transport - exec summary · bl bill of lading bot build operate transfer cagr cumulative average...

National Key Result Area (NKRA)

Transport Lab Executive Summary

1

Summary▪ Tanzania is in a position to be a natural transport and logistics gateway for Central and Cast Africa:

– Good geographical position i.e. surrounded by 6 landlocked countries, – Strong starting point i.e. DSM port is capturing 14% of import and export of neighboring countries– Healthy domestic growth i.e. expected GDP growth of 8% p.a.

▪ However, current performance indicates that the transport sector is not fulfilling its potential:– Idle and waiting time makes 76% of total cargo dwell time at DSM port

– Volume of freight transported by central railway declined from 1.5 Mil to 0.2 Mil tons in the last ten years– One third of road travel time is caused by multiple non-transport related barriers and activities

▪ The recommendations developed will help to increase transit capacity along the central corridor from 1 Mil tons to 5 Mil tons by 2015, by:– Increasing cargo throughput at the DSM port from 12.1 Mil tons to 18.0 Mil tons by 2015– Increasing railway capacity from 0.2 Mil tons to 3 Mil tons by 2015– Reducing travel time from 3.5 days to 2.5 days by 2015

▪ Based on the approach of extracting the most of today’s infrastructure, the key recommendations are:– Port: enhance operational efficiency, i.e. improve documentation process, port community system, 24X7 operational

hours)and maximize spatial efficiency, i.e. single traffic flow in the port, reallocate space and improve layout– Railway: improve institutional setup (i.e. TRL as only operator on railway until end of 2105), increase availability of

rolling stocks (i.e. rehab of locomotives and wagons), and strengthen demand-driven business model

– Road: debottleneck critical roads (i.e. widening bridges and roads ) and reduce non-tariff barriers (i.e. reduce number of police check points, stops at weigh bridges and TRA check points)

▪ The focus is set on initiatives that can be implemented until the end 0f 2015 – within these initiatives, quick-wins (implementable within the next 6-8 months) have been identified: introduce new SOP for cargo collection/delivery at the port (reduce cargo dwell time), institute 24x7 operating hours (reduce ship turn around time), initiate TRA electronic tracking system for trucks and reduce police check points along central corridor road (reduces travel time)

▪ A total budget of TZS 3.8 trillion is required to implement all the initiatives, in which 67% will require public sector funding

2

AbbreviationAbbreviation Full nameAC Asphalt ConcreteASYCUDA Automated System for Customs DataBil BillionBL Bill of LadingBOT Build Operate TransferCAGR Cumulative Average Growth RateCCTV Closed-Circuit TelevisionCEO Chief Executive OfficerCEP Centre of Economic Prosperity, DSMCFA Clearing and Forwarding AgentCFS Cargo Freight StationCRD Credit Reference DatabankD&DO Declaration & Delivery OrderDG Director GeneralDO Delivery OrderDRC Democratic Republic of CongoDSM Dar es SalaamDWT Deadweight tonnageECTS Electronic Cargo Tracking SystemEIR Equipment Interchange ReceipteSWS e-Single Window SystemGDP Gross Domestic ProductHS Harmonized SystemICD Inland Container DepotIDF Import Declaration FormILO International Labour OrganizationJICA Japan International Cooperation AgencyJNI Julius Nyerere International AirportKOJ Kurasini Oil JettyKPH Kilometres per HourKPI Key Performance IndicatorLC Letter of CreditLCU Local Currency UnitLoco LocomotiveLoLo Load On Load OffM&E Mechanical & Engineering

Abbreviation Full nameMeTLMilMOTMROMSCLNKRAOGDP.A.PADPCSPDBPOPCPPPR&DRAHCORMGRoRoRTGSOPSUMATRASWOTTANROADSTANSADTAZARATEUTICTSToRTPATRATrilTRLTTFATZSUNCTADVPN

Mohammed Enterprize Tanzania LtdMillionMinistry of TransportMaintenance, Repair and OverhaulMarine Services Company LtdNational Key Result AreaOther Government DepartmentPer AnnumPre-Assessment DeclarationPort Community SystemPresident's Delivery BureauPresident's Office, Planning CommissionPublic Private PartnershipResearch & DevelopmentRail Asset Holding CompanyRail Mounted GantryRoll In Roll OutRubber Tyred GantryStandard Operating ProceduresSurface and Marine Transport Regulatory Authority Strength Weakness Opportunity Threat analysisTanzania Natinal Roads AgencyTanzania Single Administrative DocumentTanzania Zambia Railway AuthorityTwenty Foot Equivalent UnitTanzania International Container Terminal ServicesTerms of ReferenceTanzania Port AuthorityTanzania Revenue AuthorityTrillionTanzania Railway LimitedTransit Transportation Facilitation AgencyTanzania ShillingsUnited Nations Conference on Trade and DevelopmentVirtual Private Network

3

AgendaTransport Lab – a short background on how this report has been created

Tanzania’s transport sector – a natural logistics gateway to East and Central Africa

Challenges and issues – what is keeping Tanzania from fulfilling its potential

Our vision: 5 million tons of transit – where we want to be in 2015

Big ideas in each sector – the way we achieve these targets

Quick wins, strategic directions and key enablers –low hanging fruits and long term plans

Budget requirements – what resources are needed to get there

Delivery – how do we ensure successful implementation

Communication – proposed story for open day with the public

Stakeholder sign off – consent by implementers on the outcome of the Transport Lab

4

43 members from 27 agencies have spent 9,800 hours…

SOURCE: Transport Lab

CC-TTFA RAHCORoads Fund Board

TANROADSTRL TrademarkEast Africa

TRAPolice

SUMATRA TPAPOPCMinistryof Transport

Ministryof Finance

Ministryof Works

Ministry ofIndustry

and Trade

Ministry of Infrastructure & Communication

MSCL TASAAPMO-RALG

identified actions1,200

hours of work9,800

initiatives65

agencies27

members43

TICTSWorld Bank World FoodProgramme

JICA MaerskUFISHI Consult

CIDAT TAFFA

5

… on identifying and prioritizing issues, finding and challenging solutions, and developing detailed recommendations

5240682- 49-Tourism lab kickoff-1Jun10- v3-R R- KLP.ppt

Eight high impact ideas identified from list of all initiatives proposed

Job creation potentia l

Lo Hi

Lo

HiImpact

1

2

4

Duty Free M'sia

IR

Med : >5,000

Med : >RM 1Bn

Prem ium Outlets

5KL Shopping

district

6Biodiversity

Hub

Cultural / Heritage7

8Events

9Cruise

10Entertainm ent Hub

11Connectiv ity

123GA

13 HSR (to be done by Greater KL team )

x Hi gh im pact

x Other

3MICE

5240682- 49-Tourism lab kickoff-1Jun10- v3-R R- KLP.ppt

Eight high impact ideas identified from list of all initiatives proposed

Job creation potentia l

Lo Hi

Lo

HiImpact

1

2

4

Duty Free M'sia

IR

Med : >5,000

Med : >RM 1Bn

Prem ium Outlets

5KL Shopping

district

6Biodiversity

Hub

Cultural / Heritage7

8Events

9Cruise

10Entertainm ent Hub

11Connectiv ity

123GA

13 HSR (to be done by Greater KL team )

x Hi gh im pact

x Other

3MICE

12070610- DS IJ visit #2-v3.ppt

Duty Free Malaysia: remove import duties for selected goods to enhance our competitive position as a shopping destination

