised) 2011/12-2013/14
|
DEPARTMENT OF TRANSPORT
Risks Matrix
Identified Risks
Risk Mitigation
Illegal production of drivers licence cards
Improve security features on the cards
Outcome 1: An efficient and Integrated transport infrastructure network for social and economic 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
Performance Indicators
Key Performance Indicators
Annual Target 2012/12
Annual Target 2013/13
Annual Target 2014/14
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
Surfaced 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
Re-gravel (km) - 2 793
Blacktop patching (m²) - 1 357
488
Roads bladed (km) - 601 156
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
Risks Matrix
Identified Risks
Risk Mitigation
Insufficient funding resulting in grant utilized for non-maintenance
projects
Approval of maintenance projects to be implemented under the grant
fund. Monitoring of grant compliance by the 9 roads authorities
DOT’s capacity to enforce grant conditions
Establishment of grant management, support services and systems
within DOT
Capacity of Mpumalanga Roads Department to absorb the investment Implementation of the agreed resource utilisation plan and MOU
between the province and SANRAL with the participation of Eskom
Implementation through ESKOM which may not be in line with the
standards set by the Roads Sector
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
Availability and transfer of funds from ESKOM
projects.
National Treasury to find mechanism for collection from Eskom and
transfer to provinces and SANRAL
Strategic Plan (Revised) 2011/12-2013/14
|
DEPARTMENT OF TRANSPORT
63
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
Performance Indicators
Key Performance Indicators
Annual Target 2012/12
Annual Target 2013/13
Annual Target 2014/14
NMT Infrastructure and facilities
rolled out to Municipalities
6
12
21
Risks Matrix
Identified Risks
Risk Mitigation
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
Performance Indicators
Key Performance Indicators
Annual Target 2012/12
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
Risks Matrix
Identified Risks
Non-labour intensive methodologies and implementation of limited
routine road maintenance projects that would yield the number of
jobs targeted
62
Strategic Plan (Revised) 2011/12-2013/14
|
DEPARTMENT OF TRANSPORT
Annual Target 2013/13
Annual Target 2014/14
+ 20 000
+30 000
Risk Mitigation
Approval of appropriate labour intensive road maintenance projects in
provincial business plans that optimise job creation
Outcome 1: An efficient and Integrated transport infrastructure network for social and economic development
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 by 2014
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
Performance Indicators
Key Performance Indicators
Annual Target 2012/12
Road asset management policy
& Guideline developed
Draft policy consulted to affected COTO& MIN MEC Approval
and interested stakeholders
Critical technical standards &
norms reviewed and revised
COTO approval for TRH3, TRH20.
Digitised Road Traffic Signs
Manual and Route Numbering
Document updated
Road Infrastructure Safety
Framework developed
Risks Matrix
Identified Risks
Participation and acceptance by stakeholders
Annual Target 2013/13
Annual Target 2014/14
Policy Implementation &
Monitoring
Digitised Road Traffic Signs Manual Review of Standards & Monitoring.
and Route Numbering Document
updated
Develop Road Infrastructure
Safety Framework
Carry out Road Infrastructure
Safety Audits
Risk Mitigation
Policy directive and on-going consultation
Strategic Plan (Revised) 2011/12-2013/14
|
DEPARTMENT OF TRANSPORT
63
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
Performance Indicators
Key Performance Indicators
Annual Target 2012/12
Annual Target 2013/13
Annual Target 2014/14
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
Risks Matrix
Identified Risks
Participation and acceptance by stakeholders
Delays and problems from the pilot phase, and subsequent roll-out of
AARTO
62
Strategic Plan (Revised) 2011/12-2013/14
|
DEPARTMENT OF TRANSPORT
Risk Mitigation
Corrective action to address problems identified in pilot phase
Policy directive and on-going consultation
Outcome 1: An efficient and Integrated transport infrastructure network for social and economic development
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
Performance Indicators
Key Performance Indicators
Annual Target 2012/12
Road asset management policy
& Guideline developed
Draft policy consulted to affected COTO& MIN MEC Approval
and interested stakeholders
Policy Implementation & Monitoring
Critical technical standards &
norms reviewed and revised.
COTO approval for TRH3, TRH20.
Digitised Road Traffic Signs
Manual and Route Numbering
Document updated
Review of Standards & Monitoring.
