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Unim

peded Flow of Cross-Border Goods and Passengers

2015 – 2020

Strategic Plan

2015 - 2020Strategic Plan

i

C-BRTA STRATEGIC PLAN

2015 - 2020

Table of Contents

FOREWORD BY THE EXECUTIVE AUTHORITY ......................................................................................... ii

FOREWORD BY THE ACCOUNTING AUTHORITY..................................................................................... 1

OFFICIAL SIGN-OFF ................................................................................................................................ 3

PART A: STRATEGIC OVERVIEW ........................................................ 41. VISION .......................................................................................................................................... 4

2. MISSION ....................................................................................................................................... 4

3. CORE VALUES ............................................................................................................................... 4

4. LEGISLATIVE AND POLICY MANDATES ....................................................................................... 44.1. Constitutional Mandate ..................................................................................................... 44.2. Legislative and Policy Mandates ....................................................................................... 44.3. Relevant Court Rulings ........................................................................................................ 6

5. SITUATIONAL ANALYSIS .............................................................................................................. 65.1. Performance Environment ............................................................................................... 105.2. Organisational Environment ............................................................................................ 105.3. Description of the Strategic Planning Process ................................................................ 11

6. STRATEGIC OUTCOME ORIENTED GOALS OF THE INSTITUTION.............................................. 11

PART B: STRATEGIC OBJECTIVES ..................................................... 137. STRATEGIC OBJECTIVES ............................................................................................................ 13

8. PROGRAMMES ........................................................................................................................... 218.1. Regulatory Services ......................................................................................................... 218.2. Road Transport Inspectorate ........................................................................................... 218.3. Facilitation and Industry Development ........................................................................... 228.4. Office Of The Chief Executive Officer (CEO) .................................................................... 238.5. Administration ................................................................................................................. 24

9. RISK MANAGEMENT .................................................................................................................. 26

10. MATERIALITY AND SIGNIFICANCE FRAMEWORK .................................................................... 33

11. Links to the Long-Term Infrastructure and Other Capital Plans .......................................... 34

12. Private Public Partnerships ...................................................................................................... 35

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FOREWORD BY THE EXECUTIVE AUTHORITY

The National Development Plan, Vision 2030, provides a blueprint that should be a

guide to all public entities on the tasks at hand and the envisaged future trajectory for

South Africa. Given the imperatives articulated in the NDP, the Ministry of Planning,

Monitoring and Evaluation in the Presidency has articulated clear performance

outcomes for the Medium Term Strategic Framework 2014-2019.

In determining the Strategic direction of the Cross Border Road Transport Agency for the

2015-2020 period, the realisation of the goals articulated in the NDP took precedence.

The policy mandate of the C-BRTA requires the Agency to facilitate the free flow of

goods and persons, and thus to enhance regional integration, improve trade relations

and promote social cohesion between RSA and her African neighbouring States.

In response to the mandate requirements and the strategic economic imperatives, the Agency has prioritised the need

to resolve operational constrains faced by cross border transport operators in the cause of doing business.

The Agency will focus on the re-engineering of its business model over the next five years in order to reduce the

transport operator’s cost of doing cross border business and increase productivity on the major cross-border corridors

and enhance the integration of South Africa with the SADC member-States and the rest of the continent. As part of

enhancing efficiencies on cross-border corridors, the C-BRTA will also play its part in improving road traffic safety on

these cross-border corridors by introducing a comprehensive cross border vehicle examination capability.

As the Executive Authority, I support and endorse this Strategic Plan and commit to monitoring and continuously

assess the progress made towards the delivery of the strategy.

Minister ED Peters, MP

Minister of Transport

Executive Authority, C-BRTA

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FOREWORD BY THE ACCOUNTING AUTHORITY

The role of transport continues to be a significant input into the trade equation at

both global and regional levels. Regions with efficient transport systems continue to

be associated with booming economies, high trade volumes and enough momentum

towards improvement of their socio-economic environments.

Evidence on the ground proves that most African countries do not have efficient

transport systems, worse still at regional levels. It is not an overstatement to mention

that an overhaul approach is required in order to turn around the road transport

sector in Africa. Meanwhile the significance of the land transport systems on the

African continent continues to increase as the global economy steadily to recovers

from the 2008 financial crisis. Of importance is the sustained dominance of road

transport (at 80% of overall traffic volume) over rail transport (which carries 20%

of the traffic volumes) in Africa. Given the intricate correlation between trade and transport, the improving trade

environment has continued to put pressure on the regional transport system which has not been receiving adequate

soft and hard infrastructure investment against rising demand. Meanwhile, the road transport regulatory authorities in

the COMESA-EAC-SADC tripartite continue to be challenged to find lasting solutions to transport externalities, non-

tariff barriers and the effects of regulatory and legislative fragmentation at national and regional levels.

It is against this background that regulatory authorities are challenged to come up with effective, efficient and fit-

for-purpose industry responsive strategies that are inculcated into the regional and domestic policies and legislative

environment. The C-BRTA as one of the major stakeholders in the cross border industry is committed to partner with

other stakeholders towards turning around the status quo. The various national legislative instruments, domestic and

regional policy directives (including the National Development Plan, the White Paper on National Transport Policy of

1996 and the SADC Protocol on Transport, Communications and Meteorology), outlined later in this strategic plan

and various International Agreements South Africa subscribes to, these articulate the need to advance the facilitation

of cross border transport, safety, security, reliability, quality and efficiency of transport services, seamless movement of

goods and passengers in the region. Furthermore they articulate harmonisation of standards and regulations, reduction

of constraints, intra-regional trade, improving sector productivity and the need for greater regional integration,

cooperation and coordination with a view to enhance economic development. The Agency continues to support the

implementation of initiatives that seek to advance the objectives of these domestic and regional instruments.

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The major emerging issues in the cross border industry namely the emergence of new entities, the Tripartite agenda

on Transport and Trade Facilitation Programme, Customs Programmes, the heightened need for Harmonisation in

the Tripartite and the need to shift towards enabling productivity in the road transport sector coupled with evolving

best practices in other parts of the World continues to shape the future of the cross border road transport sector. In

light of these developments it is imperative that the C-BRTA embraces reality on the ground in the domestic and the

region environments in order to be able to provide the needs of the transport sector. Thus, the Agency will implement

this operator value centred strategy diligently. The C-BRTA shall leverage on progress achieved from the Changing

Gears Strategy, which was at the centre of the preceding strategic plan. Long term initiatives have been rolled over

to this strategic plan and these include the Operator Compliance Accreditation Scheme, deployment of the Market

Access Regulation Model, Implementation of the Industry Development Partnership Plan and the new decentralized

permit system. The full implementation of these initiatives will go a long way towards addressing the aspiration of the

legislative and policy directives.

Given the SADC and domestic transport landscape cross border road transport plays a vital role in enabling trade,

regional integration and development. It is a fact that SADC corridors are thick and solutions are needed now and

not later. A sustainable approach towards finding an effective and efficient solution is imperative. At the centre of

this need to be a review of the mandate of the Agency, elimination of contestation of the mandate of the Agency by

stakeholders, finding a lasting sustainable funding model that would capacitate the Agency to implement high impact

operator centred initiatives and advance the macro-economic needs of the Republic and deployment of high impact

accreditation systems that accommodate the need to balance regulatory control and transport movement.

The C-BRTA shall continue to support the Department of Transport towards delivery of a sustainable, efficient, safe

and reliable cross border road transport system. In this regard, the Agency shall keep operationalising the key transport

policies and strategies of the country through execution of its mandate. Thus, the Agency will contribute towards

delivery of the cross cutting transport agenda as articulated in the SADC Protocol,the National Development Plan and

Medium Term Strategic Framework.

The C-BRTA commits to improve governance matters. The Agency seek to keep on sustaining and improving on the

unqualified audit achieved in the last two financial years.

In conclusion, I would like to commit on behalf of the Agency, its leadership and all staff that this strategic plan is

achievable. Through achieving the objectives herein, the C-BRTA will be able to respond to transport operator’s needs,

regional emerging issues and contribute towards the attainment of the objectives of the National Development Plan.

MS P. Pokane

Chairperson, Accounting Authority

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OFFICIAL SIGN-OFF

It is hereby certified that this Strategic Plan:

• Was developed by the management of the Cross-Border Road Transport Agency under the guidance of the

Department of Transport;

• Takes into account all the relevant policies, legislation and other mandates for which the Cross-Border Road

Transport Agency is responsible for; and

• Accurately reflects the strategic outcome oriented goals and objectives which the Cross-Border Road Transport

Agency will endeavor to achieve over the period 2015-2020.

Mr A.N. Maepa Signature:

Chief Financial Officer

Mr S. Khumalo Signature:

Chief Executive Officer

Ms P. Pokane Signature:

Chairperson, Accounting Authority

APPROVED BY:

Ms D. Peters Signature:

Minister of Transport

Executive Authority, C-BRTA

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PART A: STRATEGIC OVERVIEW

1. VISION

The leading road transport trade facilitation Agency within the region.

2. MISSION

To spearhead social and economic development within the SADC region through facilitating unimpeded cross border

road transport movements.

3. CORE VALUES

Integrity - we are professional, honest, fair and do not tolerate crime, fraud and corruption

Transparency - we are open and accountable in our interactions with our stakeholders and staff

Reliability - we are dependable, trustworthy and value our customers

Efficiency - we are innovative and passionate about performance

Effectiveness - we achieve our set goals and objectives with desired outcomes

Social responsibility - we seek to contribute towards the greater good of our country and continent by

supporting social development and economic growth

4. LEGISLATIVE AND POLICY MANDATES

C-BRTA is a Schedule 3A public entity in terms of the Public Finance Management Act, No 1 of 1999 (PFMA). This

Strategic Plan has been developed as per Treasury Regulation 30.1, issued in terms of the PFMA, and the Framework

for Strategic Plans and Annual Performance Plans as released by National Treasury.

The C-BRTA’s strategic plan is informed by various legislative mandates and related Government policies and directives

inter alia:

4.1 CONSTITUTIONAL MANDATE

In the execution of the Agency’s functions and in line with the founding legislation, the C-BRTA shall comply with the

Constitution of the Republic of South Africa with specific reference to the following sections:

• Section 41: Co-operative governance values;

• Section 195: Basic values and principles governing public administration;

• Sections 231: International agreements.

4.2. LEGISLATIVE AND POLICY MANDATES

1. Cross-Border Road Transport Act, 4 of 1998, provides the Agency with the mandate to improve the

unimpeded flow by road of freight and passengers in the region, liberalise market access progressively in

respect of cross-border freight road transport, introduce regulated competition in respect of cross-border

passenger road transport and to reduce operational constraints for the cross-border road transport industry

as a whole, enhance and strengthen the capacity of the public sector in support of its strategic planning,

enabling and monitoring functions and to empower the cross-border road transport industry to maximise

business opportunities and to regulate themselves incrementally to improve safety, security, reliability, quality

and efficiency of services.

2. The National Land Transport Act, 5 of 2009, provides for the process of transforming and restructuring the

national land transport system. In essence it provides for the mandate of the three spheres of authority in the

transport sector and confers mandate to these authorities to perform certain functions that includes regulation.

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3. National Road Traffic Act, 93 of 1996, as amended, provides for road traffic matters which shall apply

uniformly throughout the Republic of South Africa. The NRTA in essence provides for traffic regulations that

govern licensing of motor vehicles, operation of motor vehicles, vehicle road worthiness, driver licensing and

fitness.

4. The National Development Plan identifies the transport sector as one of the major economic pillars for

the economic development of Republic. The Plan asserts that South Africa’s development is affected by what

happens in the region and the world and its success will depend on the country’s understanding and response

to such developments. It also asserts the need to overcome poor transport links and infrastructure networks, as

well as tariff and non-tariff barriers, high cost of doing business in the region as key imperatives that should be

overcome if the region is to attract investment and improve trade.

5. Tourism Act, 3, of 2014, provides for the development and promotion of sustainable tourism for the benefit

of the republic, its residents and its visitors. The C-BRTA regulates market access to the tourism transport

sector through a permit regime. The Agency also has the mandate to conduct law enforcement in regard to

compliance to road traffic regulations in the tourism sector.

6. The SADC Protocol on Transport, Communications and Meteorology, provides for the integration of

regional transport, communications and meteorology networks. In essence for road transport the objective

of the protocol is to make it as easy as possible for cross border road transport operators to move from one

country to the other through reduction of non-tariff barriers, improving harmonisation, provision of adequate

infrastructure with the intention of improving efficiency, and facilitating both transport and trade in the region.

The Protocol also provides for interventions and actions which responsible authorities or regulatory authorities

in the member states at operational level should perform towards improving cross border movements.

7. Hazardous substances Act, 15 of 1973, which provides for control of substances which may cause injury or ill

health to or death of human beings during handling and transportation. Thus, the Act provides for conditions of

carriage and transportation of such hazardous goods through corridors, division of such substances or products

into groups in relation to the degree of danger, prohibition and control of the importation, manufacture, sale,

use, operation, application, modification, disposal or dumping of such substances and products and other

matters connected therewith.

