Presentation to Select Committee on Public Services on DoT Strategic Plan 2012

1. Presentation to Select Committee on Public Services on DoT Strategic Plan 2012 DDG: Mr. Rajesh Jock 13 March 2012

2. Outline • Background • Organisational Structure • Departmental Outcomes • Programmes 1 - 7 • Programme Objectives • Strategic Objectives • Key Performance Indicators /Activities • Challenges and Interventions

3. Background • 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

4. Background cont… • 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

5. Organisational Structure

6. Programmes Programme 2: Integrated Transport Planning Programme 1: Administration Department of Transport: “Transport, the Heartbeat of Economic Growth and Social Development Programme 3: Rail Transport Programme 4: Road Transport Programme 5: Civill Aviation Programme 6: Maritime Transport Programme 7: Public Transport

7. Hierarchy of types and nature of Plans to Execute the Strategic Plan of a Department Strategic Plan (3-5 yrs) 1. Vision/Policy 2011/2012-2013-14 2. Strategic Objectives 2. Business/Budget Plan (3yrs MTEF/Review/MTEC) 3. Measurable Objectives 3. Annual Performance Plan (APP) (1 yr/annually) 4. Performance Measures 4. Operational Plan (1 year with 4 quarters/quarterly) 5. Work plans and Project Plans (Weekly) 5. Targets/Indicators 6. Activities/ Initiatives 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

8. Departmental Outcomes

9. Planning

10. Strategic Objectives PROGRAMME 1: ADMINISTRATION

11. STRATEGIC OBJECTIVES Programme 1: Administration • Purpose: 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

12. STRATEGIC FOCUS

13. SUB-PROGRAMME : TRANSPORT INFORMATION SYSTEMS (TIS)

14. Key Business Issues • Citizen’s face an incoherent and fragmented interaction system • Ticketing systems vary by mode and geography • Goods 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 solutions • The new tolling facilities require complex monitoring and management systems for revenue management • ICT is able to provide the business intelligence and revenue management solutions

15. Key ICT Issues

16. Integrated Systems Vision Convenient travel and administration Smooth and efficient traffic flow ICT Hub Modernized logistics & multi-mode transport collaborated Safe and secure transport Green, energy saved less CO2 emission Forward-looking decision-making Comprehensive business intelligence

17. STRATEGIC OBJECTIVES ITS

18. STRATEGIC OBJECTIVES

19. Integrated Transport Systems Timelines Phase 1 2012~2013 Tangible and immediate benefit Phase 2 2013~2014 Infrastructure expand Phase 3 2014~2015 Widely effective and integrated, comprehensive business intelligence Phase 4 2015~2016 Safer and securer, Convenient and seamless transport business

21. The Transport Family has BIG DATA CHALLENGES! Actionable Intelligence transform Big Data into Intelligence transform

22. ENTERPRISE PORTFOLIO MANAGEMENT (EPM)

23. STRATEGIC OBJECTIVES EPM

24. COMMUNICATIONS

25. STRATEGIC OBJECTIVES COMMUNICATIONS

26. STRATEGIC OBJECTIVES COMMUNICATIONS

27. STRATEGIC OBJECTIVES COMMUNICATIONS

28. CHALLENGES

29. PROGRAMME 2: INTEGRATED TRANSPORT PLANNING

30. PURPOSE • 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 gas • Regional 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

31. STRATEGIC OBJECTIVES

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35. STRATEGIC OBJECTIVES

36. CHALLENGES

37. PROGRAMME 3: RAIL TRANSPORT

38. PURPOSE 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

39. STRATEGIC OBJECTIVES

40. STRATEGIC OBJECTIVES

41. STRATEGIC OBJECTIVES

42. CHALLENGES

43. CHALLENGES

44. Road Transport PROGRAMME 4: ROAD TRASNSPORT

45. PURPOSE Programme 4: Road Transport To 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

46. STRATEGIC OBJECTIVES

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