Report of the Portfolio Committee on
Transport on the Strategic Plan and Budget of the Department of Transport and
its Entities, dated 12 April 2010
1. Background
The
Portfolio Committee on Transport held a workshop on the Strategic Plan of the
Department of Transport (DoT) and its Entities on the 19-20 March 2010 at the
2. Attendees
Ms
NR Bhengu (ANC) - Chairperson; Ms DE Dlakude (ANC); Ms NJ Ngele (ANC); Mr MSF
De Freitas (DA); Mr SB Farrow (DA); Mr PD Poho (COPE); Ms D Martin (Committee
Secretary); Ms M Soga (Executive Secretary); Ms A Kakaza (Committee Assistant);
Mr G Mahlalela (DG-Department of Transport); Mr T Tenza (DoT); Ms H Fakira
(DoT); Ms L Molebatsi (DoT); Ms L Mboyi (DoT); Ms S Petse (DoT); Mr C Matjie (DoT);
Mr J Mmekea (DoT); Ms T Letsoalo (DoT); Mr G Maluleka (DoT); Mr D Pretorius
(DoT); Mr M Ralephenya (DoT); Mr C Manyungwana (DoT); Ms A Nchabeleng (DoT); Mr
M Godfrey (DoT); Mr B Maseko (ACSA); Ms P Mabelane (ACSA); Mr M Mvelase (RAF);
Mr A Gerrandt (RAF); Mr T Mokhele (SAMSA); Mr R Nkosi (SAMSA); Ms A Mathew (SANRAL);
Mr N Alli (SANRAL); Ms M Mofi (RSR); Mr L Venkile (RSR);Mr TL Montana (PRASA); Ms
S Mabaso-Royana (PRASA); Mr T Holele (PRASA); Ms P Tsolekile (PRASA); Mr C
Letsoalo (RTMC); Mr P Dlamini (ATNS); Mr M Mvulase (CBRTA); Ms D Loedolff
(CBRTA); Mr C Jordaan (SACAA); Mr R Khan (IPR)
3. Proceedings
The
Chairperson opened the workshop and welcomed everyone. She thanked the Acting
Committee Secretary and the Executive Secretary for organising the workshop at
such a short notice.
She
outlined the purpose of the workshop as follows:
3.1. To look at different strategies of
transport entities and how to align them with the ones the Department of
Transport has.
3.2. To look at the financial allocations
and how they are allocated to their programmes.
3.3. To look at how intervention could be
made if the budget allocated does not speak to the programmes.
3.4 To look at the congruence between the
Strategic Plan of all entities that work with the Department of Transport.
3.5 To look at ways of increasing the
budget and systems of road infrastructure.
3.6 To look at how the Department of
Transport and its entities contribute to reduction of social ills and poverty.
3.7 To identify skills shortages.
4. Department of Transport
Mr
Mahlalela, Director General in the Department of Transport acknowledged that
there were challenges within the Department, such as, amongst others skills
shortages and systems in place are not modernised.
He
said there has not been enough consultation with the entities, Provinces and all
the stakeholders to make the programmes possible.
He
outlined the government priorities in the next three years as follows:
4.1 Government priorities
4.1.1
Creation of decent work and sustainable livelihoods.
4.1.2
Education and health.
4.1.3
Rural development, food security and land reform.
4.1.4
Fight against crime and corruption.
4.1.5
Environmental protection.
4.2 Minister’s priorities
4.2.1
Rural access and mobility interventions.
4.2.2
Public Transport Interventions.
4.2.3
Transport Safety and Security.
4.2.4
Infrastructure Development.
4.2.5
High-level Investment Plan for Transport.
4.2.6
Transport Integration.
4.2.7
2010 World Cup delivery platform.
The
two priorities were in the process of being merged so as to make sense to the
Department of Transport Programmes. After completion a final programme will be
implemented with the involvement of the Portfolio Committee on Transport. The
most critical point is to develop a service delivery model which the Department
was still working on.
