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DG: Mr. George Mahlalela 14 February 2012
Background
Organisational Structure
Departmental Outcomes
Programmes 1 - 7Programme 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: Programme 2: Integrated Integrated
Transport PlanningTransport Planning
Programme 4: Road Transport
Programme 3: Rail Transport Department of
Transport:“Transport, the
Heartbeat of Economic Growth
and Social Development
Programme 5: Civill Aviation
Programme 5: Civill Aviation
Programme 6: Maritime Transport
Programme 6: Maritime Transport
Programme 7: Public TransportProgramme 7:
Public Transport
Programme 1: Programme 1: AdministrationAdministration
6
StrategicPlan
(3-5 yrs)
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
Hierarchy of types and nature of Plans to Execute the Strategic Plan of a Department
2011/2012-2013-14
2. Strategic
Objectives
3. Measurable Objectives
4. Performance Measures
5. Targets/Indicator
s6.
Activities/Initiatives
7
1. Vision/Policy
8
Engagement Time FramesBranch 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 SessionPresentation of the Strategic Plan to the Minister and Deputy MinisterAttendance (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: AdministrationPurpose: 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
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12
13
Citizen’s face an incoherent and fragmented interaction system◦
Ticketing systems vary by mode and geographyGoods 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 solutionsThe 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
15
Convenient travel and administrationSmooth and efficient
traffic flow
Modernized logistics & multi-mode transport
collaborated
Forward-looking decision-makingComprehensive business intelligence
Safe and secure
transport
Green, energy savedless CO2 emission
ICT Hub
16
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Branch Purpose: Provision of effective and efficient Transport Information SystemsStrategic Objective (SO):To provide secure, reliable and easily accessible Transport related information
Timelines (target)
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 System
(NLTIS)
as
per
the
National
Land
Transport
Act
2011 – 2012
2012
2012 - 2013
2012 – 2013
STRATEGIC OBJECTIVES ITS
Branch Purpose: Provision of effective and efficient Transport Information SystemsStrategic Objective (SO):To obtain approval for the establishment of a Transport Information Technology Hub
Timelines (target)
Key Performance Indicators• Obtained approval to establish a National Transport Information
Hub• Supported administrative, legal, and technical operations in the
IT Hub
2011 – 2012
2012
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
Timelines (target)
Key Performance Indicators• Drafted a Bill that outlines the purpose, scope, and
operations of the Transport Information Technology Trading Entity
2012 - 2013
18
Phase 1 2012~2013Tangible and immediate
benefit Phase 2 2013~2014Infrastructure expandPhase 3 2014~2015Widely effective and
integrated, comprehensive business intelligence
Phase 4 2015~2016Safer and securer,
Convenient and seamless transport business
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transform
transform Big Data into Intelligence
Actionable Actionable IntelligenceIntelligence
21
ENTERPRISE PORTFOLIO
MANAGEMENT (EPM)
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Strategic Objective (SO):To create a knowledge management centre for the transport sector
Key Performance Indicators• A comprehensive and accurate record management system,
bl
l
fMarch 2013
STRATEGIC OBJECTIVESEPM
Purpose: Enterprise Portfolio Management (EPM) (former Project Management Unit (PMU)) :Creation of a Transport Enterprise Portfolio Management UnitStrategic Objective (SO):To develop and implement a monitoring and evaluation tool for catalytic transport projects
Timelines (target)
Key Performance Indicators• A complete national catalytic project portfolio list, aligned with department’s Infrastructure Programme• Monitoring and Evaluation tool for the Transport sector
December 2012
March 2013
Strategic Objective (SO):To develop an assessment criteria and ranking tool for the prioritisation and sequencing of identified strategic projectsKey Performance Indicators• Project Assessment criteria and ranking tool March 2013
COMMUNICATIONS
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Strategic Objective (SO):To create platforms on road funding and promote Transport Infrastructure Development projectsKey Performance Indicators• Convene a road funding summit for stakeholders to coincide
ith
1st
anni
ersar
since
official
la
nchApril 2012
STRATEGIC OBJECTIVESCOMMUNICATIONS
Purpose:
Strategic Objective (SO):To align communication activivites and campaigns
Timelines (target)
Key Performance Indicators• Develop a Communication and Stakeholder Engagement
Strategy and implementation plan
March 2012
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
26
Purpose:
Strategic Objective (SO):To implement the United Nations Decade of Action for Road Safety
