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ANNUAL

PERFORMANCE

PLAN

2019/20

ANNUAL PERFORMANCE PLAN 2019/20

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Driving Licence Card Account Trading Entity

Annual Performance Plan 2019/20

The 2019/20 Annual Performance Plan for the Driving Licence Card Account Trading Entity is compiled with the

latest available information from entity and other sources.

Some of this information is unaudited or subject to revision.

For more information, please contact;

Driving Licence Card Account

P.O. Box 25223

Monument Park

Pretoria

0105

Tel: +27 12 347 2522


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DISCLAIMER

Users may apply or process this data, provided the Driving Licence Card Account (DLCA) is

acknowledged as the original source of the data, that it is specified that the application and/or analysis

is the results of the user’s independent processing of the data and that neither the basic data nor any

reprocessed version or application thereof may be sold or ordered for sale in any form whatsoever

without prior permission from the Driving Licence Card Account.


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FOREWORD BY THE MINISTER

In his State of the Nation Address, the President of the Republic of

South Africa read a quote by the former President of the United States

of America;

“It is not the critic who counts; not the man who points out how strong

man stumbles, or where the doer of deeds could have done them

better. The credit belongs to the man who is actually in the arena,

whose face is marred by dust; sweat and blood; who strives valiantly;

who errs, who comes short again and again, because there is no

effort without error and shortcomings, but who does actually strive to

do the deeds; who knows great enthusiasms, the great devotions;

who spends himself in a worthy cause; who at the best knows in the

end the triumph of high achievement, and who at the worst, if he fails,

at least fails while daring greatly, so that his place shall never be with

those cold and timid souls who neither know victory nor defeat”

President Theodore Roosevelt

This statement augers well with the challenges the Driving Licence Card Account (DLCA) experienced in

the 2018/19 financial year in the form of a labour impasse and subsequent backlog. Even though the

DLCA was able to overcome these challenges, it has made the entity focus more on service delivery and

the people delivering that service. The Department of Transport is currently in the process of finalising the

DLCA organisational structure which is geared towards improved service delivery. In addition, the

Department aims to improve the coordination of activities of transport entities involved in the service

delivery value chain.

It is in this context, that I am pleased to present the Driving Licence Card Account (DLCA) 2019/20 Annual

Performance Plan, the DLCA will continue to be a trusted producer of the Driving Licence Cards in South

Africa.

_____________________________

MR FIKILE MBALULA, MP

Minister of Transport


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OFFICIAL SIGN-OFF

It is hereby certified that this 2019/20 Annual Performance Plan:

It is hereby certified that this Annual Performance Plan:

Was developed by the management of the Driving Licence Card Account Trading Entity under the

guidance of the Minister of Transport; Mr Fikile Mbalula, MP

Takes into account all relevant policies, legislations and other mandates for which the Driving

Licence Card Account Trading Entity is responsible; and

Accurately reflects strategic outcome oriented goals and objectives which the Driving Licence Card

Account Trading Entity will endeavour to achieve 2019/20 fiscal year.

Mr. Johannes Makgatho Signature ______________

Head of Entity (Acting)

Mr. Chris Hlabisa

Accounting Officer (Acting)

Signature_______________

Ms. Dikeledi Magadzi, MP

Deputy Minister

Signature_______________

Mr. Fikile Mbalula, MP Signature_______________

Executive Authority


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TABLE OF CONTENTS

PART A: STRATEGIC OVERVIEW ........................................................................................................................ 7

1. UPDATED SITUATIONAL ANALYSIS ....................................................................................................................................7

1.1. PERFORMANCE DELIVERY ENVIRONMENT .......................................................................................................................7

1.2. ORGANISATIONAL ENVIRONMENT ................................................................................................................................8

2. LEGISLATIVE AND OTHER MANDATES .................................................................................................................................9

3. EXPENDITURE ANALYSIS ...............................................................................................................................................10

PART B: PROGRAMME AND SUBPROGRAMME PLANS ............................................................................... 11

4. PROGRAMME: ADMINISTRATION ...................................................................................................................................11

4.1. PROGRAMME: ADMINISTRATION - STRATEGIC OBJECTIVE ANNUAL TARGETS FOR 2019/20 ...................................................11

4.2. PROGRAMME: ADMINISTRATION - PROGRAMME PERFORMANCE INDICATOR ANNUAL TARGETS FOR 2019/20 ..........................12

4.3. PROGRAMME: ADMINISTRATION – QUARTERLY TARGETS FOR 2019/20 ...........................................................................14