8. Bilateral Agreements concluded between South Africa and Malawi, Mozambique, Zambia and Zimbabwe,

which provide for promoting and facilitating international road freight and passenger services. The agreements

provides for formal acknowledgement of the need for the countries to facilitate cross border road transport

movements, the conditions of carriage of goods and passengers, the need for harmonisation, vehicle

documentation and establishment of Joint Route Management Committees and Joint Committees. They also

provide for the need for equal treatment of transport operators and reciprocity between the two member

states.

9. The 1996 White Paper on Transport identifies the broad goal of transport being to achieve smooth and

efficient interaction that allows society and the economy to assume their preferred form. Transport also plays a

leadership role as a catalyst for development. The Paper also sets out the transport vision of the Republic as being

the provision of safe, reliable, effective, efficient, and fully integrated transport operations and infrastructure

which will best meet the needs of freight and passenger customers among others.

10. The SACU MoU, provides for facilitation and maintenance of effective road transport arrangements, and in

particular equitable shares in road transportation with a view to support trade within the Customs Union. The

C-BRTA in this regard works towards a common goal of improving cross border road transport operations with

a view to improving the sector.

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11. The Trans Kalahari Corridor (TKC) MoU, provides for promotion of effective and integrated management of

the TKC. The TKC was established with a view to improve regional trade and economic development through

efficient transport. Improving the efficiency of transportation is brought about by reduction of constraints and

bottlenecks whilst at the same time reducing externalities, improving market access and improving productivity.

12. South Africa is also a signatory to some international conventions, which were designed to enhance the

harmonisation and facilitation of efficient road transport movements, namely the International convention

on the harmonisation of frontier controls of goods, of 1982, which aims to improve international

movement of goods by all modes of inland transport; and the Convention on road traffic, of 1968, which

provides for facilitation of road traffic and increasing road safety through the adoption of uniform road traffic

rules. As the Agency implements its mandate, the Agency considers the provisions of these conventions.

4.3. RELEVANT COURT RULINGS

Name of Court Case: Central African Roads Services (CARS) vs. C-BRTA and Minister of Transport

CARS lodged an application to the court to declare the C-BRTA 2011 permit tariff regulations invalid. The court

eventually ruled in 2013, that the C-BRTA revert back to the 2003 permit tariffs to which the C-BRTA applied for leave

to appeal against the judgement in the High court.

The judgement should it remain unchallenged would have significant and negative impact on the C-BRTA business

operations and poses a risk that the Agency would not be able to deliver on its mandate owing to unavailability of

funding.

The judgement, should it remain in force would have financial implications on the agency to the tune of about R318

988 280.00 rendering the agency technically insolvent.

5. SITUATIONAL ANALYSISOrganisations do not exist in a vacuum. They exist within a myriad of factors that have an ability to influence the

business. It is in this context that the C-BRTA takes cognisance of the economic imperatives within its operating

environment. The sluggish external environment reduced growth for South Africa from 3.5% in 2011 to 2.5% in

2012. This figure was expected to further be reduced to 1.9% in 2013. The World Bank forecasts growth for South

Africa to be 2% in 2014.

It is in such an environment that the importance of the National Development Plan (NDP) becomes paramount. This

cornerstone from which the nation’s aspiration for growth, poverty reduction and employment are articulated presents

an opportunity for South Africa to attain faster economic growth through raising employment levels. The NDP, thus,

serves as a broad, multidimensional framework aimed at changing the development trajectory of South Africa. The

NDP also amplifies the importance of global economic shifts, technology, globalisation, climate change and African

economic growth as notable trends for South Africa.

The Gini coefficient for South Africa is 0.7. This measure indicates the level of inequality in our society. It thus magnifies

the need for wealth distribution in South Africa. The call for a developmental and transformative state is therefore

justifiable. The NDP highlights a path for the developmental state to tackle the root cause of poverty and inequality.

The vision for the Southern African region is one of the highest possible degree of economic cooperation, mutual

assistance where necessary and joint planning of regional development initiatives, leading to integration consistent

with socio-economic, environmental and political realities. SADC has adopted a development integration approach

which seeks to address production, infrastructure and efficiency barriers to growth and development. South Africa has

significant interests in the region and in regional integration. Since 1994 the South African government has regarded

the Southern African region as the most important priority in terms of international relations strategy.

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The C-BRTA will continue to improve the overall performance and spearhead social and economic development within

the SADC region through facilitating unimpeded cross-border road transport movements. The Agency, however,

realises the need for change. It notes that in order to remain relevant and sustainable, the era of business-as-usual has

elapsed. The quest for technological advancement and operational efficiency present a promise of value-add not only

to the organisation but to the operators at large.

CBRTA has taken an active role in comprehending the environment in which it operates. The table below reflects the

environmental scan undertaken in order to remain relevant and responsive in the execution of the CBRTA mandate to

the benefit of its stakeholders:

ENVIRONMENTAL ASPECT

FACTORS AFFECTING THE OPERATING ENVIRONMENT

POLITICAL The political instability in countries with which the Agency do business affects cross border operations, decision continuity and administration as more often than not, this is associated with change in senior office bearers

Renewal of bilateral agreements and amendments thereto may be affected by such political turmoil.

ECONOMIC The Agency is considering enhancements to its funding model in order to promote sustainability.

The global economy continues to recover from the impact of the 2008 financial crisis. However, the recovery has been sluggish in some economies and this has impacted the domestic and regional economies and trade volumes.

The SADC region remains thick in terms of trade and transport movement constraints, non- tariff and tariff barriers. Attracting investment particularly Direct Foreign Investment is a challenges as such investment is destined to alternative emerging economies. This has a potential of impacting on trade and transport demand in the region.

The sound monetary and fiscal policy regime in the country shredded off the worst impacts of the global financial crisis. This culminated in stabilisation of the domestic economy. The country has capitalised on this to expand exports to the rest of the SADC region, thus demand for cross border road transport has been on an increase.

The CBRTA is cognisant of the fact that the Fiscas is under pressure, and thus a need for alternative funding is necessary. This calls for prudent financial management in the Agency, complemented by proactive business remodelling to enhance operational sustainability.

The lack of harmonisation of regulatory instruments, operating procedures and standards in the region has potential to continue increasing the cost of doing business by transport operators’ standards.

The instability of the rand against major currencies contributes to high cost of doing business in the industry and puts small operators at risk of closure.

The rise in regional trade has positive impact in terms of prospective industry growth which potentially will increase the demand for cross border permits.

Although there is a directive that the conveyance of goods should move from road to rail, facts on the ground prove that road transport remains the dominant mode in cross border trade in the region. This confirms the continued need for regulated freight across borders. However, should this occur, it will have a negative impact on cross border operators.

The rise in cross border traffic originating and terminating in South Africa creates better opportunities for the Agency in regard to sustained demand for permits.

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SOCIAL The changes in migration patterns have a positive impact on Cross Border Road Transport movement in the region. This is a result of intra-regional trade and increased social cohesion.

Corruption is a result of low morals and values. The Agency notes that corruption can threaten its revenue.

The safety of inspectors on the corridors is also a matter of concern as they are not properly equipped to deal with possible attacks by criminals.

The impact of HIV among drivers has a likelihood of reducing driver wellness.

The outbreak of Ebola is threatening cross border movements in the region.

TECHNOLOGICAL The inadequate IT infrastructure in the Agency compromises the Agency’s ability to integrate with external systems, communicate effectively both internally and externally. This also compromises the Agency’s ability to communicate with operators through technology.

Without the right IT infrastructure, implementation of business intelligence systems linking to other national systems is also compromised.

The Agency needs to invest in IT, with a view to enabling better communication and systems interface.

There is constant technological development in the transport sector. To remain relevant and efficient, the Agency needs to keep abreast and respond to these developments.

Lagging behind industry technological acquisition and development threatens integration ability of the Agency to other systems

Border posts are modernising and its imperative for the transport sector to equally develop IT systems to enable value chain approach to the cross border road transport industry.

The deployment of best practice border management systems in the region like One Stop Border Posts will improve border crossing times.

The ability of the Agency to communicate with external world will significantly impact on its ability to improve service delivery through technological acquisitions.

The Agency needs to embrace the rise of social media for communication with operators.

The SADC region is advocating for market liberalisation and deployment of voluntary and non-voluntary accreditation schemes. This will improve the need for regulatory control and transport movement facilitation in the region. Thus it will improve cross border movement.

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ENVIRONMENTAL The increasing demand for environmentally friendly vehicles in the sector creates an opportunity for enforcement by the Agency.

The general move towards paper-less business operations in the cross border sector emphasises the need for moving in the same direction by the Agency in response to lowering the carbon footprint.

There is an increase in un-roadworthy foreign registered vehicles traversing South African roads. Due to Bilateral Agreements these vehicles enter South Africa, increasing the risk of accidents and incidents. There is potential emigration of cross border operators applying for permits in other countries.

The advancement of transportation and trade facilitation programmes in the region creates opportunities for improving cross border road transport operations and regulation.

Regional orientation towards movement facilitation over regulatory control requires a review of the mandate of the Agency and its counterparts in the region.

Harmonisation of third part insurance needs to be accelerated to take away the burden of double insurance by operators.

Various initiatives towards eliminating non-tariff barriers will improve cross border road transport movement.

The emergence of the Border Management Agency and the Single Transport Economic Regulator may need the Agency to review the business model.

REGULATORY & LEGAL

Regulatory Standards are not harmonised in the domestic and regional transport sector. This affects the effectiveness and efficiency of the regulatory environment in regard to industry regulation. It further creates unnecessary non-tariff barriers to operators

The SADC region is advocating for a single permit in the region. Should this succeed, the remodelling of the C-BRTA business model will be required.

There is no common understanding of the C-BRT Act and other related Acts in the transport sector. This leads to contestation of the mandate of the Agency and hampers delivery of the cross border road transport mandate.

The disharmony between national, regional and international regulatory and legislative environment creates difficulties in the administration and regulation of the cross border road transport sector.

The bilateral agreements are out-dated and require review in order to capacitate regulatory authorities to deliver on their respective mandates.

The RSA/ Lesotho passenger transport and the litigation matter on tariffs remain challenges that need to be resolved urgently. These matters have potential to spill over into other provinces.

The C-BRT Act has been stagnant since 1998 and lags behind in terms of enabling the Agency to drive initiatives with high impact in the region. This creates a misalignment between political focus, national and regional policy directives and the mandate of the Agency.

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5.1. PERFORMANCE ENVIRONMENT

The C-BRTA is cognisant of customer needs that include reduced timelines at the borders, along the transport corridors

and the reduction in the cost of doing business. To this end, the C-BRTA will continue to collaborate with players in the

border space and corridor environment to enhance service offerings.

The C-BRTA notes the growing need to keep abreast with technological advancement, particularly in the regulation of

cross-border operations. A number of projects have been planned in this regard.

5.2. ORGANISATIONAL ENVIRONMENT

The Cross-Border Road Transport Agency (C-BRTA) has assessed its organisational environment in the previous year

and asserts the following reflection:

STRENGTHS WEAKNESSES• The Agency has expert skills in relation to cross-

border road transport matters;• Existence of governance structure;• Regional thought-leadership on Cross-Border

matters;

• Unknown brand;• Infant performance management systems; • Poor IT infrastructure;• Lack of integrated internal IT systems;• Inefficient support services;• Lack of implementation of succession planning policies;

and• Centralised permit system.

OPPORTUNITIES THREATS• Introduction of an accreditation scheme (OCAS)

to promote smooth operations at across borders• Building a strong brand• Selling of research information• Establishing a cross border data bank• Provide real time information to transport industry• Implement a route adherence system• Establish a cross border training academy• Establish web-based operator forum • Establishment of international ranking facilities• Procurement and establishment of impounding

facilities• Mandate review• Exploring Limpopo bridge as possible revenue

stream (collective one that will cover an opportunity of expanding our revenue stream)

• Development of standards for cross border vehicles

• Administration of cross border road user charges• Development and regulation of cross-border

standards• Electronic collection of fines (give one that will

collectively cover the use of technology to do business)

• Implementation of smart law enforcement project • Management of weight bridges at border posts

• Unsustainable funding model• Policy decision on a single police service (RTI)• Lack of regional political will with regards to

harmonisation• Possible spill-over of the Lesotho/Free State challenges• Fraud and corruption• Inability of the Agency to meet operators expectations

Figure 1: C-BRTA SWOT analysis

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5.3. DESCRIPTION OF THE STRATEGIC PLANNING PROCESS

The process of formulation of this strategic plan was informed by the Constitution, the legislative mandate of the

CBRTA and all the relevant prescripts of the governing laws as well as Ministerial directives. The planning process

followed the National Treasury Framework for Strategic Plans and Annual Performance Plans including the Treasury

Framework for managing performance. It involved several briefing sessions with relevant internal stakeholders to

promote inclusivity. The strategies and risks corresponding with these objectives were discussed and objectives were

aligned to the government outcomes.

Management then examined the budget available for allocation towards the strategies. This is determined by the

Medium Term Expenditure Framework (MTEF), which is a submission made in July every year. Meetings are held with

National Treasury and the Department of Transport to explain the budget, human resource and information technology

requirements for C-BRTA’s planned projects and other outcomes.

The risks affecting implementation and delivery were assessed and managed on an ongoing basis. Performance

measures against the objectives were also determined.

