DDG: Mr. Rajesh Jock
13 March 2012

Background

Organisational Structure

Departmental Outcomes


Programmes 1 - 7
Programme Objectives
◦ Strategic Objectives
◦ Key Performance Indicators /Activities
◦ Challenges and Interventions
2

Presentation of a revised 2011/12-2013/14
Strategic Plan as a result:
◦ Following Auditor-General’s comments that our Strategic
Plan is not measurable (in terms of SMART principles)
◦ No definite targets

Restructuring of the Department from policy
making to policy and coordinators of
implementation resulted in a Mode based
structure:
◦ Seven (7) Branches/Modes
3
 Shift from Policy making to implementation
coordination

This correlates directly with the mandates of Department

Modes of transport are quite distinct & overlaps will be minimised

Centralises & incubates scarce expertise (from the dimension of
function) > skills and capacity

Focus on the “what” rather than the “how”

Outward orientated (focuses on services to public/clients)

Makes oversight of public entities easier because they are function
specific
4
5
Programme 2:
Integrated
Transport Planning
Programme 3: Rail
Transport
Programme 4: Road
Transport
Programme 5: Civill
Aviation
Programme 1:
Administration
Department of
Transport:
“Transport, the
Heartbeat of
Economic Growth
and Social
Development
Programme 6:
Maritime Transport
Programme 7:
Public Transport
6
Hierarchy of types and nature of Plans to Execute
the Strategic Plan of a Department
1.
Vision/Policy
2.
Strategic
Objectives
3.
Measurable Objectives
4.
Performance Measures
5.
Targets/Indicator
s
6.
Activities/
Initiatives
Strategic
Plan
(3-5 yrs)
2011/2012-2013-14
2. Business/Budget Plan
(3yrs
MTEF/Review/MTEC)
3. Annual Performance Plan (APP)
(1 yr/annually)
4. Operational Plan
(1 year with 4 quarters/quarterly)
5. Work plans and Project Plans (Weekly)
6. Itemised Daily Activity Plans
Development plans (individuals at all levels)
NB: Each Performer level is responsible for a micro-plan which is a
subsystem of the macro-plan
7
Outcome 1:
An efficient and integrated
transport infrastructure
network for social and
economic development
Outcome 6:
Increased contribution
of transport to
environmental
sustainability
Outcome 2:
A transport sector
that is safe
DoT:
Outcome 5:
Increased
contribution to job
creation
Outcome 3:
Improved rural access,
infrastructure and
mobility
Outcome 4:
Improved public
transport systems
8
Engagement
Time Frames
Branch Strategic Planning Sessions
November – 14 December
2011
One-on-one sessions between DG and respective
DDGs
 Submission of first draft inputs
5 -11 January 2012
Departmental Strategic Planning Session
 Presentation of the Strategic
Plan to the Minister and Deputy
Minister
 Attendance (MANCO: DDG’s;
Chief Directors and Directors)
26 – 27 January 2012
Presentation of the Strategic Plan 2012 to
Portfolio Committee on Transport
14 February 2012
Final Draft and printing of the Strategic Plan
(awaiting SONA and Budget Speech)
25 Feb. – 3 March 2012
9
PROGRAMME 1:
ADMINISTRATION
10
Programme 1: Administration
 Purpose: To coordinate and render effective,
efficient strategic support and administration
services to Ministry, Director-General and the
Department

Strategic Focus on the following sub-programmes:
◦ Transport Information Systems
◦ Enterprise Portfolio Management (EPM) (Project
Management Unit)
◦ Communications and Stakeholder Management
11
Enterprise Portfolio
Management (EPM)
Transport Information
Systems (TIS)
Understanding that we can not do
it
Programme
1:
alone
Administration
Communications and
Stakeholder
Management
Ministry; Office of the Deputy
Minister; Office of the DirectorGeneral (ODG); Office of the Chief
Financial Officer (CFO); Corporate
Management; Human Resource Man.
& Development; Legal Services and
International Relations
12
13

Citizen’s face an incoherent and fragmented
interaction system
◦ Ticketing systems vary by mode and geography

Goods are not processed fast enough at sea
ports and airports
◦ ICT can enable faster processing as the physical
infrastructure upgraded and/or renewed

A reliable, consistent and traceable means of
licensing vehicles and drivers is required
◦ ICT can provide more tamper-proof solutions

