OVERVIEW ROADS AND TRANSPORT

1
OVERVIEW ROADS AND TRANSPORT
2

• Vision An Efficient, Safe, Affordable,
  Sustainable and Accessible Transportation System
• Mission To provide, develop, regulate and / or
  enhance a safe and affordable multi-modal
  transport system which is integrated with land
  use to ensure optimal mobility of people and
  goods in the Province of the Eastern Cape in
  pursuance of the strategic focus areas contained
  in the Provincial Growth and Development Plan.
• Values In carrying out its mandate the
  Department of Roads and Transport subscribes to
  the following set of values
• Transparency
• Accountability
• Integrity
• Consultation
• Professionalism
• Transformation
• Service delivery ( Batho Pele)
• Preservation of the Environment
• Respect for our Heritage

3
Important policy decisions and strategic issues
facing the department

• The delivery of the policy speech and strategic
  plan in May 2005 followed a national election.
• The Executing Authority gave the strategic
  direction that transport is moving back to rail.
• The department also identified programmes to
  improve rural accessibility in order to
  contribute to the national and provincial goals
  in particular the Provincial Growth and
  Development Plans 2004 to 2014.
• It is general knowledge that strategic
  performance planning in government is guided by
  political priorities as cited by the State
  President, Premier and Member of the Executive
  Council. The successful implementation of the
  strategic performance plan for the department is
  a collective approach led by the Executing
  Authority on a policy formulating level and the
  Accounting Officer on an administration level.
  The senior managers provide strategic collective
  leadership in policy implementation and
  monitoring through the different departmental
  programmes.

4
Important policy decisions and strategic issues
facing the department

• The objectives of the departmental programmes
  indicate how the department intended to continue
  with its commitment of transforming the
  department in transport related matters -
• Administration To render effective financial,
  human resources and management support services.
  To provide efficient and sustainable government
  transport services to user provincial
  departments.
• Public Transport To formulate, promote and
  implement integrated transport planning and
  policies. To provide reliable, safe, affordable
  and efficient public passenger multi-modal
  transport systems and regulation of air traffic
  control and navigational services.
• Traffic Management To facilitate and promote
  traffic safety and traffic control.

5
Significant events and major projects during the
year

• The road functions was legally transferred from
  the then Department of Roads and Public Works to
  the then Department of Transport with effect from
  1 September 2004.
• The Kei Rail project progressed at a less
  satisfactory due to the re-location of citizens
  from siding rail site at Zamukulungisa informal
  settlement (Mthatha) to a new residential area.

6
Overview of the voted funds

• During the 2005 financial year, provincial
  legislature appropriated an amount of R312 507
  000 (2004R309 037 000) to the department.
• The R312 507 000 was revised to R302 586 000 in
  order to assist in funding a provincial deficit.
  The actual total expenditure for the financial
  year amounted to R 289 367 853 (2004 R 307 901
  000).
• The amount that was not spent from the vote is
  R13 218 147, which is 4 of the Voted funds
  (2004R1 136 000, which equals 0.5 of the Voted
  funds). The unspent amount of R13 218 147, is
  before the inclusion of non-voted funds and
  expenditure of local and foreign aid assistance.
  
• The expenditure of R289m reflects a 96 spending
  (200499.5) after the final adjustment and
  write-offs of irrecoverable debts of R2m. The
  spending, before write-off, amounts to R286m,
  which is 95 (200498) of the Voted funds.

7
Motor Vehicle License Fees

• The major source of own collected revenue arise
  from motor vehicle licence fees as a result of
  fees charged on vehicles using public roads.
• The fee is applicable to all annual registrations
  and renewals of motor vehicle licenses and
  trailers. While not directly earmarked for road
  works, the revenue generated from this process
  provides an important contribution to the
  provincial fund as own revenue.

