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The Strategic Plan 2015-2020 and Annual Performance Plan 2015-16 of the C- BRTA

The Strategic Plan 2015-2020 and Annual Performance Plan 2015-16 of the C- BRTA Presentation prepared for the Portfolio Committee on Transport By Ms P. Pokane, Chairperson of the Board, C-BRTA Mr S. Khumalo, Chief Executive Officer, C-BRTA 14 April 2015. Table of Contents.

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The Strategic Plan 2015-2020 and Annual Performance Plan 2015-16 of the C- BRTA

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  1. The Strategic Plan 2015-2020 and Annual Performance Plan 2015-16 of the C-BRTA Presentation prepared for the Portfolio Committee on Transport By Ms P. Pokane, Chairperson of the Board, C-BRTA Mr S. Khumalo, Chief Executive Officer, C-BRTA 14 April 2015

  2. Table of Contents • Mandates of the C-BRTA • C-BRTA Core functions • C-BRTA Organogram • C-BRTA Strategic Thrusts • Presidential Priorities • Key Government Policies and Priorities • C-BRTA Strategy • Risks to the Strategy • Finances

  3. . MANDATES OF THE C-BRTA

  4. CORE FUNCTIONAL AREAS

  5. . ORGANOGRAM

  6. C-BRTA STRATEGIC THRUST

  7. PRESIDENT’s 9 Point Plan • Resolving the energy challenge • Revitalising agriculture and agro-processing value chain • Advancing beneficiation or adding value to our mineral wealth • More effective implementation a higher impact Industrial Policy Action Plan • Encouraging private sector investment

  8. PRESIDENT’s 9 Point Plan • Moderating workplace conflict • Unlocking the potential of SMMEs, cooperatives, township and rural enterprises • State reform and boosting the role of state owned companies • Operation Phakisa aimed growing the ocean economy

  9. OTHER KEY PRIORITIES MINISTER’S DELIVERY AGREEMENT NATIONAL DEVELOPMENT PLAN IMPLEMENTATION OF A FOCUS REGIONAL INTEGRATION STRATEGY CAPACITY BUILDING OF STATE OWNED ENTERPRISES CAPACITY BUILDING OF STAFF AT ALL LEVELS • DECENT EMPLOYMENT • EFFICIENT, COMPETITIVE AND RESPONSIVE INFRASTRUCTURE • RURAL DEVELOPMENT • PROTECT AND ENHANCE OUR ENVIRONMENTAL ASSETS

  10. THE STRATEGY WINDOW Where are we? How will we get there? Where do we want to go? 2014/15 2015 - 2020 Substantive value add Operational viability CBRTA Strategy Financial viability Legitimacy and political sustainability Building the foundation and capacitating the Agency Operator Centricity Preferred employer Scenarios of the Future Present + 3 years Time

  11. . OPERATING ENVIRONMENT • Heightened demand for customer centricity • Subdued economic growth • Fragile global economic recovery • Businesses not investing long term growth

  12. . RATIONALE FOR THE STRATEGY • Profound need to keep the wheels of operators turning • Need to improve operator value • Need to broaden Agency’s revenue base • Need for integrated regulatory framework • Regional integration

  13. KEY STRATEGY PILLARS OPERATOR VALUE ADD INTERVENTIONS IMPACT DRIVEN OPERATOR FORUMS REGULATORY SERVICES ELEVATION OF THE ROLE OF PROFILING VEHICLE EXAMINATION GOVERNMENT WIDE IPDP • CROSS BORDER CORRIDOR VALUE CHAIN FOCUS • BEYOND THE BORDER FOCUS • SADC COUNTRY STRATEGIES AND PROFILING • JC’S AND JRMG IMPACT • REVIEW OF THE FUNDING MODEL

  14. Proposed New Initiatives… • Reciprocity • Integrated Regulatory Framework • Levying of cross-border charges • The Beitbridge Border Modernization Initiative (BBMI) • Annual State of Cross-Border Operations Report (ASCBOR)