Road Infrastructure Safety
Framework developed
Risks Matrix
Annual Target 2013/13
Digitised Road Traffic Signs Manual
and Route Numbering Document
updated
Develop Road Infrastructure Safety
Framework
Identified Risks
Annual Target 2014/14
Carry out Road Infrastructure Safety
Audits
Risk Mitigation
Participation and acceptance by stakeholders
Policy directive and on-going consultation
Sub-Programme: Driving Licence Credit Card Trading Entity
Outcome 1: An efficient and Integrated transport infrastructure network for social and economic development
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
Performance Indicators
Key Performance Indicators
Annual Target 2012/12
Annual Target 2013/13
Annual Target 2014/14
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
24 days for 7,201-8,400 cards per
day
25 days for 8,401-9,600 cards per
day
Number of forged driving
license cards
0
0
0
Strategic Plan (Revised) 2011/12-2013/14
|
DEPARTMENT OF TRANSPORT
63
Risks Matrix
Identified Risks
Risk Mitigation
Illegal production of drivers licence 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
Performance Indicators
Key Performance Indicators
Annual Target 2012/12
Annual Target 2013/13
Annual Target 2014/14
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
Distance <100km: 9 hours;
<200km 11.5 hours; >200km 14
hours
Distance <100km: 9 hours; <200km
11.5 hours; >200km 14 hours
Risks Matrix
Identified Risks
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
Performance Indicators
Key Performance Indicators
Annual Target 2012/12
Annual Target 2013/13
Annual Target 2014/14
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
Risks Matrix
62
Improve security features on the cards
Strategic Plan (Revised) 2011/12-2013/14
Risk Mitigation
Identified Risks
|
DEPARTMENT OF TRANSPORT
Risk Mitigation
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
Performance Indicators
Key Performance Indicators
Annual Target 2012/12
Annual Target 2013/13
Annual Target 2014/14
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
Strategic Plan (Revised) 2011/12-2013/14
|
DEPARTMENT OF TRANSPORT
63
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
Performance Indicators
Key Performance Indicators
Annual Target 2012/12
Annual Target 2013/13
Annual Target 2014/14
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
Approval of quarterly reports by the
Executive Authority per quarter
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
Approval of analysis reports by
the Executive Authority by end
September
Approval of analysis reports by
the Executive Authority by end
September
Implementation and monitoring of
EPMS
Monitoring and Evaluation of EPMS
Implementation of Electronic
Pilot of the EPMS to C-BRTA and
Performance Management System PRSA and roll-out to all public
(EPMS) to all 12 public entities
entities
Risks Matrix
62
Identified Risks
Risk Mitigation
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
Strategic Plan (Revised) 2011/12-2013/14
|
DEPARTMENT OF TRANSPORT
NAME OF PUBLIC ENTITY
MANDATE
OUTPUTS
CURRENT ANNUAL BUDGET (R‘000)
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.
• Market access regulated – i.e.
Permits issued;
No transfer
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 decisionmaking and policy development
and enhancing the capacity of
the public sector in its strategic
planning and monitoring functions
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
DATE OF NEXT EVALUATION
• 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
Legislative enablement
Changing the fundamentals of our
business model through changes
in legislation
No transfer
31/03/ 2012
R14,526,222
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
Strategic Plan (Revised) 2011/12-2013/14
|
DEPARTMENT OF TRANSPORT
63
NAME OF PUBLIC ENTITY
MANDATE
OUTPUTS
CURRENT ANNUAL BUDGET (R‘000)
DATE OF NEXT EVALUATION
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
No transfer
31/03/ 2012
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
Road Traffic Management
Corporation (RTMC)
62
Strategic Plan (Revised) 2011/12-2013/14
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
DEPARTMENT OF TRANSPORT
R14,526,222
NAME OF PUBLIC ENTITY
MANDATE
OUTPUTS
CURRENT ANNUAL BUDGET (R‘000)
DATE OF NEXT EVALUATION
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
Strategic Plan (Revised) 2011/12-2013/14
|
DEPARTMENT OF TRANSPORT
63
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
Performance Indicators
Key Performance Indicators
Annual Target 2012/12
Annual Target 2013/13
Annual Target 2014/14
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
Identify and engage a minimum of
8key countries
Identify and engage a minimum of
10key 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
Risks Matrix
Identified Risks
Delayed approval of Mandates
Lack of Capacity
Budgetary Constraints
Risk Mitigation
Effective communication
Filling of vacancies
Ensure the availability of budget within the Dept. budget allocation
Strategic Plan (Revised) 2011/12-2013/14
|
DEPARTMENT OF TRANSPORT
77
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
Performance Indicators
Key Performance Indicators
Reviewed regulatory framework
for ACSA and ATNS
Annual Target 2012/12
Annual Target 2013/13
Annual Target 2014/14
Develop funding model for ACSA
and ATNS
Incorporate the funding model and
regulations into the Permission
Application Process
Fully functional regulatory framework
Collect and analyse date to monitor
industry performance.
