DEPARTMENT OF TRANSPORT - Annual Performance Plan 2019 2020
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DEPARTMENT OF
TRANSPORT
Annual Performance Plan
2019 - 2020
2019/2020 Annual Performance Plan Limpopo Department of Transport 1Hon. Me Makoma Makhurupetje
MEC for Transport and
Community Safety
1. FOREWORD BY THE MEC
We present the 2019-2020 Annual Performance Plan of the Department of Transport following an
eventful period in the calendar of our province. This year’s October Transport month will go down in
history as one of the most remarkable moments which generated widespread excitement with regard
to matters of road safety and public transport in particular.
Many compliments from ordinary people have been received since we launched the campaign
including friendly tips and advices from different stakeholders in the transport sector.
A multi-stakeholder approach served us well in increasing the level of awareness on matters of public
transport and road safety. From the street carnival leading to the launch of the campaign through
to the well-attended Taxi Imbizo, to the much publicised Transport Indaba and the Driver of the
Year Competition – all these activities left us better educated and equipped on matters of transport.
Helpful knowledge and insight were shared to millions of people, especially on the importance road
safety and public transportation.
A greater number of our people were made to appreciate the importance of transport as an enabler and
a facilitator of the movement of goods and people. Our people were made to understand that without
transportation, the economy cannot grow and jobs cannot be created. Through the various platforms
that the Department of Transport was afforded, we successfully communicated a message that public
transport system must become reliable, affordable, safe and crime free.
At the height of doing all this work, we sadly lost countless lives in a short space of time. We are not
deterred by this and remain fully committed to implementing all the resolutions of our Provincial
2 2019/2020 Annual Performance Plan Limpopo Department of TransportTransport Indaba, particularly on the need to improve police visibility on our major road networks. Implementing these resolutions is key towards the reduction of road traffic fatalities by 50% by the year 2020, in line with the United Nations Decade of Action. The Department remains on a stable trajectory and can contribute positively towards a safer public transport system. As team Transport we can and must ensure that all the plans outlined in this Annual Performance Plan are fully implemented. Working together we can move Limpopo forward! Honourable Makoma Makhurupetje, MPL Member of the Executive Council Transport and Community Safety 2019/2020 Annual Performance Plan Limpopo Department of Transport 3
OFFICIAL SIGN-OFF
It is hereby certified that this Annual Performance Plan:
• Was developed by the management of the Department of Transport under the guidance of the
Honourable MEC, Makoma Makhurupetje, MPL
• Was prepared in line with the current Strategic Plan of the Department of Transport
• Accurately reflects the performance targets which the Department of Transport will endeavour
to achieve given the resources made available in the budget for 2019/2020.
Ms Lindiwe Ngwenya Signature: _______________
Acting Chief Financial Officer
Mr Mawope Sekatane Signature: _______________
Official responsible for Strategic Planning
Ms. Hanli du Plessis Signature: _______________
Accounting Officer
Approved by: The Honourable Makoma Makhurupetje Signature: _______________
Executive Authority
4 2019/2020 Annual Performance Plan Limpopo Department of TransportCONTENTS
Acronyms 7
PART A: STRATEGIC OVERVIEW 9
1. Updated situational analysis 10
1.1. Performance delivery environment 16
1.2. Organisational environment 24
2. Revisions to Legislative and other mandates 32
3. Overview of the 2019/20 budget and MTEF estimates 32
3.1. Expenditure Estimates 32
3.2. Relating expenditure trends to strategic outcome oriented goals 33
PART B: PROGRAMME AND SUB- PROGRAMME PLANS 35
Budget Programme structure department 36
Programme 1: Administration 36
Strategic objective annual targets 2019/2020 36
Performance indicators and annual targets for 2019/2020 37
Quarterly targets for 2019/2020 37
Reconciling performance targets with the budget and MTEF 37
Programme 2: Transport Infrastructure 39
Strategic objective annual targets 2019/2020 39
Performance indicators and annual targets for 2019/2020 39
Quarterly targets for 2019/2020 41
Programme 3: Transport Operations 42