The
DG emphasised a need for additional funding as most of their funding went to
the Soccer World Cup. There is a need for more funding towards roads
maintenance, public transport interventions and road safety.
The
Department will step up efforts to obtain PPP funding so that they could
maximise investment from the private sector.
4.3 Outcomes for the Department in
the next three years
4.3.1 Outcome 1: An effective and integral infrastructure
network that serves as a catalyst for social and economic development.
This
outcome seeks to:
a. Enhance
the competitiveness of the transport sector.
b. Develop
key transport facilities.
c. Improve
trade, logistics and passenger movement across borders.
d. Maintain
and preserve critical roads that were improved.
e. Upgrade
and develop passenger rail corridors.
f.
Enhance efficiencies and reliability
in rail freight sector.
g. Prioritise
secondary lines construction and maintenance.
h. Improve
airfreight services.
i.
Enhance sea ports services.
4.3.2 Outcome 2: A transport sector that is safe and secure
This
outcome seeks to:
a. Develop
the transport disaster management plan to feed into the national disaster
management strategy.
b. Ensure
a safe rail infrastructure and equipment.
c. Reduce
accident and incident rates on roads.
d. Transform
the Road Accident Fund (RAF) into the Comprehensive Social Security System.
e. Improve
the Maritime Transport Safety and Security.
f.
Improve Air Transport Safety and
Security.
g. Improve
Non-Motorised Transport (NMT) facilities, infrastructure and services.
h. Roll
out the Integrated Rural Public Transformation Networks (IRPTNs).
4.3.3 Outcome 3: Improved rural
access, infrastructure and mobility
This
outcome seeks to improve access to the utilisation to airport network and facilities
in rural areas.
4.3.4 Outcome 4: Improved public
transport systems
This
outcome seeks to:
a. Roll
out the Integrated Public Transport Networks (IPTNs).
b. Formalise
the Public Transport Industry.
c. Create
an efficient and effective scholar transport system.
d. Coordinate
2010 transport arrangements.
4.3.5 Outcome 5: Increased
contribution to job creation
This
outcome seeks to:
a. Reach
job creation targets for transport sector set and achieved.
b. Promote
National procurement.
c. Promote
growth in the local maritime and aviation industry.
4.3.6 Outcome 6: Increased
contribution to environmental protection
This
outcome seeks to:
4.4 Timeframes
4.1.
The Department plans to reposition the transport sector by way of planning,
coordination, engagement and communication with the stakeholders by the 31 March 2010.
4.2.
It will finalise Corporate and Strategic Plans by the 31 March 2010.
4.3.
It will finalise Performance Agreements / Shareholder Compacts by the 31 March
2010.
4.4.
The service delivery model will be aligned by the 31 March 2010.
The
following comments were made by the DG to equip the Committee on the preparations
for the anticipated oversight on the state of readiness for the 2010 FIFA World
Cup.
A
few challenges were identified after the Department visited the Host Cities;
5. Airports Company of
Mr
Bongani Maseko, Director: Operations within ACSA apologised that the Director
of ACSA could not attend the workshop.
He
said that their main focus was to build a better and clear role of ACSA. It
plans to create a better customer care service and address all bottlenecks that
were hampering services at all airports. Safety and security has been a great
challenge while some areas are still working towards progress.
Mr
Maseko further stated that after the 2010 FIFA World Cup, ACSA will outline
what deliverables should be prioritised. He indicated that they believe the
current year has set a good base to move on with the future. The economic
meltdown came when ACSA was on the verge of improving services, however but
they managed to meet some of the deadlines. Mr Maseko informed the Committee
that 150 000 jobs will still be created.
6. Road Accident Fund (RAF)
Mr
Andre’ Gerrandt apologised on behalf of the CEO of RAF, who was unable to
attend the workshop. He went on to say the balance sheet of the RAF was sitting
in a red.