8
Vehicle Licence Number Plates

• Ordinary licence number plates are sold by
  registered private businesses and the department
  charges royalties at R5.30 per plate. A private
  company 3M (Pty) Ltd was appointed by the
  Department of Transport to collect these
  royalties on its behalf. Since February 2003 the
  company stopped collecting the royalties as a
  result of unsigned agreement. Efforts to collect
  monies since February 2003 are still pursued via
  the signing of a written agreement. It appears
  that the amount is recoverable because it is
  collectable.
• The second category of licence number plates is
  the specific plates or numerical alpha and is
  sold at R500.00 per set. This revenue is
  collected by and payable directly to the
  Department of Transport.
• The third category of licence number plates is
  the personalised plate, which is sold at R1
  500.00 per set. The department also collects the
  revenue from this category.

9
Significant events and major projects during the
year

• Own revenue collection target of R152m beginning
  of the financial year.
• Revised the target in November 2004 to R109m.
• The department collected R116m (2004R152 m) as
  its own revenue, against a revised target of
  R109m (2004R149m).
• The collection of revenue decreased by 24, at
  R116m for 2005 compared to the previous financial
  year 2004.
• A comparison of the collected revenue of R116m
  with the revised budget of R109m, reflects a 6
  (R7m) increase above the target.

10
Capacity constraints

• An organisational structure, as a result of the
  transfer of Roads function to the Department is
  in place as at March 2005.
• The Department is still constrained by
  non-filling of critical posts which hampers the
  Department to deliver on its mandate as
  prescribed by various legislations particularly
  the Public Finance Management Act, Public Service
  Act, National Road Traffic Act and National Land
  Transport Transition Act. (NLTTA).

11
Arrive Alive Funds

• The department received donor-funding amounting
  to R374 059 (2004 R2 816 672) in August 2004,
  from National Department of Transport during the
  year under review.
• The R374 059 received during the current
  financial year added to the balance at beginning
  of year which amounted to R1 349 763.
• A total amount of R1 102 614 was utilised as
  reflected in the Notes to the Annual Financial
  Statements. The balance of R 621 208 is disclosed
  as part of equity in the balance sheet.

12
Algoa Bus Funds

• An opening balance of R3 272 920 from the
  previous year was added to an amount of R83 700
  000 (2004R78 000 000) which was received during
  2005.
• The balance, after claims amounting to R76, 439m
  by Algoa Bus Company amounts to R10, 534m. (2003
  R3 272 920) which is payable in subsequent
  financial year.

13
National Land Transport Transition Act (NLTTA)
project

• An amount of R800 000 was received towards the
  end of the financial year from National
  Department of Transport (NDOT).
• The purpose of the funds is to assist the
  Department and certain municipalities as
  identified by the department, in the preparation
  of the Operating Licences Strategies (OLS),
  Rationalisation Plans (Rat Plans), Public
  Transport Plans (PTPs) and Integrated Transport
  Plans (ITPs).
• A total of R 210 709 was spent and the balance of
  R589 290 is disclosed in the Annual Financial
  Statements.

14
Kei Rail Project

• The department utilised the remainder of R10 330
  193 from the R28m which was received in 2003/4
  from National Department of Transport.
• The purpose of funding was to augment the
  provincial voted funds in carrying out the Kei
  Rail project, being a refurbishment of the rail
  line between East London and Umtata.
• During the financial year the department utilised
  R6 935 479 and the remaining balance of R3 394
  714 is reflected in the Annual Financial
  Statements.

15
Teta

• An amount of R125 000 was received which is
  funding learnerships related to transport sector.
  
• The whole amount was spent subsequent to the
  financial year end.
• This balance at year end is disclosed in the
  Annual Financial statement.

16
TRANSFER PAYMENTS
17
Corporate governance

• Risk Management
• Fraud Prevention
• Events after the reporting date

18
Summary of reasons for under spending
19
Explanation of Variance
Voted Funds after virement
Actual
Difference

• Programme 1Administration 83,854 81,189 2,665 3.
  18
• The saving against this programme is due to
  effective control of expenditure against
  communication, travel and subsistence and
  accommodation costs.
• Programme 2 Public Transport 117,866 110,072 7,7
  94 6.92
• The under-spending against this programme is due
  to the fact that the Kei Rail project progressed
  at a less satisfactory pace due to re-location of
  citizens from he rail site at Zamukulungisa
  informal settlement (Mthatha) to a new
  residential area.
• Programme 3 100,866 98,106 2,750 2.74
• The saving against this programme is due to the
  curbing of spending especially against payments
  for capital assets in order to assist Provincial
  Treasury in avoiding the provincial deficit.

