OBJECTIVES FOR EXAMPLE: How to liberalize market access; How to reduce operational constraints;

4. OBJECTIVES • FOR EXAMPLE: • How to liberalize market access; • How to reduce operational constraints; • Support in (re)negotiating agreements & executive arrangements. SUPPORT IN (RE)NEGOTIATING AGREEMENTS & EXECUTIVE ARRANGEMENTS REGULATES ACCESS TO MARKET BOARD • FACILITATES • Cooperative & consultative relationships • Information • Training TRANSPORT LAW ENFORCEMENT

5. OUR KEY PERFORMANCE AREAS • Our performance areas therefore includes the following: • The facilitation of Cross-Border Transport Regulation and the maintenance of effective law enforcement. • The facilitation of the SMME’s into the Cross-Border Road Transport industry. • The promotion and enhancement of quality cross-border facilities. • The promotion of regional market integration. • Agency active in the fight against HIV/AIDS. It is the transport representative in the region. Training of community peer educators to start April/May. • ACHIEVEMENTS • Through effective law enforcement, private operators endeavor to obtain permits, resulting in an increase in legal permit applications. • The cross-border taxi industry is formalized. • Stakeholder participation forums are fully operational. • Transformation plans of bus and freight industry are currently being implemented (BEE).

6. HUMAN RESOURCES

11. SKILLS DEVELOPMENT PLAN • Skills audit conducted (to ensure that there are relevant skills in the Agency). • Provision of study loans. • Training needs identified. • Training program in place • Areas of Training: • - Computer Literacy • - Law enforcement • - Human resources • - Customer Service, etc. • Exemption from payment of skills levy (thus no workplace plan). • Mentoring process to be embarked upon (to ensure that skills transfer take place).

12. CROSS-BORDER ROAD TRANSPORT AGENCYBEE STRATEGY

13. OBJECTIVES • To promote Black Economic Empowerment in the transport industry. • To create an enabling environment in SMME’s so that their potential can be fully realised. • To promote joint ventures in which there will be transfer of skills etc. • To guide transformation in the bus and freight industry. • To champion BEE in the transport industry within the SADC region.

14. STRATEGIES TO ACHIEVE THE ABOVE-MENTIONED OBJECTIVES TWO STRATEGIES ARE BEING EMPLOYED: (a) REMEDIAL/CORRECTIVE Remedial strategy seeks to reverse the damage that was caused to PDI/HDI operators during the era of apartheid. This strategy seeks to empower black operators so that they should access the routes from which they were excluded, and that will take the form of not granting new permits. (b) DEVELOPMENTAL STRATEGY Development strategy seeks to train and transfer skills to PDI’s and PDE’s.

15. AWARENESS CAMPAIGN Certain media groups will be targeted for coverage of events related to the promotion of SMME’s through newsletters, brochures, adverts etc.

16. ACHIEVEMENTS TO DATE • Workshops have been conducted in the following provinces: • Limpopo • Mpumalanga • Gauteng • North West • Free State • North Cape

17. DESIRED RESULTS AIM To afford the PDI and HDI’s an opportunity to play a role in the freight and passenger transport industry. STATUS QUO 90% (white) - 10% (black)

18. POLICY FORMULATION ON BEE TRANSFORMATION Draft policies on bus, taxi and freight have already been drawn. These policies are in line with the government policy on BEE transformation.

19. C-BRTA FINANCEREPORT

20. FINANCIAL OVERVIEW

21. FINANCIAL STATUS REPORT

22. INCOME PERMIT FEES AND PENALTY INCOME The major source of revenue for the Agency is permit fees. During the current year the Agency changed its financial year from 30 June 2002 to 31 March 2002. The revenue reflected for the above is for a nine month period. However over the four years that the Agency has been in existence there has been no significant growth in revenues except for the nineteen (19%) percent increase between the years ending 30 June 2001 and 30 June 2000. To resolve the insignificant growth in revenue a number of law enforcement inspectors have been employed.

23. EXPENDITURE Expenditure has always been a thorny issue with the Agency with the year 2001 being the only year where it did not exceed our revenues. The major expenditure of the Agency relates to human resource costs of which these normally comprise about seventy (70%) of the operating expenditure. In order to combat the reduction in the permit and penalty fees a number of law enforcement inspectors have been recently employed. The Agency has been undergoing a transforming process in order to comply with Employment Equity policies. This has resulted in some people being taking early retirements with the resultant benefits having to be paid.

24. INVESTMENT ACCOUNT On average the Agency was withdrawing R150,000.00 a month from the Investment account. The net effect of the withdrawal was minimum because of the interest received from the bank. At the beginning of the financial year the Agency had R7.8 million on Investment account. On the 4th April 2002 R 300,000.00 was withdrawn from Investment account which left a balance of R7,4 million. From the 3rd of September till the 17th March 2003 we was withdrawn 5,950,000 million. 03 September 2002 - 600,000.00 01 October 2002 - 500,000.00 15 November 2002 - 2,000,000.00 (Bonus) 08 January 2003 - 1,050,000.00 18 February 2003 - 500,000.00 17 March 2003 - 1,300,000.00 The balance on the investment account as of 24 March 2003 is 2,047,882.88

25. MECHANISM PUT IN PLACE • Incentives; • Increase in permit fees; • Suspension of training; • No staff intake. • The Agency will be able to be back to normal after 6 months full implementation of the above mentioned mechanism.