He
stated that a mismatch between the RAF’s income and expenditure has led to a
deficit of R40 billion. Recent increases in the fuel levy have grown the RAF’s
revenue but claims incurred have been growing faster than the revenue.
He
further stated that in the past year, the RAF has continued to align its
operational activities to the objectives set by the Department of Transport.
Despite meeting a number of targets, the net financial position is still
negative. This has resulted in the solvency and liquidity of the organisation
decreasing even further. Operating costs have been contained to account for the
majority of this. General damages continue to account for the majority of
compensation. Small claims represent more than 50% of volumes, but less than 2%
of value is paid out.
The
RAF managed to reduce the claims backlog by focusing on eliminating the smaller
old claims. An increase in productivity and staff numbers assisted in shrinking
the backlog.
7. South African Maritime Safety
Authority (SAMSA)
Mr
Tsietsi Mokhele, CEO of SAMSA outlined the objectives of the Authority as
follows:
The
entity has evolved in line with other leading maritime authorities, and has
positioned itself to become a comprehensive Maritime Authority capable of
implementing its third strategic value of creating a mandate of
advancing
7.1 Strategic projects in the next
three years
Mr
Mokhele stated that the implementation of the SAMSA turnaround and repositioning
plan will focus on improving the financial position of the entity. It will also
improve the skills, systems and technological base of the company with the aim
of rebranding the entity to reflect SAMSA’s full mandate and role as a Maritime
Authority.
The
Implementation
of the maritime traffic monitoring and surveillance system led to the Long
Range Identification and Tracking System in 2009 and Automatic Identification
Systems in 2010. It will create Long Range Vessel Traffic Management and
Information Services in 2011.
The
establishment of a National Maritime Industry/Economic Cluster will coordinate
the sector policies in 2010.
SAMSA
will improve the technology and systems in 2010 so as to implement the
financial and accounting systems and web-site portal. This will boost the ship
registration system and seafarer certification system.
There
will also be a rollout of the implementation of the small vessels and Inland
Waterways regulations in 2010.
Currently
the implementation of the IMO Voluntary Audit Scheme – Corrections Plan is
ongoing.
SAMSA
will continue with a feasibility study on the implementation of the Maritime
BBBEE Charter in the maritime transport industry. The risk assessment in the
provision of the marine aids to navigation will be implemented in 2011. The
development of
Mr
Mokhele went on to report that SAMSA will create 120 000 to 180 000 quality
jobs within eight years.
8. South African National Roads
Agency LTD (SANRAL)
Mr
Nazir Alli, CEO of SANRAL unpacked the mandate of SANRAL as follows:
8.1 SANRAL key priorities for
2010/2011
Mr
Alli stated that roads that took a long time to maintain would cost the Agency six
times more than when they are maintained on time. The role of the routine road maintenance
contractor is to repair potholes within 48hrs, replace guardrails and sign
posts, grass cutting, patching, clearing up after accident and fencing.
8.2 The proposed budget for 2010/2011
is as follows:
Total
income R1
630 986
Operating
expenditure R1 194 829
Capital
expenditure R8
387 012
8.3 Transformation
Mr
Alli informed the Committee that the Board approved the Employment Equity Plan
until October 2011. SANRAL will also provide bursaries, skills development and
support programmes with universities.
SANRAL
will support SMME Development in Maintenance Contracts by allocating 72% of
work to black SMMEs, 8% to other SMMEs, while the 20% will go to managing
contractors responsible for empowerment, training and support.
The
Agency is also involved in the building of pedestrian bridges, other bridges
and roads in rural areas to make it easier for school children who have to
cross rivers to go to school.
Employment
opportunities are also created for women in the rural areas in fields such as
tourism and hospitality industries.
