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#2474075

PRESENTATION TO THE PORTFOLIO COMMITTEE ON TRANSPORT Annual Performance Plan 2016/17 – 2018/19 6 April 2016. #2474075. MANDATE. Responsible for proclaimed national road network Toll and Non-Toll network Maintain, upgrade, operate, rehabilitate and fund national roads

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#2474075

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  1. PRESENTATION TO THE PORTFOLIO COMMITTEE ON TRANSPORTAnnual Performance Plan2016/17 – 2018/19 6 April 2016 #2474075

  2. MANDATE • Responsible for proclaimed national road network • Toll and Non-Toll network • Maintain, upgrade, operate, rehabilitate and fund national roads • Levy tolls to service toll roads • Advise the Minister on road related matters • Create public value

  3. SouthAfricanRoadNetwork - 2014 Un-Proclaimed Roads = Public roads not formally gazetted by any Authority

  4. Pavement Age Please Note: 75% of Network Older than Original 20 Year Design Life

  5. What Is The Price We Pay – Government Repair Cost = X / km Repair Cost = 6X / km (Ratio 1:6) Good Fair Repair Cost = 18X / km (Ratio 1:18) Poor 3-5 Years Very Poor 5-8 Years Please Note: Typical Costs for 11.4m Wide Road in Flat Terrain

  6. What Is The Price We Pay – Road User Please Note: Costs exclude fuel, travel time, cargo damage, etc. components

  7. NATIONAL ROAD NETWORK (km) Total RSA Road Network Estimated to be 750,000 km

  8. Total Employees: 305

  9. SANRAL’s Cluster Structure

  10. NATIONAL ROAD NETWORK GROWTH (km)

  11. SANRAL Budget Need vs Allocation

  12. Note: The implication of No New Toll Roads and no additional budget (R11.89bn per year additional over 10 years) from National Treasury will be far reaching for the national road network and the road users. If the decision is made that all the required Expansion requirements must be constructed over 10 year period, using the existing non-toll budget, the impact of this approach will be disastrous on the condition of the rest of the non toll road network, since remaining budget available can only cover routine maintenance needs.

  13. Note: Allowing planned Expansions to proceed as Toll Roads or increasing allocation to SANRAL by additional R11.89bn per year over 10 years, will have far reaching positive impact for the national road network and the road users. If Expansions can be funded through toll or increased non toll allocation to SANRAL, the length of non-toll network to be maintained using existing non-toll budget, will immediately decrease by 2,000km, resulting in more budget being available to address maintenance and strengthening requirements.

  14. Non-Toll Budget (Rand ‘000)

  15. Toll Budget (Rand ‘000)

  16. National Development Plan (NDP) By 2030 aims to: Eliminate income poverty • Community Development Programme • SMME Development Reduce inequality. • Develop Human Capital • Improve access to national roads Enabling milestones: Increase employment from 13 m in 2010 to 24 m in 2030 Establish a competitive base of infrastructure, human resources and regulatory frameworks Blue : SANRAL’s contribution

  17. NDP: Critical Actions Public infrastructure investment at 10% of GDP (total 30% of GDP in 2030), financed through tariffs, PPPs, taxes, loans and focused on transport, energy and water. - toll roads Transport: Upgrade the Durban-Gauteng freight corridor - - (De Beers Pass) Expand capacity of coal, iron ore and manganese lines Build the N2 through the Eastern Cape • Wild Coast (construction of bridges to commence in 3rd Quarter 2016) Public transport infrastructure and systems, including the renewal of commuter rail fleet, supported by enhanced links with road-based services. Blue : SANRAL’s contribution

  18. MTSF: 14 Outcomes (2014) • Quality basic education • A long and healthy life for all South Africans • All people in South Africa are and feel safe • Decent employment through inclusive growth • Skilled and capable workforce to support an inclusive growth path • An efficient, competitive and responsive economic infrastructure network • Vibrant, equitable, sustainable rural communities contributing towards food security for all • Sustainable human settlements and improved quality of household life • Responsive, accountable, effective and efficient local government • Protect and enhance our environmental assets and natural resources • Create a better South Africa, a better Africa and a better world • An efficient, effective and development oriented public service • A comprehensive, responsive and sustainable social protection system • A diverse, socially cohesive society with a common national identity

  19. Alignment With Minister’s Performance Agreement Maintenance, Strategic Expansion, Operational Efficiency of Transport Infrastructure: Through SANRAL’s non-toll and toll projects on the national road network SIP 2: N3 De Beers Pass – Responses of comments received from the public on the draft EIR being collated for submission to the Minister of Transport (MTSF: SANRAL commences work in 2015) SIP 3: Wild Coast Project: work on bridges expected to commence in November 2016 (MTSF: Wild Coast - SANRAL to have commenced construction of bridges in 2014) Integrated National Transport Plan: SANRAL has submitted comments. The additions relating to PICC and SIP projects are being reviewed for comments. Decent employment opportunities: Through SANRAL’s projects and SMME empowerment Comprehensive rural development: Through SANRAL’s projects in rural areas and access to national roads through Community Development Projects Protect and enhance environmental assets and natural resources: Through SANRAL’s environmental policies on projects