The new tolling facilities require complex
monitoring and management systems for
revenue management
◦ ICT is able to provide the business intelligence
and revenue management solutions
14
Silo IT Systems
•Higher Total Cost of Ownership (TCO)
Lack of Information approach
•No single version of the truth
Lack of single service strategy
•Fragmented citizen/stakeholder experience
Fragmented procurement
•Opportunity cost of lead Sourcing practice, e.g. Demand Aggregation
DoT does not have a retained ICT organisation
•Poor management of ICT state and key service suppliers
15
Convenient travel
and administration
Smooth and efficient
traffic flow
Safe and
secure
transport
Green, energy saved
less CO2 emission
ICT Hub
Modernized logistics &
multi-mode transport
collaborated
Forward-looking decision-making
Comprehensive business intelligence
16
STRATEGIC OBJECTIVES
ITS
Branch Purpose: Provision of effective and efficient Transport
Information Systems
Strategic Objective (SO):
To obtain approval for the establishment of a Transport Information
Technology Hub
Key Performance Indicators
• Obtained approval to establish a National Transport Information
Hub
•Branch
Supported
administrative,
andand
technical
operations
in the
Purpose:
Provision of legal,
effective
efficient
Transport
IT Hub
Information
Systems
Strategic Objective (SO):
To provide secure, reliable and easily accessible Transport related
information
Key Performance Indicators
• Implemented business intelligence, corporate governance
and consolidated key ICT operations in the transport family
• Implemented efficient change management principles in ICT
• Implemented an Electronic Content Management solution
across the transport family as the backbone for information
and document management
• A fully functional National Land Transport Information
Timelines (target)
2011 – 2012
2012
Timelines (target)
2011 – 2012
2012
2012 - 2013
2012 – 2013
17
Branch Purpose: Provision of effective and efficient Transport
Information Systems
Strategic Objective (SO):
To ensure that the relative legislative framework exists to
support the IT Hub
Key Performance Indicators
• Drafted a Bill that outlines the purpose, scope, and
operations of the Transport Information Technology Trading
Entity
Timelines
(target)
2012 - 2013
18
Phase 1 2012~2013
Tangible and immediate
benefit
Phase 2 2013~2014
Infrastructure expand
Phase 3 2014~2015
Widely effective and
integrated, comprehensive
business intelligence
Phase 4 2015~2016
Safer and securer,
Convenient and seamless
transport business
19
20
Actionable
Intelligence
transform Big Data into Intelligence
transform
21
ENTERPRISE
PORTFOLIO
MANAGEMENT
(EPM)
22
STRATEGIC OBJECTIVES
EPM
Purpose: Enterprise Portfolio Management (EPM) (former Project
Management Unit (PMU)) :
Creation of a Transport Enterprise Portfolio Management Unit
Strategic Objective (SO):
To develop and implement a monitoring and evaluation tool for
catalytic transport projects
Key Performance Indicators
• A complete national catalytic project portfolio list, aligned with
department’s Infrastructure Programme
• Monitoring and Evaluation tool for the Transport sector
Timelines (target)
December 2012
March 2013
Strategic Objective (SO):
To develop an assessment criteria and ranking tool for the
prioritisation and sequencing of identified strategic projects
Key Performance Indicators
• Project Assessment criteria and ranking tool
March 2013
Strategic Objective (SO):
To create a knowledge management centre for the transport sector
Key Performance Indicators
• A comprehensive and accurate record management system,
March 2013
23
COMMUNICATIONS
24
STRATEGIC OBJECTIVES
COMMUNICATIONS
Purpose:
Strategic Objective (SO):
To align communication activivites and campaigns
Timelines (target)
Key Performance Indicators
March 2012
• Develop a Communication and Stakeholder Engagement
Strategy and implementation plan
Strategic Objective (SO):
Policy advocacy for projects and programmes of the DoT being carried
out by different Branches/Modes
Key Performance Indicators
• Draw up and implement clear communication (media
campaigns and events) plans to profile and publicise work
being done by various Branches/Modes
March 2013
Strategic Objective (SO):
To create platforms on road funding and promote Transport
Infrastructure Development projects
Key Performance Indicators
• Convene a road funding summit for stakeholders to coincide
April 2012
25
Purpose:
STRATEGIC OBJECTIVES
COMMUNICATIONS
Strategic Objective (SO):
To encourage and promote the use of public transport
Timelines (target)
Key Performance Indicators
• Conceptualize and convene public transport engagement forums, i.e. June 2012
roundtable discussions on state, investment into and benefits of
public transport and a major Summit
•Purpose:
Conceptualize and convene public transport awards
October 2012
Strategic Objective (SO):
To implement the United Nations Decade of Action for Road Safety
and national Road Safety Strategy
Key Performance Indicators
• Conceptualise and execute high impact social behavioural
change communication programmes (sustained media
campaigns, stakeholder events and key messages
throughout the year)
• Conceptualize and execute high impact and comprehensive
Easter and December holidays season-specific Road Safety
media campaigns
• Profile national road safety programmes as part of the
March 2013
April/May 2012
Dec/Jan 2013
26
STRATEGIC OBJECTIVES
COMMUNICATIONS
Purpose:
Strategic Objective (SO):
Profile and highlight the country’s state of transport, investment and
future plans
Key Performance Indicators
• Conceptualize and and execute high impact campaigns and events
during the month of October, i.e. October Transport Month
• Profile key transport infrastructure projects, i.e. Moloto Corridor and
other successful interventions that forms part of the Presidential
Infrastructure Commission (PICC)
Timelines (target)
August-October
2012
October 2012
27
RISK/CHALLENGES
Non cooperation from agencies
MITIGATION
 Stakeholder Engagement and robust
communication plans
•
•
•
•
COTO
CEO’a Forum
MinMec
National Treasury
Lack of Funding
 Playing an active part in the
budgeting process, and convincing
Line functions and National Treasury
of the value of these functions
Stakeholder buy-in and cooperation
 Establish stakeholder platforms, to
participate in the development and
approval of the process
No clear communication strategy/plan
 Draft and approved Communication
Strategy
Inadequate resources (skills and
human capacity) and misalignment
Filling of posts, review of job
specifications, roles and
28
PROGRAMME 2:
INTEGRATED TRANSPORT
PLANNING
29