9. Railway Safety Regulator (RSR)
Ms
Mosenngwa Mofi, CEO of RSR outlined the mandate of the Agency as follows:
Ms
Mofi went on to report that the current budget allocation was inadequate to
enable RSR to effectively address safety challenges in the railway environment.
61% of RSR’s budget allocation goes to the payroll while 38% goes to goods and
services and 1% goes to capital expenditure.
10.
Passenger Rail Agency of
Mr
Lucky Montana, the CEO of PRASA outlined the responsibilities of PRASA as
follows:
10.1 PRASA total budget
Total
income R5,
981,889,684
Total
operational expenditure R6,
125,078,449
Operating
surplus (shortfall) before interest R-143,188,765
Operating
surplus R-450,621,001
(More
details on PRASA follow on the table on page 17)
11. Road Traffic Management
Corporation (RTMC)
Mr
Collins Letsoalo, the acting CEO of RTMC presented the legislation that guides
the mandate of RTMC as follows:
He
said the Traffic Officers do not understand the role of the RTMC.
11.1 RTMC Budget
Overall
funding R73 million
Compensation R54 million
Operational
costs R30 million
Shortfall
R80
million
12. Air Traffic & Navigation
Services (ATNS)
Mr
Patrick Dlamini, the CEO of ATNS outlined the mandate of ATNS as follows:
ATNS
budget is still in a draft form and still awaiting the Economic Regulator to
finalise the budget.
13. Cross Border Road Transport Agency
(CBRTA)
Ms
Makhosazane Mvulane, the CFO of CBRTA reported that the CBRTA is the worst
performer in what they have delivered, but they have the best balanced sheet.
The balance sheet might be good but the actual money in the bank was supposed
to go towards infrastructure. The CBRTA paid Audit Fee of R1.2 million to the
Auditor General because they are regarded as a high risk. The AG raised the
fact that documents keep going missing at CBRTA.
Their
office is based only in
14. South African Civil Aviation
Authority (SACAA)
Mr
Colin Jordaan, the CEO/Commissioner of SACAA outlined the mandate of SACAA as
follows:
14.1 SACAA Budget
The
Authority budgeted for R7, 145 million and it was approved by Treasury.
There
is an expected loss in the order of R8 million.
15.
Mr
Riad Khan, the CEO of IPR outlined the mandate of IPR as follows:
15.1 IPR budget for 2010/2011.
Administration R5
618 million
Economic
Regulation and Tariffs R1 558
million
Monitoring R0
458 million
Tribunal
and Regulatory development R1 197
million
Industry
Development
Total Budget R8 832 million
|
Agency |
Strategic Goals |
Challenges |
Interventions |
|
ACSA |
§
Deliver a seamless 2010 FIFA World
Cup. §
Decommissioning and sale of §
Ensure long term business
sustainability. §
Complete infrastructure
developments in line with Soccer World Cup deadlines, and to meet future
demand. §
Focus on operational efficiency. §
Optimising business excellence. §
Revenue efficiency. §
Employee learning and development,
productivity, succession planning and retention. |
§
R17 billion investments in
infrastructure capacity. Out of the R17bn, there is a debt of R16bn that
needs to be serviced. The regulatory policy is not able to recognise risks
taken by investors of debt and equity during pre-funding. There is no clear
clarity on the sale of §
There is lack of predictable and
enabling economic regulatory framework. That hampers the ability to provide
future capacity requirements when economy improves. It also hampers to
maintain an optimal capital structure leading to non-retention of skills and
experience. §
Applications and processing of
non-schedule / charter operations including slot applications are also a
challenge. §
The inefficient slot allocation
system impacts on airport capacity and operating hours. §
Airport to City / Stadium
coordination. §
Airport – Road Traffic Management
Coordination. §
Re-positioning of long-stay
aircrafts. §
Potential weather disruptions
causing delays, especially in §
Jet A1 Fuel Supply, the supply of
fuel must be guaranteed §
Public (Land) Transport
Arrangements must be finalised. §
24hr Service from ATNS must commit
to being able to provide 24hr service at all affected airports. §
Possible security threats. §
Unruly behaviour by passengers on
board after games when fans from opposing teams fly back together. |
Government should
ensure enabling policies including economic regulations for a more
predictable future, noting the challenges in the economic climate. |