20
RT at a glimpse

• The core business of the department is to promote
  an integrated transport system that promotes
  accessibility and mobility. Thus the planning and
  provision of adequate urban and rural transport
  facilities and infrastructure relating to land
  and civil aviation.
• Thus creating a transport system which will
  provide fully integrated transport operations and
  infrastructure which will best meet the needs of
  its primary customers plus support governments
  strategies for socio-economic development whilst
  being environmentally sustainable.
• The vote constitutes 5 of the provincial budget
  or R1,714 billion.
• Funding for the vote comprises R885,303 million
  (51,7) equitable share, R675,330 million (39,4)
  conditional grants and R153,062 million (8,9)
  from own revenue.

21
RT at a glimpse

• There is an overall growth of 7 from 2004/05
  compared to the first year of the 2005/06 MTEF
  period. This is due to the transfer of Roads
  function from the Department of Public Works to
  the department of Transport. Consequently,
  substantial increases have been recorded in all
  economic classification as a result of the shift.
  
• The most significant categories of expenditure
  are Payments for Capital Assets (35), Goods and
  Services (31) followed by Compensation of
  Employees (20).
• There is a decrease of 13 in Payments for
  Capital Assets, and 3 for Transfers and
  subsidies compared to 2004/05 adjusted budget.
  The decrease in Payments of Capital Assets is due
  to the department shifting funds to maintenance,
  which is part of Goods and Services, hence an
  increase of 57 for Goods and Services.

22
RT at a glimpse

• 81.2 of the budget has been allocated to
  Programme 4 (Roads Infrastructure), followed by
  Public Transport (9). Programme 4 main driver of
  the departments activities.
• All programmes increased in their 2005/06 budgets
  compared to the 2004/05 revised allocation with
  Roads Infrastructure remaining constant.
• The allocations to Municipalities are for
  contractual obligations to pay for workers taken
  over by the Municipalities specifically to
  perform roads functions.
• A further 250,000 is allocated specifically for
  the HIV/Aids program.

23
Challenges

• Roads function take-over.
• Softer Issues around mergers
• Work ethic / culture
• Skill levels

• Own revenue of 8,9 (R153,062 million)
• Supply chain management fine-tuning
• Getting the basics right

24
(No Transcript)
25
Overview of Programme 1
26

• OVERVIEW OF PROGRAMME 1
• The Programme has been transformed into six sub
  programmes, namely
• Office of the MEC
• Management
• Corporate Support
• Programme Support
• Organisational Development
• Government Fleet Management

27
OVERVIEW OF PROGRAMME 1 The Sub-Programme
Office of the MEC is to provide overall strategic
leadership and policy decisions to all divisions
in the department from which the strategic
objectives will flow. The Sub-Programme
Management is to provide strategic direction of
the department and overall management to ensure
that the policy, projects and commitments set by
the Executing Authority are accomplished. The
Sub-Programme Corporate Support is to manage
financial resources, information systems,
budgeting, expenditure controls, effective
provisioning and asset management and revenue
collection.
28
OVERVIEW OF PROGRAMME 1 The Sub-Programme
Programme Support is to provide efficient human
resources to promote effective management of
information and technology as a strategic
resource and to develop work improvement
procedures and methods. The Sub-Programme
Organisational Development is to influence
departmental policies for advancement of
transformation viz. Affirmative Action,
Employment Equity, Skills Development,
Procurement Policies, etc. The Sub-Programme
Government Fleet Management is To determine and
supply suitable vehicles to user Departments, and
facilitating general hire (pool) vehicle
replacement and to complete the restructuring of
the Government Motor Transport Garages as well
as implementing provincial and national policies
on the provision of government transport by
completing the investigation of the PPP
strategy.
29