Macro Sector Planning examines land use for transport in all spheres of government from a
multimodal perspective to provide guidance on future investment. It manages, coordinates and
facilitates the implementation of the planning provisions contained in the National Land Transport Act
(2009) and the subprogramme also develops planning guidelines and a national five-year strategic
framework to inform provincial and municipal planning.
Logistics develops and coordinates the implementation of freight logistics strategies aimed at
unblocking bottlenecks in the freight logistics system and the related supply chains, with particular
emphasis on integrating elements of the system across modes The subprogramme will be
responsible for reviewing and implementing the national freight logistics strategy, developing and
updating the national transport database and finalising the branchline strategy following the
development of the rail policy.
Modeling and Economic Analysis undertakes economic studies, develop models, and applies
economic analysis tools to the context of the transport sector policy development. The subprogramme
started a study on the macroeconomic impact of transport to the economy and completed a paper on
South Africa’s global competitiveness by reducing transport costs in 2011/12. The subprogramme also
established a greenhouse gas inventory and a model to reduce emissions in the transport sector.
Research and Innovation manages and conducts research for the various modes of transport,
participates in transport innovation and technology activities, formulates and implements the sectors’
environmental policies and strategies, as well as monitors and evaluates the impact of transport
programmes and projectsincluding a focus on climate change mitigation purposes by converting
public transport vehicles to the use of compressed natural gas
Regional Integration manages, coordinates and facilitates developing of strategies for engagement
in the SADC region and the continent and the subprogramme will seek to develop a working
relationship with all regional institutions and established regional corridors clusters
30
STRATEGIC OBJECTIVES
Branch Purpose:
Strategic Objective (SO):To support, manage and facilitate national planning underpinned by the
strategic planning framework and relevant strategies, coordinate inter-sphere 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 analysis and manage research, innovation and
environmental activities for the sector
SO: Macro Sector Planning:
Timelines (target)
To ensure that macro-transport sector planning is integrated,
coordinated with all land use to facilitate multi-modalism
Key Performance Indicators
•Master planning Implementation and review
•Macro Planning Statutory instruments and Policy Coordination
•Sector Planning and Coordination
•Multi-modal transport Planning
Projects/Programme
•Cabinet approval of the NATMAP 2050 document.
•Macro Planning Framework
•Development of National Planning and Implementation Bill
•National Transport Planning Forum established
•Feasibility study on Databank development.
• June 2012
•March 2013
•March 2014
•June 2012
•March 2014
31
STRATEGIC OBJECTIVES
Strategic Objective (SO): Research and Innovation manages and conducts research for the various
modes of transport, participates in transport innovation and technology activities, formulates and
implements the sectors’ environmental policies and strategies, as well as monitors and evaluates
the impact of transport programmes and projectsincluding a focus on climate change mitigation
purposes by converting public transport vehicles to the use of compressed natural gas
SO: RESEARCH AND INNOVATION:
To research and innovate and applicable technologies for improved and
environmentally sustainable transport systems
Timelines (target)
Key Performance Indicators
•Transport Research
•Transport Innovation and Technology
•Environmental Co-ordination
•Performance Monitoring and Evaluation
Projects/Programme
•Mitigation and conversion of public transport vehicles to CNG
•Study on Transport Energy Consumption and Mitigation Strategies
•Development and setting of cutting edge research transport areas and
technology
•Conceptualisation and development of a Transport Monitoring and
Evaluation Framework
•
•
•
March 2014
March 2014
March 2014
•
Dec 2012
32
STRATEGIC OBJECTIVES
Strategic Objective (SO): Modeling and Economic Analysis undertakes economic studies, develop
models, and applies economic analysis tools to the context of the transport sector policy
development. The subprogramme started a study on the macroeconomic impact of transport to the
economy and completed a paper on South Africa’s global competitiveness by reducing transport
costs in 2011/12. The subprogramme also established a greenhouse gas inventory and a model to
reduce emissions in the transport sector
SO: MODELING AND ECONOMIC ANALYSIS:
Timelines (target)
Provide economic modeling and analysis of the socio – economic transport
sector
Key Performance Indicators
•Modeling and Macroeconomic Analysis Frameworks and Reports
•Funding Models
•Transport Statistical data
•Implementation of Integrated Transport Sector B-BBEE Codes
•Economic Intelligence for decision making
Projects/Programme
•Macro economic impact of transport
•Transport modal shift analysis
•National Household survey
•Establishment of a BBBEE Charter Council
•March 2014
•March 2014
•March 2013
•Dec 2012
33
STRATEGIC OBJECTIVES
Strategic Objective (SO): To develop and coordinates the implementation of freight logistics
strategies aimed at unblocking bottlenecks in the freight logistics system and the related supply
chains, with particular emphasis on integrating elements of the system across modes The
subprogramme will be responsible for reviewing and implementing the national freight logistics
strategy, developing and updating the national transport database and finalising the branchline
strategy following the development of the rail policy.
SO: LOGISTICS:
Timelines (target)
Enhance and coordination of integrated transport facilities to support
and improve seamless supply chain movement, platforms and
Performance
Key Performance Indicators
•Integrated Freight Corridors
•Development and enhancement of Logistic Infrastructure
•Develop corridor performance indicator framework and platforms
•Develop an integrated national intermodal
Projects/Programme
•2050 vision: Durban – Johannesburg Corridor Project
•National update of Freight Transport Databanks
•Intermodal facility framework and development plan
•Trade and transshipment hubs
•March 2014
•Sep 2013
•March 2013
•June 2013
34
STRATEGIC OBJECTIVES
Strategic Objective (SO): manage, coordinate and facilitate and develop strategies for
engagement in the SADC region and the continent and the subprogramme will seek to
develop a working relationship with all regional institutions and established regional
corridors clusters
SO: REGIONAL INTEGRATION:
Timelines (target)
Improve port of entry efficiencies to ensure the seamless and
integrated
movement
of
traffic
through
development
&
implementation of optimization plans
Key Performance Indicators
•Efficient trade through the development of regional corridor
•Efficient flow of goods through the borders of the country
•Enhanced Africa integration
Projects/Programme
•Border optimization plan
•Study on harmonization of transport standards
•Develop management instruments for Regional Corridors
•Study on the status of regional infrastructure
•
•
•
•
March
March
March
March
2014
2013
2014
2013
35
RISK/CHALLENGES
MITIGATION
Institutional development planning
alignment
 Establishment of National Transport
Forum
Department and Public entity planning and
infrastructure alignment
 Finalisation of Convergence Framework
Delays in approval of draft Bills
Minister and Deputy Minister to engage
Parliament for processing of legislation
quicker
Unavailability of transport data
Development of a freight filling
information
Lack of stakeholder buy in
Stakeholder engagement exercises
36
PROGRAMME 3:
RAIL TRANSPORT
37
Purpose: Rail Transport Branch
To 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.
To monitor and oversee:

the Railway Safety Regulator and the Passenger Rail Agency of
South Africa,

the implementation of integrated rail services planned through
the lowest competent sphere of government
38
Strategic Objective:
1.7 ENHANCE EFFICIENCIES AND RELIABILITY IN RAIL TRANSPORT
SECTOR
2.1 TO ENSURE A SAFE RAILWAY AND CONDUCIVE REGULATORY
ENVIRONMENT
Projects
Development of the Rail Transport Policy
Establishment of a Rail Economic Regulator
Reduce accidents and incident in the rail environment
Key Performance Indicators
Publish Green Paper
Adopt White Paper & Promulgate Rail Act
Timelines
2012/13
2013/14
Interim regulatory capacity established
Establishment of Rail Economic Regulator – STER
2012/13
2013/14
Finalise accident and incident status quo report
Conclude regulatory safety gap analysis & Implemented Gap
Analysis recommendations
2012/13
2013/14
39
Strategic Objectives:
1.6 TO UPGRADE AND EXPAND THE PRIORITY COMMUTER RAIL
CORRIDORS (7 OF THE 21 CORRIDORS BY 2014)
5.1 TO CREATE JOBS WITHIN THE RAIL SECTOR
Projects: Upgrading and Refurbishment of commuter coaches,
Priority corridors upgraded & Acquisition of new rolling Stock
Key Performance Indicators
450 rail coaches generally overhauled and upgraded
450 rail coaches generally overhauled and upgraded
Timelines
2012/13
2013/14
Gauteng Train Control Nerve Centre 5/6 sections
Gauteng Train Control Nerve Centre 6/6 sections
2012/13
2013/14
Greenview – Pienaarspoort extension – Construction 70% complete
Constructions of stations & perway 100% complete
2012/13
2013/14
Bridge City Rail extension - Construction of perway at 50%
completed
Constructions of stations & perway 100% complete
2012/13
2013/14
Approve preferred bidder for new Rolling Stock
Signing of contract with preferred bidder
2012/13
2013/14
40
Strategic Objective:
1.6 TO UPGRADE AND EXPAND THE PRIORITY COMMUTER RAIL
CORRIDORS (7 OF THE 21 CORRIDORS BY 2014)
Project
Performance Monitoring and Evaluation – Development and
implementation of National Service Level Agreement
Key Performance Indicators
Development of National Service Level Agreement & pilot DoT &
PRASA
Implementation of Service Level Agreement and introduction of
regional services level agreements
Timelines
2012/13
2013/14
41
RISK/CHALLENGES
MITIGATION
Ineffective planning, implementation
and poor strategic project
management by PRASA/RSR
 Dedicated project team,
performance monitoring,
coordination, intervention by
Executive Authority
Delay in the finalization of framework
for the National Service Level
Agreement (SLA) with PRASA
 Establishment of Steering Committee
to drive the process from
development to implementation
Job creation/ local content risk - the
risk that the job creation targets are
not achieved due to unavailability of
appropriate skills
 Liaison with Dep. Higher Education &
Training
 Progressive increase in local content
over the procurement period
 Clear definition of local content
targets and output specifications
 Penalty regime/performance
monitoring continued updating of
risk matrix
Capacity at local level to manage the
commuter rail subsidy function
Building of capacity and funding
support at local level to prepare for
42
management of rail subsidy function
RISK/CHALLENGES
MITIGATION
Availability of verified data and
affordability of information and
monitoring system by the RSR
 Implementation of National
Information and Monitoring System
at RSR
Delay in publishing of Green Paper,
adoption of White Paper and
promulgation of Rail Act
 Effective stakeholder management
through a structured Stakeholder
Management Plan
43
44
Programme 4: Road Transport
To Regulate road traffic management; ensure the
maintenance and development of an integrated road
network through the development of standards and
guidelines and oversight of the road agencies and
provincial road expenditure
45
CD: Road Transport Regulation
Strategic Objective: To reduce accidents and incidents on the roads and change driver behaviour
Programme/ Projects
Key Performance Indicators
Timelines
To facilitate the implementation of the
Administrative Adjudication of Road Traffic
Offences
Rollout of AARTO across the entire
Republic
April 2012.
Service Delivery improvements at DLTC,
Registering Authorities, Vehicle testing
Stations.
Development of Service delivery Charter and
Standards for DLTC, Registering Authorities,
Vehicle testing Stations.
Implementation of improved service
delivery standards
April 2012
Ministerial approval of the Task Team and
Terms of Reference.
Investigations into fraudulent issuance of
Roadworthy Certificates.
Feb 2012
Legislative amendments to all empowering
legal prescripts
April 2012
Establishment of the Road Traffic National
Task Team
Road Traffic legislative review.
June 2012
March 2012
46
CD: Road Transport Regulation
Strategic Objective: Coordinate and provide support to Provinces and Agencies on road safety to change the
attitude and behaviour of road users and fostering stakeholder participation on road safety interventions.
Programme/ Projects
Key Performance Indicators
Development of the Road Safety Strategy
Implementation of road safety programmes–
 Train the Road Safety Councils in
implementing road safety programs in their
areas
 Siyabakhumbula/ Re a ba gopola