|
RAF |
§
Moving to a defined benefit,
no-fault system will have a number of advantages for South African road users
and the RAF. §
Selecting an appropriate media
channel will be important when targeting
specific groups of road users. §
The RAF will choose media channels
based on the audience and intended messages. §
Providing services in all the
official languages will increase the number of people served in their home
languages. §
Develop a
customer centric culture §
Multiple tools will be available to
automate tasks and assist staff. §
Develop an internal law department
to reduce an extensive use of panel attorneys §
Develop an injury management unit. §
Develop the best training
programme. §
Develop the most effective road
safety campaigns that will combine legislation, awareness and enforcement. §
Select a suitable capital adequacy
target for the RAF. |
§
Systems and processes that delay
service delivery. §
Constitutional challenges to the
RAF Act. There has to be implementation of the No-fault policy. The Funding
model of the RAF is still a huge challenge. The pricing of the RAF fuel levy
on a regular basis. §
Impact of 8 cents fuel levy
increase. §
Transformation from the old RAF to
a new RAF might have an impact on staff. §
Funding model still technically
insolvent and grossly under-capitalised. |
§
There should be a Draft Amendment
Bill. §
The National Treasury should ensure
that the system put in place for §
RAF to
invest in new systems and processes that will provide superior service
delivery to victims of motor vehicle accidents, their families and service
providers. §
Department of Transport and
Parliament to introduce appropriate legislation to set up a benefit system
for |
|
SAMSA |
§
Goal 1: Ensure service excellence
in maritime safety, security, health and environment §
Goal 2: Promote §
Goal 3: Advance and protect §
Goal 4: Facilitate maritime
stakeholder engagement and leverage strategic partnerships §
Goal 5: Review the SAMSA role and
mandate §
Goal 6: Implement the SAMSA
turnaround strategy -To
become an efficient service provider -To
become a competitive industry leader -To
become an effective maritime authority -To
become a responsible corporate citizen -To
become an influential global player §
Goal 7: Implement 2010 FIFA Soccer
World Cup readiness plans. |
§
SAMSA Act is outdated,
contradicting key legislations such as PFMA and Companies Act §
Over 34 pieces of Maritime
legislation have been found to be outdated §
The Maritime Transport Policy has
not been finalised and promulgated §
The Maritime BBBEE Charter has not
yet become binding §
SAMSA services are still over 200%
below the global benchmark of similar authorities §
Skills shortage in the key maritime
technical areas remains a key risk. §
Unfunded/u §
Skills shortage |
PC on
Transport supports SAMSA in its
endeavour to mobilise for the development of the South African Maritime
Sector Agenda, focusing on: §
Building the national fleet and
improving the ship registry §
Establish a coastal shipping
service as part of national transport infrastructure §
Embark on a National Maritime
Skills and Jobs Strategy and Programme §
Finalise and ratification of the
South African Maritime Transport Policy. |
|
SANRAL |
§
To manage the national road network
effectively §
Provide save roads §
Carry out Government’s targeted
programmes §
Co-operate with relevant
Departments, Provinces, Local Authorities and SADC member countries §
Achieve and maintain good governance
practice §
Achieve financial sustainability §
Pursue research, innovation and
best practice. |
§
Legislation does not allow SANRAL
to take toll gate money to service other roads §
Provinces should be workshopped on
the maintenance of roads. |
More
funding required. |
|
RSR |
§
Sustainable safe, secure and
reliable passenger and freight railway operations §
Sustainable railway industry
capacity §
A safe and secure railway reserve
and the surrounding environment §
Regional harmonisation of railways
from a safety perspective |
§
Derailment and collisions remain
unacceptably high §
Direct costs associated with
railway occurrences remain high leading
to the agency loosing a lot of money §
Poor condition and underinvestment
in rail infrastructure and rolling stock §
Inadequate capacity to meet demand
as well as manage safe and reliable railway operations §