Fully functional forecasting and
planning framework
Develop regulations for ACSA and
ATNS
Forecast and planning
framework
Develop industry performance
measures
Managed Permission Application
Process for ACSA and ATNS
Develop the calendar and
timeframes
Forecast industry performance
Conclude the procurement
process
Develop the consultation
framework
Risks Matrix
Identified Risks
Strategic Plan (Revised) 2011/12-2013/14
|
Oversee and facilitate the
implementation of the Permission
Application Process
Risk Mitigation
Delayed approval of Mandates
Lack of Capacity
Budgetary Constraints
78
Facilitate the “Approach to the
Permission” process and the
Permission Application Process
DEPARTMENT OF TRANSPORT
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
Performance Indicators
Key Performance Indicators
Annual Target 2012/12
Annual Target 2013/13
Annual Target 2014/14
Developed Airfreight Strategy
Review Terms of Reference
Develop the Airfreight Strategy
Airfreight Strategy approved by the
Minister
Risks Matrix
Identified Risks
Risk Mitigation
Ensure required funding is available within the Departmental budget
allocation
Stakeholder Management Plan
Funding
Stakeholder cooperation
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.
Performance Indicators
Key Performance Indicators
Annual Target 2012/12
Annual Target 2013/13
Annual Target 2014/14
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
Risks Matrix
Identified Risks
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.
Risk Mitigation
Availability of explanatory notes and presentation to the Minster on key
policy matters
Strategic Plan (Revised) 2011/12-2013/14
|
DEPARTMENT OF TRANSPORT
77
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
Performance Indicators
Key Performance Indicators
Annual Target 2012/12
Annual Target 2013/13
Annual Target 2014/14
Approved National Airports
Development Plan
Internal consultation (DOT and
Agencies) to review NADP
recommendations
Broader stakeholder consultations
Cabinet approval
Final review of NADP
Implementation
Risks Matrix
Identified Risks
Risk Mitigation
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
Performance Indicators
Key Performance Indicators
Annual Target 2012/12
Annual Target 2013/13
Annual Target 2014/14
Facilitate the effective
representation of South Africa
at SADC, Africa and international
civil aviation fora
SA represented at SADC, AFCAC
and ICAO
SA represented at SADC, AFCAC
and ICAO
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
Timeous processing/response to all
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
Risks Matrix
Identified Risks
Delayed approval of mandates
Lack of capacity
Budget constraints
78
Strategic Plan (Revised) 2011/12-2013/14
|
DEPARTMENT OF TRANSPORT
Risk Mitigation
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
Performance Indicators
Key Performance Indicators
Annual Target 2012/12
Annual Target 2013/13
Annual Target 2014/14
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
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
Risks Matrix
Identified Risks
Risk Mitigation
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
Outcome 2 : A transport sector that is safe and secure
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
Performance Indicators
Key Performance Indicators
Annual Target 2012/12
Annual Target 2013/13
Annual Target 2014/14
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
Review and update regulations in line
with the ICAO SARPS
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
Presentation to the SADC – Civil
Aviation Committee
Security risk assessment report to
SADC
Prepare a working paper to
present to the SADC – Civil
Aviation Committee
Conduct a security risk assessment
Strategic Plan (Revised) 2011/12-2013/14
|
DEPARTMENT OF TRANSPORT
77
Risks Matrix
Identified Risks
Risk Mitigation
Skills constraints
Budgetary constraints
Lack of cooperation with other states
International recruitment and capacity building
Secure funding within the Departmental budget allocation
Outcome 2 : A transport sector that is safe and secure
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
Performance Indicators
Key Performance Indicators
Annual Target 2012/12
Annual Target 2013/13
Annual Target 2014/14
Compliance with the ICAO
Assembly Resolution A22
Develop a draft strategy
Finalise and implement the strategy
Monitoring
A37 Assembly Resolution
supported
Inform stakeholders
Prepare a working paper to the A38
Presentation to the ICAO Assembly
Risks Matrix
Identified Risks
Risk Mitigation
Lack of stakeholder buy-in
Lobby with member states and pro-stakeholders for pressure for buy-in
Outcome 2 : A transport sector that is safe and secure
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
Performance Indicators
Key Performance Indicators
Annual Target 2012/12
Annual Target 2013/13
Annual Target 2014/14
Standardized SAR regulations for
the SADC region
Develop standard regulations in
consultation with SADC member
States
Obtain SADC Structure’s approval
Promulgate the regulations
Obtain SADC Structures approval
Signing of the MOU by relevant
Ministers
Signed MOU on the co-ordination Negotiate and conclude MOU on
of SAR services by SADC
the co-oordination of aviation SAR
Member States
services
78
Strategic Plan (Revised) 2011/12-2013/14
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 Coordinating Committee with clear
Terms of Reference
Develop Terms of Reference for
the SADC Regional SAR Coordinating Committee
Obtain SADC structure’s approval
Fully functional Regional SAR Coordinating Committee
|
DEPARTMENT OF TRANSPORT
Risks Matrix
Identified Risks
Risk Mitigation
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
Performance Indicators
Key Performance Indicators
Annual Target 2012/12
Annual Target 2013/13
Annual Target 2014/14
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
Risks Matrix
Identified Risks
Risk Mitigation
Funding
Explore other funding strategies e.g. sponsorships
Disagreement with regard to member states’ individual contributions
to the initiative
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
Performance Indicators
Key Performance Indicators
Annual Target 2012/12
Annual Target 2013/13
Annual Target 2014/14
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
Risks Matrix
Identified Risks
Lack of support from management and Communications
Late approval
Lack of funding
Risk Mitigation
Early commencement with the process of approval and buy-in
Required funding is secured within the Departmental budget
Strategic Plan (Revised) 2011/12-2013/14
|
DEPARTMENT OF TRANSPORT
77
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.