Description

• Overall description of idea:– Duty Free Malaysia initiative seeks to enhance Malaysia’s value proposit ion as a l eading shopping dest inat ion by ensuri ng overall shopping offer

is competitive versus regional com peti tors; Today the average tourist v isit ing Mal aysi a spends ~26% on shopping vs. 53% to 57% for S ingapore and Hong Kong respect ive

– The m ai n proposal is to remove import dut ies for goods within selected categories

• Rati onale for pursui ng idea/opportunity:– To make M alaysia a top destination for shopping i n this region by making Malaysia more competit ive versus Hong Kong, Singapore and Dubai– To enhance tourist yi el ds by (i ) encouraging current mix of tourist to spend more and (ii) over t ime to at tract higher qualit y (i.e. higher spending)

tourist f rom India, China and other SEA countries which are key growth markets in the regi on– To at tract more range and wider set of brands in Malaysi a

Enablers required

• No di rect enablers requi red• Indirect: need to miti gate negative impact on

local m anufacturers by support ing them to move up val ue chai n to better com pete against m ore competit ive foreign products

Key agencies involved

• Mi nistry of Fi nance• Mi nistry of Trade & Indust ry• Mi nistry of Domesti c Trade & Consumer

Af fairs

Implementation feasibility

• Likelihood of finding private sector investor:

• Execut ion complexity:

Expected impact

• Financial im pact (2020):– expected revenue impact : +RM22Bn– expected GNI impact +RM 10Bn

• Soci o-econom ic– job creation: 345k

Potential benchmark

• Any gl obal benchmark:– Dubai– Si ngapore– Hong Kong

Key risks

• Impact on local manufacturers, especially SME business

• Potent ial for net government revenue shortfall

12070610- DS IJ visit #2-v3.ppt

Duty Free Malaysia: remove import duties for selected goods to enhance our competitive position as a shopping destination

Description

• Overall description of idea:– Duty Free Malaysia initiative seeks to enhance Malaysia’s value proposit ion as a l eading shopping dest inat ion by ensuri ng overall shopping offer

is competitive versus regional com peti tors; Today the average tourist v isit ing Mal aysi a spends ~26% on shopping vs. 53% to 57% for S ingapore and Hong Kong respect ive

– The m ai n proposal is to remove import dut ies for goods within selected categories

• Rati onale for pursui ng idea/opportunity:– To make M alaysia a top destination for shopping i n this region by making Malaysia more competit ive versus Hong Kong, Singapore and Dubai– To enhance tourist yi el ds by (i ) encouraging current mix of tourist to spend more and (ii) over t ime to at tract higher qualit y (i.e. higher spending)

tourist f rom India, China and other SEA countries which are key growth markets in the regi on– To at tract more range and wider set of brands in Malaysi a

Enablers required

• No di rect enablers requi red• Indirect: need to miti gate negative impact on

local m anufacturers by support ing them to move up val ue chai n to better com pete against m ore competit ive foreign products

Key agencies involved

• Mi nistry of Fi nance• Mi nistry of Trade & Indust ry• Mi nistry of Domesti c Trade & Consumer

Af fairs

Implementation feasibility

• Likelihood of finding private sector investor:

• Execut ion complexity:

Expected impact

• Financial im pact (2020):– expected revenue impact : +RM22Bn– expected GNI impact +RM 10Bn

• Soci o-econom ic– job creation: 345k

Potential benchmark

• Any gl obal benchmark:– Dubai– Si ngapore– Hong Kong

Key risks

• Impact on local manufacturers, especially SME business

• Potent ial for net government revenue shortfall

Gathering of issues

Prioritization of issues

Developing solutions

Developing detail action plan

Identification of issues

Structuring problems into addressable breakdowns

Prioritization based on▪ Time horizon

(2015)▪ Impact vs.

ease of implementation

▪ Sustainability/ criticality

Discussion of possible solutions

Prioritization of solutions

February, 2013 April, 2013

250identified issues

in 3 sectors

17prioritized issues

in 3 sectors

65 initiatives

from 3 sectors

1,200 action items

from 3 sectors

8 weeks

SOURCE: Transport Lab

Finalization

Regular syndication with stakeholders

Detailed action plan with budget, timeline and clear responsibilities

Finalization and documentation of report

Preparation for cabinet workshop

Lab preparation

Gathering base-line information

6











7

Tanzania is in a position to be a natural transport and logistics gateway to East and Central Africa

1

Uganda Kenya

Tanzania

Burundi

RwandaDemocratic Republic

of the Congo

Zimbabwe

ZambiaMalawi

Mozambique

Geographical position

Surrounded by 6 neighboring landlocked countries showing strong economic development

Transit demand expected to increase from 2.7 to 9.8 Mil tons by 2030

Domestic growth

Tanzania experienced high domestic growth (7% p.a. from 2005 –10) and expects to grow 8% p.a.

Expected increase in demand for domestic transport by 16% in 2020

4 – 8%GDP growth p.a.

2005 2010 2020

16%

Strong starting point

Dar es Salaam port captures 14% of import and export of its neighboring countries in 2012

Dar es Salaam port has increased its throughput from 7.4 in 2007 to 12.1 Mil tons in 2012

2

3

SOURCE: Ministry of Transport, JICA 2012, World Bank Indicators

8

The central corridor is one of the two corridors connecting Dar es Salaam port with Tanzania’s neighboring landlocked countries

Central corridor

Northern corridor

Dar corridor

1%

3%

3%

15%

1%

Uganda

Rwanda

Burundi

DemocraticRepublic of Congo

8%

Zambia

Malawi

64%

The central corridor is one of two corridors connecting the Dar esSalaam Port with Tanzania’s hinterland and its neighboring countries

▪ The central corridor connects the Dar es Salaam Port withUganda, Rwanda, Burundi, the Democratic Republic of Congo and Tanzania’s northern hinterland

▪ The Dar corridor connects the port with Zambia, Malawi and Tanzania’s southern hinterland

The central corridor competes for being the natural gateway for Burundi, Rwanda and partly Uganda with the northern corridor, connecting Kenya’s Mombasa Port with its neighboring landlocked countries

SOURCE: TRA (customs data), TPA (transit, import, export and destinations)

9











10

However, current performance indicates that the transport sector may not be fulfilling its potential