The first and second drafts of the Strategic and Annual Performance Plan are sent to the Department of Transport in

August and November 2014 respectively. The final Board approved version will be sent to the Minister of Transport at

the end of January 2015.

6. STRATEGIC OUTCOME ORIENTED GOALS OF THE INSTITUTIONThe strategic outcome oriented goals are derived from the mandate as per section 23 of the Cross Border Road

Transport Act. Furthermore they are linked to the Government outcomes as per the National Development Plan and

the Minister of Transport’s performance objectives as stated in the tables below:

Table 1: Linking Strategic outcome oriented goals to Government outcomes and the Strategic objectives of the Shareholder

STRATEGIC OUTCOME ORIENTED GOAL 1 ENHANCE ORGANISATIONAL PERFORMANCEGoal statement C-BRTA’s organisational performance is enhanced in compliance with the

relevant policies and regulations

Link to Department of Transport outcome(s) Outcome 5: A skilled and capable workforce to support an inclusive growth path

Link to National Development Plan (NDP) • Staff at all levels have the authority, experience, competence and support they need to do their jobs;

• Clear governance structures and stable leadership enable state-owned enterprises to achieve their developmental potential (Chapter 13)

STRATEGIC OUTCOME ORIENTED GOAL 2 FACILITATE UNIMPEDED FLOW OF CROSS-BORDER TRANSPORTGoal statement There is unimpeded flow in cross-border transport operations

Link to Department of Transport outcome(s) Outcome 6: Efficient, competitive and responsive economic infrastructure network

Link to National Development Plan (NDP) • Implement a focused regional integration strategy with emphasis on reducing red tape, corruption and delays at border posts (Chapter 7)

STRATEGIC OUTCOME ORIENTED GOAL 3 PROMOTE REGIONAL INTEGRATIONGoal statement There is enhanced regional integration through efficient cross-border road

transportation.

Link to Department of Transport outcome(s) Outcome 6: Efficient, competitive and responsive economic infrastructure network

Link to National Development Plan (NDP) Implement a focused regional integration strategy with emphasis on road, rail and port infrastructure in the region (Chapter 7)

STRATEGIC OUTCOME ORIENTED GOAL 4 PROMOTE SAFE AND RELIABLE CROSS-BORDER TRANSPORTGoal statement There is safe and reliable cross-border transportation.

Link to Department of Transport outcome(s) Outcome 6: Efficient , competitive and responsive economic infrastructure network

Link to National Development Plan (NDP) • Increase community participation in crime prevention and safety initiatives. (Chapter 12)

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STRATEGIC OUTCOME ORIENTED GOAL 5 STRATEGIC POSITIONING TO ENHANCE ORGANISATIONAL SUSTAINABILITYGoal statement C-BRTA is strategically positioned to ensure financial viability and sustainability

Link to Department of Transport outcome(s) Outcome 4: Decent employment through inclusive growth

Link to National Development Plan (NDP) • Clear governance structures and stable leadership enable state-owned enterprises to achieve their developmental potentia (Chapter 13)

Table 2: Linking Strategic Outcome Oriented Goals with the Agency’s Strategic Objectives

STRATEGIC OUTCOME ORIENTED GOAL 1 ENHANCE ORGANISATIONAL PERFORMANCEGoal statement C-BRTA’s organisational performance is enhanced in compliance with the

relevant policies and regulations

Link to C-BRTA’s strategic objective(s) • To develop and implement a high performance culture in the organisation

• To ensure the financial viability and sustainability of the C-BRTA• Prevent fraud and corruption• Integration of ICT systems

STRATEGIC OUTCOME ORIENTED GOAL 2 FACILITATE UNIMPEDED FLOW OF CROSS-BORDER TRANSPORTGoal statement There is unimpeded flow in cross-border transport operations

Link to C-BRTA’s strategic objective(s) • To introduce and implement regulated competition as pertaining to cross border movements

• To improve compliance with the road transport legislation• To establish and sustain strategic partnerships with stakeholders so as

to enable the Agency to achieve its objectives• To proactively provide value added advisory services to the Minister of

Transport and other relevant stakeholders on cross border matters in the transport sector.

• Integration of ICT systems

STRATEGIC OUTCOME ORIENTED GOAL 3 PROMOTE REGIONAL INTEGRATIONGoal statement There is enhanced regional integration through efficient cross-border road

transportation.

Link to C-BRTA’s strategic objective(s) • To establish and sustain strategic partnerships with stakeholders so as to enable the Agency to achieve its objectives

STRATEGIC OUTCOME ORIENTED GOAL 4 PROMOTE SAFE AND RELIABLE CROSS-BORDER TRANSPORTGoal statement There is safe and reliable cross-border transportation.

Link to C-BRTAs’ strategic objective(s) • To promote efficiencies in permit issuing so as to reduce the cost of doing business for our operators

• To improve compliance with the road transport legislation• Prevent fraud and corruption

STRATEGIC OUTCOME ORIENTED GOAL 5 STRATEGIC POSITIONING TO ENHANCE ORGANISATIONAL SUSTAINABILITYGoal statement C-BRTA is strategically positioned to ensure financial viability and sustainability

Link to C-5BRTA’s strategic objective(s) • To ensure the financial viability and sustainability of the C-BRTA• To proactively provide value added advisory services to the Minister of

Transport and other relevant stakeholders on cross border matters in the transport sector.

• To promote the C-BRTA’s reputation• To position the C-BRTA brand to ensure visibility and awareness

13


2015 - 2020

PAR

T B

: STR

ATE

GIC

OB

JEC

TIV

ES 7

. ST

RATE

GIC

OBJ

ECTI

VES

The

stra

tegi

c ob

ject

ives

and

key

per

form

ance

indi

cato

rs a

re a

rtic

ulat

ed b

elow

:

C-BR

TA

MA

ND

ATE

STR

ATE

GIC

G

OA

LSST

RA

TEG

IC

OBJ

ECTI

VE

KEY

PER

FOR

MA

NCE

IN

DIC

ATO

RS

BASE

LIN

E20

15/1

6 TA

RG

ET20

16/1

7 TA

RG

ET20

17/1

8 TA

RG

ET20

18/1

9 TA

RG

ET20

19/2

0 TA

RG

ET

To in

trod

uce

regu

late

d co

mpe

titio

n in

res

pect

of

cros

s-bo

rder

pa

ssen

ger

road

tr

ansp

ort

To li

bera

lize

mar

ket

acce

ss

prog

ress

ivel

y in

re

spec

t of

cro

ss-

bord

er f

reig

ht

road

tra

nspo

rt

GO

AL

2:

Faci

litat

e un

impe

ded

flow

of

cros

s-bo

rder

tr

ansp

ort

1. T

o in

trod

uce

and

impl

emen

t re

gula

ted

com

petit

ion

of c

ross

bo

rder

mov

emen

ts

1.

Impl

emen

ted

1 s

cien

tific

tool

use

d by

the

Reg

ulat

ory

Com

mitt

ee t

o m

anag

e su

pply

and

de

man

d of

cro

ss-

bord

er p

asse

nger

tr

ansp

ort

App

rove

d fr

amew

ork

Ado

pted

sc

ient

ific

tool

Pilo

ted

and

refin

ed

scie

ntifi

c to

ol

(201

4/15

ta

rget

s)

Pilo

ted

and

impl

emen

ted

scie

ntifi

c to

ol o

n 3

mai

n co

rrid

or

Impa

ct a

sses

smen

t an

d re

finem

ent

of t

he s

cien

tific

tool

on

the

cros

s bo

rder

rou

tes

Pilo

ted

and

ful

ly

impl

emen

ted

scie

ntifi

c to

ol

--

2.

Dev

elop

ed2

a bu

sine

ss c

ase

for

inte

grat

ed

regu

lato

ry

fram

ewor

k to

re

duce

pas

seng

er

tran

spor

t co

nflic

t

Non

e, a

s th

is is

a n

ew

indi

cato

r

Boar

d ap

prov

ed

busi

ness

cas

e on

Inte

grat

ed

Regu

lato

ry

Fram

ewor

k

--

--

3.

Dev

elop

ed

busi

ness

cas

e on

co

mpr

ehen

sive

3 le

vyin

g of

cro

ss-

bord

er c

harg

es

Non

e, a

s th

is is

a n

ew

indi

cato

r

Con

sulta

tion

and

deve

lopm

ent

of a

Bu

sine

ss C

ase

on

com

preh

ensi

ve

levy

ing

of c

ross

-bo

rder

cha

rges

Subm

it a

draf

t

legi

slat

ive

prop

osal

on

com

preh

ensi

ve

levy

ing

of c

ross

-bo

rder

cha

rges

--

-

1 Im

ple

men

ted

mea

ns

to in

tro

du

ce t

he

scie

nti

fic

too

l on

th

e co

rrid

or

to d

eter

min

e su

pp

ly a

nd

dem

and

in o

rder

to

man

age

the

eco

no

mic

via

bili

ty o

f cr

oss

bo

rder

tra

de

2 D

evel

op

ed m

ean

s to

res

earc

h t

he

leg

isla

tio

n t

o d

eter

min

e ar

eas

of

har

min

isat

ion

an

d lo

bb

yin

g o

f 9

pro

vin

ces

for

inp

ut

into

th

e re

gu

lato

ry f

ram

ewo

rk3

Co

mp

reh

ensi

ve r

efer

s to

mo

re t

han

on

e fo

rm o

f cr

oss

-bo

rder

levy

ing

14

C-BR

TA S

TRAT

EGIC

PLA

N 2

015

- 202

0

C-BR

TA

MA

ND

ATE

STR

ATE

GIC

G

OA

LSST

RA

TEG

IC

OBJ

ECTI

VE

KEY

PER

FOR

MA

NCE

IN

DIC

ATO

RS

BASE

LIN

E20

15/1

6 TA

RG

ET20

16/1

7 TA

RG

ET20

17/1

8 TA

RG

ET20

18/1

9 TA

RG

ET20

19/2

0 TA

RG

ET

To e

mpo

wer

th

e cr

oss-

bord

er

road

tra

nspo

rt

indu

stry

to

max

imis

e bu

sine

ss

oppo

rtun

ities

an

d to

reg

ulat

e th

emse

lves

in

crem

enta

lly

to im

prov

e sa

fety

, sec

urity

, re

liabi

lity,

qu

ality

and

ef

ficie

ncy

of

serv

ices

GO

AL

4Pr

omot

e sa

fe

and

relia

ble

cros

s-bo

rder

tr

ansp

ort

2.

To p

rom

ote

effic

ienc

ies

in p

erm

it is

suin

g so

as

to r

educ

e th

e co

st o

f do

ing

busi

ness

for

ou

r op

erat

ors

4.

Perc

enta

ge o

f te

mpo

rary

per

mits

is

sued

fro

m f

ront

an

d re

mot

e of

fice

with

in

pre-

dete

rmin

ed

turn

arou

nd t

imes

Non

e90

%4

Issu

ed

fron

t of

fice

perm

its w

ithin

1

day

90%

Issu

ed

rem

ote

offic

e pe

rmits

with

in 3

w

orki

ng d

ays

90%

Issu

ed f

ront

of

fice

perm

its

with

in 6

hou

rs

90%

Issu

ed

rem

ote

offic

e pe

rmits

with

in 2

w

orki

ng d

ays

90%

Issu

ed f

ront

of

fice

perm

its

with

in 4

hou

rs

90%

Issu

ed

rem

ote

offic

e pe

rmits

with

in 2

w

orki

ng d

ays

90%

Issu

ed f

ront

of

fice

perm

its

with

in 4

hou

rs

90%

Issu

ed

rem

ote

offic

e pe

rmits

with

in 2

w

orki

ng d

ays

90%

Issu

ed f

ront

of

fice

perm

its

with

in 3

hou

rs

90%

Issu

ed

rem

ote

offic

e pe

rmits

with

in 1

w

orki

ng d

ay

To im

prov

e th

e un

impe

ded

flow

by

road

of

fre

ight

and

pa

ssen

gers

in

the

reg

ion

by r

educ

ing

oper

atio

nal

cons

trai

nts

for

the

indu

stry

GO

AL

2Fa

cilit

ate

unim

pede

d flo

w o

f cr

oss-

bord

er

tran

spor

t

3.

To im

prov

e co

mpl

ianc

e w

ith r

oad

tran

spor

t le

gisl

atio

n

5.