Performance Indicators
Key Performance Indicators
Annual Target 2012/12
Annual Target 2013/13
Annual Target 2014/14
Airport/ Airspace Slot
Coordination Framework
Initiation of project and
consultation phase
Slot Coordination Framework
completed.
Slot Coordinator appointed.
Monitoring of Slot Coordination
Framework and review, as may be
required
Implementation of framework
Risks Matrix
78
Strategic Plan (Revised) 2011/12-2013/14
Identified Risks
Promoted aviation awareness
Visit 40 schools in remaining 6
Budget constraints
provinces
Delays with passing of draft regulations through CARCOM process
|
DEPARTMENT OF TRANSPORT
Risk Mitigation
Visit 70 schools in all nine provinces Visit 70 schools in all nine provinces
Prioritising funds within the Departmental allocation to meet project
requirements
NAME OF PUBLIC ENTITY
MANDATE
OUTPUTS
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
CURRENT ANNUAL BUDGET (R‘000)
DATE OF NEXT EVALUATION
• 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
Strategic Plan (Revised) 2011/12-2013/14
|
DEPARTMENT OF TRANSPORT
77
NAME OF PUBLIC ENTITY
MANDATE
OUTPUTS
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
78
Strategic Plan (Revised) 2011/12-2013/14
|
DEPARTMENT OF TRANSPORT
CURRENT ANNUAL BUDGET (R‘000)
DATE OF NEXT EVALUATION
ST A EGIC PLA
"Transport1 the Heartbeat of Econom
c Growth and
Social Developmen
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).
Outcome 1: An efficient and Integrated transport infrastructure network for social and economic development
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)
Performance Indicators
Key Performance Indicators
Annual Target 2012/12
Annual Target 2013/13
Annual Target 2014/14
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
Developed Maritime Shipping
Policy
86
Strategic Plan (Revised) 2011/12-2013/14
|
DEPARTMENT OF TRANSPORT
Performance Indicators
Developed Maritime Shipping
Policy
Risks Matrix
Identified Risks
Amendment bill to include:
• Security legislation
• Revised environmental
protection (CLC, IOPC, Ballast
water) legislation
• Safety regulations
• Maritime labour legislation/
regulations
• Maritime shipping regulations
Risk Mitigation
Capacity building (training and bursaries for Maritime related studies)
Appointment of panel of experts on Maritime issues
Skills and capacity
Loss of potential opportunities in maritime transport sector
Outcome 2: A transport sector that is safe and secure
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
To
To
To
Performance Indicators
Key Performance Indicators
Annual Target 2012/12
Annual Target 2013/13
Annual Target 2014/14
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
ensure that seafarers life are safe at sea
ensure safety of goods and passengers on board ships
protect the passage of goods and people in SA waters and inland waterways
rescue vessels in distress and wreckage at sea
Strategic Plan (Revised) 2011/12-2013/14
|
DEPARTMENT OF TRANSPORT
85
Performance Indicators
Risks Matrix
Key Performance Indicators
Annual Target 2012/12
Annual Target 2013/13
Annual Target 2014/14
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
Identified Risks
Risk Mitigation
Non compliance with applicable regulations and agreed Conventions
of IMO
86
Strategic Plan (Revised) 2011/12-2013/14
|
DEPARTMENT OF TRANSPORT
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
Outcome 5: Increased contribution to job creation
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
Performance Indicators
Key Performance Indicators
Annual Target 2012/12
Annual Target 2013/13
Annual Target 2014/14
Improved capacity and systems
to develop and train seafarers
Promoted career awareness in
maritime transport sector
Ongoing process w.r.t. development
of relevant Merchant Shipping
legislation
Monitor and analyse progress w.r.t.