1.4

1.5 0.1

3.5

BreakdownQueue time

0.5

Rest time

Traveltime

Total

0.20.5

1.11.5

2011200820052002

High idle and waiting time contributing to long cargo dwell time due to lack of coordination between key actors

Heavy congestion leading to long travel time due to multiple non-transport related barriers and activities

Cargo dwell timeDays

Freight volume transportedMillion tons

Travel time central corridorDays

87%

67%Idle and

waiting time

Decline freight volume

30%Delay time

Dar es Salaam Port

Central railway line

Roads along central corridor

Rapidly declining freight volume due to outgrown infrastructure combined with structural under investment leading to a continuous deterioration of assets

SOURCE: Transport Lab analysis

1

9

Cargo dis-charge

Documen-tation and payment

Dwell time

2

Idle and waiting time

6

11SOURCE: Transport Lab analysis

Inadequately skilled human capital for critical roles such as marine pilots, regulatory enforcement

Insufficient capability of planning, analysis and negotiations of PPP

Lack of information for port users on processes and procedures

Unavailability of transparent information on port operations

Institutional administrationOperations

Cumbersome processes involving manual procedures

Inefficient operational process for collection & delivery of goods

Delay in documentation processes due to manual procedures

Lack of integration and harmonized processes causing delays

Operational processes for collection and delivery of goods incentivizing storage of goods in the port

Uneconomical use of tariffs to penaliseinefficient behaviour in expediting delivery

Layout of the port does not allow efficient movement of cargo & specialized terminals due to multiple obstructions

Limitation of platform capacity for rail cargo loading

Limitation of road access causing congestion at port entrance and gates

Infrastructure

Outdated port layout

Poor road/rail access

Low human resource capacity

Poor information environment

Dar es Salaam port is not tapping its potential due to operational inefficiencies, outdated layout and poor information environment

12

The railway central line is faced with poor infrastructure, low availability of rolling stock and an undefined institutional setup

Low availability (<50%) of rolling stock: on average out of 44 mainline loco-motives only 6 are available for freight transport

Low level of maintenance leads to frequent break-downs of locomotives (every 1200 km)

Unclear institutional set-up leads to dependency on government funds

Lower poundage rails are old (100 years), partly broken, badly maintained and source of frequent accidents

Defected rails lead to high number of tracks (861 km) with speed restrictions (10-30 kph)

Infrastructure

Poor track condition and maintenance

Low availability and reliability of rolling stock

Institutional setupOperations/rolling stock


Non-functional and outdated concession agreement (e.g. unclear status of TRL)

Unclear delineation of responsibilities (e.g. maintenance)

No access to external funds due to unclear legal status/ framework

72% of bridges have low axle load (10-12 tons) and impedes purchase of high productivity rolling stock

28 bridges in condition “E” (worst classification) are in a condemning state and can bring the railway to stand still

Low axle load and life expired bridges decrease travel speed

TRL and RAHCO have been underfunded for several years

TRL’s business model is not demand- and revenue-driven

Today’s cargo and finance monitoring system outdated

No sustainable and profitable business model

13

Road travel time along central corridor is high due to inadequate capacity, multiple checkpoints and poor road safety environment

Road unworthy trucks and unskilled truck drivers operating on the road cause accidents that leads to traffic congestion

Lack of road markings, signs and non-standard speed bumps

No regulation for commercial and private vehicle to use access roads during peak hours

Lack of Safety Act and a lead agency to enforce

Safety & SecurityInfrastructure

Inadequate capacity of port’s access roads

Inadequate capacity of border post facilities

Limited facilities (parking lots, access to ports) causing trucks stopping on regular roads - choking the traffic flow

Limited facilities (parking lots, access to border posts)

Slow operations at the border posts due to lack of adequate supporting equipment

Too many customs and police checkpoints

Slow weighing process at weighbridge stations

High number of random police stops

Weak overloading control reduces road lifespan

Inadequate maintenance funds and lack of supervision

Too many check-points

Poor main-tenance on road surface

Poor road safety environ-ment

Lack traffic manage-ment system

Operations


14











15

The transport lab has developed recommendations across the supply chain of the central corridor and aspires to increase transit capacity to 5 million tons by 2015

Million tons throughput

1818 Million tons throughput

12.1

Million tons freight

0.2

Days of travel time

3.52.52.5Days

33 Million tons freight


16











17

Key recommendations for implementation until 2015 have beendeveloped for all 3 transport sectors…

Enhance operational

efficiencyMaximize spatial

efficiency

Strengthen institutional

administration

Debottleneck critical roads

Eliminate infra-structure and operational roadblocks

Improve and enforce road

safety standards

Get the trains rolling

Make it profitableand sustainable

Get the institu-tional setup right

Dar esSalaam Port

1

Central railway line

2

Roads along central corridor

3


Upgrade lake ports

Infrastructure modernization


… which are achieved by a number of detailed initiatives

Port

Road

Rail

60.010.01.210.02.884.0

Rest Time (Reduced)

Improving safety

Reducing non-tariff barriers

Widening road & lane enhancement

Total journey time

New travel trime in 2015

3.0

1.6

Total volume in 2015

Improvemaintenance

0.5

Adapt org. set-up

0.2

Demand-driven bus-iness model

0.5

Improve availabilityrolling stock

Today’svolume

0.2

18.012.1

Cargothroughput 2015


Maximize spatial efficiency

0.6

Strengtheninstitutionaladministration

1.81.71.8

Enhance operational efficiency

Cargo throughput 2012

Cargo throughput (Dar es Salaam Port)Million tons

Journey timeHours

Freight capacity on central line (TRL)Million tons

1

2

3

Key enablers

▪ New inst. set-up for all actors in railway sector

▪ Infrastructure rehabilitation

Key enablers

▪ Upgrade lake port

▪ Continuous plan for capacity building

Key enablers

▪ Enactment of Road Safety Act

▪ Establishment of road safety lead agency

19

For the first time, solutions for the most critical issues were co-developed from a joint transport perspective by all relevant stakeholders

§ Establishment of a joint programme involving all stakeholders including top leadership commitment§ Regular and constant syndications with leadership and on-the-ground

implementers§ Regular Steering Committee meetings (involving all stakeholders) as

an on-going governance mechanism to address interface bottlenecks along the central corridor after end of labs

Development of quality solutions

§ Extracting the most out of today’s operations and infrastructure, selected immediate investment to address major capacity bottlenecks and embedding an effective institutional framework§ Ensuring recommendations are sustainable

Breaking the silos working culture


§ Recommendations were co-developed by implementing experts with private sector involvement§ All implementers are aligned to the needs of the transport sector§ High quality solutions have been developed by combining knowledge and

experience from various transport actors

Approach for developing solutions

20

The Dar es Salaam port will undergo operational and infrastructure modernization to increase efficiency and capacity1


A

▪ Improve and transform operational processes (e.g. ICD transfer, stuffing/ stripping, bagging, stacking) to penalize inefficiencies

▪ Implementation of port community system to integrate stakeholder systems

▪ Institute 24x7 work-ing hours in the port


B

▪ Reallocate space and improve port layout by demolishing shed 2-7 and relocating TICTS office

▪ Institute single flow of traffic and single entry/exit points

▪ Upgrade road access to dual carriageways and upgrade rail access infrastructure

Strengthen institu-tional administration

C

▪ Enhance professionalism and information transparency

▪ Increase capacity building and workforce enhancement for critical roles

▪ Strengthen PPP capacity and coordination


E

▪ Construct new RoRoterminals and upgrade port handling capacity e.g. grain silo handling and linkages

▪ Building blocks for long- term infrastruc-ture transformation e.g channel dredging & widening, berth strengthening & modernization


Upgrade lake port capacity

▪ Upgrade Kigoma port handling capacity by rehabilitating existing Rail Mounted Gantry (RMG)

▪ Upgrade MwanzaSouth facilities by rehabilitating RoRowagon ferry terminal and introducing LoLooperations.

