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Department of Transport

Department of Transport. Portfolio Committee on Transport Annual Report 2009/10 Director-General Mr George Mahlalela Date: 12 October 2010. 1. Contents. Section 1: Performance Highlights Section 2: Highlights of 2009/10 Financial Statements

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Department of Transport

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  1. Department of Transport Portfolio Committee on Transport Annual Report 2009/10 Director-General Mr George Mahlalela Date: 12 October 2010 1

  2. Contents Section 1: Performance Highlights Section 2: Highlights of 2009/10 Financial Statements Section 3: Human Resource Management & Development 2

  3. Detailed Programme Performance in 2009/10 • Programme 2: Transport Policy, Research and Economic Analysis • Programme 3:Transport Regulation and Accident and Incident Investigation • Programme 4:Integrated Planning and Inter-sphere Co-ordination • Programme 5:Freight Logistics and Corridor Development • Programme 6:Public Transport • Programme 7:Public Entity Oversight and Border Operations and Control • Programme 1: Administration 3

  4. Programme 2 Transport Policy, Research and Economic Analysis • KEY HIGHLIGHTS • Significant strides made in terms of refining policy and closing critical gaps identified in the process in the following areas: • Scholar transport • Rail economic regulation • Road safety • Passenger transport • These gaps necessitated a review of the approach to law enforcement resulting in proposed amendments to the National Road Traffic Act, 1996 and passage of Maritime transport Security Act, 2009 and the Merchant Shipping (Civil Liability Convention) Act, 2009 4

  5. Programme 3: Transport Regulation and Accident and Incident Investigation • KEY HIGHLIGHTS • Vehicle Registration, Traffic Management conducted through eNatis • CONTEXT: • This is a shared responsibility among the three spheres of government and the RTMC • Institutional chaos resulting from inadequate systems to manage interfaces drives poor management in this regard • Revenue flows remain a pervasive challenge. The revenue sharing arrangements are not working as they should. The conveyor belt is simply not working properly. Municipalities are not passing on what is due to Provinces, Provinces are not passing on what is due to national. • eNatis • The eNatis contract was for the development and deployment of the system. At no stage was there ever a plan to issue another tender for eNatis. 5

  6. Programme 3: (cont…) • KEY HIGHLIGHTS • Based on the contractual arrangements, once the system was operating optimally at the end of the contract period, Tasima was required to transfer the eNatis to government. Agreement was reached to delay this transfer based on a number of consideration: • Agreement was that the system should be transferred to the RTMC, who will then assume custody of the eNatis on behalf of the state. Given the magnitude of its challenges, the RTMC was not in a position to take over the system and does not have the management infrastructure in place to support a mission critical system like eNatis. • The system has been classified as a national key point, which demands compliance with onerous security requirements. • The Department has since extended the Tasima contract based on these considerations and to enable the Department to build the requisite capacity to take over the system. 6

  7. Programme 3: (cont…) • KEY HIGHLIGHTS - AVIATION • A number of security related issues were dealt with during the reporting period, which include aircraft accidents in Durban and George, leading to the grounding of the Airlink fleet by the Civil Aviation Authority. • Challenges were experienced with the approval of ACSA Tariffs by the Regulating Committee. New permissions were granted by the Committee both for ATNS and ACSA, but ACSA challenged the decision. The Regulating Committee has since been replaced by a Ministerial Task Team to review the ACSA decision, among other tasks. 7

  8. Programme 4:Integrated Planning and Inter-sphere Co-ordination • KEY HIGHLIGHTS • Considerable time was spent shaping debates around infrastructure funding and engaging on issues around a dedicated maintenance fund for the secondary road network. Post year end, significant progress has been made in these engagements with the National Treasury which may result in a more sustainable approach to the maintenance of the secondary network. • To date the Shova Kalula project has distributed over 21,000 bicycles to deserving learners. Government has invested R15million in the project over a period of 4 years. A revised Non-Motorised Transport implementation plan targets to roll out the distribution of 1 million bicycles by 2015. 8

