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This annual report provides an overview of the Transport Agency's performance, strategic projects, and key partnerships. It also highlights the organization's vision, mission, and mandate in promoting safe and reliable cross-border transport. The report includes financial information, employment equity initiatives, and future challenges and intervention areas.
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Annual Report Briefing to the Portfolio Committee on Transport (PCOT)15 October 2014by Sipho G. Khumalo
Vision and Mission Mandate and Strategic Imperatives Cross border environment Review of Organisational Performance Progress on Strategic Projects Strategic Partnerships Development & Empowerment Programmes Employment Equity Financial Information Audit Outcomes 2013/14 Looking into the future Key Challenges and Intervention Areas Concluding Remarks Presentation Outline
Vision and Mission Vision To be the leading cross-border road transport Agency within the region Mission To spearhead social and economic development within the SADC region through facilitating unimpeded cross border road transport Strategic Outcome Oriented Goals Enhance organizational Performance Facilitate Unimpeded flow of Cross Border Transport Promote Regional integration Promote safe and reliable cross-border transport; and Strategic positioning to enhance organizational Sustainability
To eliminate impediments in the flow of passengers and freight by road across regional borders To introduce regulated competition in cross-border passenger transport To liberalise market access in the cross-border freight transport To reduce operational constraints for the cross-border road transport industry To enhance and strengthen the capacity of public sector; and To build industry partnership and to empower the cross-border road transport industry. Mandate & Strategic Imperatives Established in terms of Act No. 4 of of 1998
Review of Organisational Performance • Key achievements: • Increase in industry development programmes implemented to support cross-border operators. • Completed 8 route surveys in Zimbabwe, Zambia, Malawi, Botswana, Mozambique, Swaziland, Lesotho and Namibia – this will form basis for scientific tool improvement to regulate the cross-border market. (To assist decision on split between taxis and buses – to inform on number of permits to be issued per corridor. • Launched Cross-Alive Road Safety campaigns in support of the UN Decade of Action for Road Safety. • Entered into partnerships with key strategic stakeholders who play a critical role in the cross-border industry: (Department of Trade and Industry, Department of Tourism, Department of International Relations and Cooperation, Department of Home Affairs, Department of Environmental Affairs, South African Revenue Service. • Formalised relationships with other stakeholders.
Permits Issued for Passenger Transport (Taxi) Permits issued in 2012/13 and 2013/14 Permits issued per country during 2013/14
Permits Issued for Passenger Transport (Buses) Permits issued in 2012/13 and 2013/14 Permits issued per country during 2013/14 .
Permits Issued for Freight Transport Permits issued per country in 2013/14 Permits issued in 2012/13 and 2013/14
Strategic partnerships (1) • REGIONAL: SADC Secretariat, Joint Committees, Joint Route Management Groups (JRMGs); • NATIONAL: Participation in Border Control Operational Coordinating Committee (BCOCC), Inter-Agency Clearing Forum (IACF), Department of Home Affairs (DHA), South African Revenue Service (SARS); National Intelligence Coordinating Committee (NICOC), National Joint Operational and Intelligence Structure (NATJOINTS); • PROVINCIAL: Transport MECs, HODs (Provincial Transport Departments); • LOCAL LEVEL: Metros and Municipalities;
Strategic partnerships (2) • INTERNAL: Route Committees, Operator Forums, Stakeholder Forums, Joint law Enforcement Initiatives, SMME development initiatives
Development & Empowerment Programmes • Development of a Women-In-Transport programme aimed at introducing women operators to cross-border road transport. • On-Going SMME Development Programmesfor aspiring Cross-Border Operators. • Training of inspectors on the C-BRT Act, Administrative Adjudication of Road Traffic Offices (AARTO, National Land Transport Act (NLTA), Professional conduct and law enforcement. • A significant number of senior management (8) within the Agency attended and successfully completed a Senior Management Development Programme.
Employment Equity RACE GENDER
Financial Position 2013/14 ASSETS LIABILITIES
Introduction of the Operator Compliance Accreditation Scheme within S.A. and the SADC region Implementation of Operator Value-Orientated Strategy. Need for protection of S.A. domestic operators in regard to conditions obtaining in our neighbouring countries – need for review of Bilateral Agreements & implementation of the SADC Protocol. Harmonization of Regulatory Systems between the C-BRTS & OLAS. Need to focus on the funding model as it is evident that the current model is not sustainable. Looking into the Future (1)
Looking into the Future (2) • Need to develop the capability and competency for addressing the question of un-roadworthy cross-border vehicles and the review of SADC vehicle standards. • Strengthening Partnerships with the South African Revenue Service (SARS) and other Border Authorities. • Appreciating the changing dynamics in border towns and the need to respond to provincial imperatives (on-going engagements with Provinces). • Refining the work of the Profiling unit to provide intelligence to support the cross-border transport industry. • Achieve a clean audit opinion (clean administration)
Resolution of the Lesotho/Free State Cross Border passenger transport issue. Provision for dealing with overloaded cross-border vehicles (below 3.5 tons) and use of bus trailers for the transportation of goods. On-going litigation on the increased permit tariffs in 2011 and the newly increased tariffs in 2014. Key Challenges & Intervention Areas
The Agency is poised to support the National Development Plan by championing objectives articulated in Chapter 3 (Gaining Global Market Share & S.A. as an integral part of regional growth); Chapter 4 (Regulation and Transport); and Chapter 7 (Positioning S.A. in the globalising world) of the NDP. Going forward, the C-BRTA is gearing towards developing and implementing an “Operator Value -Orientated Strategy” The C-BRTA is geared to demonstrate its commitment to adding public value through its strategic interventions. All future plans are aligned to the Medium Term Strategic Framework (MTSF) 2014-2019 objectives. Concluding Remarks