and national Road Safety StrategyKey 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 2012Dec/Jan 2013
Ongoing
STRATEGIC OBJECTIVES COMMUNICATIONS
Purpose:
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. roundtable discussions on state, investment into and benefits of public transport and a major Summit
• Conceptualize and convene public transport awards
June 2012
October 2012
27
STRATEGIC OBJECTIVES COMMUNICATIONS
Purpose:
Strategic Objective (SO):Profile and highlight the country’s state of transport, investment and future plans
Timelines (target)
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)
August-October 2012
October 2012
RISK/CHALLENGES MITIGATION
Non cooperation from agencies 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 responsibilities
28
PROGRAMME 2: INTEGRATED TRANSPORT
PLANNING
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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 gasRegional 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
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 sectorSO: Macro Sector Planning:To ensure that macro-transport sector planning is integrated, coordinated with all land use to facilitate multi-modalism
Timelines (target)
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
32
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
STRATEGIC OBJECTIVES
33
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:Provide economic modeling and analysis of the socio – economic transport sector
Timelines (target)
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
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:Enhance and coordination of integrated transport facilities to support and improve seamless supply chain movement, platforms and Performance
Timelines (target)
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
STRATEGIC OBJECTIVES
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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:Improve port of entry efficiencies to ensure the seamless and integrated movement of traffic through development & implementation of optimization plans
Timelines (target)
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 2014•March 2013•March 2014•March 2013
STRATEGIC OBJECTIVES
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
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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
Strategic Objective:1.7 ENHANCE EFFICIENCIES AND RELIABILITY IN RAIL TRANSPORT
SECTOR2.1 TO ENSURE A SAFE RAILWAY AND CONDUCIVE REGULATORY
ENVIRONMENT
ProjectsDevelopment of the Rail Transport PolicyEstablishment of a Rail Economic RegulatorReduce accidents and incident in the rail environment
Key Performance IndicatorsPublish Green PaperAdopt White Paper & Promulgate Rail Act
Timelines2012/132013/14
Interim regulatory capacity establishedEstablishment of Rail Economic Regulator –
STER2012/132013/14
Finalise accident and incident status quo reportConclude regulatory safety gap analysis & Implemented Gap Analysis recommendations
2012/132013/14
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 StockKey Performance Indicators450 rail coaches generally overhauled and upgraded450 rail coaches generally overhauled and upgraded
Timelines2012/132013/14
Gauteng Train Control Nerve Centre 5/6 sectionsGauteng Train Control Nerve Centre 6/6 sections
2012/132013/14
Greenview –
Pienaarspoort extension –
Construction 70% completeConstructions of stations & perway 100% complete
2012/132013/14
Bridge City Rail extension -
Construction of perway at 50% completedConstructions of stations & perway 100% complete
2012/132013/14
Approve preferred bidder for new Rolling StockSigning of contract with preferred bidder
2012/132013/1440
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 IndicatorsDevelopment of National Service Level Agreement & pilot DoT & PRASAImplementation of Service Level Agreement and introduction of regional services level agreements
Timelines2012/132013/14
41
RISK/CHALLENGES MITIGATIONIneffective 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 & TrainingProgressive increase in local content over the procurement periodClear definition of local content targets and output specificationsPenalty 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 management of rail subsidy function42
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
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Programme 4: Road TransportTo 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
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
Service Delivery improvements at DLTC, Registering Authorities, Vehicle testing Stations.
Establishment of the Road Traffic National Task Team
Road Traffic legislative review.
Rollout of AARTO across the entire Republic
Development of Service delivery Charter and Standards for DLTC, Registering Authorities, Vehicle testing Stations.
Implementation of improved service delivery standards
Ministerial approval of the Task Team and Terms of Reference.Investigations into fraudulent issuance of Roadworthy Certificates.
Legislative amendments to all empowering legal prescripts
April 2012.