Dev

elop

ed5

and

Impl

emen

ted

Ope

rato

r C

ompl

ianc

e A

ccre

dita

tion

Sche

me

(OC

AS)

Con

sulta

tion

and

appr

oved

bu

sine

ss

rule

s an

d st

anda

rds

2014

/15

targ

et)

Con

sulta

tion

with

ke

y st

akeh

olde

rs

Exco

App

rove

d Re

vise

d Fe

asib

ility

Re

port

Exco

App

rove

d

revi

sed

OC

AS

ICT

Term

s of

Re

fere

nce

for

appo

intm

ent

of

syst

em d

evel

oper

Dev

elop

men

t of

O

CA

S IC

T sy

stem

Exco

sig

ned

off

Test

rep

ort

of

OC

AS

ICT

syst

em

Pilo

t Im

plem

enta

tion

Plan

sig

ned

off

by

Exco

Pilo

ting

of

OC

AS

syst

em

and

impa

ct

asse

ssm

ent

repo

rt

Dra

ft R

egul

atio

nsIm

plem

enta

tion

of

the

OC

AS

syst

em

4 To

mit

igat

e fo

r u

nfo

rese

en a

nd

un

con

tro

llab

le in

cid

ents

su

ch a

s p

ow

er o

uta

ges

an

d r

ecei

pt

of

inco

mp

lete

do

cum

ents

5 D

evel

op

ed e

nta

ils c

on

sult

atio

n w

ith

sta

keh

old

ers,

co

mp

ilati

on

of

feas

ibili

ty r

epo

rt a

nd

ter

ms

of

refe

ren

ce

15


2015 - 2020C-

BRTA

M

AN

DA

TEST

RA

TEG

IC

GO

ALS

STR

ATE

GIC

O

BJEC

TIV

EK

EY P

ERFO

RM

AN

CE

IND

ICA

TOR

SBA

SELI

NE

2015

/16

TAR

GET

2016

/17

TAR

GET

2017

/18

TAR

GET

2018

/19

TAR

GET

2019

/20

TAR

GET

3.

To im

prov

e co

mpl

ianc

e w

ith r

oad

tran

spor

t le

gisl

atio

n

6.

Dev

elop

ed a

nd

oper

atio

nalis

ed6

smar

t la

w

enfo

rcem

ent

stra

tegy

Ado

pted

re

sear

ch

pape

r (2

014/

15

targ

et)

Exco

app

rove

d sm

art

law

st

rate

gy

Pilo

ted

smar

t la

w e

nfor

cem

ent

tool

Acq

uisi

tion

of

staf

f an

d ph

ysic

al

equi

pmen

t

Impl

emen

t 1

elec

tron

ic t

ool

and

gene

rate

in

telli

genc

e in

th

ree

(3) r

egio

ns

Roll

out

the

elec

tron

ic t

ool

and

gene

rate

in

telli

genc

e in

2

regi

ons

Roll

out

the

elec

tron

ic t

ool

and

gene

rate

in

telli

genc

e in

2

regi

ons

Revi

ew a

nd r

efine

th

e im

plem

ente

d el

ectr

onic

too

l

Impl

emen

ted

tech

nolo

gy a

nd

inte

llige

nce

dr

iven

law

en

forc

emen

t in

all

regi

ons

7.

Num

ber

of b

orde

rs

with

per

man

ently

7 de

ploy

ed In

spec

tors

w

ithin

2km

pr

oxim

ity f

rom

m

ajor

bor

ders

4 Bo

rder

s (2

014/

15

targ

et)

Dep

loye

d in

spec

tors

to

4 Bo

rder

s

Dep

loye

d in

spec

tors

to

1 B

orde

r (S

kilp

adsh

ek)

Dep

loye

d in

spec

tors

to

1 B

orde

r (K

opfo

ntei

n)

Dep

loye

d in

spec

tors

to

1 Bo

rder

(Gol

ela)

Dep

loye

d in

spec

tors

to

1 Bo

rder

(Pha

furi)

8.

Perc

enta

ge in

crea

se

in t

he n

umbe

r of

insp

ectio

ns

cond

ucte

d

Non

e, a

s th

is in

dica

tor

mea

surin

g pe

rcen

tage

in

crea

se

5% in

crea

se

in t

he n

umbe

r of

ins

pect

ions

co

nduc

ted

10%

incr

ease

in

the

num

ber

of i

nspe

ctio

ns

cond

ucte

d

12%

incr

ease

in

the

num

ber

of i

nspe

ctio

ns

cond

ucte

d

12%

incr

ease

in

the

num

ber

of i

nspe

ctio

ns

cond

ucte

d

15%

incr

ease

in

the

num

ber

of i

nspe

ctio

ns

cond

ucte

d

GO

AL

2Pr

omot

e sa

fe

and

relia

ble

cros

s-bo

rder

tr

ansp

ort

9.

Num

ber

of k

ey

findi

ng r

epor

ts o

n in

spec

tions

and

pr

osec

utio

ns a

s ap

prov

ed b

y th

e EX

CO

Non

e as

thi

s is

a n

ew

indi

cato

r

4 Q

uart

erly

re

port

s on

key

8 fin

ding

s fr

om

insp

ectio

ns a

nd

pros

ecut

ions

as

sign

ed o

ff b

y th

e EX

CO

4 Q

uart

erly

rep

orts

on

key

find

ings

fr

om in

spec

tions

an

d pr

osec

utio

n as

si

gned

off

by

the

EXC

O

4 Q

uart

erly

re

port

s on

key

fin

ding

s fr

om

insp

ectio

ns a

nd

pros

ecut

ion

as

sign

ed o

ff b

y th

e EX

CO

4 Q

uart

erly

re

port

s on

key

fin

ding

s fr

om

insp

ectio

ns a

nd

pros

ecut

ion

as

sign

ed o

ff b

y th

e EX

CO

4 Q

uart

erly

re

port

s on

key

fin

ding

s fr

om

insp

ectio

ns a

nd

pros

ecut

ions

as s

igne

d of

f by

th

e EX

CO

6 O

per

atio

nal

ise

mea

ns

ren

der

ing

an

imp

lem

enta

ble

str

ateg

y7

Perm

anen

t d

eplo

ymen

t re

fers

to

po

stin

g o

f in

spec

tors

wit

hin

th

e 2k

m p

roxi

mit

y o

f m

ajo

r b

ord

ers

wh

en d

eplo

yin

g8

Key

Fin

din

gs

refe

rs t

o f

ind

ing

s re

lati

ng

to

veh

icle

an

d d

rive

r fi

tnes

s as

def

ined

in N

RTA

an

d C

-BR

T A

ct

16

C-BR

TA S

TRAT

EGIC

PLA

N 2

015

- 202

0

C-BR

TA

MA

ND

ATE

STR

ATE

GIC

G

OA

LSST

RA

TEG

IC

OBJ

ECTI

VE

KEY

PER

FOR

MA

NCE

IN

DIC

ATO

RS

BASE

LIN

E20

15/1

6 TA

RG

ET20

16/1

7 TA

RG

ET20

17/1

8 TA

RG

ET20

18/1

9 TA

RG

ET20

19/2

0 TA

RG

ET

To e

mpo

wer

th

e cr

oss-

bord

er

road

tra

nspo

rt

indu

stry

to

max

imis

e bu

sine

ss

oppo

rtun

ities

an

d to

reg

ulat

e th

emse

lves

in

crem

enta

lly

to im

prov

e sa

fety

, sec

urity

, re

liabi

lity,

qu

ality

and

ef

ficie

ncy

of

serv

ices

GO

AL

3 Pr

omot

e re

gion

al

inte

grat

ion

4.

To e

stab

lish

and

sust

ain

stra

tegi

c pa

rtne

rshi

ps

with

st

akeh

olde

rs

so a

s to

ena

ble

the

Age

ncy

to a

chie

ve it

s ob

ject

ives

10.

Perc

enta

ge

of o

pera

tor

cons

trai

nts9

addr

esse

d10 o

r es

cala

ted

and

cons

iste

ntly

fo

llow

ed-t

hrou

gh

as r

ecor

ded

in t

he

cons

trai

nts

regi

ster

Non

e as

thi

s is

a n

ew

indi

cato

r

65%

res

olut

ion

of o

pera

tor

cons

trai

nts,

de

mon

stra

ted

esca

latio

n11

and

cons

iste

nt

follo

w-t

hrou

gh

of r

egis

tere

d co

nstr

aint

s be

yond

CBR

TA

man

date

70%

res

olut

ion

of o

pera

tor

cons

trai

nts

,dem

onst

rate

d es

cala

tion

and

cons

iste

nt

follo

w-t

hrou

gh

of r

egis

tere

d co

nstr

aint

s be

yond

C

BRTA

man

date

70%

res

olut

ion

of o

pera

tor

cons

trai

nts

, de

mon

stra

ted

esca

latio

n a

nd

cons

iste

nt

follo

w-t

hrou

gh

of r

egis

tere

d co

nstr

aint

s be

yond

CBR

TA

man

date

70%

res

olut

ion

of o

pera

tor

cons

trai

nts

, de

mon

stra

ted

esca

latio

n an

d co

nsis

tent

fo

llow

-thr

ough

of

reg

iste

red

cons

trai

nts

beyo

nd C

BRTA

m

anda

te

70%

res

olut

ion

of o

pera

tor

cons

trai

nts

, de

mon

stra

ted

esca

latio

n an

d co

nsis

tent

fo

llow

-thr

ough

of

reg

iste

red

cons

trai

nts

beyo

nd C

BRTA

m

anda

te

11.

Perc

enta

ge

reso

lutio

n of

pa

ssen

ger

tran

spor

t co

nflic

ts r

egis

tere

d an

d re

solv

ed w

ithin

6

mon

ths

Non

e as

thi

s is

a n

ew

indi

cato

r

65%

res

olut

ion

of p

asse

nger

tr

ansp

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confl

icts

re

gist

ered

and

re

solv

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6

mon

ths

65%

res

olut

ion

of p

asse

nger

tr

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ort

confl

icts

re

gist

ered

and

re

solv

ed w

ithin

6

mon

ths

70%

res

olut

ion

of p

asse

nger

tr

ansp

ort

confl

icts

re

gist

ered

and

re

solv

ed w

ithin

6

mon

ths

70%

res

olut

ion

of p

asse

nger

tr

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confl

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re

gist

ered

and

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solv

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6

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olut

ion

of p

asse

nger

tr

ansp

ort

confl

icts

re

gist

ered

and

re

solv

ed w

ithin

6

mon

ths

12.

Num

ber

of t

he

Indu

stry

Par

tner

ship

D

evel

opm

ent

Plan

(IPD

P)

reco

mm

enda

tions

im

plem

ente

d12

Non

e as

thi

s in

dica

tor

new

Reco

mm

enda

tion

1: Dev

elop

men

t of

a p

rimar

y an

d se

cond

ary

stak

ehol

der

data

base

4 qu

arte

rly

stak

ehol

der

foru

m r

epor

t

Reco

mm

enda

tion

2: Dev

elop

men

t an

d im

plem

enta

tion

of

a 24

-hou

r co

rrid

or

supp

ort

hotli

ne

4 qu

arte

rly

stak

ehol

der

foru

m

repo

rt

Reco

mm

enda

tion

3: Dev

elop

men

t an

d im

plem

enta

tion

of a

n on

-line

co

mpl

aint

s re

gist

er

4 qu

arte

rly

stak

ehol

der

foru

m r

epor

t

Reco

mm

enda

tion

4: 4 qu

arte

rly

stak

ehol

der

foru

m r

epor

t

-

9 C

ross

Bo

rder

Ro

ad T

ran

spo

rt o

per

atio

nal

imp

edim

ents

th

at h

ind

ers

un

imp

eded

flo

w o

r m

ove

men

t10

A

dd

ress

ed m

ean

s re

solv

ed b

y C

-BR

TA o

r es

cala

ted

an

d f

ollo

wed

-th

rou

gh

11

Esca

lati

on

mea

ns

con

sult

atio

n (

as d

efin

ed in

th

e te

chn

ical

ind

icat

or)

wit

h t

he

rele

van

t st

akeh

old

er/ a

uth

ori

ty o

n t

he

iden

tifi

ed c

on

stra

int

that

is n

ot

wit

hin

th

e A

gen

cy’s

man

dat

e12

Fo

ur

sele

cted

rec

om

men

dat

ion

s

17


2015 - 2020

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TA

MA

ND

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STR

ATE

GIC

G

OA

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RA

TEG

IC

OBJ

ECTI

VE

KEY

PER

FOR

MA

NCE

IN

DIC

ATO

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BASE

LIN

E20

15/1

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16/1

7 TA

RG

ET20

17/1

8 TA

RG

ET20

18/1

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RG

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19/2

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RG

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13.

Num

ber

of

oppo

rtun

ities

cr

eate

d13 f

or

wom

en/y

outh

/ pe

ople

with

di

sabi

litie

s w

ithin

th

e cr

oss

bord

er

frei

ght

indu

stry

Non

e as

thi

s is

a n

ew

indi

cato

r

2 op

port

uniti

es

crea

ted

in t

he

frei

ght

indu

stry

3 op

port

uniti

es

crea

ted

in t

he

frei

ght

indu

stry

4 op

port

uniti

es

crea

ted

in t

he

frei

ght

indu

stry

5 op

port

uniti

es

crea

ted

in t

he

frei

ght

indu

stry

5 op

port

uniti

es

crea

ted

in t

he

frei

ght

indu

stry

14.