implementation of Merchant Shipping
legislation
Audited rate of employment
creation in maritime transport
sector over past 3 years and
ongoing trend (emphasis on
seafarers)
Evaluate effectiveness of training
curriculum and benchmark with
global trends
Ongoing report on training and
employment creation
Evaluated current institutional
arrangements for skills
development
Developed recommendation and
communication process based on
audit of employment creation and
developed reporting framework for
employment in the sector
Ongoing update on implementation
of bilateral related to training
deliverable
Analysed current training
curriculum and benchmark with
global trends
Project plan for implementation
of 3 bilaterals related to training
deliverable
Periodic review of the maritime
career booklet
Reviewed skills development
strategy and make
recommendations
Career awareness in all Provinces
– at least 5 schools per Province
Development of maritime career
booklet Launched 2013/14
maritime booklet
Launched 2014/15 maritime booklet
Developed bilateral/ agreements
to improve rate of employment of
seafarers globally
Facilitated training of about 100
seafarers youth, women and people
with disability on maritime business
opportunities
Facilitated about 100 seafarers,
youth, women and people with
disability on maritime business
opportunities
Developed Maritime Shipping
Policy
Risks Matrix
Identified Risks
No SA training vessel
Absence of policy position on training facilities
Non-compliance with ILO requirements and STCW
Risk Mitigation
Feasibility study on funding the acquisition
Strategic Plan (Revised) 2011/12-2013/14
|
DEPARTMENT OF TRANSPORT
85
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
Performance Indicators
Key Performance Indicators
Annual Target 2012/12
Annual Target 2013/13
Annual Target 2014/14
Reduced levels of pollution at
sea
Implementation and monitoring of
current environmental protection
regulations
Implementation of salvage strategy
Implementation plan for the shipping
policy
Risks Matrix
Study on carbon footprint in SA
Implemented CLC and IOPC
regulations
maritime domain and develop
policy position on greenhouse
gases in maritime transport sector
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
Identified Risks
Risk Mitigation
Non compliance with IMO instruments/conventions
Increased level of pollution in SA waters
86
Strategic Plan (Revised) 2011/12-2013/14
|
DEPARTMENT OF TRANSPORT
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 Consultation and Cabinet Memo on
amended or drafted based on White shipping industry strategy, ports
Paper
efficiency policy proposals and other
aspects of the Maritime transport
policy
Finalised policy to improve port
efficiencies
Risks Matrix
Identified Risks
Lack of planning and stakeholder buy-in
Risk Mitigation
Rigorous stakeholder engagements
Strategic Plan (Revised) 2011/12-2013/14
|
DEPARTMENT OF TRANSPORT
85
NAME OF PUBLIC ENTITY
MANDATE
OUTPUTS
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)
86
Strategic Plan (Revised) 2011/12-2013/14
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
• Improve service delivery,
strengthen corporate
performance and governance and
combat corruption
b) To prevent and combat
pollution of the marine
environment by ships; and
• Advance and protect South
Africa’s regional and international
maritime interests
c) To promote the Republic’s
maritime interests.
• Facilitate maritime stakeholder
engagement and leverage
strategic partnerships
|
• 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
DEPARTMENT OF TRANSPORT
CURRENT ANNUAL BUDGET (R‘000)
DATE OF NEXT EVALUATION
ST A EGIC PLA
"Transport1 the Heartbeat of Econom
c Growth and
Social Developmen
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).
Outcome 1: An efficient and Integrated transport infrastructure network for social and economic development
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
Performance Indicators
Key Performance Indicators
Annual Target 2012/12
Annual Target 2013/13
Annual Target 2014/14
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)
3 PRE
1 National
2 PRE
1 Municipal Regulatory Entity (MRE)
Undertake 1 study towards
establishment of MRE
Undertake 1 study for National
Risks Matrix
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
17
15
None
Identified Risks
Risk Mitigation
Lack of operator data
National Land Transport Information System (NLTIS) inefficient and
unreliable
94
Strategic Plan (Revised) 2011/12-2013/14
Continue studies towards
establishment of MRE’s
|
DEPARTMENT OF TRANSPORT
Data collection
Development and/or upgrade of NLTIS
Outcome 2: A transport sector that is safe and secure
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
Performance Indicators
Key Performance Indicators
Annual Target 2012/12
Annual Target 2013/13
Annual Target 2014/14
Facilitated and developed
Integrated Public Transport
Networks (IPTNs)
Completed outstanding network
operational plans
Rea Vaya Phase 1b launched
NMB Phase 1
Launch CoCT’s starter service
My CiTi Partial Phase 1
My CiTi Phase 1 fully operational
Rea Vaya full Phase 1a
NMB Phase 1
Final Operational Plans completed in
Msunduzi and Mangaung
Draft Operational plans for
Msunduzi, Ekurhulent & Mangaung
Risks Matrix
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
Identified Risks
Risk Mitigation
Lack of resources, skills and capacity constraints
Assess the required skills and capacity and develop local competence
through training
Commencement of operations in Phase 1 IRPTNs – due to resistance
from incumbent operators and labour
Ongoing stakeholder engagement
Strategic Plan (Revised) 2011/12-2013/14
|
DEPARTMENT OF TRANSPORT
95
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
Risks Matrix
94
Strategic Plan (Revised) 2011/12-2013/14
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
Implementation of the strategy
Support and monitor performance
Convened elective conference for
small bus operators in seven (7)
Provinces
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
Convened elective conference for
small bus operators in two (2)
Provinces
Identified Risks
|
DEPARTMENT OF TRANSPORT
Risk Mitigation
Outcome 3: Improved rural access, infrastructure and mobility
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
Justification
Performance Indicators
Risks Matrix
Key Performance Indicators
Annual Target 2012/12
Annual Target 2013/13
Annual Target 2014/14
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
Identified Risks
Risk Mitigation
Strategic Plan (Revised) 2011/12-2013/14
|
DEPARTMENT OF TRANSPORT
95
Outcome 3: Improved rural access, infrastructure and mobility
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
Justification
Performance Indicators
Risks Matrix
94
Key Performance Indicators
Annual Target 2012/12
Annual Target 2013/13
Annual Target 2014/14
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
Identified Risks
Strategic Plan (Revised) 2011/12-2013/14
|
Risk Mitigation
DEPARTMENT OF TRANSPORT
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
Strategic Plan (Revised) 2011/12-2013/14
|
DEPARTMENT OF TRANSPORT
95
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
94
Strategic Plan (Revised) 2011/12-2013/14
|
DEPARTMENT OF TRANSPORT
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
Strategic Plan (Revised) 2011/12-2013/14
|
DEPARTMENT OF TRANSPORT
95
Transport, lhe Heartbeat of Econom c Grow
and Soclal Developmen
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.