  9. Programme 6: Public Transport • KEY HIGHLIGHTS • Through PRASA, we have extended the rail network in Khayelitsha • The Railway Safety Regulator (RSR) approved all relevant safety standards and evaluated the level of compliance with safety prescripts and the technology, resulting in the issue of a safety permit authorising the operation of the OR Tambo Airport – Sandton link of the Gautrain post year-end; • As part of preparations for the World Cup, significant investments were made on infrastructure both in rail and road transport (BRT projects rolled out in Johannesburg and Cape Town, and work got underway in Nelson Mandela Bay); • There has been significant focus on building capacity of Operating Licensing Boards and streamlining of regulations for lincensing public transport operations and advance enterprise development. We have established the National Joint Working Group to address challenges facing the taxi industry and continue to engage with the small bus operators. 9

  10. Programme 7:Public Entity Oversight and Border Operations and Control • Pervasive challenges remain in the corporate governance of public entities. A specific focus to improve corporate governance challenges in all our entities is in place. • We continue to address the challenges experienced by the RTMC; • We formulated the draft no-fault policy for Road Accident Benefits, consulted the policy and tabled the policy to Cabinet. Various constitutional and other legal challenges were dealt with successfully. 10

  11. Programme 1:Administration • KEY HIGHLIGHTS • The current establishment of the Department has 677 posts, but only 627 posts have been filled. This is primarily due to serious budget constraints. • We started an exercise in the last year to review the effectiveness of the structure. We have come to the conclusion that the way the Department is currently structured poses a challenge and the fragmentation of functions compromises accountability and proper strategic focus. • Our emphasis is to shift the department from policy focus to implementation co-ordination. • We further need to place emphasis on skills development, support for the disabled, women and youth. 11

  12. Section 1: Review of 2009/10 • Highlights of Annual Financial Statements: • Adjusted budget 2009/10 • Reprioritisation in 2009/10 • Under expenditure in 2009/10 12

  13. Expenditure trends for 2009/10: Adjusted Budget 13

  14. Expenditure trends for 2009/10: Adjusted Budget (continued) 14

  15. Expenditure trends for 2009/10: Reprioritisation 15

  16. Expenditure trends for 2009/10: Under / (over) expenditure 16

  17. Audit outcomes for 2009/10 • Emphasis of matter • Unauthorised, fruitless and wasteful & irregular expenditure: • Unauthorised expenditure • Fruitless and wasteful expenditure • Irregular expenditure • Other legal and regulatory matters: • No quarterly reporting on performance information • Internal control 17

  18. Emphasis of matter 18

  19. Unauthorised expenditure 19

  20. Fruitless and wasteful expenditure 20

  21. Irregular expenditure 21

  22. Other matters: Performance information 22

  23. Other matters: Performance information (continued) 23

  24. Personnel Establishment Vacancy Management Employment Equity Figures Organisational Development and Employee Health and Welness Human Resource Development & Capacity Building Human Resource Management 24

  25. Personnel Establishment • Total Establishment: 677 posts • 627 posts filled (92.61%) • 50 posts vacant (7.38%) • Vacancy rate is 7.38%: (including 98 contract employees) Vacancy Rate 31/03/2010= 7.38% 06/09/2010= 7.83% 25

  26. Measures that were introduced to reduce the vacancy rate • Concurrent headhunting with normal recruitment process has been introduced and implemented; • Retention Strategy was approved and implemented, (Counter offer targets women, people with disabilities, rewarding of above average performance, people development and capacity building, empowerment of managers on Labour relations matters); • Appointment of second appointable candidates who are women or people with disabilities; • All vacant Office Administrators posts (PA/Secretaries) have been advertised and the interviews are in process; • Approval has been granted to access & advertise identified posts on Job Access to accelerate the appointment of persons with disability; Vacancy Rate 31/03/2009= 7.38% 06/09/2010= 7.83% 26

  27. Measures that were introduced to reduce the vacancy rate(continued) • Branch Managers have been given quotas that they are expected to meet on people with disability and women at SMS levels as well as guidelines; • The pro forma submission for the filling of posts has been improved to include Branch EE status updates; • SMS Members will be assessed in terms of meeting the EE targets under the People Management and Empowerment CMC which carries a weighting of 20% ; • HR Interventions/Outreached with DDG’s with a view to assist amongst others the fast tracking of the filling of the posts, signing of PAs, Performance assessment process and other outstanding HR Matters. • Contract employees have been temporarily placed against vacant posts as per EXCO directive. Vacancy Rate 31/03/2009= 7.38% 06/09/2010= 7.83% 27