 Road Safety education
 Roll out of the Decade of Action
Implementation of the Learners and driving
Licenses programmes within Grade 12 and
Tertiary Institutions
Incorporation of the Driver learner program
within the Education programs
Timelines
April 2012
April 2012
47
CD: Road Transport Regulation
Strategic Objective: To reduce the accidents and incidents on the roads
Projects/Programme
Implementation of Periodic Motor vehicle
test for motor vehicles 10yrs and older
Key Performance Indicators
Amendment of the National Road Traffic Act
incorporating Periodic Motor vehicle Testing.
Timelines
Sep 2012
Legislative review focusing on – speed,
alcohol and seat belts as priorities
Amendment of the legislative provisions
dealing with the reduction of speed and Zero
alcohol limit
Sep 2012.
• Hosting of the driving schools summit.
• Development of Legislation and driving
Standards.
March/ April
Amendment of driving licenses legislative
provisions
Dec 2012
Regulation of the Driving School Industry
and instructors
Introduction of 3 year probationary driving
licence period
May 2012
Dec 2012
48
CD: Road Infrastructure & Industry Development
Strategic Objective: To manage maintenance and preservation of the road network.
Programme/ Projects
Key Performance Indicators
Timelines
S’hamba Sonke Road Programme
• Provincial Road Maintenance
• Coal haulage
Number of kilometers/m2 roads maintained.
2012/13
Development of Roads Act ;Policy; and
Regulations
Finalised and approved policy on roads.
March 2013
Roads Funding Summit
Hosting of the Summit and the development of
roads funding models.
May 2012
49
SO: To create job opportunities through the Road Transport
Programmes
Programme/ Projects
Key Performance Indicators:
•
120 000 Full Time Employment Created
• 68 000 (2011/12);
• +20 000 (2012/13)
• +30 000(2013/14)
S’hamba Sonke Job creation Programe
through the maintenance of secondary
road network
Timelines
(target)
120 000 FTEs by
2013/14
SO: To improve Non-Motorised facilities, infrastructure and services
Programme/ Projects
• Assist 21 District Municipalities in
developing
Non-Motorised
Infrastructure and facilities
Key Performance Indicators:
• Number of municipalities rolling out
NMT infrastructure
2012/13 NMT rolled
out in 12 Municipalities
2013/14 NMT rolled
out in 21 Municipalities
50
CD: Road Engineering Standards ( RES)
Strategic Objective: To develop, update and coordinate implementation of road engineering technical guidelines,
norms and standards.
Programme/ Projects)
Key Performance Indicators
Timelines
S’hamba Sonke “ Know Your Network”
Component
•Road asset management policy &
Guideline
Road asset management policy &
Guideline developed
COTO approval by
2012.
•Critical technical standards & norms
reviewed and revised
•
•
COTO approval for TRH3, TRH20.
Digitised Road Traffic Signs Manual
and updated Route Numbering &
Destination Analysis Document
COTO Meeting in
2012
•Road Infrastructure Safety
Framework
•
Road Infrastructure Safety Framework
developed
March 2013
51
CD: Driving License Card Account
Strategic Objective: To manage the manufacturing of driving license cards
Programme/ Projects
Key Performance Indicators
Timelines
Produce and deliver drivers license cards
within a specified number of calendar days
•2 001 000 cards
2012/13
•70 LCU
2012/13
To provide and maintain Live Capture Units
(LCU’s) at Driving License Testing Centres
(DLTC’s)
52
RISK/CHALLENGES
MITIGATION
• Non compliant society – no respect for the law
• Alcohol abuse widespread
• Inadequate enforcement – concentration on speed –
not moving violations and alcohol.
Urban speed limits too high for pedestrians
Behavioral change difficult to achieve
Fraud and Corruption within road
management
• Alignment of efforts with agencies(e.g. RTMC)
Review of Mandate & Reporting Framework
Provinces & driving license testing centres are not
paying for drivers license card fees which negatively
impair the cashflow for the entity and unable to repay
the loan to DoT (+-R50mill)
Amend legislation to enforce the payment for cards on
placing of order
Full compliance by provinces with S’hamba Sonke
Guidelines
 Adoption of S’hamba Sonke Concept Document
and Implementation Manual by COTO and MINMEC
 Deployment of Programme Management and
Support at national and provinces.
 Classification of the Grant : Schedule 4(a)
Combination of PRMG and Disaster Management into
one grant
Strict compliance with DORA for PRMG and Disaster
Management Grant
Alignment of efforts with agencies(eg. SANRAL)
Review of Mandate & Reporting Framework
Participation and acceptance by stakeholders.
Policy directive and on-going consultation
transport
53
PROGRAMME 5:
CIVIL AVIATION
54
Branch: 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 to oversee aviation public entities.
This is also informed by a Ministerial foreword in the 2009/10 Strategic
Objective when he sighted this – “Daily, goods and people are
transported from place to place because some form of efficient
transport exists. Over the years, transport has performed well and
contributed immensely to South Africa’s economic growth, and the
growth of Southern African Development Community (SADC) and Africa
as a whole.”
55
Strategic Objective