Strategic objective annual targets 2019/2020 42
Performance indicators and annual targets for 2019/2020 43
Quarterly targets for 2019/2020 44
Reconciling performance targets with the budget and MTEF 45
Programme 4: Transport Regulation 46
Strategic objective annual targets 2019/2020 46
Performance indicators and annual targets for 2019/2020 46
Quarterly targets for 2019/2020 47
Reconciling performance targets with the budget and MTEF 48
2019/2020 Annual Performance Plan Limpopo Department of Transport 5CONTENTS
Programme 5: Community Based Programme 50
Strategic objective annual targets 2019/2020 50
Quarterly targets for 2019/2020 50
PART C: LINKS TO OTHER PLANS 51
1. Links to the long-term infrastructure and other capital plans 52
2. Conditional Grants 53
3. Public Entity 53
4. Public Private Partnerships 53
PART D: ANNEXURES 55
Annexure A: Vision; Mission; Values 56
Annexure B (1): Linkages to the National Development Plan and Medium
Term Strategic Framework 57
Annexure B (2): FOSAD Agreement for improving service delivery 58
Annexure C: Monitoring and Evaluation Plan 60
Annexure D: Risk Management Plan 65
Amendments to the Strategic Plan 72
Annexure E: Technical Indicator Descriptions 73
6 2019/2020 Annual Performance Plan Limpopo Department of TransportACRONYMS AGSA Auditor-General South Africa AARTO Administrative Adjudication of Road Traffic Offences BBBEE Broad-Based Black Economic Empowerment CBP Community Based Programme CD Chief Director CoE Compensation of Employees CPTR Comprehensive Public Transport Records DLTC Driving License Testing Centre DRS Disaster Recovery Site EOV –pit Examinor of Motor vehicle pit FY Financial Year GAAL Gateway Airports Authority Limited IPTN Integrated Public Transport Networks ITP Integrated Transport Plan LDP Limpopo Development Plan M&E Monitoring and Evaluation MEC Member of the Executive Council MOU Memorandum of Understanding MTEF Medium Term Expenditure Framework MTSF Medium Term Strategic Framework eNaTIS Electronic National Traffic Information System NDP National Development Plan NDoT National Department of Transport NLTTA National Land Transport Transition Act, 2000 NLTA National Land Transport Act, 2009 NMT Non-Motorised Transport NRTA National Road Traffic Act NYP National Youth Policy 2015 - 2020 PFMA Public Finance Management Act PLTF Provincial Land Transport Framework PRE Provincial Regulating Entity PPP Public Private Partnership RTIA Road Traffic Infringement Agency RTMC Road Traffic Management Corporation SANCO South African National Taxi Council SASSETA Safety and Security Sector Education and Training Authority 2019/2020 Annual Performance Plan Limpopo Department of Transport 7
A
SEZ Special Economic Zones
SMME Small Medium and Micro Enterprise
SMS Senior Management Service
TI Transport Infrastructure
TCC Traffic Control Centre
TETA Transport Education and Training Authority
VTS Vehicle Testing Station
8
A
2019/2020 Annual Performance Plan Limpopo Department of TransportA
PART A:
STRATEGIC OVERVIEW
A
2019/2020 Annual Performance Plan Limpopo Department of Transport 91. Updated situational analysis
Limpopo, with a total area of 125,755 km2, is the gateway to the rest of Africa, with its shared borders
making it favourably situated for economic cooperation with other parts of Southern Africa. Limpopo
bordering onto Mozambique to the east, Zimbabwe to the north and Botswana to the west and is
land-locked with no sea-front access.
Limpopo is home to eight border posts for travel between neighbouring SADC countries mentioned
above. The two major border posts are Martins Drift (Groblersbrug) in the Waterberg District on the
N11 and Beit Bridge which is located in Vhembe District on the N1. Martin’s Drift operates for 16
hours a day whilst Beit Bridge operates for 24 hours and these are the only two border posts which
processes inbound and outbound cargo.
The Maputo Development Corridor is to link the Province directly with the port of Maputo in
Mozambique, creating development and trade opportunities, particularly in the Southeast. Limpopo
connects to the corridor via the Phalaborwa Spatial Development Initiative, a network of rail and road
corridors linked to major seaports. This is complemented by airports in centres such as Polokwane,
Phalaborwa and Hoedspruit.
The road network in Limpopo consists of national roads, provincial roads as well as a supporting
secondary road network within the Province. The national roads in Limpopo are managed by the
South African Roads Agency (SANRAL). The provincial road network in Limpopo is managed by the
Roads Agency Limpopo (RAL).