▪ Prioritize repair works for critical marine services vessels

D

21

Port: Recommendations and initiatives

Budget in TZS billions

A3 Implementation of a Port Community System to integrate stakeholder systems to support a single window system & improving information environment

Apr 13 – Apr 1431.5

TimeBudget

A1 Introduce new standard operating procedures, review of KPIs and tariffs for berth operations and cargo collection / delivery at the port to transform operational processes

Apr 13 – Dec 130.13

A2 Implement measures to institute 24x7 working hours in the port Apr 13 – Aug130.035

B1 Removal & relocation of unutilised facilities for space creation Jul13 –Nov1424.2

B2 Relocation of office building (TICTS) for operational & administrative separation Jul13 – Feb 150.41

Relocate & institute scanning processes at entry & exit pointsB4 Jul13 – Oct 145.97

Improve spatial layout by instituting one-way traffic in the port & improving access and entry gates

B3 Apr 13 – Jun 1410.3

Construction of new RoRo terminal at Gerezani CreekE1 Apr 13 – Dec 15107

Upgrade capacity of dry bulk facilities (grain silo) & conveyor linkagesE2 Apr 13 – Apr 1532

Channel dredging & widening, Berth 1-7 modernisation, Kisarawe inland cargo freight station, Berth 13-14 & KOJ infrastructure

F Jul 13 – Dec 182,351

Upgrade rail links & construct rail looping system within the portB6 Jul13 – Nov 1412.7

Upgrade of rail handling equipment at the port with Rubber Tyred Gantry B5 Jul 13 – Aug 144.38




Transforming operational processes

Improving road access & traffic at the port

Upgrading port infrastructure to increase handling capacity

Modernisation of the port as building blocks for the long term

Upgrading rail access and infrastructure

Implementation of a Port Community System

Reallocating space and improving port layout

A

B

Rehabilitate facilities and equipments at Mwanza South PortD2 Jul13 – Dec 144.13

Rehabilitate facilities and equipments at Kigoma portD1 Jul 13 – Aug 141.7

Rehabilitate and major repair works for lake ports service vesselsD3 Jul 13 – Nov 1312.0

Upgrade lake port capacity

Rehabilitate lake ports facilities for transit cargoD

Strengthen PPP capacity and coordinationC3 Apr 13 – Dec 133.6

Enhance professionalism and information transparencyC1 Apr 13 – Dec 130.04

Capacity building & workforce enhancementC2 Apr 13 – Dec 144.03Strengthen institutional administration

Strengthen institutional administration & build capacity of human capital

C

E


22

Process at point of origin

Process at Dar esSalaam

Port

Streamlining and automating operational processes of the Dar es Salaam Port will eliminate bottlenecks and reduce cargo dwell time from 9 to 4 days

Stake-holders

ICD

TPA/ TICTS

TRA

CFA

Shipping Line

OGD

Shipping Agents

Pre-shipment

agents

Importer

Green channel Red channel (scanning/ physical verification) Streamlined process

8

Process (Days)

1

2

3

4

8

Vessel berth / cargo discharge

5

6

9

10

9

11 12

13

D

Cargo dwell time

Average : 9 days

D

6

5

7

10

7

3 BL submission to importer (1) 6 Submission of PAD (1) 9 Delivery order issuance (1) 12 Physical verification (1-2)

1 Application of LC & IDF (1) 4 Submission of permits, etc (1) 7 PAD approval and verifications (2) 10 D&DO / EIR issuance (1) 13 ICD transfer (1)

2 Pre-shipment inspection (1) 5 Manifest submission (1) 8 TANSAD & risk assessment (1) 11 Scanning of goods (1) D Final delivery / collection

-n -2 -1 0 1 2 3 4 5 6 7 8 9Days

10 11-3

Vessel berth / cargo discharge

-n -2 -1 0 1 2 3 4 5 6 7 8 9-3

1

2

3

4

D

Cargo dwell time

Days

11 12

13

D

Year 2012 Year 2015

9

Reduction to 4 days

ADEEPDIVE

23

New port layout to provide increased space for container handling - along with improved operational process, traffic flow and rail handling - increasing container holding capacity from 678,000 TEUs to 1,475,000 TEUs

Improvement to the port layout will provide additional space for efficient handling and movement of goods

Demolish underutilized facilities

Removal and relocation of under-utilized sheds creates greater space and faster cargo movement

Administrative & operational separation

Separating administrative and revenue functions outside of the terminal will stop customers from congesting the port

Sheds 2-7(34,425 m3)

Mid-Port shed (9,000 m3)

Central Workshop (6,800 m3) Expected capacity of container throughput, ‘000 TEUs

TICTS office

Year 2012 Year 2015

Removed sheds

More space for cargo handling

118%Container throughput

466840

212

636

2012 2015

TPA

TICTS

678

1,475

BDEEPDIVE


24

Improving the institutional setup, increasing the availabilityof rolling stock and strengthening the business model will revive the railway

§

Get the trains rolling

Make it profitableand sustainable

Get the institu-tional setup right

Strengthen business model

Establish clearinstitutional setup

Adapt organiza-tional set-up for RAHCO and TRL

Improve availability and reliability of rolling stock

Rehabilitate railway infrastructure

Increase level of maintenance

DA ECB F

▪ Clearly defined roles and responsibilities for operator (TRL), regulator (SUMATRA), asset owner (RAHCO) and policy maker (MOT)

▪ Termination of non-functional concession agreement and agreement on undisputed legal framework

▪ Rehabilitation of track, bridges and inter-modal facilities to allow undis-rupted railway operations e.g. relaying of overstretched railway track metals, replacement of low axle load bridges

▪ Rehabilitation of workshops and gang camps

▪ Rehabilitate rolling stock (locos and wagons) to increase availability on the short-term

▪ Remanufacture and procure new rolling stock to increase availability on the mid- and long-term

▪ Create profitable and sustainable business plan with realistic cargo projections and adjusted tariff structure