Num

ber

of

empo

wer

men

t in

itiat

ives

fac

ilita

ted

Esta

blis

h an

d in

cuba

te

two

(2) c

o-op

erat

ives

ta

rget

ing

wom

en,

yout

h an

d pe

ople

with

di

sabi

lity

(201

4/15

ta

rget

)

2 in

itiat

ives

:

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litat

e14 t

he

incu

batio

n15 o

f th

e es

tabl

ishe

d co

oper

ativ

es

2 ru

ral

com

mun

ity

outr

each

on

cros

s bo

rder

op

port

uniti

es

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itiat

ive:

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ral c

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unity

ou

trea

ch o

n cr

oss

bord

er

oppo

rtun

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2 in

itiat

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ral c

omm

unity

ou

trea

ch o

n cr

oss

bord

er

oppo

rtun

ities

2 in

itiat

ive:

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ral

com

mun

ity

outr

each

on

cros

s bo

rder

op

port

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es

2 in

itiat

ive:

2 ru

ral c

omm

unity

ou

trea

ch o

n cr

oss

bord

er

oppo

rtun

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To e

nhan

ce a

nd

stre

ngth

en t

he

capa

city

of

the

publ

ic s

ecto

r in

sup

port

of

the

C-B

RTA

’s st

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g an

d m

onito

ring

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tions

GO

AL

3Pr

omot

e re

gion

al

inte

grat

ion

5.

To p

roac

tivel

y pr

ovid

e va

lue

adde

d ad

viso

ry

serv

ices

to

the

Min

iste

r of

Tr

ansp

ort

and

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r re

leva

nt

stak

ehol

ders

on

cro

ss b

orde

r m

atte

rs in

th

e tr

ansp

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sect

or.

15.

Num

ber

of A

nnua

l St

ate

of C

ross

-bo

rder

ope

ratio

ns

repo

rts

(ASC

BOR)

su

bmitt

ed t

o th

e M

inis

ter

and

othe

r re

leva

nt

stak

ehol

ders

.

Non

e, a

s th

is is

a n

ew

indi

cato

r

2 A

SCBO

R re

port

s:

2 A

nnua

l Sta

te

of C

ross

-bor

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oper

atio

ns r

epor

t A

SCBO

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the

M

inis

ter

3 A

SCBO

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port

s:

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SCBO

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the

M

inis

ter

1 A

nnua

l Sta

te

of C

ross

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der

oper

atio

ns r

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ts

ASC

BOR

repo

rt t

o st

akeh

olde

rs

3 A

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port

s:

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SCBO

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the

M

inis

ter

1 A

SCBO

R re

port

to

sta

keho

lder

s

3 A

SCBO

R re

port

s:

2 A

SCBO

R t

o th

e M

inis

ter

1 A

SCBO

R re

port

to

sta

keho

lder

s

3 A

SCBO

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port

s:

2 A

SCBO

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the

M

inis

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1 cr

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corr

idor

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d tr

ansp

ort

repo

rt t

o st

akeh

olde

rs

13

Res

earc

hed

an

d id

enti

fied

via

ble

bu

sin

ess

op

po

rtu

nit

ies

read

y fo

r u

pta

ke14

C

oo

rdin

ate,

org

anis

e an

d a

rran

ge

info

rmat

ion

sh

arin

g s

essi

on

s15

R

efer

s to

tra

inin

g in

terv

enti

on

, wo

rksh

op

s an

d m

ento

rin

g p

roce

sses

aim

ed a

t re

nd

erin

g t

he

new

ly r

egis

tere

d c

oo

per

ativ

es r

ead

y to

op

erat

e

18

C-BR

TA S

TRAT

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PLA

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015

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MA

ND

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STR

ATE

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OA

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VE

KEY

PER

FOR

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NCE

IN

DIC

ATO

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BASE

LIN

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16.

Num

ber

cou

ntry

pr

ofile

s de

velo

ped

or u

pdat

ed

Non

e, a

s th

is is

a n

ew

indi

cato

r

2 co

untr

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imba

bwe

and

Moz

ambi

que)

pr

ofile

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velo

ped

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and

Moz

ambi

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untr

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untr

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alaw

i) pr

ofile

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elop

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d (Z

imba

bwe,

M

ozam

biqu

e an

d M

alaw

i cou

ntry

pr

ofile

s)

3 co

untr

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soth

o,

Swaz

iland

and

Bo

tsw

ana)

pro

files

de

velo

ped

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date

d (Z

imba

bwe,

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ozam

biqu

e,

Mal

awi,

Leso

tho,

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azila

nd a

nd

Bots

wan

a)

coun

try

profi

les

2 co

untr

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ambi

a an

d N

amib

ia) p

rofil

es

deve

lope

d

8 up

date

d (Z

imba

bwe,

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e,

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awi,

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tho,

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azila

nd,

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wan

a, Z

ambi

a an

d N

amib

ia)

co

untr

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ofile

s

1 co

untr

y ( D

RC)

deve

lope

d

To e

nhan

ce a

nd

stre

ngth

en t

he

capa

city

of

the

publ

ic s

ecto

r in

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port

of

the

C-B

RTA

’s st

rate

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plan

ning

, en

ablin

g an

d m

onito

ring

func

tions

GO

AL

1En

hanc

e or

gani

satio

nal

perf

orm

ance

6.

To p

rom

ote

the

C-B

RTA

’s re

puta

tion

17.

Perc

enta

ge

achi

eved

on

clie

nt s

atis

fact

ion

surv

ey c

ondu

cted

on

fre

ight

and

pa

ssen

ger

(tax

is

and

buse

s)

oper

ator

s

60%

(2

014/

15

targ

et)

65%

cus

tom

er

satis

fact

ion

achi

eved

65%

cus

tom

er

satis

fact

ion

achi

eved

70%

cus

tom

er

satis

fact

ion

achi

eved

80%

cus

tom

er

satis

fact

ion

achi

eved

85%

cus

tom

er

satis

fact

ion

achi

eved

To e

nhan

ce a

nd

stre

ngth

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he

capa

city

of

the

publ

ic s

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r in

sup

port

of

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C-B

RTA

’s st

rate

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plan

ning

, en

ablin

g an

d m

onito

ring

func

tions

GO

AL

5St

rate

gic

posi

tioni

ng

to e

nhan

ce

orga

nisa

tiona

l su

stai

nabi

lity

7.

To p

ositi

on t

he

C-B

RTA

bra

nd

to e

nsur

e vi

sibi

lity

and

awar

enes

s

18.

Num

ber

of

initi

ativ

es t

o in

crea

se C

-BRT

A’s

visi

bilit

y

Non

e, a

s th

is is

a n

ew

indi

cato

r

5 in

itiat

ives

4 Pr

esen

ted

pape

rs a

t tr

ansp

ort

conf

eren

ces

Hos

ted

Cro

ss-B

orde

r C

onfe

renc

e

5 in

itiat

ives

4 pr

esen

ted

pape

rs a

t tr

ansp

ort

conf

eren

ces

Impl

emen

t 10

0%

of s

elec

ted

reso

lutio

ns m

ade

at t

he C

onfe

renc

e

5 in

itiat

ives

4 Pr

esen

ted

pape

rs a

t tr

ansp

ort

conf

eren

ces

Hos

t C

ross

Bor

der

Road

tra

nspo

rt

conf

eren

ce

5 in

itiat

ives

4 Pr

esen

ted

pape

rs a

t tr

ansp

ort

conf

eren

ces

Impl

emen

t 10

0%

of s

elec

ted

reso

lutio

ns m

ade

-

19


2015 - 2020

C-BR

TA

MA

ND

ATE

STR

ATE

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G

OA

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TEG

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OBJ

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VE

KEY

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FOR

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IN

DIC

ATO

RS

BASE

LIN

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RG

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17/1

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RG

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RG

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0 TA

RG

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To e

nhan

ce a

nd

stre

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capa

city

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port

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C-B

RTA

’s st

rate

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plan

ning

, en

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g an

d m

onito

ring

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tions

GO

AL

5St

rate

gic

posi

tioni

ng

to e

nhan

ce

orga

nisa

tiona

l su

stai

nabi

lity

8.

To d

evel

op,

impl

emen

t an

d su

stai

n a

high

pe

rfor

man

ce

cultu

re in

the

or

gani

zatio

n.

19.

Perc

enta

ge16

Im

prov

emen

t in

or

gani

zatio

nal

cultu

re

64%

(2

014/

15

Targ

et)

Con

duct

sur

vey

and

obta

in 7

0%

satis

fact

ion

leve

ls

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Im

plem

enta

tion

of t

he s

elec

ted

cultu

re c

hang

e re

com

men

datio

ns

Con

duct

sur

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and

obta

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5%

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fact

ion

leve

ls

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Im

plem

enta

tion

of t

he s

elec

ted

cultu

re c

hang

e re

com

men

datio

ns

100%

Im

plem

enta

tion

of t

he s

elec

ted

cultu

re c

hang

e re

com

men

datio

ns

To e

nhan

ce a

nd

stre

ngth

en t

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capa

city

of

the

publ

ic s

ecto

r in

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port

of

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C-B

RTA

’s st

rate

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plan

ning

, en

ablin

g an

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onito

ring

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tions

GO

AL

5St

rate

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posi

tioni

ng

to e

nhan

ce

orga

nisa

tiona

l su

stai

nabi

lity

9.

To e

nsur

e th

e fin

anci

al

viab

ility

and

su

stai

nabi

lity

of t

he C

-BRT

A

20.

Dev

elop

ed fi

nanc

ial

sust

aina

bilit

y st

rate

gy/m

odel

Non

e, a

s th

is is

a n

ew

indi

cato

r

Con

duct

ed

feas

ibili

ty s

tudy

on

pro

pose

d ne

w

reve

nue

stre

ams

Revi

sed

finan

cial

st

rate

gy-

--

21.

Num

ber

of

reve

nue

stre

ams

impl

emen

ted

as p

er fi

nanc

ial

sust

aina

bilit

y st

rate

gy.

Non

e, a

s th

is is

a n

ew

indi

cato

r

-Im

plem

enta

tion

of 1

new

rev

enue

st

ream

Impl

emen

tatio

n of

1 n

ew r

even

ue

stre

am

Impl

emen

tatio

n of

1 n

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even

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stre

am

Impl

emen

tatio

n of

1 n

ew r

even

ue

stre

am

22.

Perc

enta

ge in

crea

se

in R

even

ue b

asel

ine

Non

e, a

s th

is is

a n

ew

indi

cato

r

-in

crea

se r

even

ue

base

line

by 2

0%in

crea

se r

even

ue

base

line

by 2

0%in

crea

se r

even

ue

base

line

by 2

0%in

crea

se r

even

ue

base

line

by 2

0%

23.

Dev

elop

ed

Busi

ness

cas

e on

Be

itbrid

ge B

orde

r m

oder

nisa

tion

proj

ect

(BBM

I)

Non

e, a

s th

is is

a n

ew

indi

cato

r

Subm

issi

on o

f Bo

ard

appr

oved

bu

sine

ss c

ase

--

--

16

Ass

esse

d t

hro

ug

h t

he

imp

lem

enta

tio

n o

f cu

ltu

re c

han

ge

reco

mm

end

atio

n a

nd

cu

ltu

re s

urv

ey r

esu

lts

20

C-BR

TA S

TRAT

EGIC

PLA

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015

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C-BR

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MA

ND

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OA

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IC

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VE

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FOR

MA

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IN

DIC

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BASE

LIN

E20

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ET20

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RG

ET20

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RG

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RG

ET20

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To e

nhan

ce a

nd

stre

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C-B

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ning

, en

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g an

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tions

GO

AL

1En

hanc

e or

gani

satio

nal

perf

orm

ance

10.

Inte

grat

ion

of

ICT

syst

ems

24.

Dev

elop

ed17

or

impl

emen

ted18

new

pe

rmit

syst

em

Dev

elop

ed

and

Pilo

ted

new

per

mit

syst

em a

t H

ead

Offi

ce

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elop

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nd

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ted

new

pe

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syst

em a

t H

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ce

Full

depl

oym

ent

of

the

perm

it sy

stem

at

all

regi

ons

Inte

grat

ion

of

sele

cted

C-B

RTA

IC

T sy

stem

s

--

25.

Upt

ime

perc

enta

ge

on b

usin

ess

criti

cal

syst

ems

Non

e, t

his

is a

new

in

dica

tor

97%

upt

ime

99%

upt

ime

100%

upt

ime

100%

upt

ime

100%

upt

ime

To e

nhan

ce a

nd

stre

ngth

en t

he

capa

city

of

the

publ

ic s

ecto

r in

sup

port

of

the

C-B

RTA

’s st

rate

gic

plan

ning

, en

ablin

g an

d m

onito

ring

func

tions

GO

AL

1En

hanc

e or

gani

satio

nal

perf

orm

ance

11.

Prev

ent

frau

d an

d co

rrup

tion

26.

Num

ber

of

Impl

emen

ted19

fr

aud

and

corr

uptio

n pr

even

tion

initi

ativ

es

Non

e, a

s th

is is

a n

ew

indi

cato

r

Dev

elop

ed

anti-

corr

uptio

n st

rate

gy

Dev

elop

ed

inte

grity

m

anag

emen

t fr

amew

ork

Perc

enta

ge

redu

ctio

n in

the

pr

eval

ence

of

repo

rted

cas

es

--

-

17

Sig

n-o

ff b

y th

e R

egu

lato

ry d

ivis

ion

(cl

ien

t u

nit

) as

per

ser

vice

pro

vid

ers

fin

al d

eliv

erab

le18

Im

ple

men

tati

on

mea

ns

op

erat

ion

alis

ing

th

e sy

stem

. Sys

tem

rep

ort

s to

ser

ve a

s co

mp

leti

on

of

imp

lem

enta

tio

n f

or

each

reg

ion

wh

ere

the

syst

em is

imp

lem

ente

d.