Strategic Plan (Revised) 2011/12-2013/14
|
DEPARTMENT OF TRANSPORT
10
EXPENDITURE TRENDS SUMMARY
Expenditure outcome
Projected
Medium term expenditure estimates
Audited
Audited
Audited
2008/09
2009/10
2010/11
2011/12
2012/13
2013/14
2014/15
28,161,663
28,663,998
29,155,149
41,517,420
38,828,952
41,703,987
48,066,250
R thousand
Expenditure and voted funds
Expenditure outcome
Economic classification
R thousand
Projected
Medium term expenditure estimates
Audited
Audited
Audited
2008/09
2009/10
2010/11
2011/12
2012/13
2013/14
2014/15
200,089
98,714
406,176
237,766
230,474
245,509
260,544
3
3
1
2
2
2
7
-5
-1
50
60
70
368
137
264
124,430
150
251,150
429,150
15,339
7,225
2,404
415
7000
7500
8000
215,806
106,074
408,844
362,611
237,676
504,221
697,766
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
Total
102
Strategic Plan (Revised) 2011/12-2013/14
|
DEPARTMENT OF TRANSPORT
Programme
R thousand
1. Administration
2. Integrated Transport Planning
Expenditure outcome
Projected
Medium term expenditure estimates
Audited
Audited
Audited
2008/09
2009/10
2010/11
2011/12
2012/13
2013/14
2014/15
252,715
288,865
246,110
292,169
317,473
332,755
351,932
49,523
60,555
58,725
101,790
88,542
84,601
89,405
3. Rail Transport
8,739,382
10,527,660
9,259,688
9,549,772
10,298,893
11,137,698
15,823,563
4.Road Transport
11,508,959
10,422,131
11,360,700
21,733,724
17,936,809
19,118,980
20,165,543
74,309
53,150
53,129
67,085
62,022
64,609
68,874
142,746
135,542
143,496
146,304
138,543
146,859
155,020
7,394,029
7,176,095
8,033,301
9,626,576
9,986,670
10,818,485
11,411,913
28,161,663
28,663,998
2,404
415
38,828,952
41,703,987
48,066,250
503,688
(394,035)
39,172
0
5. Civil Aviation
6. Maritime Transport
7. Public Transport
Total
Change to 2011 Budget estimate
Programme
Expenditure outcome
Projected
Medium term expenditure estimates
Audited
Audited
Audited
R thousand
2008/09
2009/10
2010/11
2011/12
2012/13
2013/14
2014/15
Current payments
1,003,729
1,016,294
930,548
1,275,727
848,083
875,906
926,270
Compensation of employees
182,632
228,121
250,758
297,192
316,129
333,401
353,886
Goods and services
806,963
787,748
678,292
978,535
531,954
542,505
572,384
14,134
425
1,498
-
-
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
15,694,672
17,324,512
18,682,135
19,647,803
6,814,138
5,873,665
6,985,744
14,565,258
9,895,405
10,520,410
11,151,450
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
7,798
8,178
8,695
9,189
9,648
10,179
10,790
9,258,163
7,850,127
8,765,206
9,474,098
10,227,905
11,063,170
15,744,619
4,850
4,323
4,733
5,745
6,032
6,364
6,746
14,075
15,035
15,981
16,978
17,827
18,807
19,936
461,247
626,531
339,957
471,605
495,185
522,420
553,765
5,652
6,762
1,888
4,148
4,355
4,596
4,871
Buildings and other fixed structures
Machinery and equipment
Total
5,652
6,762
1,888
4,148
4,355
4,596
4,871
28,161,663
28,663,998
29,155,149
41,517,420
38,828,952
41,703,987
48,066,250
Strategic Plan (Revised) 2011/12-2013/14
|
DEPARTMENT OF TRANSPORT
10
Expenditure outcome
Infrastructure transfers to other spheres,
agencies and departments
Projected
Medium term expenditure estimates
Audited
Audited
Audited
R thousand
2008/09
2009/10
2010/11
2011/12
2012/13
2013/14
2014/15
SANRAL: Development and upkeep of the national
road network
1,900,000
2,847,536
4,065,177
11,477,348
6,602,595
7,043,451
7,466,058
PRASA: Passenger rail infrastructure maintenance
and rehabilitation
2,367,686
3,831,791
5,110,273
6,134,768
6,701,106
7,385,167
11,857,277
Gautrain Rapid Rail Link
3,265,993
2,976,720
438,360
5,300
0
0
0
Municipalities: Public Transport Infrastructure and
system grant
2,919,830
2,418,177
3,699,462
4,803,347
4,988,103
5,549,981
5870846
464,758
500,000
3323019
4,162,161
4,080,104
5,872,354
6828533
7363757
7728453
13,776,528
16,701,143
17,893,376
28,293,117
25,120,337
27,342,356
32,922,634