• SERVICE DELIVERY ACHIEVEMENTS

30

• SERVICE DELIVERY ACHIEVEMENTS

31

• SERVICE DELIVERY ACHIEVEMENTS

32

• Administration
• This was the second year whereby the department
  managed the 5 year contract with Fleet Africa for
  providing Fleet Management services to provincial
  departments.
• This contract will expire in August 2008.
• Despite the initial hurdles, substantial
  improvements have
• occurred during period under review which can
  be contributed to
• frequent reviews and consultations with line
  departments.
• Consequently the reporting of misuse of vehicles
  has declined
• tremendously, compared to previous years.
•  

33
Human Resource Management
34
Summary of post vacancies and super-numeries
35
Key expenditure indicators
36
Overview of Programme 2
37
PUBLIC TRANSPORT

• PURPOSE
• To plan, regulate and facilitate the provision of
  public transport services and infrastructure
  facilities in order to enhance mobility of all
  communities, particularly those without or with
  limited access.

38

• OVERVIEW OF PROGRAMME 2
• The Programme has been transformed into seven sub
  programmes, namely
• Programme Support
• Planning
• Infrastructure
• Empowerment Institutional Management
• Operator Safety Compliance
• Regulation Control
• Civil Aviation

39
OVERVIEW OF PROGRAMME The Sub-Programme
Planning is responsible for developing the
statutory plans required in terms of the National
Land transport Transition Act, 2000 and the
accompanying provincial legislation . The
Sub-Programme Infrastructure is responsible for
designing and implementing the public transport
infrastructure required for providing services in
terms of the plans. The Sub-Programme
Empowerment and Institutional Management is
responsible to ensure that persons in the
industry who provide and manage public transport
are empowered to perform their function and
receive adequate training to enable them to
provide the required level of service
delivery..
40
OVERVIEW OF PROGRAMME The Sub-Programme
Programme Support is to provide efficient human
resources to promote effective management of
information and technology as a strategic
resource and to develop work improvement
procedures and methods. The Sub-Programme
Operator Safety Compliance is to promote and
improve safety on the public transport system and
to enforce compliance with public transport
legislation and regulations as well as the
liaison and co-ordination of provincial safety
and compliance initiatives.. The Sub-Programme
Civil Aviaton The main focus area of the
sub-programme is the provision of management of
air space and airport management services in
terms of the civil aviation act, regulations and
requirements of the international civil aviation
organization (ICAO).
41
SERVICE DELIVERY RESULTS
SUB-PROGRAMME 2.1 PLANNING
42
Specific challenges and responses
43

• Rural Transport Development Plan.

44
Specific challenges and responses
45
Provincial Land Transport Framework
46
Specific challenges and responses
47
Specific challenges and responses
48
Integrated 5-year Transport Infrastructure Plan.
49
Specific challenges and responses
50
Provincial Rail Committee.
51
Specific challenges and responses
52

• SUB-PROGRAMME 2.2 INFRASTRUCTURE
• Financial assistance to local authorities for
  improving transport facilities

53
Specific challenges and responses
54

• Road Safety Remedial Measures

55
Specific challenges and responses
56
Kei Rail
57
Specific challenges and responses
58
Extension of rail commuter service (Buffalo City
and Nelson Mandela Metro)
59
Specific challenges and responses
60
Pedestrian and Cyclist Facilities
61
Specific challenges and responses
62
SU-PROGRAMME 2.4 EMPOWEREMENT AND INSTITUTIONAL
MANAGEMENT. Complete Restructuring of Mayibuye
63
Issues requiring ongoing attention The process of
restructuring the Mayibuye Transport Corporation
has been running for quite a long time of not
less than three years now without finalisation.
This becomes a matter of great concern as this
delay introduces undue anxiety upon the
stakeholders particularly the workforce. Most of
these delays can be attributed to the chain of
processes which is long.
64
Subsidised Land Passenger Transport
65
Restructuring of Bus Passenger Transport
66
Specific challenges and responses
67
Non Motorised Transport
68
Specific challenges and responses
69
SUB-PROGRAMME 2.5 OPERATOR SAFETY AND COMPLIANCE

• The Department has not yet pronounced as to where
  this component should be located between Public
  Transport and Traffic Control. It is extremely
  important that this component should be populated
  and its staff to be well equipped to ensure the
  successful implementation of the Recapitalisation
  project and which will be kicking off in earnest
  during the 2005 / 2006 financial year.