19

Car

ryin

g o

ut

of

acti

viti

es r

elat

ing

to

fra

ud

an

d c

orr

up

tio

n p

reve

nti

on

pro

gra

mm

es

21


2015 - 2020

8. PROGRAMMES 8.1. REGULATORY SERVICES

The Regulatory and Legal Services Division is responsible for regulating access to the cross-border road transport

market, freight and passengers, through a permit administration regime. The regulation is geared towards improvement

and promotion of social and economic development and regional integration. The Division is also tasked to ensure

compliance to the Agency’s legislation and other related legislation, as well as the provisions of the bi-lateral and multi-

lateral road transport agreements.

8.1.1. PROGRAMME STRATEGIC OBJECTIVES

STRATEGIC OBJECTIVES TO INTRODUCE AND IMPLEMENT REGULATED COMPETITION AS PERTAINING TO CROSS BORDER MOVEMENTS

Performance Indicators Implemented scientific tool used by the Regulatory Committee to manage supply and demand cross-border passenger transport

Developed business case for integrated regulatory framework to reduce passenger transport conflict

Baseline Approved framework; Adopted scientific tool; Piloted and refined scientific tool

STRATEGIC OBJECTIVES TO PROMOTE EFFICIENCIES IN PERMIT ISSUINGPerformance Indicators Percentage of temporary permits issued from front and remote office within pre-determined

turnaround times

Baseline None

STRATEGIC OBJECTIVES TO IMPROVE COMPLIANCE WITH ROAD TRANSPORT LEGISLATIONPerformance Indicators Developed and implemented Operator Compliance Accreditation Scheme (OCAS)

Baseline Consultation and approved business rules and standards

8.1.2. RESOURCE CONSIDERATIONS

Expenditure estimates: Regulatory and Legal ServicesSTRATEGIC OBJECTIVE EXPENDITURE OUTCOME CURRENT

BUDGETMEDIUM-TERM EXPENDITURE

ESTIMATES2011/12 2012/13 2013/14 2014/15 2015/16 2016/17 2017/18

R’000 R’000 R’000 R’000 R’000 R’000 R’000

To introduce and implement regulated competition as pertaining to cross border movements

10,995 16,756 21,335 27,053 25, 785 32,109 34,260To promote efficiencies in permit issuing.

To improve compliance with road transport legislation

8.2. ROAD TRANSPORT INSPECTORATE

The purpose of the programme is to ensure compliance by operators with all cross-border road transport legislation as

well as to the SADC Protocol. The strategic intent of the function is supporting the safety of freight and passengers in

the Southern African Region through incentive-based voluntary compliance with relevant laws and regulations. The

programme is structured to cover the following areas of focus:• Law enforcement – which involves targeted physical road side inspection to ensure compliance with all cross border

road transport legislation as well as to the SADC Protocol. This is the core functional area of the programme that involves prosecution of non-compliance. Key to the success of the programme is the development of Inspectors as well as collaboration with other law enforcement institutions.

• Law enforcement profiling – which involves intelligent evidence based decision making and developing law enforcement standards benchmarks.

• Training and external activities – Law enforcement is a specialised area requiring extensive training in law enforcement and vehicle standards. This necessitates strategic partnering with law enforcement training institutions and other stakeholders to harmonise operating procedure and standards.

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STRATEGIC OBJECTIVES TO IMPROVE COMPLIANCE WITH ROAD TRANSPORT LEGISLATION

Performance Indicators Developed and Operationalised smart law enforcement strategy

Number of borders with Permanently deployed Inspectors within 2km proximity from major borders

Percentage increase in the number of inspections conducted

Number of key finding reports on inspections and prosecutions as approved by the EXCO

Baseline Not yet determined (information will be available at year end)


Expenditure estimates: Road Transport Inspectorate

STRATEGIC OBJECTIVE EXPENDITURE OUTCOME CURRENT BUDGET

MEDIUM-TERM EXPENDITURE ESTIMATES

2011/12 2012/13 2013/14 2014/15 2015/16 2016/17 2017/18R’000 R’000 R’000 R’000 R’000 R’000 R’000


39,846 61,832 72,778 77,639 83,545 104,035 111,002

8.3. FACILITATION AND INDUSTRY DEVELOPMENT

The work of the C-BRTA is heavily reliant on co-operation with other institutions within South Africa and across

other SADC member states. The programme is therefore of strategic importance within C-BRTA. The programme is

structured into two units, viz. Facilitation and Industry Development.

The first component of this programme, the Facilitation Unit supports the establishment of strategic and co-operative

relationships as well as structures between public and private institutions with freight and passenger industry players

and our SADC counterparts. The structured relationships with these stakeholders are developed in order to improve

flow of freight and passenger road transport within the region.

The Industry Development component of this unit was established to provide value-added services to the Agency’s

clients, namely the Cross Border Freight and Passenger Operators through facilitating the provision of training, capacity

building and the promotion of entrepreneurship, especially with SMMEs in the transport sector.


STRATEGIC OBJECTIVE TO ESTABLISH AND SUSTAIN STRATEGIC PARTNERSHIPS WITH STAKEHOLDERS SO AS TO ENABLE THE AGENCY TO ACHIEVE ITS OBJECTIVES.

Performance Indicators Percentage of operator constraints addressed or escalated and consistently followed-through as recorded in the constraints register

Percentage resolution of passenger transport conflicts registered and resolved within 6 months

Number of the Industry Partnership Development Plan (IPDP) recommendations implemented

Number of opportunities created for women/youth/ people with disabilities within the cross border freight industry

Number of empowerment initiatives facilitated

Baseline Established and incubate two (2) cooperatives targeting women, youth and people with disability

23


2015 - 2020


Expenditure estimates: Facilitation and Industry DevelopmentSTRATEGIC OBJECTIVE EXPENDITURE OUTCOME CURRENT


ESTIMATES2011/12 2012/13 2013/14 2014/15 2015/16 2016/17 2017/18

R’000 R’000 R’000 R’000 R’000 R’000 R’000

To establish and sustain strategic partnerships with stakeholders so as to enable the Agency to achieve its objectives.

5,303 16,701 11,829 20,047 19,190 23,896 25,496

8.4. OFFICE OF THE CHIEF EXECUTIVE OFFICER (CEO)

The main purpose of the division is to provide strategic support by driving execution initiatives within the area(s) of

project management, research, business performance and risk management within C-BRTA. These initiatives are aimed

at enabling the organisation to achieve its objectives and objectives on the Agency’s Strategy. The division will focus

on providing value added research advisory services and promoting a high performance culture within the Agency in

the financial year 2015/16.


STRATEGIC OBJECTIVE TO PROACTIVELY PROVIDE VALUE ADDED ADVISORY SERVICES TO THE MINISTER OF TRANSPORT AND OTHER RELEVANT STAKEHOLDERS ON CROSS BORDER MATTERS IN THE TRANSPORT SECTOR

Performance Indicators Number of Annual State of Cross-border operations reports (ASCBOR) submitted to the Minister and other relevant stakeholders.

Number of country profiles developed or updated

Baseline 1 Cross-border corridor road transport report

STRATEGIC OBJECTIVE TO PROMOTE THE C-BRTA’S REPUTATIONPerformance Indicators Percentage achieved on client satisfaction survey conducted on freight and passenger (taxis

and buses) operators

Baseline 60% achievement (2014/15 target)

STRATEGIC OBJECTIVE TO POSITION THE C-BRTA BRAND TO ENSURE VISIBILITY AND AWARENESSPerformance Indicators Number of initiatives to increase C-BRTA’s visibility

Baseline None

STRATEGIC OBJECTIVE TO INTRODUCE AND IMPLEMENT REGULATED COMPETITION AS PERTAINING TO CROSS BORDER MOVEMENTS

Performance Indicators Developed business case on comprehensive levying of cross-border charges

Baseline None


Expenditure estimates: Office of the Chief Operations Officer (COO)STRATEGIC OBJECTIVE EXPENDITURE OUTCOME CURRENT


ESTIMATES2011/12 2012/13 2013/14 2014/15 2015/16 2016/17 2017/18

R’000 R’000 R’000 R’000 R’000 R’000 R’000

To proactively provide value added advisory services to the Minister of Transport and other relevant stakeholders on cross border matters in the transport sector

4,527 8,884 5,937 24,458 22,533 28,060 29,939

To promote the C-BRTA’s reputation

To position the C-BRTA brand to ensure visibility and awareness

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8.5. ADMINISTRATION

8.5.1. HUMAN RESOURCES

The purpose of the division is to provide professional advice and support services in respect of human resources,

strategic communication and facilities management to enable and enhance business delivery. These services will

include developing and adopting strategies that are responsive to the business strategy and strategic tasks confronting

the Agency.

8.5.1.1 PROGRAMME STRATEGIC OBJECTIVES

STRATEGIC OBJECTIVE TO DEVELOP, IMPLEMENT AND SUSTAIN A HIGH PERFORMANCE CULTURE IN THE ORGANIZATION.

Performance Indicators Percentage Improvement in organizational culture

Baseline 64% on the culture survey

8.5.1.2. RESOURCE CONSIDERATIONS

Expenditure estimates: Human ResourcesSTRATEGIC OBJECTIVE EXPENDITURE OUTCOME CURRENT


ESTIMATES2011/12 2012/13 2013/14 2014/15 2015/16 2016/17 2017/18

R’000 R’000 R’000 R’000 R’000 R’000 R’000


53,798* 53,798* 75,452* 64,758* 89,681* 111,676* 119,155*

* Expenditure estimates are for the Administration programme which includes Human Resources, Governance, Office of the CEO, Finance, SCM and IT.

8.5.2. FINANCE, SUPPLY CHAIN MANAGEMENT

The purpose of the units under this programme is to ensure organisational efficiency and compliance with all statutory

and policy requirements pertaining to, Finance, SCM and IT.


STRATEGIC OBJECTIVE TO ENSURE THE FINANCIAL VIABILITY AND SUSTAINABILITY OF THE C-BRTA

Performance Indicators Developed and implemented financial sustainability strategy/model

Number of revenue streams implemented as per financial sustainability strategy.

Percentage increase in Revenue baseline

Developed Business case on Beitbridge Border mordernisation project (BBMI)

Baseline Approved Strategy

Additional revenue stream implemented


Expenditure estimates: Finance, Supply Chain Management and Information TechnologySTRATEGIC OBJECTIVE EXPENDITURE OUTCOME CURRENT


ESTIMATES2011/12 2012/13 2013/14 2014/15 2015/16 2016/17 2017/18

R’000 R’000 R’000 R’000 R’000 R’000 R’000

To ensure the financial viability and sustainability of the C-BRTA 53,798* 53,798* 75,452* 64,758* 89,681* 111,676* 119,155*To improve internal control environment


25


2015 - 2020

8.5.3 OFFICE OF THE CHIEF INFORMATION OFFICER

The purpose of this division is to ensure organisational efficiency in the deployment of ICT systems to support core

functions.


STRATEGIC OBJECTIVE INTEGRATION OF ICT SYSTEMS

Performance Indicators Developed and implemented new permit system

Uptime percentage on business critical systems

Baseline Zero


Expenditure estimates: Finance, Supply Chain Management and Information TechnologySTRATEGIC OBJECTIVE EXPENDITURE OUTCOME CURRENT


ESTIMATES2011/12 2012/13 2013/14 2014/15 2015/16 2016/17 2017/18

R’000 R’000 R’000 R’000 R’000 R’000 R’000

To ensure the financial viability and sustainability of the C-BRTA 53,798* 54,582* 75,452* 64,758* 89,681* 111,676* 119,155*To improve internal control environment

* Expenditure estimates are for the Administration programme which includes Corporate Services, Governance, and Office of the CEO, Finance, SCM and Office of the Chief Information Officer.

8.5.4 GOVERNANCE AND LEGAL SERVICES

The purpose of the division is to establish sound corporate governance systems, to provide guidance to the Board and

its subcommittees, implement the compliance framework, monitor and report on compliance matters to the Audit

and Risk Committee of the Board, and oversee the outsourced functions of fraud and corruption and the internal

Audit. Furthermore, the division maintains the internal policies register that outlines the approved Policies and any

amendments that have been effected on policies necessitate the updating of the register.

8.5.4.1. PROGRAMME STRATEGIC OBJECTIVES

STRATEGIC OBJECTIVE TO PREVENT FRAUD AND CORRUPTION

Performance Indicators Number of implemented fraud and corruption prevention initiatives

Baseline None


Expenditure estimates: GovernanceSTRATEGIC OBJECTIVE EXPENDITURE OUTCOME CURRENT


ESTIMATES2011/12 2012/13 2013/14 2014/15 2015/16 2016/17 2017/18

R’000 R’000 R’000 R’000 R’000 R’000 R’000

To prevent fraud and corruption

53,798* 54,582* 75,452* 64,758* 89,681* 111,676* 119,155*


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9.