PRASA:PTIS: Improve railway stations
Provincial Roads Maintenance Grant
Total
Te n ye ar e xpe n
ove rview - oth r te m s
De tails
Budge t
R thousan
2005/06
2006/07
A ctual
Rail-Passenger Rail A gency
2007/08
A ctual
2008/09
A ctual
2009/10
Actu
010/11
Actua
2011/12
A ctual
2012/13
Project
2,844,677
3,780,872
3,955,197
,417,290
7,017,635
8,265,206
9,474,098
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
Roads-SA NRA L
1,752,720
2,327,075
3,391,929
10,323
34,779
27,396
231,159
Rail-Gautraing
Roads-Provincial Roads Grant
Roads-Overload Control and Roads Grants
Roads-Road Asset management System
677,153
Budget
10,227,905
11,06
170
3,899,643
3,863,033
4,153,232
4,317,269
4,552,52
,059,964
5,608,086
6,844,5
4,401,596
9,728,055
10,340,966
3,323,019
4,162,161
4,080,104
6,457,354
7,491,933
8,172,657
38,796
44,416
11,038
8,900
Taxi
2013/14
Budget
12,800
10,400
35,439
565,567
730,452
609,207
576,323
3,699,462
4,803,347
37,295
604,96
39,154
638,233
Public Transport inf rastructure and Syst ms:
-Municipalities
241,710
020
1,174 000
2,919,830
2,418,177
-Passenger Rail A gency
0
179,000
476,00
0
464,758
-S.A. National Roads A gencie
0
0
130,000
100,000
106,000
0
0
0
0
0
0
1,035,473
116,900
240,000
489,912
367,822
Disaster Management Grant
Road A ccident Fund
Transf er to other P
eNaTIS maintenance f rom transaction f ees
102
4,988,103
5,549,981
500,00
2,700,000
0
0
2,500,000
0
0
0
0
0
111,148
132,328
166,815
154,144
159,579
147,168
161,012
174,542
187,032
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
Strategic Plan (Revised) 2011/12-2013/14
|
DEPARTMENT OF TRANSPORT
GLOSSARY
A
AARTO
ABS
ACSA
AFCAC
AG
AGMs
AO
APPs
ATM
ATNS
AU
AVSEC
Administrative Adjudication of Road Traffic Offences Act
Anti-lock Braking System
Airports Company of South Africa
African Civil Aviation Commission
Auditor-General
Annual General Meetings
Accounting Officer
Annual Performance Plans
Air Traffic Management
Air Traffic and Navigation Services
African Union
Aviation Security
B
BAS
B-BBEE
BEE
BRT
DBSA
DEA
DEAT
DG
DLCA
DLCPF
DLTC
DM’s
DORA
DoT
DPME
Development Bank of Southern Africa
Department of Environmental Affairs
Department of Environmental Affairs and Tourism
Director-General
Drivers Licence Card Account
Card Production Facility
Driving Licence Testing Centre
District Municipalities
Division of Revenue Act
Department of Transport
Department of Monitoring and Evaluation
E
Basic Accounting System
Broad-Based Black Economic Empowerment
Black Economic Empowerment
Bus Rapid Transit Systems
C
CARCOM
C-BRTA
CEOs
CFO
CI
CIO
CLC
COLTO
COO
COP17
D
Civil Aviation Regulation Committee
Cross-Border Road Transport Agency
Chief Executive Officers
Chief Financial Officer
Corporate Identity
Chief Information Officer
Civil Liability Convention
Committee of Land Transport Officials
Chief Operations Officer
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
EC
e-NATIS
EPM
EPMS
EPWP
ESB
EXCO
Eastern Cape
Electronic National Administration Traffic Information System
Enterprise Portfolio Management
Electronic Performance Management System
Expanded Public Works Programme
Enterprise Service Bus
Executive Committee
F
FIFA
FS
Federation Internationale de Football Association
Free State
G
GFIP
GHG
GP
Gauteng Freeway Improvement Project
Green House Gases
Gauteng Province
H
HODs
HR
Head of Departments
Human Resources
Strategic Plan (Revised) 2011/12-2013/14
|
DEPARTMENT OF TRANSPORT
10
HRD
IAAIIB
Human Resources Development
Independent Aircraft Accident and Incident Investigation Body
I
ICAD
ICAO
ICT
IDP
IFMS
ILO
IMO
IOPC
IPAP II
IPTNs
IR
IRPTNs
ISPS
IT HUB
IT
ITP
International Civil Aviation Day
International Civil Aviation Organization
Information and Communication Technology
Integrated Development Plan
Integrated Financial Management System
International Labour Organisation