Key Performance Indicators
Timeframe
To effectively
regulate air
transport
Reviewed Airlift Strategy (which expired
in 2010)
Cabinet
approval by
March 2013
Negotiated and reviewed bilateral air
service agreements
8 Key countries
by March 2013
Liberalised air services framework in
SADC, JCA and in Africa as a whole in
line with the YD (Yamassokouro
Decision)
March 2013
Developed air freight Strategy
2012/2013
To improve air
freight services
56
Strategic Objective
Key Performance Indicators
To ensure effective
air transport
economic
regulations
Reviewed regulatory framework for ACSA March 2013
and ATNS
 Incorporate the funding model and
regulation into the permission
Application Process
 Forecast planning framework
Forecast planning framework
 Collect and analyse data to monitor
industry performance and forecast
industry performance
Managed permission application process
for ACSA and ATNS
 Facilitate the “Approach to the
Permission” process and the
“Permission Application” processes
 Oversee and facilitate implementation
Timeframe
March 2013
March 2013
2013/2014
57
Strategic Objective
Key Performance Indicators
Timeframe
To revise the
National Civil
Aviation Policy
National Civil Aviation Policy reviewed
 Minister’s approval
Cabinet approval
January 2013
March 2013
Approved National Airports Development 2012-2013
Plan
To continuously
improve civil
aviation safety
Promulgate regulations: review and
update regulations inline with the ICAO
SARPS
Ongoing
Established Aviation Appeals Committee
March 2013
Established Independent Aircraft
Accident and Incident Investigations
Board (IAAIIB)
March 2014
58
Strategic Objective
Key Performance Indicators
Timeframe
To enhance civil
aviation regional
and international
cooperation
Facilitate the effective representation of
South Africa at SADC, Africa and
International For a, i.e. representation at
SADC, AFCAC and ICAO
Ongoing
Enhanced/effective communication with
SADC, AFCAC and ICAO
Ongoing
Effective management if the Transport
March 2013
Facilitation Committee – promulgation of
the NATFC and 100% response raised by
members
Ratified civil aviation conventions and
protocol – ratification of 4 recently
adopted international legal instruments
December 2012
59
Strategic Objective
Key Performance Indicators
Timeframe
To continuously
improve civil
aviation security
Promulgate regulations in line with the
ICAO SARPS
Ongoing
Aviation security (AVSEC) Audit finalised
December 2012
Reviewed National Security Programme
(NASP)
 Presentation to SADC and conduct a
risk assessment
 Submit a security risk assessment
report
Facilitate the establishment of an OneStop Aviation Security System, including
PNT in the region – to comply with the
recommendation of the AU Ministerial
resolution on the ABUJA roadmap on
March 2013
January 2014
March 2013
60
Strategic Objective
Key Performance Indicators
Timeframe
To minimise
aviation emissions
To institute a legal instrument on the
restriction/addition of stage 2 aircraft in
our registry
December 2013
To institute a regional awareness
December 2014
programme on the elimination of stage 2
aircraft
To implement the
Medium Orbit
Search and Rescue
(MEOSAR) satellite
system as regional
Compliance with the ICAO Assembly
Resolution A22
March 2013
A 37 Assembly resolution supported –
prepare a working paper to the A38 for
presentation at ICAO Assembly of
2013/14
November 2013
Cost effective COSPAS-SARSAT MEOSAR
system within the SADC region –
convene a consultation conference to
develop an action plan and obtain SADC
approval
March 2013
61
Strategic Objective
Key Performance Indicators
To integrate
Standardised SAR regulations for the
aviation search and SADC region
rescue regimes,
services and
systems within the
Signed MoU on the coordination of SAR
SADC region
services by SADC Member States
To improve
airport/airspace
efficiency at
congested airports
Timeframe
2012/2013
2013/14
SADC Regional SAR Plan
2012/13
Established Regional SAR Coordinating
Committee with clear Terms of
Reference
December 2012
Airport/Airspaces Slot Coordination
March 2013
Framework – to complete framework and
monitor, also facilitate the regional PBN
compliance
62
Strategic Objective
Key Performance Indicators
Timeframe
To facilitate and
enhance
programme that
seeks to transform
and develop the
industry at
downstream
Commemorated International Civil
Aviation Day
September
2012
Promoted aviation awareness within the
learnership – visit 70 schools per year
70 school by
March 2013
Profile aviation as a choice of
employment
Ongoing
63
RISK/CHALLENGES
 Budget constraints
MITIGATION
Prioritising budget within
Departmental allocation to meet
projects requirements
 Disagreement with regard to
Ongoing tracking and follow-ups
member states ‘ individual
Prolonged negotiations until a
contributions to initiatives
compromise is reached
 Diverging in Member States’ national
priorities and diverging in Member
States’ constitutional requirements
 Lack of stakeholder buy-in
 Delayed approvals
Pursuance of other liaison
avenues/channels to encourage
participation
Lobby with member states and prostakeholders for pressure for buy-in
Ongoing tracking and follow-ups
64
PROGRAMME 6:
MARITIME TRANSPORT
65
Branch: Maritime Transport