Human Factor Management challenges
in safety critical grades §
Mushrooming of informal settlements
along the rail reserve poses major safety risks §
Vandalism/theft and personal safety §
Operational interface problems with
freight passenger services on shared infrastructure §
Current allocation inadequate to
enable RSR to effectively address safety challenges in the railway
environment. §
RSR Inspectorate grossly
understaffed (operating at 35% of the required minimum capacity and that
negatively impacts on activities such as audits, inspections and occurrence
investigations). §
No capacity of research. §
No appropriate information systems
to support RSR’s safety oversight role. |
§
Safety Audits and Inspections §
Occurrence Investigations §
Technology and Operational
Improvement reviews/evaluations. §
2010 FIFA World Cup safety
readiness and beyond. §
Gautrain Rapid Rail Link. §
Safety Standards and Guidance
Notices. §
Security Assessment. §
Re-Investment in rail assets §
Investment in new
technologies/systems. §
Investment in demand driven
capacity. §
Skills (safety critical grades) §
Interoperability §
Level Crossing Standards §
Safety Measures in high risk areas §
Security of Assets in rail reserve §
Safety awareness campaigns §
Promote adoption of safety
standards in the SADC region. §
Provide Support in the SADC member
railways in the implementation of the Safety Management System approach to
managing safety. §
Cross-Border rail operations-compliance with RSR’s safety
requirements. §
More funding required. |
|
PRASA |
§
Implement new conditions of service
from 1st April. §
Consolidation of Metrorail and
Shosholoza Meyl into a single rail business from 1st April where
benefits from synergies that exist between the two operations will be
enjoyed. §
Total Station Management projects
will bring synergies and eliminate duplication. §
Proper train scheduling by Rail
operations to eliminate wastage of running empty trains. The reduction in
service will result in a saving of maintenance repairs, energy and labour
costs. §
Business Units to submit clear
plans to achieve budgets. §
Clear Fare Increase implementation
plan. §
Improved Capital Expenditure
Management. §
Robust Risk Management Plan that is
reviewed throughout the year. §
Balance sheet restructuring as an
enabler for asset exploitation. §
Shareholders support on legacy
challenges. |
§
Rolling stock reliability and
availability §
Ageing fixed assets and old
Technology §
Demand for additional
services/capacity. §
Increased inputs = labour, energy
and material §
Sharp increase in capital
investment without commensurate increase in operational funding. §
Human Resources capacity/skills to
rationalise operations, maintain, sustain and expand the network. §
Onerous legacy issues §
|
§
There should be a rail link between
cities and airports §
More funding required. |
|
RTMC |
§
Effective and sustained traffic law
enforcement and traffic control §
Sustainable human resource capacity
in the road environment. §
A Road Traffic information Hub. §
Strengthen institution capacity. §
Protect road infrastructure and the
environment. §
Effective stakeholder management
and partnerships. |
§
There is no clear
mandate §
Funding too little §
There is no
cooperation from other spheres of government |
More
funding is required. |
|
ATNS |
§
Focus will be on the air traffic
and navigation services needs of the ATM Community, primarily in §
A need for a thorough understanding
of the global ATNS community is crucial §
Will source, develop, market,
distribute and support a complete range of air traffic and navigation service
solutions that meet the expectations of access, equity, safety, efficiency
predictability, environmental sustainability and affordability, thereby
supporting ATNS customers and the ATM community at large §
Crucial that ATNS stabilises and
enhance SA traffic and navigation service provision in order to create a
platform for leverage strategic partnerships. §
Intend to expand further into the
selected global markets §
Create a business model that will
be supported through attracting, developing, retaining and appropriately
rewarding a diverse and motivated team with the right skills, experience,
commitment and drive to implement a winning strategy. |
§
Service Provision 2010 FIFA World
Cup §