70
SUB-PROGRAMME 2.6 REGULATION AND CONTROL
71
SUB-PROGRAMME 2.7 CIVIL AVIATION
72
Specific challenges and responses
73
Overview of Programme 3
74

• OVERVIEW OF PROGRAMME 3
• This Programme has two directorates namely
  Traffic Control and Traffic Safety.
• The Programme has been transformed into six sub
  programmes, namely
• Programme Support
• Safety Engineering
• Traffic Law Enforcement
• Road Safety Education
• Traffic Administration and Licensing
• Overload control

75
OVERVIEW OF PROGRAMME 3 The Directorate
Traffic Control is responsible for Traffic Law
Enforcement Traffic Administration Licensing
and Overload Control. The Directorate Traffic
Safety is responsible for Road Safety Education,
and the Directorate Transport Planning is
responsible for Safety Engineering
76
SUB-PROGRAMME 3.2 SAFETY ENGINEERING
77

• SUB-PROGRAMME 3.2 SAFETY ENGINEERING
• Road Safety Audits

78

• SUB-PROGRAMME 3.2 SAFETY ENGINEERING

Specific challenges and responses
79
SUB-PROGRAMME 3.2 SAFETY ENGINEERING

• Management of Legal Speed Limits

80
SUB-PROGRAMME 3.3 Traffic Law Enforcement
81
SUB-PROGRAMME 3.3 Traffic Law Enforcement
Traffic Control mainly deals with law
enforcement and all issues governed by the
National Road Traffic Act 93 / I996. The services
are rendered in six districts and head office. In
the districts there are 19 traffic stations that
execute traffic law enforcement, regulate and
control vehicular motor traffic. This is the
most sensitive programme known to the public
because of the day-to-day interaction with
motorised and non-motorised communities. This
programme engages in all aspects of traffic
control and road safety with a view of promoting
a smooth movement of persons and goods in our
province.
82

• SUB-PROGRAMME 3.3 Traffic Law Enforcement
• YEAR 2004 / 2005 ACHIEVEMENTS
• New eNaTIS system being implemented currently
• Trained staff for NaTIS and eNaTIS
• Trained twelve officials as trainers
• Trained 20 Officials from the South African Post
  Office
• 12 Officials from Post Office currently
  undergoing training
• Trained 8 officials from KSD Municipality
• Trained Help Desk Staff
• Award tender to SAPO contract signed
• Finalized inventory on all NaTIS centers

83

• SUB-PROGRAMME 3.3 Traffic Law Enforcement
• The Arrive Alive Campaign was successfully
  implemented during the peak periods even though
  the department did not receive any financial
  assistance from the National Department of
  Transport.
• The goal was achieved through joint ventures and
  partnerships with different stakeholders such as
  Municipalities, Community Road Safety Forums,
  SANDF, Emergency Services, Law Enforcement and
  Community Radio Stations.

84

• SUB-PROGRAMME 3.3 Traffic Law Enforcement
• Eleven Traffic Officers who obtained their Basic
  Diplomas as Municipal Police Officers at the
  Port Elizabeth Traffic Training College in
  December 2003 as private individual students were
  employed as interns until June 2004 after which
  ten were appointed as permanent staff.
• Eleven private individuals received bursaries
  from the department in order to undergo the
  basic-training course.