  28. Race Representation:627 Filled Posts 28

  29. Gender Representation on 100 SMS Posts Filled Total SMS: 100 Women = 41 (9.41% Under represented) 29 29

  30. Gender Representivity & Turnover at all levels(only on permanent filled posts excluding contract employees) 30

  31. STAFF MOBILITY01 APRIL 2009-31 MARCH 2010 • Appointments & Internal Promotions:78 • Service Terminations:60 • Lateral transfers:4 31

  32. Employment Equity Status31/03/2010 32

  33. CHALLENGES AND INTERVENTIONS • CHALLENGES: • Africans, Indians and Whites are over-represented whereas Coloureds and People with disabilities are under-represented. • More attention is now being given to under-represented groups when appointments are made. • Although women are over-represented by 0.07% based on national demographics, this group is still under-represented as Senior Management level. • DPSA’s target for women at SMS level is 50% and the department is at 41%. • National target for People with disabilities is 2% and the Department is at 1,83%. • INTERVENTIONS: • SMS members are held responsible for ensuring and achieving EE in their components, • Job Access has been appointed to assist the Department to recruit people with disabilities. 33

  34. ORGANISATIONAL DEVELOPMENT AND EMPLOYEE HEALTH AND WELNESS • Job Evaluation (Table 4) • Health Promotion & HIV and AIDS Programme (Table 12) 34

  35. Job EvaluationTable 4.1 Job Evaluation, 1 April 2009 to 31 March 2010 35

  36. Job EvaluationTable 4.2 Profile of employees absorbed in an upgraded post, 1 April 2009 to 31 March 2010 36

  37. The department addressed issues of scarce and critical skills as follows: Achieved partially the Integration of Transport studies within the FET curriculum for level 2-4 17 students sent to Prague to pursue transport-related careers -Sourced R1, 84m from UNDP for placement of scarce & critical skills Interns including COD graduates. Fouty-five (45) transversal interns were placed within the department The department has prioritised bursary funding for transport related qualifications for employees. Outreach programmes have been conducted to address transport related scarce and critical careers CAPACITY DEVELOPMENT & GDYC ANNUAL ACHIEVEMENTS 2009/10 37

  38. 2010 World Cup Skills Development project was conducted with the assistance of R1,8 m from UNDP. A Human Resource Development Strategy for 2009-2013 was developed that addresses capacity development initiatives for the department. Registered and funded 533 COD students during 2009. Completed Gender Audit that was presented at EXCO for adoption and approval. Capacity building & GDYC policies were developed, reviewed and sent for approval Mainstreaming of GDYC programmes was conducted CAPACITY DEVELOPMENT & GDYC ANNUAL ACHIEVEMENTS 2009/10 38

  39. Areas of Intervention for 10-11 • Policy for public transport access in SA • Energy efficiency framework for the transport sector • Modal split analysis • Capacity for evaluation of new rail proposals • Development of the Rail Policy • Framework for single transport regulator • Consolidation of aviation economic regulator • Transport Aviation security service not established • Implementation of best practice model (re: licence management) • Facilitate job creation and employment in maritime sector 39

  40. Areas of Intervention for 10-11 • Development of Rural Public Transport Network plan • Road Infrastructure Recovery plan developed • Institutional arrangements for effective roads development and interface with industry effected • Non-motorised transport policy completed • Transport Disaster Response strategy • High speed rail plan for priority areas finalised • Regional master plan for SADC drafted 40

  41. Areas of Intervention for 10-11 • Implementation of taxi EFC pilot • Programme management of TRP • Taxi subsidy framework reviewed • Continue with the implementation of the electronic performance management system • Turn-around strategy to improve performance of CBRTA • Absence of a culture change strategy • Provision of better working environment through new office campus 41

  42. Thank you 42

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