  20. Nine Point Plan (SONA 2016) Cannot have an efficient economy or social cohesion without good roads Resolving the energy challenge • SANRAL projects being done energy efficiently and with responsible and sustainable environmental practice Revitalising agriculture and the agro-processing value chain • Provision of effective road transport infrastructure Advancing beneficiation or adding value to the mineral wealth More effective implementation of a higher impact Industrial Policy Action Plan • Provision of effective road transport infrastructure Encouraging private sector investment • Toll road portfolio including PPPs Moderating workplace conflict In blue: SANRAL’s contribution In grey: Not directly applicable

  21. Nine Point Plan Unlocking the potential of SMMEs, cooperatives, township and rural enterprises • SANRAL projects target: - SMME empowerment including women and youth - Job creation and training on the job - Community development: projects – access roads, pedestrian bridges - Skills development – scholarships, bursaries, internships State reform and boosting the role of SOCs, ICT infrastructure or broadband roll-out, water, sanitation and transport infrastructure. • Continuing to deliver as an SOC • Effective and efficient delivery of the national road infrastructure • Intelligent Transport Systems (ICT) Operation Phakisa, which is aimed at growing the ocean economy and other sectors. • Egress/access to ports and beyond In blue: SANRAL’s contribution

  22. SANRAL: Strategic Outcomes Oriented Goals Ensure an efficient, competitive and responsive national road network (MTSF Outcome 6: An efficient, competitive and responsive economic infrastructure network) Ensure improved road safety on the national road network (MTSF Outcome 3: All people in SA are and feel safe) Ensure improved rural access to the national road network (MTSF Outcome 7: Vibrant, equitable and sustainable rural communities) (MTSF Outcome 8: Sustainable human settlements and improved quality of household life) Ensure sound environmental management and sustainable practice on the national road network (MTSF Outcome 10: Environmental assets and natural resources that are well protected and continually enhanced) Ensure decent employment opportunities, transformation and empowerment (MTSF Outcome 4: Decent employment through inclusive economic growth) (MTSF Outcome 5: Skilled, capable workforce to support inclusive growth path) An efficient, effective and development oriented national roads agency (MTSF Outcome 12: An efficient, effective, development oriented public service)

  23. STRATEGIC OBJECTIVES Manage the national road network effectively and efficiently Provide safe roads Carry out Government’s targeted programmes Co-operative working relationships with all spheres of Government and the SADC member countries Maintain good governance practice Maintain financial sustainability Pursue research, innovation and best practice Safeguard SANRAL’s reputation Pursue and maintain environmental sustainability and best practice

  24. ANNUAL PERFORMANCE PLAN 2016/17 – 2018/19 (Summary) Measures performance against targets linked directly to Strategic Objectives Manage the national road network effectively and efficiently • Road condition indices • Maintenance and capital projects kilometres • SIP Projects • Traffic information Provide safe roads • Projects in pedestrian hazardous locations • Road safety audits in design phase • Road Safety education programmes

  25. ANNUAL PERFORMANCE PLAN 2016/17 – 2018/19 CONT’D Carry outGovernment’s targeted programmes • Empowerment through award of contracts • Job creation • SMME Development • Development of Human Capital • Internal & External: employment equity, scholarships, bursaries, internships • Community Development projects Cooperative working relationships with all spheres of Government and the SADC member countries • COTO approvals • Incident Management System across the country • Work done through ASANRA: norms and standards • Cooperation on the Botswana bridge

  26. ANNUAL PERFORMANCE PLAN 2016/17 – 2018/19 CONT’D Maintaingood governance practice • Prevention of Fraud and Corruption – Fraud hotline (Unqualified audit reports over the years) 6.Maintainfinancial sustainability • Private sector investment index • Expenditure efficiency – overheads Pursue research, innovation and best practice • Road Design software • Pedestrian behaviour

  27. ANNUAL PERFORMANCE PLAN 2016/17 – 2018/19 CONT’D 8. Safeguard SANRAL’s reputation • Positive messaging • Publications • Stakeholder engagement 9. Pursue and maintain environmental sustainability and best practice • Environmental management

  28. KEY PRIORITIES FOR 2016/17 Asset Management Systems for the timely maintenance of national roads Planned increase of national road network by incorporation of roads as requested by Provinces Good co-operative relationships with relevant government departments, provincial and municipal authorities – sharing of asset management systems across jurisdictions Smooth management of e-Tolling in Gauteng Roll out of electronic lanes at current plazas for quicker flow of vehicles - ongoing N1-N2 Winelands Toll Road, Western Cape N2 Wild Coast Toll Road, Eastern Cape (MTSF – Commence 2014) N3 De Beers Pass, Free State, KZN (SIP-2. MTSF – Commence 2015)