4.4. RECONCILING PERFORMANCE TARGETS WITH THE BUDGET AND MTEF ..............................................................................15

5. PROGRAMME: PRODUCTION .........................................................................................................................................16

5.1. PROGRAMME: PRODUCTION - STRATEGIC OBJECTIVE ANNUAL TARGETS FOR 2019/20 ........................................................16

5.2. PROGRAMME: PRODUCTION - PROGRAMME PERFORMANCE INDICATOR ANNUAL TARGETS FOR 2019/20 ...............................16

5.3. PROGRAMME: PRODUCTION – QUARTERLY TARGETS FOR 2019/20 .................................................................................17


6. PROGRAMME: INFRASTRUCTURE MANAGEMENT ..............................................................................................................19

6.1. PROGRAMME: INFRASTRUCTURE – STRATEGIC OBJECTIVES AND ANNUAL TARGETS ...............................................................19

6.2. PROGRAMME: INFRASTRUCTURE – PROGRAMME PERFORMANCE INDICATOR AND ANNUAL TARGETS FOR 2019/20 ...................19

6.3. PROGRAMME: INFRASTRUCTURE MANAGEMENT – QUARTERLY TARGETS FOR 2019/20 ......................................................20


7. PROGRAMME: SERVICE DELIVERY...................................................................................................................................22

7.1. PROGRAMME: SERVICE DELIVERY – STRATEGIC OBJECTIVES AND ANNUAL TARGETS ..............................................................22

7.2. PROGRAMME: SERVICE DELIVERY - PROGRAMME PERFORMANCE INDICATOR ANNUAL TARGETS FOR 2019/20 .........................23

7.3. PROGRAMME: SERVICE DELIVERY – QUARTERLY TARGETS FOR 2019/20 ... …………………………………………………………………...24


ANNEXURE A – MISSION, VISION STRATEGIC OUTCOME ORIENTED GOALS AND STRATEGIC OBJECTIVES ............... 26


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PART A: STRATEGIC OVERVIEW

1. Updated Situational Analysis

1.1. Performance delivery environment

Organisational Environment

The Driving Licence Card is proud to have received yet another unqualified audit report for the 2017-

18 financial year from the Auditor General of South Africa. The DLCA worked tirelessly to make this

a reality. The consistent attainment of this audit opinion is a clear demonstration of our commitment

to transparency and good governance.

Financial Health

The Entity generates its revenue from the sale of driving licences. In the 2017/18 financial year the

DLCA had a healthy financial position.

The solvent assessment reflects that the DLCA is able to meet its long term commitments. In the

2017/18 financial year the total assets exceeded total liabilities by R527 984 000. The total assets

were reflected at R610 630 000 and the total liabilities were reflected R82 646 000.

The liquidity assessment reflects that the DLCA is able to pay its short term obligations. The current

ratio which measures the Entity’s ability to pay off its short term liabilities with its current assets as at

31 March 2018 was 17:1; this is significantly above the industry norm of 2:1.

Infrastructure

The DLCA has completed the deployment of the live enrolment unit (LEUs) to all Provinces with 828

units deployed. The live enrolment units are used to capture information that appears on the driving

licence cards. Since the deployment, it has been noted that network bandwidth on which the LEUs

operates is not consistent. Changes to the infrastructure will have to be considered in order to

improve service delivery.

In 2018/19, the production system was upgraded to a new software version. Although software can

be upgraded, the current printing machine has been installed since 1998 and there is only one in the

country and one of two in the world. With such aging hardware, replacement parts are becoming

even harder to find. It is in light of this that a dedicated effort should be directed to the modernisation

of the card production process and the possibility of introducing a new driving licence card.

DLCA Risk Statement

The realisation of our strategic plan depends on the Entity being able to take calculated risks in a way that does not jeopardise the direct interests of stakeholders. Sound management of risk will enable all to anticipate and respond to changes in the service delivery environment, as well as make informed decisions under conditions of uncertainty. DLCA personnel subscribe to the fundamental principles that all resources will be applied economically to ensure:

The highest standards of service delivery;


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A management system containing the appropriate elements aimed at minimizing risks and costs in the interest of all stakeholders;

Education and training of all officials to ensure continuous improvement in knowledge, skills and capabilities which facilitate consistent conformance to the stakeholders expectations; and

Maintaining an environment, which promotes the right attitude and sensitivity towards internal and external stakeholder satisfaction.