RIS

K M

AN

AG

EMEN

TTh

e C

-BRT

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(liab

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nd c

omm

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solv

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(goi

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conc

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issu

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Hig

h st

aff

turn

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;N

on-a

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nmen

t of

legi

slat

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date

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4R

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even

t:Th

reat

of

litig

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n.C

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ppoi

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age

the

appe

al;

A B

oard

Tas

k Te

am w

as

appo

inte

d to

man

age

perm

it ta

riff

litig

atio

n;C

ompl

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ith in

tern

al

polic

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and

legi

slat

ion;

Col

lect

ive

agre

emen

ts;

Stan

dard

ope

ratin

g pr

oced

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(S

OP)

Cre

atio

n of

an

impl

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tatio

n pl

an f

or s

usta

inab

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;

Col

lect

ive

agre

emen

t to

be

ente

red

into

for

wor

king

hou

rs;

Refr

eshe

r co

urse

for

Insp

ecto

rsA

ppro

val o

f Po

licy

on L

egal

A

ssis

tanc

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31

Jan

uar

y 20

15

Cri

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l(L

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d:4

Impa

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)

Stab

leEx

ecut

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Leg

al a

nd

Regu

lato

ry S

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Exec

utiv

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of

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CEO

Cau

se:

Perm

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litig

atio

n;La

bour

rel

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litig

atio

n;U

nlaw

ful c

ondu

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spec

tors

;N

on-c

ompl

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ith p

rocu

rem

ent

polic

ies

Imp

act:

Reim

burs

emen

t of

per

mit

fees

;C

ompr

omis

ed fi

nanc

ial s

usta

inab

ility

;In

abili

ty t

o ac

hiev

e ob

ject

ives

;Re

puta

tiona

l dam

age.

27


2015 - 2020

RIS

K N

O:

RIS

K E

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TCU

RR

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CON

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tion

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Imp

act:

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s;

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nal d

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egiti

mat

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crea

se in

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of f

raud

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bet

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n In

spec

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d O

pera

tors

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isk

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each

of

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enda

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on-

disc

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31

Jan

uar

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15;

Hig

h(L

ikel

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leEx

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Exec

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orpo

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ause

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rgan

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onfid

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mai

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with

out

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pas

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Repu

tatio

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amag

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reat

to

inte

grity

of

info

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gatio

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ting

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ehol

der

rela

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hips

.

28

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015

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0

RIS

K N

O:

RIS

K E

VEN

TCU

RR

ENT

CON

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CCO

UN

TABI

LITY

1R

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se a

men

dmen

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Act

di

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ed b

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pens

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in p

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k te

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pla

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eam

to

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men

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ss B

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nter

-/In

tra-

Prov

inci

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pera

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;

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it of

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ss B

orde

r O

pera

tors

;En

gage

men

t w

ith M

EC’s

of

tran

spor

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Mo

der

ate

(Lik

elih

ood:

3Im

pact

:3)

Mig

ratio

n is

be

caus

e th

e C

BRTA

will

be

awar

e of

any

ch

ange

s th

at

are

likel

y to

be

brou

ght

abou

t in

its

act

and

will

th

us in

fluen

ce

such

cha

nge.

Exec

utiv

e: R

egul

ator

y an

d Le

gal S

ervi

ces

Exec

utiv

e: O

ffice

of

the

CEO

Exec

utiv

e:Fa

cilit

atio

n an

d In

dust

ry

Dev

elop

men

t

Exec

utiv

e: R

oad

Tran

spor

t In

spec

tora

te

Cau

se:

Con

flict

on

pass

enge

r ro

utes

(e.g

. RSA

\Le

soth

o);

Non

-rec

ogni

tion

of n

atio

nal l

egis

latio

n by

pr

ovin

cial

gov

ernm

ent;

La

ck o

f bu

y-in

fro

m s

take

hold

ers;

Lack

of

alig

nmen

t of

nat

iona

l tra

nspo

rt

legi

slat

ion.

Imp

act:

Non

-com

plia

nce

with

legi

slat

ion/

reg

iona

l ro

ad t

rans

port

agr

eem

ents

; U

nequ

al /i

ncon

sist

ent

regu

latio

n;D

iplo

mat

ic c

halle

nges

; Se

ttin

g w

rong

pre

cede

nce

for

othe

r co

rrid

ors;

Lo

ss o

f re

venu

e;V

iole

nce.

3R

isk

even

t:In

adeq

uate

bus

ines

s co

ntin

uity

-

unav

aila

bilit

y of

crit

ical

bus

ines

s op

erat

ions

in t

he c

ase

of a

dis

aste

r oc

curr

ing.

Off

-site

sto

rage

of

back

up;

Busi

ness

impa

ct a

sses

smen

ts

have

bee

n co

nduc

ted;

A r

elia

ble,

sta

ble

back

up

syst

em;

Busi

ness

Con

tinui

ty P

olic

y ha

s be

en d

raft

ed

App

rova

l of

Dis

aste

r Re

cove

ry P

lan

(DRP

) (in

clud

ing

off-

site

Dis

aste

r Re

cove

ry s

ite) b

y 31

Mar

ch 2

015;

Dev

elop

men

t an

d ap

prov

al o

f a

corp

orat

e Bu

sine

ss C

ontin

uity

Pla

n (B

CP)

by

31 M

arch

201

5.

Impl

emen

tatio

n of

DRP

and

BC

P by

31

Mar

ch 2

016

Mo

der

ate

(Lik

elih

ood:

3Im

pact

:3)

Mig

ratio

n is

due

to

the

fac

t th

at

the

likel

ihoo

d of

an

inci

dent

oc

curr

ing

is m

inim

al.

Furt

herm

ore

the

CBR

TA h

as a

re

liabl

e an

d st

able

ba

ckup

sys

tem

.

Exec

utiv

e: C

hief

Ope

ratio

ns

Offi

cer

Chi

ef F

inan

cial

Offi

cer

Cau

se:

No

com

preh

ensi

ve b

usin

ess

cont

inui

ty

plan

Imp

act:

Inab

ility

to

acce

ss IT

sys

tem

s;

Loss

of

criti

cal i

nfor

mat

ion;

D

isru

ptio

n of

ope

ratio

ns;

Repu

tatio

nal d

amag

e;Fi

nanc

ial l

oss.

29


2015 - 2020

RIS

K N

O:

RIS

K E

VEN

TCU

RR

ENT

CON

TRO

LSM

ITIG

ATI

ON

STR

ATE

GY

RES

IDU

AL

RIS

K

RA

TIN

GR

ISK

MIG

RA

TIO

NA

CCO

UN

TABI

LITY

6R

isk

even

t:C

ompr

omis

ed s

afet

y of

insp

ecto

rsJo

int

oper

atio

ns w

ith o

ther

La

w E

nfor

cem

ent

auth

oriti

es;

Pairi

ng o

f in

spec

tors

.

Join

t op

erat

ions

with

oth

er L

aw

enfo

rcem

ent

auth

oriti

es (

On

-g

oin

g);

Pairi

ng o

f in

spec

tors

(O

n-g

oin

g);

The

bulle

t pr

oof

vest

s ar

e be

ing

dist

ribut

ed t

o of

ficia

ls (

31 M

arch

20

15)

Mo

der

ate

(Lik

elih

ood:

4Im

pact

:3)

Mig

ratio

n ha

s be

en in

form

ed b

y th

e di

strib

utio

n of

pro

tect

ive

gear

, i.e

. bul

let

proo

f ve

sts

to

insp

ecto

rs. A

lso

the

appr

oval

of

C-B

RTA

fire

-arm

s po

licy

by t

he

Boar

d.

Exec

utiv

e: R

oad

Tran

spor

t In

spec

tora

te

Cau

se:

No

prov

isio

n of

saf

ety

and

secu

rity

equi

pmen

t fo

r la

w e

nfor

cem

ent

Insp

ecto

rs;

Lack

of

soun

d re

latio

ns b

etw

een

the

Age

ncy

and

othe

r st

akeh

olde

rs (L

aw

Enfo

rcem

ent

Aut

horit

ies)

;C

ross

bor

der

crim

inal

act

ivity

Imp

act:

Poss

ible

litig

atio

n fo

r in

jurie

s on

dut

y;

Fear

by

Insp

ecto

rs t

o en

forc

e th

e la

w;

Poss

ible

loss

of

life;

Inab

ility

to

fulfi

l the

man

date

suf

ficie

ntly

;Li

mite

d de

ploy

men

t of

insp

ecto

rs t

o av

oid

life

thre

aten

ing

inci

dent

s.

7R

isk

even

t:Li

mite

d at

tain

men

t of

per

form

ance

ob

ject

ives

Esta

blis

hmen

t of

the

pe

rfor

man

ce m

anag

emen

t un

it;

Alig

nmen

t of

per

form

ance

co

ntra

cts

to A

PP;

Perf

orm

ance

man

agem

ent

fram

ewor

k;Re

crui

tmen

t an

d re

tent

ion

stra

tegy

;En

hanc

ed m

onth

ly a

nd

quar

terly

rep

ortin

g of

pe

rfor

man

ce in

form

atio

n;C

ondu

ctin

g of

cul

ture

sur

vey;

Qua

rter

ly a

udit

of

perf

orm

ance

info

rmat

ion;

Skill

s de

velo

pmen

t.

Expa

nd o

ur s

taff

cap

abili

ties

thro

ugh

trai

ning

, rec

ruitm

ent

and

tale

nt m

anag

emen

t in

terv

entio

ns -

O

n-g

oin

g

Revi

ew p

erfo

rman

ce m

anag

emen

t fr

amew

ork

- 31

Mar

ch 2

015

Freq

uent

per

form

ance

m

anag

emen

t re

view

- Q

uart

erly

Impl

emen

tatio

n of

the

re

com

men

datio

n of

cul

ture

sur

vey

by 2

8 Fe

bru

ary

2015

.

Mo

der

ate

(Lik

elih

ood:

3Im

pact

:3)

Risk

has

mig

rate

d du

e to

the

in

trod

uctio

n of

pro

activ

e m

onito

ring

and

the

fact

tha

t th

e or

gani

satio

n im

prov

ed

perf

orm

ance

of

60%

in t

he

last

yea

r. T

he

intr

oduc

tion

of

perf

orm

ance

m

anag

emen

t sy

stem

.

Offi

ce o

f th

e C

hief

O

pera

tions

Offi

cer

Chi

ef E

xecu

tive

Offi

cer

Exec

utiv

e: C

orpo

rate

Se

rvic

es

Cau

se:

Inad

equa

te p

erfo

rman

ce m

anag

emen

t sy

stem

and

pro

cess

es;

Insu

ffici

ent

skill

ed c

apac

ity;

Lack

of

fully

doc

umen

ted

proc

esse

s;Po

or p

lann

ing;

Low

sta

ff m

oral

;Po

or w

ork

ethi

c;Po

or c

omm

unic

atio

n.Im

pac

t:Fa

ilure

to

achi

eve

obje

ctiv

es a

nd d

eliv

er

on t

he m

anda

te;

Com

prom

ised

org

anis

atio

nal

sust

aina

bilit

y; A

udit

findi

ngs;

Pote

ntia

l hig

h st

aff

turn

over

; N

on-c

ompl

ianc

e w

ith la

ws

and

regu

latio

ns;

Repu

tatio

nal d

amag

e.

30

C-BR

TA S

TRAT

EGIC

PLA

N 2

015

- 202

0

RIS

K N

O:

RIS

K E

VEN

TCU

RR

ENT

CON

TRO

LSM

ITIG

ATI

ON

STR

ATE

GY

RES

IDU

AL

RIS

K

RA

TIN

GR

ISK

MIG

RA

TIO

NA

CCO

UN

TABI

LITY

10R

isk

even

t:N

on-c

ompl

ianc

e w

ith a

pplic

able

law

s an

d re

gula

tions

Com

plia

nce

fram

ewor

k (m

anua

l and

rep

ortin

g);

Risk

and

Com

plia

nce

Com

mitt

ee in

pla

ce

Ope

ratio

nalis

e th

e C

ompl

ianc

e C

omm

ittee

;

On-

goin

g di

scip

linar

y ac

tion

for

non-

com

plia

nce;

Con

duct

com

plia

nce

awar

enes

s w

orks

hops

.

Mo

der

ate

(Lik

elih

ood:

3Im

pact

:3)

Stab

leEx

ecut

ive:

Gov

erna

nce

Cau

se:

Inco

rrec

t an

d in

adeq

uate

rep

ortin

g;N

o ap

prec

iatio

n fo

r th

e im

port

ance

of

com

plia

nce

with

app

licab

le la

ws

and

regu

latio

ns;

Failu

re t

o co

mm

unic

ate

inci

dent

s of

non

-co

mpl

ianc

e;

Failu

re t

o ef

fect

ivel

y m

onito

r co

mpl

ianc

e;N

o ap

prec

iatio

n by

man

agem

ent

to

ensu

re c

ompl

ianc

e w

ithin

the

ir di

visi

ons;

No

cons

eque

nce

for

non-

com

plia

nce.

Imp

act:

Pena

lties

and

fine

s;Irr

egul

ar a

nd f

ruitl

ess

and

was

tefu

l ex

pend

iture

; Re

puta

tiona

l dam

age;

Pote

ntia

l liti

gatio

n;A

udit

findi

ngs;

Failu

re t

o di

scha

rge

the

man

date

of

the

Age

ncy.