Core functions include:
◦ Research, analyse and develop maritime transport policies and strategies
that promote maritime safety, maritime security, environmental protection,
maritime infrastructure planning and maritime industry development
◦ Audit effectiveness of implementation of current safety, security and
environmental protection standards and regulations (i.e manage public
entity performance and review their mandate)
◦ Evaluate and adopt conventions, multilateral and bilateral agreements
◦ Ensure compliance of legislation and regulations with international
standards (IMO)
◦ Facilitate implementation of the policies across the sector
◦ Ensure that the policy and legislative framework promote the economic
growth of the maritime transport industry, distribute wealth and create jobs
66
Strategic Objective
Key Performance Indicators
Timeframe
Establishment of
maritime transport
policy and
legislation
framework
Compile position papers on status quo
and global trends w.r.t. port efficiencies,
operations and management
September 12
Study on effectiveness of administration
and services of current SA ship registry
June 12
Amend National Ports Act (2005)
January 13
Evaluate efficiency of maritime freight
logistics
February 13
Develop green paper on maritime
transport shipping policy (coastal,
transhipment, shipping industries and
registration policy proposals)
May 12
67
Strategic Objective
Key Performance Indicators
Timeframe
Establishment of
maritime transport
policy and
legislation
framework
Study on carbon footprint in SA maritime June 12
transport & develop policy position on
GHG reduction
Review marine environment legislation
and
mandate of DoT, DEA and SAMSA
November 12
Amend draft Merchant Shipping Bill to
include security and safety regulations,
maritime labour regulations and other
marine environment protection
regulations
January 13
68
Strategic Objectives Key Performance Indicators
Timeframes
Improved maritime
safety and security
Develop MoU on Djibouti Code of
Conduct
-complete ratification process
-set up National Coordination Strategy
May 2012
Awareness campaign on ISPS Code
September
2012
Complete Inland Waterways strategy
July 2012
Develop Small Vessels registration
database
October 2012
Develop URS for IT base ship security
clearance system
June 2012
Audit implementation of safety
regulations in line with SOLAS
January 2013
Develop framework for reporting on
safety and security incidents quarterly
July 2012
69
Strategic
Objectives
Key Performance Indicators
Timeframes
Create jobs
through improved
capacity and
systems to
develop seafarers
Promote career awareness in maritime
transport sector
Ongoing
Audit rate of employment creation in
maritime transport sector over past 2
years and ongoing trends (emphasis on
seafarers)
August 12
Evaluate current institutional
arrangements for skills development of
seafarers
August 12
Analyse current SA seafarers training
curriculum and benchmark with global
trends
October12
Review SAMSA’s skills development
strategy
May 12
Develop bilaterals to improve employment November 12
rate of SA seafarers globally
70
Strategic Objectives Key Performance Indicators
Timeframes
Promote catalytic
economic
initiatives in
maritime transport
sector
Develop business case for a coastal
shipping line between Nqgura and
Richards Bay (type of cargo, duration,
costs, storage, etc)
October 12
Develop business case for ship
acquisition and operations (financial
sustainability, cargo, crew, operations,
markets, ROI, etc)
December 12
Develop operational models for
transhipment hub at Ngqura
August 12
71
Strategic Objectives Key Performance Indicators
Timeframes
Reduce level of
pollution at sea
Audit of implementation of current
environmental protection laws
September 12
Facilitate implementation of
environmental protection bilaterals and
conventions
Ongoing
Review the National Salvage strategy
May 12
Review recommendation on second tug
boat and develop ToR for a revised
feasibility study
July 12
Ratification of environmental protection
conventions
Ongoing
Develop framework for reporting on
pollution incidents at sea
August 12
72
RISK/CHALLENGES
Human Resources Capacity :