April 2012
June 2012
Feb 2012
March 2012
April 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
Development of the Road Safety Strategy
Key Performance Indicators
Implementation of road safety programmes–Train the Road Safety Councils in
implementing road safety programs in their areasSiyabakhumbula/ Re a ba gopolaRoad Safety education Roll out of the Decade of Action
TimelinesApril 2012
Implementation of the Learners and driving Licenses programmes within Grade 12 and Tertiary Institutions
Incorporation of the Driver learner program within the Education programs
April 2012
47
CD: Road Transport Regulation Strategic Objective: To reduce the accidents and incidents on the roads
Projects/ProgrammeImplementation 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.
TimelinesSep 2012
Legislative review focusing on – speed, alcohol and seat belts as priorities
Regulation of the Driving School Industry and instructors
Introduction of 3 year probationary driving licence period
Amendment of the legislative provisions dealing with the reduction of speed and Zero alcohol limit
• Hosting of the driving schools summit. • Development of Legislation and driving
Standards.
Amendment of driving licenses legislative provisions
Sep 2012.
May 2012
March/ April
Dec 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
Development of Roads Act ;Policy; and Regulations
Roads Funding Summit
Number of kilometers/m2 roads maintained.
Finalised and approved policy on roads.
Hosting of the Summit and the development of roads funding models.
2012/13
March 2013
May 2012
49
SO: To create job opportunities through the Road Transport Programmes
Timelines (target)
Programme/ Projects
•S’hamba Sonke Job creation Programe through the maintenance of secondary road network
Key Performance Indicators:
120 000 Full Time Employment Created•68 000 (2011/12);•+20 000 (2012/13) •+30 000(2013/14)
120 000 FTEs by 2013/14
SO: To improve Non-Motorised facilities, infrastructure and servicesProgramme/ 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
•Critical technical standards & norms reviewed and revised
•Road Infrastructure Safety Framework
Road asset management policy & Guideline developed
• COTO approval for TRH3, TRH20. • Digitised Road Traffic Signs Manual
and updated Route Numbering & Destination Analysis Document
• Road Infrastructure Safety Framework developed
COTO approval by 2012.
COTO Meeting in 2012
March 2013
51
CD: Driving License Card AccountStrategic 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
To provide and maintain Live Capture Units (LCU’s) at Driving License Testing Centres (DLTC’s)
•2 001 000 cards
•70 LCU
2012/13
2012/13
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.
• Alignment of efforts with agencies(e.g. RTMC)
Urban speed limits too high for pedestriansBehavioral change difficult to achieveFraud and Corruption within road transport management
Review of Mandate & Reporting FrameworkProvinces & 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
53
PROGRAMME 5: CIVIL AVIATION
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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.”
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
To improve air freight services
Developed air freight Strategy 2012/2013
56
Strategic Objective Key Performance Indicators Timeframe
To ensure effective air transport economic regulations
Reviewed regulatory framework for ACSA and ATNS
Incorporate the funding model and regulation into the permission Application Process
Forecast planning framework
March 2013
Forecast planning frameworkCollect and analyse data to monitor
industry performance and forecast industry performance
March 2013
Managed permission application process for ACSA and ATNS
Facilitate the “Approach to the Permission” process and the “Permission Application” processes
Oversee and facilitate implementation
March 2013
2013/201457
Strategic Objective Key Performance Indicators Timeframe
To revise the National Civil Aviation Policy
National Civil Aviation Policy reviewedMinister’s approval
Cabinet approvalJanuary 2013March 2013
Approved National Airports Development Plan
2012-2013
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 TimeframeTo 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 Facilitation Committee –
promulgation of the NATFC and 100% response raised by members
March 2013
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
March 2013
January 2014
Facilitate the establishment of an One-
Stop 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
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 programme on the elimination of stage 2 aircraft
December 2014
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
To implement the Medium Orbit Search and Rescue (MEOSAR) satellite system as regional
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 Timeframe
To integrate aviation search and rescue regimes, services and systems within the SADC region
Standardised SAR regulations for the SADC region
2012/2013
Signed MoU on the coordination of SAR services by SADC Member States
2013/14
SADC Regional SAR Plan 2012/13
Established Regional SAR Coordinating Committee with clear Terms of Reference
December 2012
To improve airport/airspace efficiency at congested airports
Airport/Airspaces Slot Coordination Framework –
to complete framework and monitor, also facilitate the regional PBN compliance
March 2013