1.2. Organisational Environment

The current DLCA structure was approved by the Minister in 2015. When the DLCA took-over

the production function in May 2015, it became apparent that the approved structure would not

provide sufficient capacity for optimal performance of the entity. The current team is working beyond

its capabilities to ensure that the objectives are met. It is with pure dedication and working overtime

that the current team has managed to reach its objectives. However, this model is not sustainable

and places a heavy burden on the current employees. It is imperative that the proposed

organisational structure be finalized and the Entity be adequately capacitated as it faces a risk of

loss of institutional knowledge and expertise.

Figure 1: Approved Operational Structure

The Department of Transport is currently in the process of finalising the DLCA organisational

structure which is geared towards improved service delivery.

Quality environment

DLCA is an ISO 9001:2008 certified environment and has commenced with the process of

transitioning to the ISO 9001:2015 standard. The entity is confident that it will retain its ISO

9001:2015 certification which expires in June 2019.

General Manager

(1 x CD)

CFO (1 x D)

Debt Management

(1 x DD)

1 x (ASD)

1 x SA ( new)

Financial Management

1 x DD

1 x ASD

1 X ASD (Procurement New)

1 X SA

PA ( 1 x AO)

Operations Director

(1 x D)

Technologist ( 1 x DD)

Technician (1 x ASD)

Call Centre Agents

(4 x Level 5)

Senior Admin Officer

(1 x SAO)

PA ( 1 X SAO)

Risk, Fraud, AudIt, Performance Reporting &

Compliance (1 x D)

Risk, Fraud, AudIt, Performance Reporting &

Compliance (1 x DD)

Compliance

(1 x ASD)

Fraud Management

(1 x ASD)

PA ( 1 X SAO)

PA ( 1 x SAO)

Figure 1: Approved Operational Structure


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2. Legislative and other mandates

National Road Traffic Act 93 of 1996, Section 12 to 24 read together with regulation 99 to 127

stipulates that no person shall drive a motor vehicle on a public road without the driving licence and

section 13 places responsibility for issuing licence authorizing the driving of a motor vehicle on the

Driving Licence Testing Centre (DLTC).

National Road Traffic Regulations of 1999, govern the issuance of driving licences by prescribing

the procedures to be undertaken by a driving licence testing centre and card production facility when

issuing the driving licence and the payment of card production fees.

In 2007, National Treasury approved the establishment of the driving licence card account trading

entity as a trading entity established in terms of Treasury Regulation 19.

The entity is a self-funding establishment reporting to the Accounting Officer of the Department of

Transport directly through the Head of the Entity.

Treasury Regulation 19.5.3 states that the head of the trading entity must review rates for user

charges at least annually before the budget, and any tariff increases are subject to approval by the

relevant treasury.

Public Finance Management Act, 01 of 1999, regulates financial management in the national

government and provincial governments, to ensure that all revenue, expenditure, assets and

liabilities of those governments are managed efficiently and effectively, to provide for the

responsibilities of persons entrusted with financial management in those governments; and to

provide for matters connected therewith.

Schedule Four (4) Part A of the Constitution provides for Road traffic regulation and vehicle

licensing as concurrent functions of both the National and Provincial spheres of Government.

Provincial Roads and traffic are classified as functional areas of exclusive provincial legislative

competence. However Section 44(2), of the Constitution, specifically provisions (c), (d), and (e)

thereof, provides for Parliament to intervene in Schedule 5 matters. The National Road Traffic Act

93 of 1996 is, therefore, a Section 44(2) legislation promulgated under section 76(1) of the

Constitution.

ANNUAL PERFORMANCE PLAN

2019/20

DRIVING LICENCE CARD ACCOUNT of 29

3. Expenditure Analysis

Statement of

financial

perfomance

Budget

Audited

Outcom

e

Budget

Audited

Outcom

e

Budget

Audited

Outcom

e

Budget

estimat

e

Approve

d budget

Outcome

/

Budget

Average

%

Averag

e

growth

rate

(%)

Expen-

diture/

total:

Averag

e

(%)

Medium-term estimate

Averag

e

growth

rate

(%)

Expen-

diture/

total:

Averag

e

(%)

R thousand 2015/16 2016/17 2017/18 2018/19 2015/16-2018/19 2019/20 2020/21 2021/22 2018/19 - 2021/22

Revenue

Non-tax

revenue

185 189

202 990

211 829

214 599

206 327

229 092

233 008

223 133

104.0% 3.2% 100.0%

234 956

237 278

245 331

3.2% 100.0%

Sale of goods

and services

other than

capital assets

181 700

189 379

198 200

190 876

181 729

202 351

213 122

189

696

99.7% 0.1% 88.9%

199 748

200 134

200 140

1.8% 84.0%

of which:

–

Sales by market

establishment

181 700

189 379

198 200

190 876

181 729

202 351

213 122

189 696

99.7%

0.1%

88.9%

199 748

200 134

200140

1.8%

84.0%

Other sales – – – – – – – – – – – – – – – –

Other non-tax

revenue

3 489

13 611

13 629

23 723

24 598

26 741

19 886

33 437

158.3%

34.9%

11.1%

35 208

37 144

45 191

10.6%

16.0%

Total revenue

185 189

202 990

211 829

214 599

206 327

229 092

233 008

223 133

104.0%

3.2%

100.0%

234 956

237 278

245331

3.2%

100.0%

Expenses

Current

expenses

185 189

112 852

211 830

116 207

206 327

136 733

233 007

223 133

70.4%

25.5%

100.0%

234 956

237 278

245331

3.2%

100.0%

Compensation of

employees

18 756

9 563

19 976

11 214

34 845

12 668

36 276

37 798

64.9%

58.1%

11.1%

39 955

42 120

42 298

3.8%

17.2%

Goods and

services

130 285

92

715

158 560

94

977

127 341

107 197

150 074

144

855

77.7% 16.0% 76.8%

150 210

148 141

156015

2.5%

63.7%

Depreciation

36 148

10 514

33 294

9 993

44 141

16 868

46 657

40 480

48.6%

56.7%

12.1%

44 791

47 017

47 018

5.1%

19.0%

Interest,

dividends and

rent on land

–

60

–

23

– – – – – -100.0% 0.0% – – – – –

Total expenses

185 189

112 852

211 830

116 207

206 327

136 733

233 007

223 133

70.4%

25.5%

100.0%

234 956

237 278

245331

3.2%

100.0%

Surplus/(Deficit

)

–

90 138

(1)

98 392

–

92 359

– –

-100.0%

– – – –

Driving Licence Card Account of 29


2019/20

PART B: PROGRAMME AND SUBPROGRAMME PLANS

4. Programme: Administration

Purpose: To provide effective leadership, strategic management and corporate support to the entity

4.1. Programme: Administration - Strategic Objective annual targets for 2019/20

1 The DoT is currently finalising the structure to be approved in 2019/20 financial year 2 The DoT is currently finalising the structure to be approved in 2019/20 financial year 3 The DoT is currently finalising the structure to be approved in 2019/20 financial year

Strategic Objective Audited / Actual Performance Estimated performance

2018/19

Medium – term targets

2015/16 2016/17 2017/18 2019/20 2020/21 2021/22

Repositioning the organisation through improving processes and procedures in accordance with applicable laws and regulations on an ongoing basis.

- Annually review and update of the organisational structure as approved by the relevant authority

The structure

has been

updated and is

awaiting

approval by

the DG of the

Department of

Transport

Fill 4 vacant positions as per approved structure

Vacancy rate not more than 10%1 in line with approved structure



- Annual review and submission of the strategic plans and Annual Performance Plan as

The Strategic Plan and the Annual Performance Plan were reviewed

Develop the 2019/20 Annual Performance Plan

Approved 2020/21 Annual Performance Plan





2019/20

4.2. Programme: Administration - Programme performance indicators and annual targets for 2019/20

4 The DoT is currently finalising the structure to be approved in 2019/20 financial year 5 The DoT is currently finalising the structure to be approved in 2019/20 financial year 6 The DoT is currently finalising the structure to be approved in 2019/20 financial year

prescribed by relevant frameworks.

- Annual reviews of ISO standards to ensure maintenance of the ISO certification

Annual Assessment of the compliance to ISO 9001 standards certification was conducted by SABS

Annual Audit of the compliance to ISO 9001 through an audit conducted by a SANAS accredited third party.

Annual Audit of the compliance to ISO 9001



- - - 70% of the

training plan

implemented

80% of the

training plan

implemented

90% of the

training plan

implemented

No Programme performance indicator

Audited / Actual Performance Estimated performance

2018/19


2015/16 2016/17 2017/18 2019/20 2020/21 2021/22

4.2.1 Percentage of vacancy rate as per approved structure

- Crucial posts identified and new structure drafted and approved by

The structure has been updated and is awaiting approval by the DG of the

Fill 4 vacant positions as per approved structure






2019/20

Head of the Entity.