85
SUB-PROGRAMME 3.3 Traffic Law Enforcement
Specific challenges and responses
86
PLEASE ASSIST THE DEPARTMENT - Call Toll Free
information centre 0800 644 644

87
SUB-PROGRAMME 3.4 Road Safety
88

• SUB-PROGRAMME 3.4 Road Safety
• 8500 Learner Support Material on Scholar Patrol,
  ABC Posters and Child in Traffic were developed
  and distributed to schools.
• The following four Community Based Programmes
  were successfully implemented
• Shakes Mahangu Stray Animal Programme
• Be Sign Wise
• Adult Pedestrian and Passenger Safety Programme
• Driver Training and Education

89

• SUB-PROGRAMME 3.4 Road Safety
• Three Wreath Laying Ceremonies were successfully
  implemented to commemorate victims of road
  accidents in the following districts
• Chris Hani
• Alfred Nzo
• Amatole
• 42 Road Safety Staff attended a six months
  Traffic Safety Management Course which was
  conducted by the University of North West. Out of
  42, 39 has successfully completed the course with
  (nine) distinctions

90

• SUB-PROGRAMME 3.4 Road Safety
• 693 schools were reached on Traffic Safety
  Education for Grade R-3 (Foundation Phase)
  through workshops and Teacher Seminars
• Junior Traffic Training Centres are maintained
  and monitored
• Out of 258 Scholar Patrol Crossings registered
  42 were withdrawn due to road improvements and
  roads that are no longer hazardous to learners,
  11 new Scholar Patrol Crossings were registered.

91

• SUB-PROGRAMME 3.4 Road Safety
• SERVICE DELIVERY OBJECTIVES AND INDICATORS
• Schools involved in Road Safety Education has
  increased to 35.
• Build six Junior Traffic Training Centres.
• Maintain existing (258) Scholar Patrols and
  establish new Scholar Patrol Crossings.
• 5000 units of learners support material and
  equipment are developed.
• Four Community Based Programmes are implemented
  and monitored in targeted communities around
  accident-prone areas.
• Develop Arrive Alive Communication Campaign
  plans for peak periods.
• Pedestrian Hazardous locations are communicated
  to targeted road users

92

• SUB-PROGRAMME 3.4 Road Safety
• SERVICE DELIVERY ACHIEVEMENTS
• 693 schools were reached on Traffic Safety
  Education for Grade R-3 (Foundation Phase)
  through workshops and Teacher Seminars
• Junior Traffic Training Centres are maintained
  and monitored
• Out of 258 Scholar Patrol Crossings registered
  42 were withdrawn due to road improvements and
  roads that are no longer hazardous to learners,
  11 new Scholar Patrol Crossings were registered.
• 8500 Learner Support Material on Scholar Patrol,
  ABC Posters and Child in Traffic were developed
  and distributed to schools.
• Four Community Based Programmes which were
  successfully implemented.

93
SUB-PROGRAMME 3.4 Road Safety Specific
challenges and responses Challenge 1
Insufficient funds to implement Road Safety
Education Projects particularly the Arrive Alive
and Scholar Programmes. This has resulted in lack
of appropriate focus towards the critical road
safety projects. Furthermore, it has challenged
the department in its ability to realise its
strategic goal of creating road safety awareness
throughout the province. Response to Challenge 1
Funds were sourced from other Directorates.
Challenge 2 Staff Capacity Road Safety
Officials are unable to travel the widespread
areas that are mostly rural due to the shortage
of resources such as road safety equipment and
vehicles. This requires long travelling hours and
less time for service delivery. The current ratio
for school coverage is 147 schools per staff
member, this number exclude other projects that
also need to be implemented. Response to
challenge 2 Increase budget allocation for Road
Safety is requested from Treasury
94
SUB-PROGRAMME 3.4 Road Safety Specific
challenges and responses Challenge 3 Non
Performance of SMME Local Suppliers Lack of
financial from financial institutions and funding
for local suppliers in rural areas are
constrained in performing some of the required
services.i.e. Four tenders were awarded to
suppliers to build JTTCs and none of them were
able to complete the job. Response to challenge
3 Minimum bank guarantees will be required to
ensure the performance and rendering of services
by suppliers. Challenge 4 Sustainability of
Road Safety Forums and Activities Measures to
extend services by using structures such as Road
Safety Forums in urban and rural areas, and other
Road Safety measures are constrained by Lack of
transport and financial resources measures of
compensation Lack of resources to implement Road
Safety measures such pedestrian
improvement Response to challenge 4Endeavours
are being made to form partnership with private
company to fund Road Safety Projects.
95