31


2015 - 2020

RIS

K N

O:

RIS

K E

VEN

TCU

RR

ENT

CON

TRO

LSM

ITIG

ATI

ON

STR

ATE

GY

RES

IDU

AL

RIS

K

RA

TIN

GR

ISK

MIG

RA

TIO

NA

CCO

UN

TABI

LITY

11R

isk

even

t:In

abili

ty t

o re

spon

d to

str

ateg

ic

impe

rativ

es o

f ou

r po

litic

al p

rinci

pals

re

sulti

ng in

det

erio

ratin

g st

akeh

olde

r re

latio

nshi

ps.

Freq

uent

sta

keho

lder

in

tera

ctio

ns t

o en

sure

tha

t th

ere

is c

onst

ant

and

clea

r co

mm

unic

atio

n flo

w.

IPD

P;Pr

o-ac

tive

rese

arch

to

advi

se

the

min

iste

r, e.

g. S

tate

of

bord

ers

proj

ect.

Impl

emen

t In

dust

ry P

artn

ersh

ip

Dev

elop

men

t Pl

an (I

PDP)

re

com

men

datio

ns b

y 31

Mar

ch

2015

;

Man

date

rev

iew

;

Prep

are

qu

arte

rly

Exco

rep

orts

;

Impl

emen

tatio

n of

the

med

ia

stra

tegy

.

Mo

der

ate

(Lik

elih

ood:

3Im

pact

:3)

Stab

leEx

ecut

ive:

Fac

ilita

tion

and

Indu

stry

Dev

elop

men

t

Exec

utiv

e: S

trat

egic

Sup

port

Exec

utiv

e:O

ffice

of

the

CEO

Cau

se:

Uns

truc

ture

d en

gage

men

ts w

ith n

o va

lue

prop

ositi

on t

o s

take

hold

ers;

Age

ncy

out

of s

ync

with

the

ext

erna

l op

erat

ing

envi

ronm

ent;

Inef

fect

ive

know

ledg

e m

anag

emen

t in

th

e A

genc

y an

d to

ext

erna

l sta

keho

lder

s;Fa

ilure

to

impl

emen

t ag

reem

ents

by

coun

terp

arts

;Fa

ilure

to

impl

emen

t co

mm

unic

atio

n an

d m

edia

str

ateg

y;In

put

info

rmat

ion

into

rese

arch

is n

ot r

eadi

ly a

vaila

ble

Imp

act:

Failu

re t

o ef

fect

ivel

y ex

ecut

e st

rate

gy;

Repu

tatio

nal d

amag

e;

No

buy-

in t

o A

genc

y im

pera

tives

by

stak

ehol

ders

; N

o ro

le o

r co

ntrib

utio

n by

the

Age

ncy

in

the

econ

omic

and

tra

de s

pace

; In

abili

ty t

o in

fluen

ce d

ecis

ion

rela

ting

to

cros

s bo

rder

ope

ratio

ns.

32

C-BR

TA S

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EGIC

PLA

N 2

015

- 202

0

RIS

K N

O:

RIS

K E

VEN

TCU

RR

ENT

CON

TRO

LSM

ITIG

ATI

ON

STR

ATE

GY

RES

IDU

AL

RIS

K

RA

TIN

GR

ISK

MIG

RA

TIO

NA

CCO

UN

TABI

LITY

9R

isk

even

t:In

abili

ty t

o at

trac

t an

d re

tain

crit

ical

and

ke

y em

ploy

ees

Ann

ual c

ultu

re a

sses

smen

t;A

ccel

erat

ed d

evel

opm

ent

prog

ram

s;

EXC

O D

evel

opm

ent

prog

ram

;Su

cces

sion

man

agem

ent;

H

uman

Res

ourc

es p

lan;

Con

duct

ing

tale

nt r

evie

w

sess

ions

Cul

ture

cha

nge

plan

- b

eing

rol

led

out

by 2

8 Fe

brua

ry 2

015;

Impl

emen

tatio

n of

the

fol

low

ing:

• Ta

lent

man

agem

ent

stra

tegy

;•

Reco

gniti

on a

nd r

ewar

ds

stra

tegy

• Em

ploy

ee v

alue

pro

posi

tion

Low

(Lik

elih

ood:

2Im

pact

:2)

Risk

has

mig

rate

d fr

om m

oder

ate

to lo

w d

ue t

o th

e sa

tisfa

ctor

y co

ntro

ls a

nd

cons

ider

atio

n of

st

aff

turn

over

.

Exec

utiv

e: C

orpo

rate

Se

rvic

es

Cau

se:

Org

anis

atio

nal c

ultu

re (b

ased

on

cultu

re

surv

ey fi

ndin

gs);

Bran

d pr

opos

ition

; V

isib

ility

of

Age

ncy

Imp

act:

Inab

ility

to

achi

eve

stra

tegi

c ob

ject

ives

;Lo

ss o

f sk

illed

indi

vidu

als

12R

isk

even

t:Sa

tura

tion

of r

oute

sRo

ute

surv

eys;

Regu

lato

ry g

uide

lines

and

po

licie

s;O

pera

tor

stak

ehol

der

foru

ms;

Rout

e C

omm

ittee

Str

uctu

res

Dep

loym

ent

and

pilo

ting

of

scie

ntifi

c to

ol b

y 31

Mar

ch 2

015;

Revi

ew o

f Re

gula

tory

Com

mitt

ee

Polic

y by

30

Sep

tem

ber

201

4;

Acc

ess

to O

LAS

by 3

0 N

ove

mb

er

2014

.

Lo

w(L

ikel

ihoo

d: 1

Impa

ct: 2

)

Stab

leEx

ecut

ive:

Reg

ulat

ory

and

Lega

l Ser

vice

s

Cau

se:

Uni

nfor

med

dec

isio

n m

akin

g by

the

Re

gula

tory

Com

mitt

ee

Imp

act:

Con

flict

on

pass

enge

r op

erat

ions

33


2015 - 2020

10. MATERIALITY AND SIGNIFICANCE FRAMEWORK Treasury Regulations requires that a materiality and significance framework be incorporated in the Strategic Plan of an entity. Information is material if its omission or misstatement could influence the economic decisions of users taken on the basis of the financial statements. Materiality depends on the size of the item or error judged in the particular circumstances of its omission or misstatement.

Significant is defined as “extensive or important enough to merit attention” of the Minister of Finance.

10.1. MATERIALITY

QUANTITATIVE MATERIALITY

The quantitative materiality for the Cross Border Road Transport Agency (C-BRTA) has been assessed as a percentage of the permit revenue for a financial year as the operations of the Agency are primarily funded from permit tariffs.

The approved materiality amount is R2 million.

QUALITATIVE MATERIALITY

Materiality is not merely related to the size of the entity and/or elements of the financial statements. The following

qualitative factors are also considered:

• Level of exposure to public interest and scrutiny;

• Level of compliance to applicable legislation;

• Unusual transactions entered into that are not of a repetitive nature and are disclosed purely due to the nature

thereof (due to knowledge thereof affecting the decision making of the user of the financial statements);

• Transactions entered into that could result in a reputation risk for the entity;

• The impact of political decisions on the entity; and

• Any fraudulent or dishonest behaviour, regardless on the monetary value, of an employee of the entity.

10.2. SIGNIFICANCE

The following transactions are seen as significant:STRATEGICSIGNIFICANCE FACTORS QUANTITATIVE QUALITATIVE– Establishment or participation in the

establishment of a company. Any amount• Any transaction or event that relates to

the establishment or participation in the establishment of a company.

– Participation in a significant partnership, trust, unincorporated joint venture or similar arrangement.

Any amount• Any transaction that may affect the core

purpose or mandate of the Agency.

– Acquisition or disposal of a significant shareholding in a company.

Any amount

• Any transaction that relates to the acquisition of a shareholding in a company or disposal of a previous approved shareholding in a company.

– Acquisition or disposal of a significant asset.

Any amount exceeding R10 million

• Any asset acquired for other purposes other than to delivery on the core purpose or mandate of the C-BRTA.

– Commencement or cessation of a significant business activity.

Any amount• Any transaction or event that may affect the

core purpose or mandate of the Agency.

– A Significant change in the nature or extent of its interest in a significant partnership, trust, unincorporated joint venture or similar arrangement

Any amount• Any transaction that may affect the core

purpose or mandate of the Agency

The overall significance amount is calculated as a percentage of gross expenditure and amount to R10 million.

34

C-BR

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015

- 202

0

PART C: LINKS TO OTHER PLANS11. LINKS TO THE LONG-TERM INFRASTRUCTURE AND OTHER CAPITAL

PLANSOverview of MTEF Expenditure Estimates per economic classification EXPENDITURE

OUTCOMECURRENT MEDIUM TERM EXPENDITURE ESTIMATES

AUDITED AUDITED BUDGET BUDGET BUDGET BUDGET BUDGET BUDGET31-MAR-13 31-MAR-14 31-MAR-15 31-MAR-16 31-MAR-17 31-MAR-18 31-MAR-19 31-MAR-20

R’000 R’000 R’000 R’000 R’000 R’000 R’000 R’000

Current payments 158,755 187,331 213,955 240,735 299,776 319,852 337,357 354,460 Compensation of employees

101,004 118,190 142,156 159,979 199,336 210,908 223,562 234,740

Goods and services 54,222 64,427 67,799 74,386 93,497 102,204 106,369 111,535

Depreciation 3,529 4,714 4,000 6,371 6,944 6,740 7,426 8,185

Payment for Capital Assets

4,378 5,008 20,000 30,000 25,000 28,500 30,000 30,000

Total capital additions 4,378 5,008 20,000 30,000 25,000 28,500 30,000 30,000 Total Expenditure 163,133 192,339 233,955 270,735 324,776 348,352 367,357 384,460

OUTCOMES CURRENT MEDIUM TERM ESTIMATESAUDITED AUDITED BUDGET BUDGET BUDGET BUDGET BUDGET BUDGET31-MAR-13 31-MAR-14 31-MAR-15 31-MAR-16 31-MAR-17 31-MAR-18 31-MAR-19 31-MAR-20

R’000 R’000 R’000 R’000 R’000 R’000 R’000 R’000

Non- Current Assets 9,414 9,640 23,538 39,280 42,856 46,284 49,987 53,986

Current Assets 129,269 124,222 61,960 63,263 62,411 69,151 72,755 76,469

Receivables - Exchange 574 954

Receivables - non-exchange

3,233 2,960 3,579 3,966 4,394 4,868 5,257 5,500

Cash and cash equivalents

125,462 120,308 58,381 59,297 58,017 64,283 67,498 70,969

Total assets 138,683 133,862 85,498 102,543 105,267 115,436 122,742 130,456

Financed by:

Current Liabilities 27,941 69,727 21,454 36,489 39,113 49,167 56,178 63,574Operating Lease Liability 682 521 4,818 8,619 8,791 8,967 9,684 10,459

Payables from exchange transactions

15,415 14,639 5,338 5,915 13,706 17,880 22,212

Other payables from (non-exchange)

2,780 40,821 2,421 721 645 697 753 813

Provisions 9,064 13,746 14,215 21,811 23,762 25,797 27,861 30,090

Non - current Liabilities 1,646 1,555 1,464 3,474 3,574 3,689 3,984 4,303

Retirement benefit obligation

1,646 1,555 1,464 3,474 3,574 3,689 3,984 4,303

Accumulated surplus 109,096 62,580 62,580 62,580 62,580 62,580 62,580 62,580

35


2015 - 2020

OUTCOMES CURRENT MEDIUM TERM ESTIMATESAUDITED AUDITED BUDGET BUDGET BUDGET BUDGET BUDGET BUDGET31-MAR-13 31-MAR-14 31-MAR-15 31-MAR-16 31-MAR-17 31-MAR-18 31-MAR-19 31-MAR-20

R’000 R’000 R’000 R’000 R’000 R’000 R’000 R’000

Receipts 191,889 175,817 213,956 240,735 299,776 319,852 337,357 354,460 Sale of goods and services

191,889 138,451 213,956 240,735 299,776 319,852 337,357 354,460

Permit income refundable

37,366

Payments (146,699) (184,047) (213,956) (240,734) (299,777) (319,852) (337,357) (354,460)Net cash flows from operating activities

45,190 (8,230) (0) (0) (0) (0) (0) (0)

Cash flows from investing activities

(4,378) (5,008) (20,000) (30,000) (25,000) (28,500) (30,000) (30,000)

Net increase/ (decrease) in cash and cash equivalents

40,812 (5,154) (61,927) 916 (25,000) (28,500) (30,000) (30,000)

Cash and cash equivalents at the beginning of the year

84,651 125,462 120,308 58,381 59,297 58,017 64,283 67,498

Cash and cash equivalents at the end of the year

125,462 120,308 58,381 59,297 58,017 64,283 67,498 77,190

PRIVATE PUBLIC PARTNERSHIPS

The Agency is not involved in any private public partnerships.

Glen Manor Office Park

Building 3

138 Frikkie de Beer Street

Menlyn, Pretoria

South Africa

PO Box 560

Menlyn, 0063

Pretoria

South Africa

Tel: +27 12 348 1357

Fax: +27 12 369 8485

www.cbrta.co.za

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