ATNS staff needs training §
Organisational transformation:
shortage of air traffic controllers §
There are no black instructors §
Financial sustainability §
Regional service harmonisation |
Critical
support by the Department of Transport is needed. |
|
CBRTA |
§
The World Bank is interested in
funding the CBRTA |
§
The Minister has turned back their
budget with questions and have instructed them to form a proper funding model §
CBRTA is not properly funded by the
Department of Transport §
They have had seven CEOs in a
period of twelve years. §
There is lack of support in rating
the CBRTA. §
|
§
They operate only in §
CBRTA needs R30 million funding §
The Department should be hands on
in capacitating the CBRTA |
|
SACAA |
§
Meeting §
Efficient Administration of the
Organisation §
Corporate Governance and
Legislative Compliance §
Black Economic Empowerment §
Corporate Social Investment §
2010 FIFA Soccer World Cup
Objectives |
§
SACAA has felt the effects of recession as passenger numbers continue to
decline and the cost of fuel increases §
The Authority generates all of its
revenue from passenger safety charges, industry user fees and a fuel levy on
aviation fuel §
During the year under review,
actual revenues were substantially below budget and cost cutting measures
were introduced to try meeting the approved financial performance. |
The
Authority is on track to meet or exceed all of the targets set by the end of
the financial year. |
|
IPR |
§
Establish all elements of the
regulatory framework within its mandate and implement §
Develop the capacity to deal with
all the output requirements of the organisation §
Establish its reputation as an
organisation with integrity focussed on delivery §
Ensure that all ports sector
participants comply with the National Ports Act §
Support the development of the port
system and the port regulatory system architecture. |
§
Budget constraints §
Part-time Regulator issues and
implications §
Clarity on approach to port
institutional structure §
Impact of unified Transport Policy
changes in PR §
Ensuring Regulator is not referee
and player §
Balance of infrastructure programme
in economic development versus cost of doing business §
Determination of appropriate
infrastructure build programme against which Regulation occur. |
§
Consideration of additional members
that have higher levels of availability for tribunal §
Consideration of structure e.g.
Tribunal and Commission §
Levy income methodology for
Regulator §
Infrastructure tariff
approach by Department of Transport §
Amend Act to streamline
administrative processes §
Infrastructure sign-off to NPCC §
What does that state expect the
outcome of the Regulator to be over the first ten years of existence? §
Additional budgetary allocation |
|
|
|
|
|
All
the Concerns raised by Members were responded to satisfactorily.
The
DG in his closing remarks indicated that the workshop covered a lot of issues
and that accountability needs to follow. The honesty that was portrayed by all
the agencies will assist the senior leadership to tackle all the challenges
they were faced with.
He
said there was a need for more personnel within the Department of Transport.
The Department should also find a way of retaining current skills. He requested
the Portfolio Committee to intervene and assist in creating an environment
where all feel appreciated in their field of work.
He
stated that a radical approach is needed in tackling a challenge of
re-investment. More delays make it difficult to tackle challenges that were
there to cripple the transport industry.
He
added that all the agencies reported that there was a need for a strong balance
sheet, therefore it would be wise to approach decisions that would not
compromise the balance sheets.
It
is vital that crucial consideration to integrate regulators would be carefully
considered so that decisions taken by the other would not impact on the other.
16. Recommendations
The Committee adopted the following
recommendations:
In
her closing remarks the Chairperson of the Committee, Ms NR Bhengu thanked all
the Members of the Committee and the agencies for their time in attending a
workshop on a weekend.
She
thanked all the presenters for their honest contribution and assured them that
the Committee was fully behind them to unlock the challenges.
Report
to be considered.