▪ Reestablish financial monitoring and cargo tracking system

▪ Improve operational efficiency

▪ Create a new organizational set-up to enable operator and asset-owner to adapt to new roles (e.g. RAHCO taking over routine maintenance and casual renewal of track, bridges)

▪ Create new HR including succession plan

▪ Review maintenance operations

▪ Rehabilitate, procure and maintain workshop machinery

▪ Procure inspection trolleys and track maintenance/ monitoring machines to improve maintenance infrastructure

2


25

Railway: Recommendations and initiatives

Get the trainsrolling

Make it profitable and sustainable

A Inst. setup

D Strengthen business model

F Maintenance

E Org. setup

B Rehabilitate infrastructure and inter-modal handling facilities

C Improve availability of rolling stock

xyz Budget in TZS billions

Establish an undisputed institutional setup for railway operator, asset owner, regulator and policy makerA1

41.3

Apr 13 – Aug 13

Upgrade/ replacement of 28 low axle load bridges and culverts under condition “E”B1

426.9

Jun 13 – Apr 15

Relay of track portions with light overstretched and worn out track metalB2

12.5

Jun 13 – Dec 15

Rehabilitate 8 station buildings and 3 workshops, build 1 new station building and 15 gang camps to improve maintenance procedures and increase staff motivation

B3

102.6

Jun 13 – Mar 15

Improve telecommunication system in two phases (Dar-Dodoma, Tabora-Kigoma/ Tabora- Mwanza)B4

0.5

Jun 13 – Jan 15

Improve drainage system along Kilosa - Gulwe section to tackle environmental degradationB5

0.2

Jul 13 – Apr 14

Construction of extension of Ubungo line to DSM station to avoid interference of commuter and freight trainsB6

4.8

Jun 13 – Aug 13

Improved handling facilities at Isaka and IlalaB7

0.0

Jul 13 – Feb 15

Find operators for ICDs in Shinyanga and MwanzaB8

0.2

Jul 13 – Aug 13

Improve space situation at Isaka terminalB9

23.0

Apr 13 – Aug 13

Rehabilitate 9 locomotives to improve availability and increase capacityC1

84.6

Apr 13 – Jan 14

Remanufacture 14 locomotives to improve availability and increase capacityC2

272.0

Mar 13 – Nov 14

Procure 13 + 50 locomotives to improve availability and increase capacityC3

8.8

Apr 13 – Dec 15

Rehabilitate 275 freight wagons (covered, container, open) in two tranches (125 and 150)C4

522.6

Apr 13 – May 15

Procure 2234 freight wagon (covered, container, open) in three batches (274 + 970 + 990)C5

13.9

Apr 13 – May 15

Rehabilitate 13 shunting locomotivesC6

20.5

Apr 13 – Nov 14

Procurement of 64 brake vansC7

12.0

Apr 13 – Oct 14

Procurement of 50 ballast hopperC8

0.1

Apr 13 – Oct 14

Create/adjust demand-driven business plan for operations incl. cargo forecast, adjustment of tariff structureD1

3.2

Apr 13 – Jul 13

Reestablish financial monitoring system D2

7.2

Apr 13 – Dec 13

Reestablish cargo tracking system D3

0.5

May 13 – Oct 14

Adapt organizational setup of RAHCO according to its assigned roles and responsibilitiesE1

0

Jul 14 – Jun 16

Adapt organizational setup of TRLE2

6.1

Jul 14 – Jun 16

Create new recruitment strategy for TRLE3

26.2

Apr 13 – Apr 14

Rehabilitate workshop machinery to increase maintenance of rolling stockF1

62.3

Apr 13 – Dec 13

Improve track maintenance proceduresF2

26.6

Mar 13 – Jan 15

Improvement of trolley availability and procurement of track recording carF3

8.5

Apr 13 – Nov 14

Improvement of rolling stock maintenance proceduresF4 May 13 – May 13

Improvement of operational efficiency and adapt operations to increased traffic capacityD4 Jul 14 – Jun 16

0.5

0

88.0Improvement of working capital of TRLD5 May 13 – Nov 13


Get the institutional setup right

26

A joint proposal for a new institutional setup for all railway actors has been developed to secure future funding and increase accountability (1/2)

Key decisions Content

Phase I: transition period from 2013-2015 with TRL as only railway operator to stabilize system and reduce complexity

Phase II: long-term perspective from earliest 2016 with option to open network to other private operators

Increased accountabilityfor all actors

Creation of clearly defined legal framework

Establishment of needed legal base for future funding

Establishment of requirement for sustainable business model

Agreement on 2-phase approach1

Phase I: ownership of rolling stock will be transferred from RAHCO to TRL

Phase II: selected tasks such as routine maintenance, operational services, responsibility for railway college, quarry operations and sleeper plant will be transferred from TRL to RAHCO

Assignment of responsibilities for 23 tasks

2

Termination of non-functional concession agreement and replacement by contractual agreement

Establishment of task force for TRL’s debt structure

Amendment of Railway Act and other legislation to allow transfer of rolling stock

Development of detailed plan for implementation

3


ADEEPDIVE

27

Roles of MOT, RAHCO, TRL and SUMATRA Assumptions

▪ Performance Agreement between Board and CEOs

▪ Review of the Railway Act to protect TRL assets

▪ GoT to arrange for Financing for TRL with agreed KPI until it is self-sustaining▪ GoT to finance RAHCO until it generates funds from access and compensation fees

▪ In future workshops to be cost centre and/or privatized

▪ To be transferred to TRL as soon as approved by GoT

▪ Funds will be availed by GoT and Development Partners

▪ GoT to subsidize passenger services

▪ Agreement between TRL and RAHCO to include track maintenance materials during transition period

▪ Other operators allowed to operate to enhance competition ▪ To be a cost centre and a subsidiary to RAHCO

▪ TRL make PPP arrangements with major Customers and other operators to provide their own

▪ Strategic policy direction and decisions related to railway services and infrastructure development (CAPEX);

▪ Delegation of power to railway operators

▪ Maintenance and repair of existing Rolling stock

▪ Running Quarry operations▪ Sleeper reconditioning plant for sleeper maintenance

▪ S & T maintenance

▪ Issue licenses to railway operations▪ Approve new rail infrastructure safety systems and unusual safety relating to features of rolling stock

▪ Monitoring of rail transport service standards and standards of performance for provision of rail transport services

▪ Promote, regulate and enforce railway safety▪ Protect and preserve environment

▪ Regulate tariffs

▪ Promoting effective competition and economic efficiency

▪ Resolve complaints and disputes

▪ Promoting the availability of regulated services to all customers including low income, rural and disadvantaged consumers

▪ Initiate and conduct investigation in relation to quality of services provided by the railway operators

▪ Key down standards, code of conduct in respect of rail transport operators and customers;

▪ Investigate Accidents

▪ Performance monitoring and evaluation;

▪ Legal matters at National level (e.g. the Railway Act)