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 year70 school by March 2013
Profile aviation as a choice of employment
Ongoing
63
RISK/CHALLENGES MITIGATION
Budget constraints
Disagreement with regard to member states ‘
individual contributions to initiativesDiverging in Member States’ national priorities and diverging in Member States’
constitutional requirements
Lack of stakeholder buy-in
Delayed approvals
Prioritising budget within Departmental allocation to meet projects requirements
Ongoing tracking and follow-upsProlonged negotiations until a compromise is reached
Pursuance of other liaison avenues/channels to encourage participationLobby with member states and pro-
stakeholders for pressure for buy-inOngoing tracking and follow-ups
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Branch: Civil Aviation
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
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 transport & develop policy position on GHG reduction
June 12
Review marine environment legislation andmandate 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
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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 201269
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 rate of SA seafarers globally
November 1270
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
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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 1272
RISK/CHALLENGES MITIGATION
Human Resources Capacity :1 Director, 5 Deputy Directors, 1 ASDNo supervision since SMS level unpopulatedNo qualifications/skills in Maritime law, maritime transport economics or maritime infrastructure planning or policy formulation Pocket of skills in ship security clearance and security coordinationNo 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
Rapid deployment of critical skills on SMS level (directors and CDs) to provide supervision and manage work performanceAppointment of panel of experts on safety, security, environmental protection and industry matters to bridge the technical skill gapImplement recruitment process as per budgetDevelop and implement a skills development strategy for DDs and lower levels that include coaching and mentorshipComplete detailed annual performance planAlign individual performance agreements with strategic objectives and KPIsReassess 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 Policy73
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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.
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 DateNational Land Transport Act amendment Finalised in 2012Establishment of national (NPTR), provincial (PRE’s) and municipal (MRE’s) regulatory institutions
1 NPTR, 3 PRE’s and 1 MRE in 2012
Number appeal cases resolved 25 cases in 2012Undertake study on alternatives to regulate public transport
Report with options in ‘12
Pilot NLTA rollout in a small town or city Integrated plan in 2012
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 DevelopmentProjects/ Programmes Timelines/ Target
Date
Develop systems to ensure full participation of small bus operators in the public transport operations
Formal national structure in 2012
Manage and monitor the public transport contracts and institute subsidy management systems
Plan/ strategy for differentiated approach in 2012
Develop taxi industry empowerment implementation plan to support the TR3 2020 strategy
Implementation plan 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 recapitalisation project and introduce environmentally friendly taxi vehicles
Review of the TRP finalised in 2012
77
Strategic Objective: Public Transport Industry DevelopmentProjects/ Programmes Timelines/ Target
Date
Develop systems to ensure full participation of small bus operators in the public transport operations
Formal national structure in 2012
Manage and monitor the public transport contracts and institute subsidy management systems
Plan/ strategy for differentiated approach in 2012
Develop taxi industry empowerment implementation plan to support the TR3 2020 strategy
Implementation plan 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 recapitalisation project and introduce environmentally friendly taxi vehicles
Review of the TRP finalised in 2012
78
Strategic Objective: Development of Integrated Rapid Public Transport Networks in twelve (12) citiesProjects/ Programmes Timelines/ Target
DateNumber of cities with approved Phase 1 Network Operational plans
6 cities by 2012
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 policy, operating standards and safety guidelines
Finalised by end of 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 transformation of public transport (under-spending on PTIS)
Develop appropriate with relevant funding models (PTIS rural areas?)
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 solutions for small and medium size towns
Develop appropriate solutions for PT
improvements for different types of challenges/ environment (improved quality conventional PT services?)
Collapse of the TRP programme Review the current TRP programme
Unity (lack thereof) within the minibus taxi industry
Use support for industry driven TR3 2020 as a lever.
NLTIS and PT regulation/ licencing Fix the NLTIS in the short term and develop alternative methods of regulating
PT
going
forward80
THANK YOU
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