International Maritime Organisation
International Oil Pollution Compensation
Industrial Policy Action
Integrated Public Transport Networks
International Relations
Integrated Rapid Public Transport Networks
International Ship and Port Security
Information Technology HUB
Information Technology
Integrated Transport Planning
K
KSD IRTP
KZN
King Sabatha Dalindyebo Integrated Rural Transport Plan
Kwazulu-Natal
L
LCU
LP
LRIT
Live Capture Units
Limpopo
Long Range Identification and Tracking
M
M&E
`
MARPOL
MBMs
MEC
MEOSAR
102
Monitoring and Evaluation
International Convention for the Prevention of Pollution from Ships
Market Based Measures
Members of Executive Council
Medium Orbit Search and Rescue
Strategic Plan (Revised) 2011/12-2013/14
|
DEPARTMENT OF TRANSPORT
MEPC
MINMEC
MoU
MP
MRCC
MSAC
MTEF
Marine Environment Protection Committee
Ministers and Members of Executive Council
Memorandum of Understanding
Member of Parliament
Maritime Rescue Coordination Centre
Marine Safety Advisory Council
Medium Term Expenditure Framework
N
NADP
NAMAs
NASP
NATFC
NATMAP
NDoT
NC
NEPAD
NHTS
NLTA
NLTIS
NLTIS
NMT
NPTR
NREP
NTIP
NTVs
National Airports Development Plan
Nationally Appropriate Mitigation Actions
National Security Programme
National Air Transport Facilitation Committee
National Master Plan
National Department of Transport
Northern Cape
New Partnership for African Development
National Household Travel Survey
National Land Transport Act
National Land Transport Information System
National Land Transport System
Non-Motorised Transport
National Public Transport Regulatory Entity
National Rolling Enforcement Plan
National Traffic Intervention Police Unit
New Taxi Vehicles
O
ODG
OL
Office of the Director-General
Operating Licence
P
PCCs
PFMA
PFU
PIDA
Ports Coordinating Committee
Public Finance Management Act No 01 of 1999
Project Finance Unit
Programme for Infrastructure Development
PLTF
PMU
POA
PPP
PRASA
PRE
PRMG
PRSA
PTIS
PTOG
PTS
Provincial Land Transport Framework
Project Management Unit
Programme of Action
Public Private Partnership
Passenger Rail Agency of South Africa
Provincial Regulatory Entity
Provincial Road Maintenance Grant
Ports Regulator of South Africa
Public Transport Infrastructure and Systems
Public Transport Operations Grant
Public Transport Strategy
R
RABS
RAF
RER
RFP
RIFSA
RISFSA
RMC
ROI
RSR
RTIA
RTSSA
Road Accident Benefit Scheme
Road Accident Fund
Rail Economic Regulator
Request for Proposals
Road Infrastructure Strategic Framework for South Africa
Road Infrastructure Strategic Framework for South Africa
Risk Management Committee
Return on Investment
Railway Safety Regulator
Road Traffic Infringement Agency RTMC
Road Traffic Management Corporation
Rural Transport Strategy for South Africa
SBO
SITA
SLA
SOEs
STWC
Small Bus Operators
State Information Technology Agency
Service Level Agreement
State Owned Entities
Standards of Training Certification and Watch Keeping
T
TETA
TIS
TKC
TRP
T
Transport Education and Training Authority
Transport Information Systems
Trans Kalahari Corridor
axi Recapitalisation Programme
U
UN
UNFCC
United Nations
United Nations Framework Convention on Climate Change
W
WC
Western Cape
S
SABOA
SA
SABS
SACAA
SACU
SADC
SAMSA
SANRAL
SANTACO
SAR
SARPs
SATS
Southern African Bus Operators Association
South Africa
South African Bureau of Standards
South African Civil Aviation Authority
South African Customs Union
Southern African Development Community
South African Maritime Safety Authority
South African National Roads Agency Limited
South African National Taxi Council
Search and Rescue
Standards and Recommended Practices
South African Transport Services
Strategic Plan (Revised) 2011/12-2013/14
|
DEPARTMENT OF TRANSPORT
103
NOTES
Strotegic Plan (Revised) 2011/12-2013/14
DEPARTMENT OF TRANSPORT
NAnONAL OEPARJMEN1 Of TRANSPORT (OOT}