▪ Financing and Budget including, funds mobilization

▪ Railway Assets Owner: Infrastructure Assets (track, bridges, Signaling & Telecommunication, buildings, workshops land, plants)

▪ Ownership of rolling stock

▪ Railway Infrastructure Development

▪ Provide railway freight and passenger services

▪ Routine Infrastructure Maintenance of track, casual renewal of track and operational buildings

▪ Provide operational services▪ Run railway training college and Itigi primary School

▪ Procurement of new rolling stock

▪ Management of rolling stock

▪ TRL Business Plan ▪ TRL will update BP as part of LAB

Current StatusTransition period Long term

STRM TR SM TR SM

M RTS

= Ministry of Transport (MOT) = RAHCO

= TRL= Sumatra

X X X

X X X

X X X

X X X

X X X

X X

X X XX X X

XXX

X

XX

XXX

XXX

XX

X

XXX

XXX

XXXXXXXXX

XXXXXXXXXXXXXXXXXX

XXXXXX

X X X X X X X X X

X

XX

XXX

X

X

X

X

X

XX

Issues

X


A joint proposal for a new institutional setup for all railway actors has been developed to secure future funding and increase accountability (2/2)

ADEEPDIVE

28

1211109876543211211109876543211211109

1,0

TonsMil

2,0

3,0

0876543

Today’s track

600 existing

10 existing

2013 2014 2015

50 procurement

970 procurement

3 million tons

Rehab track/ bridges

RehabRehab

Rehab

9 Rehab

990 procurement

1.3 million tons

14 remanufacture

274 procurement

C3

13 procurement

C5

C5

C3

C5

C2

C1

B2

0.2

0.5

0.8

Track relayed3 principles for network upgrade

Extract the most of today’s assets –rehabilitation comes before remanufacturing and procurement

Give time for operational procedures to adapt

1

Align capacity of locos, wagons and track with business case projection

2

3

SOURCE: Transport Lab analysis Wagon capacity

Loco capacity System capacityTrack capacity

Future investment needs have been identified to carefully increase central line’s network capacity (rolling stock and track)to 3 million tons

DEEPDIVEBC

29

Infrastructure and operational roadblocks need to be eliminated to decongest the road and allow seamless travel on the central corridor

Infrastructure enhancement of ‘critical ‘roads

§ Widening Mandela, Nyerere, Mbezi-Kibaha road

§ Widening bridges§ Providing additional road

enhancement

§ Initiating electronic cargo tracking system (ECTS)

§ Reducing police checkpoints

§ Smart weighing systems and operations in place

Build supporting routes

§ Upgrading of Mivinjeni road§ Upgrading ‘missing’ links along

central corridor§ Upgrading regional/district roads§ Construct 6 lane Dar-Morogoro

Expressway

§ Restoring road furniture§ Clearing backlog maintenance

for dilapidated roads§ Initiate periodic maintenance

for current paved roads

Continuous maintenance

Safety and Security

§ Construct new weighbridge near the port

§ Construct additional parking bays

§ One Stop Border Post

Port and border posts’ facilities & services

§ Quick towing services§ Introduce the Road Safety

Act§ Enforcement by Road

Safety Lead Agency


A B C

D E F

3


30

Road: Recommendations and initiatives

Budget in TZS Billions

Infrastructure enhancement on the ‘critical’ roads

Build supporting routes

Continuous road maintenance

Improve and enforce road safety standards

Ports and border posts facilities & services

A

B

C

D

E

F

A1

A2

B2

B3

C1

C2

C3

E1

F2

B1

D1

B5

D2

A3

B4

F1

F3

TimeBudget

Jul 13-Jun 15Adding lanes on the 'critical' roads (Mandela, Nyerere) 84.2

Jul 13-Jun 15

Jul 13-Jun 15

Jul 13-Dec 15

Jul 13-Aug 14

Jul 13-Dec 14

Jul 13-Jul 15

Jul 13-Jun 15

Apr 14-Jul 14

May 13-Jun 14

Jul 13-Jun 16

Jul 13-Jun 14

Jul 13-Feb 15

Jul 13-Jun 15

Jul 13-Jun 14

Providing additional road enhancement for smooth travel 55.3

Upgrading regional/district roads (Kisarawe-Mlandizi) 78.0Constructing 6 lane Dar-Morogoro expressway 101.5

Constructing a new weighbridge near the port 4.7Constructing additional parking bays near the port and border posts 10.0

Introduction of the One Stop Border Post -

Clearing backlog maintenance for current roads 157.0

Introducing quick towing services 0.005Enactment of the Road Safety Act and establishment of the Road Safety Lead Agency

12.7

Upgrading the 'missing links' to bituminous standard 220.2

Linking police online query system with TRA ECTS 5.2

Introducing smart weighing inspection system and operations 4.2

Widening bridges at Kibamba, Kiluvya and Kibaha (Mpuji) 97.5

Introduction of traffic Management system 0.02

Debottleneck critical roads

Eliminate infrastructure and operation roadblocks

Safety & Security


Jul 13-Jun 15Constructing the Dar Outer Ring Road 169.0

Jul 13-Sep 14Upgrading of Mivinjeni road to bitumen standard 4.8


31

Mara

KilimanjaroArusha

Tanga

Lindi

MtwaraRuvuma

Iringa

Morogoro

Pwani

Dar Es Salaam

Dodoma

Singida

Rukwa

Mbeya

Kigoma

Tabora

Shinyanga

Kagera

Mwanza

Reducing 17 non-tariff barriers to only 3 will significantly reduce travel time

Queues at Kibahaweighbridge at night

Queues at Kibahaweighbridge during the Day

Both lane is blocked as a result of long queue at Kibaha weighbridge

Road accident causing con-gestion along Morogoro road

No parking facilities at Kabanga border post

No proper facilities at Kabanga border post

Long queue of trucks at Rusumo border

Congestion alongMandela road

Long trail of trucks parking on the Mandela road

1. Misugusugu2. Dumila3. Isaka

1. Kibaha2. Misugusugu3. Mikese4. Dumila5. Pandambili6. Nala7. Njuki8. Misigiri9. Igunga10. Nzega11. Mwendakulima12. Bukombe13. Nyakanazi14. Nyakahura

No.

TR

Ach

eck

po

ints

Po

lice

ch

eck

po

ints

Name

1

2

3

456

7891011

12

13

14

12

3

Lack of adequate office facilities at Border post 1

2

Current CheckpointsTo be removed

1. Vigwaza2. Manyoni3. Nyakanazi

No.