• SUB-PROGRAMME 3.4 Road Safety
• Issues requiring ongoing attention
• The use of bakkies as a mode of transportation
  in rural/urban areas is a result of a shortage of
  public transport and is still a burning issue
  that requires ongoing attention.
• Presently, Road Safety Education Programmes are
  focused on the legally designated public
  transport modes. The challenge is that there is
  an increasing number of road fatalities
  attributed to the informal modes of transport,
  like bakkies etc.

96

• SUB-PROGRAMME 3.4 Road Safety
• Issues requiring ongoing attention
• The unacceptable road user behaviour and road
  accident fatalities are at high levels. This
  requires substantial funding for investing in
  Road Safety Programmes in order to change the
  current situation.
• According to latest statistics, the population
  of the Province is at 7,5 million with high
  illiteracy level that requires expensive special
  material to address road safety problems and
  impart knowledge and information to these target
  groups.
• Demands to extend service to most remote areas
  with limited accessibility to information,
  resources and address the population language
  diversity.

97
SUB-PROGRAMME 3.5 Traffic Admin licencing

98
SUB-PROGRAMME 3.5 Traffic Admin licencing

99
SUB-PROGRAMME 3.5 Traffic Admin licencing
Specific challenges and responses
100
SUB-PROGRAMME 3.6 Overload Control
101
SUB-PROGRAMME 3.6 OVERLOAD CONTROL.
102
SUB-PROGRAMME 3.6 Overload Control
Specific challenges and responses  
103
SUB-PROGRAMME 3.6 Overload Control
Transfer payments were made to the following
institutions
104

• Overloading Hazards
• PMG note photographs not included, email
  info_at_pmg.org.za

105
POGRAMME 4 Roads
106
Roads Policy clarification Position

• Funding
• Target and transformation
• Labour
• Skills development
• Contractor development
• Maximise impact of CIDB contractor development
  initiative in EC
• Accelerate contractor registration and
  development in EC (Ixingephi)
• Type of Infrastructure
• Access roads to maximise EPWP employment creation
  
• Proclaimed provincial roads to maximise
  contractor development and BEE
• Local resources
• Minimum requirement for use of local labour
• Minimum requirement for use of local materials
• Delivery approach
• Apply appropriate delivery models for various
  roads categories

 
 
107
Medium to long term approach

• Road network
• Align classification with RISFSA
• Finalise transfers to National (SANRAL)
• Complete condition assessment
• Complete needs study (include access roads)
• Institutional arrangements
• Set up planning and delivery co-ordination
  structures
• Apply appropriate service delivery models
  (Public, Private, SMME emerging contractors,
  Vukuzakhe)

 
 
108
Medium to long term (contin)

• Delivery Capacity
• SMMEs (contractor development, CIDB register)
• Labour intensive construction (ILO)
• Funding
• Funding strategies and models
• Integrated funding prioritisation
• Road Asset Management
• Implement RMSs

 
 
109

• Roads Problem Statement
• Maintenance backlogs R6,5 billion
• Upgrade backlogs R5,8 billion
• Re-hab and bridges backlogs R 2,6 billion
• Focus so far on Eastern regions (6X R/Km)
• Western now becoming a problem except where
• AWRMCs are in place
• Increased maintenance in ten year plan
• Poor maintenance creates pressure to upgrade
• Improved in-house maintenance through Area
  wide
• maintenance contracts.   

110

111
Kei Economic Development Corridor

• Kei Rail
• Forestry
• Agriculture (Maize)
• Agro-Processing
• Paper
• Timber
• Tourism
• Umzimvubu Hydro-Electric Project