1 Director, 5 Deputy Directors, 1 ASD
No supervision since SMS level
unpopulated
No qualifications/skills in Maritime law,
maritime transport economics or maritime
infrastructure planning or policy formulation
Pocket of skills in ship security clearance
and security coordination
No auditing skills (M&E functions lacking)
Poor work ethics (hi rate of absenteeism,
no planning)
Specialised in negiotiating bilaterals
(without implementation)
No project management skills
MITIGATION
 Rapid deployment of critical skills on SMS
level (directors and CDs) to provide
supervision and manage work performance
 Appointment of panel of experts on safety,
security, environmental protection and
industry matters to bridge the technical skill
gap
 Implement recruitment process as per budget
 Develop and implement a skills development
strategy for DDs and lower levels that include
coaching and mentorship
 Complete detailed annual performance plan
 Align individual performance agreements with
strategic objectives and KPIs
 Reassess capacity strategy based on
quarterly progress report
Public entity management inexistent
Strengthen oversight role over Public
Entities
Lack of policy/strategic direction within
maritime shipping industry
Develop and finalise Maritime Policy
73
e-Toll
Bus Industry
Taxi Industry
√
Rea Vaya BRT
74
Branch: Public Transport
 Purpose:
To promote a safe, reliable, effective, efficient,
coordinated, integrated and environmentally friendly
public transport system by developing norms and
standards as well as regulations and legislation to
guide the development of public transport for rural and
urban passengers; and
To regulate interprovincial public transport and tourism
services and monitor and evaluate the implementation
of the Public Transport Strategy and the National Land
Transport Act.
75
Branch Purpose:To promote a safe, reliable, effective, efficient, coordinated,
integrated and environmentally friendly public transport system by developing
norms and standards as well as regulations and legislation to guide the
development of public transport for rural and urban passengers
Strategic Objective:
Projects/ Programmes
Timelines/ Target Date
National Land Transport Act amendment
Finalised in 2012
Establishment of national (NPTR), provincial
and municipal (MRE’s) regulatory institutions
Number appeal cases resolved
Undertake study on alternatives to
transport
(PRE’s) 1 NPTR, 3 PRE’s and 1
MRE in 2012
25 cases in 2012
regulate
public Report with options in
‘12
Pilot NLTA rollout in a small town or city
Integrated
2012
plan
in
Train and place interns in DM’s
20 interns placed in
2012
Establish transport forums
17 forums in 2012
76
Strategic Objective: Public Transport Industry Development
Projects/ Programmes
Timelines/
Date
Target
Develop systems to ensure full participation of small bus Formal
national
operators in the public transport operations
structure in 2012
Manage and monitor the public transport contracts and Plan/ strategy for
institute subsidy management systems
differentiated
approach in 2012
Develop taxi industry empowerment implementation Implementation plan
plan to support the TR3 2020 strategy
and co-op plan in
2012
Develop a public transport conflict resolution strategy
Strategy finalised in
‘12
Manage the roll out and monitoring of the taxi Review of the TRP
recapitalisation project and introduce environmentally finalised in 2012
friendly taxi vehicles
77
Strategic Objective: Public Transport Industry Development
Projects/ Programmes
Timelines/
Date
Target
Develop systems to ensure full participation of small bus Formal
national
operators in the public transport operations
structure in 2012
Manage and monitor the public transport contracts and Plan/ strategy for
institute subsidy management systems
differentiated
approach in 2012
Develop taxi industry empowerment implementation Implementation plan
plan to support the TR3 2020 strategy
and co-op plan in
2012
Develop a public transport conflict resolution strategy
Strategy finalised in
‘12
Manage the roll out and monitoring of the taxi Review of the TRP
recapitalisation project and introduce environmentally finalised in 2012
friendly taxi vehicles
78
Strategic Objective: Development of Integrated Rapid Public Transport Networks
in twelve (12) cities
Projects/ Programmes
Timelines/
Date
Target
Number of cities with approved Phase 1 Network 6 cities by 2012
Operational plans
Number of cities with Integrated Public Network
2 networks in 2012
Strategic Objective: Efficient and effective scholar transport system
Develop Scholar Transportation framework inclusive of a Finalised by end of
policy, operating standards and safety guidelines
2012
Develop a migration plan for scholar transport
Finalised by end of
2012
Integrate Shova Kalula into scholar transport services
700 bicycle in 201279
RISK/CHALLENGES
MITIGATION
Funding to deal with integration and Develop appropriate with relevant
transformation of public transport funding models (PTIS rural areas?)
(under-spending on PTIS)
Over- emphasis
of the Public
Transport Strategy (2007) on urban
transport (IRPTN’s/ BRT)
at the
expense of rural transport
Develop appropriate solutions for PT
improvements for different types of
challenges/ environment (improved
quality conventional PT services?)
Inadequate intervention strategies (PT Develop appropriate solutions for PT
solutions for small and medium size improvements for different types of
towns
challenges/ environment (improved
quality conventional PT services?)
Collapse of the TRP programme
Review the current TRP programme
Unity (lack thereof) within the minibus Use support for industry driven TR3
taxi industry
2020 as a lever.
NLTIS and PT regulation/ licencing
Fix the NLTIS in the short term and
develop
alternative
methods 80of
THANK YOU
81