Po

lice

C

he

ckp

oin

ts

Name

Future Checkpoints

Deformation of asphalt concrete (AC) at Vigwazaalong Mlandizi-Chalinzeroad section

DDEEPDIVE


32

Introducing weigh-in motion system will allow better flow of traffic and reduce travel time further

Average delay Time

REDUCEDAverage time taken passing by weigh-in motion system (2015)

STOP

Average time taken on a weighbridge station stop (today)

Time:

91%reduction

of time

1

2

8stops

60minutes per stop

x

Time: 9stops

5minutes passing

through

x

480 minutes

45minutes

DEEPDIVED


SOURCE: 1-Today’s number of weighbridges on central corridor 2- Addition of a new weighbridge at the DSM port

1

2

33






Quick wins, strategic directions and key enablers – low hanging fruits and long term plans





34

The lab has identified initiatives that can be implemented with tangible results within the next 6 to 8 months

59

Envisaged dwell time

2015

1

2014

1

2013

2

Current dwell time

37

Envisaged turnaround time

2015

1

2014

1

2013

2

Current turnaround time

ImpactInitiative

0

1

2

2012 2013 2014 2015

024

2012 2013 2014 2015

Description

Dwell time reduced from 9 to 7 daysIntroduce new SOP for cargo collection/ delivery at the port

▪ New SOP to hasten the clearanceof cargo

Container ship turnaround timereduced from 7 to 5 days

Institute 24x7 operating hours at DSM port

▪ Ensure all government departments at the port are operational 24x7

▪ Introduce daytime congestion charges to encourage night time scheduling

Waiting time reduced from 2 to 0 hoursInitiating TRAelectronic tracking system for trucks

▪ System that will allow trucks to pass through TRA checkpoints without the need to stop and is integrated with the police online query system

Waiting time reduced from 3 to 1 hourReduce police check points along central corridor road

▪ Reduce police check points from 14 to 3 which will be located at Vigwaza, Manyoni and Nyakanaziweighbridge stations

1

2

3

4


Quick win


In all sectors, fundamental decisions of the future development in the mid and long term have to be made

Ports –expansion of DSM port or construction of new port

Railway –switching from narrow gauge to standard gauge

Option 1

Option 2

Plans

Option 1

Option 2

Rationale

▪ Further expansion Dar es Salaam port for containers beyond 2015

▪ Increase throughput volume to 1.2 Mil TEUs by 2025▪ Dredging and construction of berth 13

& 14 to allow larger vessels▪ Limitation of space in/surrounding the port ▪ Congestion due to increase of traffic and limitation of

road networks▪ Development of Kisarawe CFS to cater growth

▪ Construction of Bagamoyo port

▪ Targeted throughput of 20 Mil TEUs▪ Natural shelter bay▪ Suitable topography for state-of-the-art design port

construction with expansion options▪ Catalyst for development of special economic zone▪ New rail and road links to be constructed

▪ Changing to standard gauge

▪ Heavy capital investment and long construction time▪ Promotes interoperability between countries ▪ Improve speed, double stacking, volumetric vehicle

sizes, volume and quality of R&D and mass production of rolling stock

▪ Easier supply to new rolling stocks▪ Lower operating cost

▪ Keeping the meter gauge

▪ Existing infrastructure with proven track record▪ Lower capital investment▪ Poor intermodal (cannot have double stack

containers)▪ High operational cost▪ Limited R&D activities

Moving forward plan

▪ Assess the need of the shift by considering the following– What is the market competitive

and comparative analyst– Future plans of shipping lines

and route plans– Potential growth of land locked

countries▪ Establishing core competencies

and differentiation strategy, i.e., transhipment port, container port, bulk port, cruise liner port and maintenance, repair and overhaul (MRO)

▪ Assess the need of the shift by considering the following– Is there a business case for

railway connections to the north and south of Tanzania

– What are the future plans of the adjoining countries with their railway systems

– Where is the potential market growth for traffic on existing lines within Tanzania

– What is the potential market growth for traffic from land-locked countries

36

In addition, we have identified key enablers needed to ensure the recommendations are successfully delivered

Case for change

Recommen-dations

▪ Inadequate operating budget restricting new hire

▪ Lack of succession planning

▪ Short term: Public service to approve/extend (max 1 year contract) local hire permit for critical vacancies immediately

▪ Medium term: Establish a policy for all government agencies to submit succession plan

▪ Medium term: Conduct survey on the various age group across the public sector to identify the age gap

Human Capital Development

1▪ Inadequate awareness on

requirements for PPP involvement

▪ Short term: Conduct training and awareness programs to government officers in the respective ministries to understand the requirements of PPP

▪ Short term: Establish a criteria check list for involvement of PPP and distribute to all ministries

Procurement process involving PPP

2▪ Lack of commitment within

the ministry in preparing the drafts

▪ Short term: Bulk submission of all amendments from the labs which is directly monitored by the President’s Delivery Bureau to the Inter-Ministerial Technical Committee of Permanent Secretaries (Initiate Road Safety Act, amend Railway Act)

▪ Medium term: Institutionalize a timeline from initiation of change to approval by parliament

Amendment to Acts 3


37











38

A total budget of TZS 3.8 trillion is required to implement all recommendations - 67% rely majorly on public sector funding

Total

3,820,403

2,555,163

301,500963,740

Road

1,214,708

Railway

1,841,256

Port

764,439

Source from public sector

Source from private sector

Source from DP

Development expenditure 2013-15TZS millions

Total

19.900

RoadRailwayPort

Recurring expenditure 2013-15TZS millions

Total budget by sector by yearTZS millions

2015

556,199

174,040

152,063

230,096

2014

1,638,515

603,922

600,442

434,151

2013

1,645,589

445,092

1,094,851

105,646

Railway RoadPort

19,9008,346

6,100

5,454


39

The required TZS 3.8 trillion will create transport capacity for additional imports/exports with estimated value of 12.8 trillion

Required investment of TZS 3.8 trillion …

2013: TZS 1.6 trillion



TZS 3.8 trillion

… will create capacity for additional import and export

19.528.1

9.9

6.7

+48%

Total trade 2015

38.0

Total trade 2012

26.2

ExportImport

Budget required transport sector 2013-15TZS millions

Capacity for import and exportValue in TZS millions


40

There is more opportunity to reduce the dependency on public funds as there is high interest of involvement by development partners and private sector


8%

Development partner

25%

Private sector67%

Public sector

Source of fund

Total: TZS 3.8 trillion

They are waiting to invest !