Department of Transport

4.2.2 Annually review the Annual Performance Plan as prescribed by relevant frameworks.

- Annual review and submission of the strategic plans and Annual Performance Plan as prescribed by relevant frameworks

The Strategic Plan and the Annual Performance Plan were reviewed

Develop the 2019/20 Annual Performance Plan




4.2.3 Maintenance of ISO 9001 accreditation conducted

- Annual reviews of ISO standards to ensure maintenance of the ISO certification

Annual Assessment of the compliance to ISO 9001 standards certification was conducted by SABS

Annual Audit of the compliance to ISO 9001 through an audit conducted by a SANAS accredited third party.




4.2.4 Percentage of training plans implemented

- - - - 70% of the training plan implemented

80% of the training plan implemented

90% of the training plan implemented



2019/20

4.3. Programme: Administration – Quarterly targets for 2019/20


Reporting period

Annual Target 2019/20

Budget Quarterly targets

1st 2nd 3rd 4th

4.3.1 Percentage of vacancy rate as per approved structure

Quarterly Vacancy rate not more than 10%7 in line with approved structure

-

60% of the vacancies filled as per the approved structure




4.3.2 Annually review the Annual Performance Plan as prescribed by relevant frameworks.

Quarterly Approved 2020/21 Annual Performance Plan

- - 1st draft of the 2020/21 APP

2nd draft of the 2020/21 APP

Approved 2020/21 APP

4.3.3 Maintenance of ISO 9001 accreditation conducted

Quarterly Annual Audit of the compliance to ISO 9001

- Internal ISO audits conducted as per annual calendar

Internal ISO audits conducted as per annual calendar

Internal ISO audits conducted as per annual calendar

Annual accreditation of the compliance certificate

4.3.4. Percentage of training plans implemented

Quarterly 70% of the training plan implemented

- 40% of training plans implemented

50% of training plans implemented



7 The DoT is currently finalising the structure to be approved in 2019/20 financial year



2019/20

4.4. Reconciling performance targets with the Budget and MTEF

2015/16 2016/17 2017/18 2018/19 2019/20 2020/21 2021/22

Budget Audited Outcome



Budget

estimate

Approved budget

Changes from

approved budget

Budget estimate

Revised budget

estimate

Changes from

budget estimate

Budget estimate

Revised budget

estimate

Changes from

budget estimate

Planning Budget

Estimate

Rand thousand

Objective/Activity

Administration

-

7 489

12 985

10 191 8

33 159

20 943 34 494

59 016

24 522

36 392

61 742

25 350

37 360

64 580

27 220

65 491

Funding trends

Funding will increase over the period 2018/2019 to 2021/2022 by an average of 3.5 % per year, taking 2018/2019 as the baseline.

Funding increased over the period 2015/2016 to 2018/2019 by an average of 14.3 % per year, taking 2015/2016 as the baseline.

The level of funding in 2015/2016 is R 7 489 000.

The level of funding in 2018/2019 will be R 59 016 000.

The increase over the seven-year period is therefore 99 % per year.

Expenditure trends

The programme for 2018/2019 is R 59 016 000.

8 The adjustment of the 2016/17 audited outcome figure was due to staff training and skills development that was incorrectly classified in the approved 2018/19

APP.



2019/20

5. Programme: Production

Purpose: To produce and deliver a highly secure, quality and durable driving licence

5.1. Programme: Production - Strategic Objective annual targets for 2019/20

Strategic Objective Audited / Actual Performance Estimated performance

2018/19


2015/16 2016/17 2017/18 2019/20 2020/21 2021/22

To produce driving licence in line with Department of Transport standards

2,118,541 2,225,000 2,551,316 2,400,000 cards produced annually

2,400,000 cards produced annually

2,400 000 cards produced annually

2,400 000 cards produced annually

- 80% of driving licence cards delivered within 7 working days

91% of driving licence cards delivered within 7 working days





A card is deemed produced once it has been quality checked.

5.2. Programme: Production - Programme performance indicators and annual targets for 2019/20



2018/19


2015/16 2016/17 2017/18 2019/20 2020/21 2021/22

5.2.1 Number of cards produced annually

2,118,541 2,225,000 2,551,316 2,400,000 2,400,000 2,400 000 2,400 000*

5.2.2 Percentage of driving licence cards delivered

- 80% of driving licence cards delivered within 7 working days

91% of driving licence cards delivered







2019/20



2018/19


2015/16 2016/17 2017/18 2019/20 2020/21 2021/22

within a number of working days

within 7 working days



5.3. Programme: Production – Quarterly targets for 2019/20

No Programme

performance indicator

Reporting

period

Annual target

2019/20

Budget

Allocation

2018/19

Quarterly targets

1st 2nd 3rd 4th

5.3.1

.