  15. REGULATORY SERVICES (1) Strategic objective: (1) To introduce and implement regulated competition of cross border movements

  16. REGULATORY SERVICES (2) Strategic objective (2) To promote efficiencies in permit issuing to reduce the cost of doing business for operators

  17. REGULATORY SERVICES (3) Strategic objective: (3) To improve compliance with road transport legislation

  18. ROAD TRANSPORT INSPECTORATE (1) Strategic Objective: (3) To improve compliance with road transport legislation

  19. ROAD TRANSPORT INSPECTORATE (2) Strategic Objective: (3) To improve compliance with road transport legislation

  20. ROAD TRANSPORT INSPECTORATE (3) Strategic Objective: (3) To improve compliance with road transport legislation

  21. FACILITATION AND INDUSTRY DEVELOPMENT (1) Strategic Objective: (4) To establish and sustain strategic partnerships with stakeholders so as to enable the Agency to achieve its objectives

  22. FACILITATION AND INDUSTRY DEVELOPMENT (2) Strategic Objective: (4) To establish and sustain strategic partnerships with stakeholders so as to enable the Agency to achieve its objectives

  23. FACILITATION AND INDUSTRY DEVELOPMENT (3) Strategic Objective: (4) To establish and sustain strategic partnerships with stakeholders so as to enable the Agency to achieve its objectives

  24. FACILITATION AND INDUSTRY DEVELOPMENT (4) Strategic Objective: (4) To establish and sustain strategic partnerships with stakeholders so as to enable the Agency to achieve its objectives

  25. OFFICE OF THE CHIEF EXECUTIVE OFFICER (1) Strategic objective: (5) To proactively provide value added advisory services to the Minister of Transport and other relevant stakeholders on cross border matters in the transport sector

  26. OFFICE OF THE CHIEF EXECUTIVE OFFICER (2) Strategic objective: (5) To proactively provide value added advisory services to the Minister of Transport and other relevant stakeholders on cross border matters in the transport sector

  27. OFFICE OF THE CHIEF EXECUTIVE OFFICER (3) Strategic objective: (6) To promote the C-BRTA’s reputation

  28. OFFICE OF THE CHIEF EXECUTIVE OFFICER (4) Strategic objective: (7) To position the C-BRTA brand to ensure visibility and awareness

  29. OFFICE OF THE CHIEF EXECUTIVE OFFICER(2) Strategic objective: (1) To introduce and implement regulated competition of cross border movements

  30. HUMAN RESOURCES Strategic objective: (8) To develop, implement and sustain a high performance culture in the organization

  31. FINANCE (1) Strategic objective: (9) To ensure the financial viability and sustainability of the C-BRTA

  32. FINANCE (2) Strategic objective: (9) To ensure the financial viability and sustainability of the C-BRTA

  33. INFORMATION TECHNOLOGY Strategic objectives: (11) Integration of ICT systems

  34. GOVERNANCE Strategic objective: (12) Prevent fraud and corruption

  35. . RISKS – FINANCIAL VIABILITY ON-GOING LITIGATION • Currently in the Constitutional Court; • Potential financial obligations up to R356 million; • Of the amount above, R37 million has been provided; • May render the Agency’s financial position technically insolvent; • Request may be made to National Treasury to assist.

  36. . RISKS – FINANCIAL VIABILITY UNSUSTAINABLE BUSINESS MODEL • Agency currently self fundedthrough permit revenue • Need for alternative funding model; • Adjustment of tariffs more annually; • Containment of costs;

  37. MTEF Revenue Budget: 2015/16 – 2017/18

  38. MTEF Operating Exp. Budget Per Division

  39. MTEF Expenditure Budget: 2015/16 – 2017/18

  40. Breakdown of Administration Budget 2015/16

  41. Divisional Budget per Classification 2015/16

  42. i thank you

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