▪ TZS 693 bil

▪ TZS 270 bil1. World Bank

2.Development Bank of South Africa

3. European Union▪ Interest in port4. Trademark East Africa▪ Interest in rail5. Japan International

Corporation Agency

StatusDevelopment Partner

1. Bakhresa

2.Primefuel

3. Tanga Cement

4. World Food Program ▪ Interest in rail

StatusPrivate sector

▪ Interest in rail



PRELIMINARY INTEREST

41







Budget requirements– what resources are needed to get there




42

The implementation of the NKRA Transport will be monitored by a post lab governance mechanism

Owners:▪ RAHCO▪ TRL▪ SUMATRA

Railway

Members:▪ Minister of Works▪ Minister of Home Affairs▪ Chief Secretary▪ Director General of Civil Service▪ Permanent Secretary of Ministry of Transport▪ Permanent Secretary of Ministry of Works▪ Permanent Secretary of Ministry of Home Affairs▪ Permanent Secretary of Ministry of Finance

Members:▪ Minister of Works▪ Minister of Home Affairs▪ Chief Secretary▪ Director General of Civil Service▪ Permanent Secretary of Ministry of Transport▪ Permanent Secretary of Ministry of Works▪ Permanent Secretary of Ministry of Home Affairs▪ Permanent Secretary of Ministry of Finance

Steering CommitteeChair: PresidentDeputy Chair: Minister of Transport

NKRA Steering Committee level: Meeting once a month▪ Workstream / initiative

owners to provide progress updates

▪ Make decisions and provides guidance / direction to the team

▪ Resolves conflicts▪ Oversees all other matters

related to NKRA

Working level:Meeting more frequently (i.e. bi-weekly)▪ Liaise directly with

Ministry’s Delivery Unit and respective PDBdirectors

▪ Director General of TRA▪ Director General of TPA▪ Inspector General of Police▪ CEO of RAHCO▪ CEO of Tanzania Railway Limited▪ CEO of TANROADS▪ Executive secretary of POPC

Owners:▪ TPA▪ TICTS▪ TRA▪ SUMATRA

Ports

Owners:▪ TANROADS▪ TRA▪ Tanzania Police

Force

Roads

Secretariat:Ministry Delivery Unit (supported by PDB and Executive Secretary of Central Corridor TTFA)

Secretariat:Ministry Delivery Unit (supported by PDB and Executive Secretary of Central Corridor TTFA)



… through top line performance indicators

Transport Lab

# KPI CategoryWorkstream/initiative

KPIowner

KPI description Unit2013/14

2014/15

2015/16

Source Frequency

KPI target (quantitative) Measurement/tracking

T1 Overall Port Minister, MOT

Throughput capacity at Dar es Salaam Port

Tons 13.0 Mil 15.0 Mil

18.0 Mil

Master log from TPAand TRA

Monthly

T2 Overall Rail Minister, MOT

Capacity transported by TRL

Tons 0.8 Mil 2.0 Mil 3.0Mil Availability of rolling stock + turnaround time & TRLfinancial report

Monthly

T3 Overall Roads Minister, Works

Reduce travel time of trucks from Dar es Salaam port to Mwanza, Rusumoand Kabanga

Hours 76.0 Mil 68.0 Mil

60.0 Mil

TRA electronic cargo tracking system

Monthly


In addition, specific performance indicators for each sector have been developed - portTransport Lab KPI target (quantitative) Measurement/tracking

Ship turn around time: Arrival at outer anchorage – departure outer anchorageContainer dwell time: Time from container lands on quay site to time departs at the gates

1 Ports Enhance operational efficiency

Minister of MOT, DG TPA and CEO TICTS

Average ship turn around time

Days 5 4 3 Harbourmaster report

Monthly

2 Ports Enhance operational efficiency and strengthening institutional administration

Minister of MOT, DG TPA and CEO TICTS

Container cargo dwell time

Days 7 6 5 Terminal operators and TRA

Monthly

Motor vehicles per shift

3 Ports Port infrastructure modernization

DG TPA RoRo cargo capacity

600 800 1400 Master log from TPA

Monthly

4 Ports Maximize spatial efficiency

DG TPA Trucks gate-in-gate-out

Hours 3 2 1 Terminal operators and TRA

Monthly

5 Ports Maximize spatial efficiency

DG TPA Train gate-in-gate-out

Hours 4 3 2 Terminal operators and TRA

Monthly


KPIowner


2014/15

2015/16

Source Frequency


Transport Lab KPI target (quantitative) Measurement/tracking

6 Railway Overall performances of the central railway line

CEO TRL Capacity transported by TRL

tons 0.8 Mil 2 Mil 3 Mil Availability of rolling stock + turn around time and financial report

Monthly

7 Railway Improve track maintenance

CCE, TRL Reduce number of train acidents

# of acci-dents

100 50 20 Accidents Report, Safety Department

Monthly

8 Railway Improve track maintenance

Improve cross level, alignment and top (CAT) index

Index rating

2 1 0.5 MATISA Track Recording Car Report, Safety Department

Quarterly

9 Railway Improve availability of rolling stocks

Chief Mechanical Engineer, TRL

Availability of locomotives

% 50 60 80 Control Office Report, Rail Transportation Office

Monthly

CCE, TRL


KPIowner


2014/15

2015/16

Source Frequency

In addition, specific performance indicators for each sector have been developed – railway (1/2)



10 Railway Improve availability of rolling stocks

Chief Mechanical Engineer, TRL

Availability of wagons

% 50 70 90 Control Office Report, Rail Transportation Office

Monthly

11 Railway Rehabilitate infrastructure (track and bridges)

Director of Technical Services, RAHCO

Average speed of the train

km/h 30 50 55 Control Office Report, Rail Transportation Office

Monthly

12 Railway Business model

Chief of Rail Transpor-tation, TRL

Turn around time of the wagon

Days 42 20 12 Quarterly commercial report, Commercial Manager Office

Quarterly


KPIowner


2014/15

2015/16

Source Frequency

In addition, specific performance indicators for each sector have been developed – railway (2/2)


1 Nyahua – Chaya (90km), Urambo – Kalilua (33km), Kalizambwa – Chagu (40km), Malagarasi – Uvinza (51km)2 Dar Es Salaam port – Tazara (6km), Tazara – JNI Airport (6km), JNI Airport – Pugu Village (8km)


13 Roads Improve and enforce road safety standards

Minister of Home Affairs

Enactment of Road Safety Act

Cmpl-tion

14-Apr N.A N.A Checklist Quarterly

14 Roads Reducing non-tariff barriers

CEO of TAN-ROADS

Reduce number of weigh bridge station stops

no 9 1 N.A # of weighbridge stops

Monthly

no15 Roads Reducing non-tariff barriers

DG TRA Reduce number of TRA checkpoints

0 N.A N.A # of checkpoints

Monthly

16 Roads Reducing non-tariff barriers

Traffic Po-lice Com-mander

Reduce number of police road blocks

no 3 N.A N.A # of checkpoints

Monthly

17 Roads Build supporting routes

CEO of TAN-ROADS

Upgrading missing links to bituminous standards (214 km)1

km 42 (20%) 214 (100%)

N.A Substantial completion certificate report

Monthly

18 Roads Infrastructural enhancement on critical roads

CEO of TAN-ROADS

Widening critical roads (20 km)2

km 5 (25%) 20 (100%)

N.A Substantial completion certificate report

Monthly


KPIowner


2014/15

2015/16

Source Frequency

In addition, specific performance indicators for each sector have been developed – roads

48











49

Inawezekana, tutekeleze SASA

Asante Sana

transport - exec summary · bl bill of lading bot build operate transfer cagr cumulative average...

Documents