Number of cards produced annually

Quarterly 2,400,000 650 000 600 000 550 000 600 000

5.3.2 Percentage of driving licence cards delivered within a number of working days

Quarterly 90% of driving licence cards delivered within 7 working days







2019/20


2015/16 2016/17 2017/18 2018/19 2019/20 2020/21 2021/22




Budget estimat

e

Approved budget

Changes from

approved budget

Budget estimat

e

Revised budget

estimate

Changes from

budget estimate

Budget estimate

Revised

budget estimat

e

Changes from

budget estimate

Planning Budget

Estimate

Rand thousand

Objective/Activity

Production -

97 319

155 304

103 270

158 391

95 583

182 894

127 044

(55 850)

186 500

134 902

(51 598)

192 370

141 579 (50 791)

145 671

Funding trends

Funding will increase over the period 2018/2019 to 2021/2022 by an average of 4.7% per year, taking 2018/2019 as the baseline.


The level of funding in 2015/2016 is R 97 319 000


The increase over the seven-year period is therefore 9.3% per year.

Expenditure trends

The programme for 2018/2019 is 127 044 000.



2019/20

6. Programme: Infrastructure Management

Purpose: To provide effective and efficient ICT infrastructure

6.1. Programme: Infrastructure – Strategic objective annual targets for 2019/20

Strategic Objective Audited / Actual Performance Estimated performance 2018/19


2015/16 2016/17 2017/18 2019/20 2020/21 2021/22

To ensure sufficient availability of enrollment units and related infrastructure

New New 95% of all calls logged resolved within 7 days

95% of all calls logged resolved within 7 working days




100% Live capture units installed and maintained

80% of enrolment units maintained

74% of both LEU and LCU maintained

90% of enrolment equipment (LCU and LEU) maintained

90% of enrolment equipment maintained



6.2. Programme: Infrastructure – Programme performance indicators and annual targets for 2019/20

No Programme

performance indicator

Audited / Actual Performance Estimated performance 2018/19


2015/16 2016/17 2017/18 2019/20 2020/21 2021/22

6.2.1 Percentage of the external calls logged and resolved within a number of working days

New New 95% of all calls logged resolved within 7 days







2019/20


Audited / Actual Performance Estimated performance 2018/19


2015/16 2016/17 2017/18 2019/20 2020/21 2021/22

6.2.2 Percentage of enrolment equipment maintained

100% Live capture units installed and maintained

80% of enrolment units maintained

74% of both LEU and LCU maintained

90% of enrolment equipment (LCU and LEU) maintained




6.3. Programme: Infrastructure Management – Quarterly targets for 2019/20

No Programme

performance

indicator

Reporting

period

Annual target

2019/20

Budget

Allocation

2018/19

Quarterly targets

1st 2nd 3rd 4th

6.3.1 Percentage of the external calls logged and resolved within a number of working days

Quarterly 95% of all calls logged resolved within 7 working days

95% of all calls

logged resolved

within 7 working

days

95% of all

calls logged

resolved

within 7

working days

95% of all

calls logged

resolved

within 7

working days

95% of all

calls logged

resolved

within 7

working days

6.3.2 Percentage of enrolment equipment maintained

Quarterly 90% of enrolment equipment maintained







2019/20


2015/16 2016/17 2017/18 2018/19 2019/20 2020/21 2021/22

Budget Audited

Outcome Budget Audited

Outcome

Budget Audited Outcom

e

Budget

estimate

Approved budget

Changes from

approved budget

Budget estimate

Revised budget

estimate

Changes from

budget estimate

Budget estimate

Revised budget

estimate

Changes from

budget estimate

Planning

Budget Estimat

e

Rand thousand

Objective/Activity

Infrastructure

-

6 171

41 300

6 717

12 953

18 335

13 691

31 430

17 739

14 458

33 599

19 141

15 253

26 438

11 185

29 186

Funding trends

Funding will decrease over the period 2018/2019 to 2021/2022 by an average of 2.4 % per year, taking 2018/2019 as the baseline.




The increase over the seven-year period is therefore 11.5 % per year.

Expenditure trends

The programme for 2018/2019 is R31 430 000.



2019/20

7. Programme: Service Delivery

Purpose: To improve operational effectiveness and customer service in line with Batho-Pele Principles

7.1. Programme: Service Delivery – Strategic objective annual targets for 2019/20

Strategic objective Audited / Actual Performance Estimated performance

2018/19


2015/16 2016/17 2017/18 2019/20 2020/21 2021/22

To improve service delivery through the implementation of identified initiatives

- New 95% of DTLC incidents attended to within 7 working days.

95% of DTLC incidents attended to within 7 working days.