  29. Chair in Pavement Engineering: University of Stellenbosch Chair in Transport Planning: University of Cape Town NMMU Exposure & school visits to ICT lab 2148 learners 23 Educators University of Witwatersrand WTTP Grade 10-12 2015/16 – 50 learners University of Free State ICT Grade 10-12 ICT Lab Science Programme: 341 learners 26 education students Family Math & Science Grade R-3 learners: 12 942, educators: 255, parents: 7 512 University of the Free State – The SANRAL Chair in Maths and Science TRANSFORMATION:Support Tertiary Institutions

  30. TRANSFORMATION Sub-Contractor ProcurementConventional Projects: CPG Contract participation goals (CPG) for Type A projects, i.e. plant and materials intensive, e.g. Reseals.

  31. TRANSFORMATION Sub-Contractor Procurement Cont’dConventional Projects: CPG • Contract participation goals (CPG) for Type B projects, i.e. upgrades, rehabs, new construction.

  32. TRANSFORMATION Main Contractor ProcurementRRM Projects • New RRM contract percentage allocation:

  33. TRANSFORMATION:Community Development Contracts Labour and SMME Based Contracts SANRAL contracts with a Training Service Provider (TSP). TSP tenders for training, mentoring, management. TSP does not tender for construction of the works. 90% of work is constructed by Local Labour and SMMEs. 10% of work typically requires larger plant, etc. 90% of SMMEs must be black owned. 40% of SMMEs must be woman owned. 40% of SMMEs must be youth owned. All SMMEs/labour recruited from the local community

  34. Black Owned Enterprises Appointed by SANRAL

  35. Woman Owned Enterprises Appointed by SANRAL

  36. Changes to the Strategic Plan New Strategic Objective (No. 9) added: Pursue and maintain environmental sustainability and best practice Target for percentage of RRM project spend contracted to SMMEs and black owned companies and in terms of black ownership of the main contractor has been increased from 60% to 65% Target for number of SMMEs working for SANRAL has been increased from 800 to 1200 for 2016/17 and incrementally in the following years. The target for the number of scholarships offered has been increased from 150 to 200 The Expenditure Efficiency Index target was reduced from less than 7.5% to less than 10% due to reduced expenditure on toll projects given the uncertainty with regard to the ‘user-pay’ principle.

  37. CHALLENGES • Going-concern status of SANRAL due to poor collection on GFIP e-toll project • Delays in implementation of critical projects: N1-N2 Winelands, N3 De Beers Pass – Loss of opportunity • N2 Wild Coast expected to commence in late 2016, 15 years later than originally planned • Need firmly communicated message on toll road funding • Shortfalls contractually paid by Government. Unnecessary burdens on borrowings. • Inadequate law enforcement: • Traffic rules • Overloading by hauliers • Compliance in relation to electronic tolling • Driver and pedestrian behaviour – road safety

  38. CHALLENGES CONT’D Ratings review for downgrade: Lack of enforcement is a key factor Quote from Moody’s Ratings Report: “UNCERTAINTIES REGARDING THE ENFORCEMENT OF E-TOLL REVENUE COLLECTIONS SANRAL's power to collect e-tolls is underpinned by legislative instruments including the SANRAL Act no 7 of 1998, and the Transport and Related Matters Amendment Act of 25 September 2013. Although the legislation is in place to prosecute offenders and to issue civil summonses, there has to date been no enforcement to collect the outstanding e-toll arrears. Further to the existing legislations the government is planning to make the renewal of vehicle license discs contingent upon the payment of e-toll arrears. This will not take effect for up to 18 months. There is uncertainty over whether these measures will be enforced. We believe a lack of enforcement is a key contributor to persistently low e-toll collection rates.”

  39. CHALLENGES CONT’D • Insufficient funding for timely upgrades and maintenance of the non-toll network • Insufficient high-level planning and co-ordination between inter-modal transport and the three spheres of Government • Delays in project related approvals from authorizing departments and provinces • SIP-4: Reports received are often not consistent or verified and are delayed. Increased transparency would be beneficial

  40. ANNUAL PERFORMANCE PLAN: Programme 1: Strategic Objective 1: Manage the national road network effectively and efficiently

  41. Programme 1: Strategic Objective 1: Manage the national road network effectively and efficiently

  42. Programme 1: Strategic Objective 1: Manage the national road network effectively and efficiently

  43. Programme 2: Strategic Objective 2: Provide safe roads

  44. Programme 2: Strategic Objective 2: Provide safe roads

  45. Programme 3: Strategic Objective 3: Carry out Government’s Targeted Programmes

  46. Programme 3: Strategic Objective 3: Carry out Government’s Targeted Programmes (Cont’d)

  47. Programme 3: Strategic Objective 3: Carry out Government’s Targeted Programmes (Cont’d)

  48. Programme 4: Strategic Objective 4: Co-operative working relationships with all spheres of Government and SADC member countries

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