- New The MOU has been drafted

SLA signed by the 4 Provinces.


Monitoring of SDIP initiatives implemented through customer engagement


- Implementation of 2 initiatives identified in the SDIP, namely: 1. SMS

Notification system

2. New

Courier

service

provider

SMS reminder to renew licences is implemented and Implementation of mobile truck service for the renewal of driving licences.

Implement 3 SDIP initiatives, namely: 1. Online enquiry

service 2. Piloting Mobile

Trucks 3. LEU enhancement

Implement any of the 3 SDIP initiatives, namely: 1. Self-services

Channels 2. LEU

enhancement 3. SMS

notification enhancement

Implement 2 SDIP initiatives, namely: 1. Services

desk management

2. Queue management system

Implement 2 SDIP initiatives, namely: 1. Electronic

Driving Licence

2. New Driving Licence



2019/20

7.2. Programme: Service Delivery - Programme performance indicators and annual targets for 2019/20



2018/19


2015/16 2016/17 2017/18 2019/20 2020/21 2021/22

7.2.1 Percentage of DLTC incidents attended to within a number of working days

- New 95% of DTLC incidents attended to within 7 working days.





7.2,2 Stakeholder management and monitoring of initiatives

- New The MOU has been drafted





7.2.3 Full implementation of the initiatives identified in the SDIP

- Implementation of 2 initiatives identified in the SDIP, namely: 1. SMS

Notification system

2. New Courier service provider

SMS reminder to

renew licences is

implemented and

Implementation

of mobile truck

service for the

renewal of driving

licences.

Implement 3 SDIP initiatives, namely: 1. Self Service

Channels 2. Piloting Mobile

Trucks 3. LEU

enhancement

Implement 3 SDIP initiatives, namely: 1. Self-Services

Channels 2. LEU

enhancement 3. SMS

Notification enhancement

Implement 2 SDIP initiatives, namely: 1. Services

desk management

2. Queue management system

Implement 2 SDIP initiatives, namely: 1. Electronic

Driving Licence

2. New Driving Licence



2019/20

7.3. Programme: Service delivery – Quarterly targets for 2019/20

No Programme

performance

indicator

Reporting

period

Annual target

2019/20

Budget

Allocation

2018/19

Quarterly targets

1st 2nd 3rd 4th

7.3.1 Percentage of DLTC incidents attended within a number working days

Quarterly 95% of DTLC incidents attended to within 7 working days.





7.3.2 Stakeholder management and monitoring of initiatives

Quarterly SLA signed by 4 Provinces.

Review of the comments on the draft SLA

SLA signed with at least 1 Province

SLAs signed by 2 Provinces

SLAs signed with by 1 province

7.3.3 Full implementation of the initiatives prioritised in the SDIP

Quarterly Implementation of 3 initiatives identified in the SDIP, namely: 1. Self-Services

Channels 2. LEU enhancement 3. SMS notification

enhancement

Signed off project plan

Procurement of services

Testing and

Piloting for

each

initiatives

Implementation of 3 initiatives identified in the SDIP, namely: 1. Self-Services

Channels 2. LEU

enhancement 3. SMS

notification enhancement

2 Piloting is considered part of the implementation process.



2019/20


2015/16 2016/17 2017/18 2018/19 2019/20 2020/21 2021/22




Budget

estimate

Approved budget

Changes from

approved budget

Budget estimate

Revised budget

estimate

Changes from

budget estimate

Budget estimate

Revised budget

estimate

Changes from

budget estimate

Planning Budget

Estimate

Rand thousand

Objective/Activity

Service delivery

-

1 873

2 241

1 448

1 824

1 872

1 928

5 643

3 715

2 036

4 713

2 677

1 986

4 681

2 695

4 983

Funding trends

Funding will decrease over the period 2017/2018 to 2020/2021 by an average of 4.1 % per year, taking 2018/2019 as the baseline.




The increase over the seven-year period is therefore 1.7 % per year.

Expenditure trends

The programme for 2018/2019 is R15 643 000.



2019/20

ANNEXURE A – MISSION, VISION STRATEGIC OUTCOME ORIENTED GOALS AND STRATEGIC OBJECTIVES

Vision

To be the trusted leader in the provision of authentic, secure and quality driver’s licenses.

Mission

To achieve our vision we will:

Prioritize service delivery towards the satisfaction of all our clients

Continuously evolve our delivery in line with technology and innovation

Foster collaborative relationships with all relevant regulatory stakeholders

Inspire and empower human capital to nurture excellence

Values

Value Principle

People Centred We are here to serve you our customers. Our people are our enduring advantage. Their calibre, passion and commitment

sets us apart. We value transformation and encourage diversity. Performance counts

Accountability We are focused on delivering, and we do what we say we will do. We hold ourselves accountable for our work, our behaviour,

our ethics and our actions. We aim to deliver.

Integrity We maintain the highest level of transparency, honesty, fairness and respect when we deal with each other, our customers

and our stakeholders.



2019/20

Value Principle

Excellence We are inspired by excellence in everything we do. We strive for exceptional business standards, superior performance

and professionalism within a framework of sound governance and affordability.

Passion

We love what we do. We are passionate about our brand and promote a positive, energizing, optimistic and fun

environment. Our reputation relies on the advocacy and enthusiasm of every employee.

Strategic Outcome Oriented Goal

Item Descriptions

Strategic Outcome Oriented Goal 1 To produce driving licence in line with Department of Transport standards

Goal Statement To produce an internationally accepted driving licence card within 10 working days and delivered

within 7 working days.

Baseline 14 production and delivery times

Strategic Outcome Oriented Goal 2

Provide 95% uptime of enrolment units and related network infrastructure

Goal statement To ensure that enrolment equipment and network achieve a 95% uptime.

Baseline Maintenance of enrolment units and network infrastructure

Strategic Outcome Oriented Goal 3

Improve service delivery through the implementation of identified service delivery

implementation initiative

Goal statement Improve operational processes and infrastructure to increase operational effectiveness and improve

customer services

Baseline Batho Pele Principles

Strategic Outcome – Oriented Goal 4 Repositioning the organisation through improving the process and procedures in

accordance with applicable laws and regulations on an ongoing basis

Goal statement Annually review the strategic plan and annual performance plan and organisational structure to

ensure that the Entity is compliant and can deliver on its mandate.



2019/20

Baseline Review of the approved organisational structure, strategic plan and annual performance plan.

Strategic Objective

PROGRAMME 1: ADMINISTRATION - STRATEGIC OBJECTIVES

Strategic Objective Repositioning the organisation through improving processes and procedures in accordance with applicable laws and regulations on an ongoing basis

Objective statement Annually review the strategic plan, annual performance plan and organisational structure to improve processes and procedures within the entity to ensure that the entity is compliant and can deliver on its mandate.

Through compliance with ISO 9001 will ensure continuous improvement of the processes and procedures within the entity.

Baseline Review of the approved organisational structure, strategic plans and annual performance plans.

Justification Effective utilization of resources to ensure achievement of designed goals, objectives and targets

Link Strategic Outcome Oriented Goal 6 of the Department of Transport

PROGRAMME 2: PRODUCTION - STRATEGIC OBJECTIVES

Strategic Objective To produce driving licence in line with Department of Transport standards

Objective Statement To produce driving license cards in line with the agreed specifications and applicable standards for security, durability and quality. A card is considered produced once it has passed the visual inspection and quality control measures assessing compliance.

To produce driving license cards within 10 working days.

To ensure that driving licence cards are delivered to the DLTC’s within 7 days.

Baseline Number of cards produced in the previous year.

Justification This objective contributes to the road safety by ensuring that only competent and valid drivers are on the road




2019/20

PROGRAMME 3: INFRASTRUCTURE MANAGEMENT - STRATEGIC OBJECTIVES

Strategic Objective To provide enrolment units and related network infrastructure to the DLTC’s

Objective Statement Provide enrolment units (LEU and LCU) to DLTC’s which has network capability to allow for the capturing and transmission of information required in the production of driving licence cards as well as supporting the related business functions.

Baseline 918 live capture units rolled out and maintained. Existing DLCA ICT infrastructure and systems

Justification This objective will ensure efficient processing of driving licence application system


PROGRAMME 4: SERVICE DELIVERY – STRATEGIC OBJECTIVE

Strategic Objective To improve service delivery through the implementation of identified service delivery implementation initiatives

Objective statement Improve the services delivery to stakeholders internally and externally through the implementation of initiatives identified in the SDIP and prioritised by EXCO for implementation.

Sign service level agreements with Provinces to ensure that: DLCA’s responsibility for the provision and maintenance of the LEU/LCU in support of service delivery; Identification of DLTC’s for the piloting of service delivery initiatives as stipulated in the SDIP The minimum security standards for the protection of the LEU/LCU’s; and Payments terms for the DLTC’s and Provinces.

Baseline National Service Charter and Batho Pele Principles.

Justification This objective contributes to enhancement of service delivery rendered to applicants of the driving licence cards.


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