The provincial growth points are Polokwane, Burgersfort, Lephalale and Musina. Limpopo has two
of the nine Special Economic Zones (SEZ’s) planned for the country namely Musina and Greater
Tubatse SEZs. The Musina to Africa Strategic Supplier Hub (MUTASSHI) will promote the North-
South trade relations. The Musina SEZ and Logistics Hub will be situated West of Musina and will
focus on logistics. The Greater Tubatse SEZ is based on the availability of platinum group minerals
along the Dilokong Corridor, which runs through the region. This SEZ will explore the possibilities in
the Paltinum Group Metals value chain. Commuters in Musina and Greater Tubatse SEZ’s should
be provided with reliable and accessible transport services, however there are no subsidised public
transport services in these two areas, and services cannot be introduced due to a lack of funding.
The Department was put under Administration in terms of Section 100 (1) (a) of the Constitution of
South Africa, 1996 (Act no. 108 of 1996) in 2014/15. On its journey towards Clean Audit Strategy,
for the past three Financial Years the Department obtained unqualified audit opinion with matters
of emphasis. The MPAT 1.7 results marked facts that the Department has registered a great
10 2019/2020 Annual Performance Plan Limpopo Department of Transportimprovement on compliance issues in particular under the areas of Governance and Accountability as well as Financial Management although there is still a need to develop mechanisms for internal controls in areas such as service delivery improvement mechanisms, corporate governance of ICT, human resource management and asset management. For the past four financial years the Department obtained unqualified audit opinion with matters of emphasis The Departmental budget has minimal growth of 4.4 % which is less than the CPI. This only provides the continuity of the current contractual obligations with no new projects. To prolong the life span of the infrastructure, adequate provision should be made available in the total budget for the maintenance thereof. The strategy has been developed to recover debts from Municipalities owing the Department by withholding face value forms for licensing. Information Technology has played a vital role in the daily operations of the Department with regards to electronic mail, Internet, transversal systems and other business specific applications. The Department has a moderate technology infrastructure which needs to be expanded in order to accommodate new innovations. Business enablers such as electronic leave management systems, electronic procurement systems, enterprise records management systems, electronic fleet management, have been lined up for implementation with the aim to transform the current operations of the Department as well as streamlining and automating business processes. To safeguard data and information, the department has established a Disaster recovery Site, which its main function is to reduce business disruption in the events of disaster, by providing alternative means of ICT services. The Department has successfully implemented new branding following the reconfiguration of the provincial government. New and relevant branding collaterals have been implemented in order for the Department to comply with the reconfiguration process. Phase 2 of the re-branding project is continuing in the current financial year with focus on departmental insititutions. Currently the communications environment has drastically moved from the public perception of a negative image with a huge potential to obtaining positive image from the public point of view. This can be credited to the adoption and implementation of corporate communication strategy. On the other hand the Department has re-engineered its intranet and website.This shall ensure that Department occupies the Information and Technology based communications and importantly connect with the stakeholders and members of the public through technology. The embracing and utilization of social media has also elevated the department’s image and has managed to reach the public on road safety awareness content as well as sharing of successes and challenges. 2019/2020 Annual Performance Plan Limpopo Department of Transport 11
The Department has embarked on a project of the refurbishment of the Limpopo Traffic College with
the aim to improve the living conditions of learners and address OHS related non-compliance areas.
The project has been allocated R20 million, which will cover the construction of residential blocks.
The project is underway in that the contractor has already been handed a site for construction
The Department is experiencing a high number of fatalitied which are mostly caused by human
factor. During 2016/2017 and 2017/2018 the number of fatalities increased by 211 or 15.8% (1544-
1333), Broken down as follows:
• Drivers 29.3%
• Passengers 39.2%
• Pedestrians 29.8%
• Cyclists 1.3%
• Unknown 0.5%
Crash type:
• Accident with pedestrians 31.1%
• Single vehicle overturn 24.4%
• Head on 16.1%
• Hit and run 5.8%
Causal factors:
• Human factor 90.3%
• Jay walking pedestrian 21.3%
• Speed too high 13.3%
• Hit and run 8%
• Roads and environmental factors 5.4%
• Vehicle factor 4.3%
Vehicle population in the Province has increased from 697 343 to 708 770. The Province is a
gateway to neighbouring countries which leave the Province policing a high volume of vehicles than
anticipated.
Vehicles involved in crashes per category is as follows:
• Sedans 2 185
• LDV 1 194
• HMV 431
• Minibuses 334
12 2019/2020 Annual Performance Plan Limpopo Department of TransportIncrease in the number of driver licences issued is a cause for concern when it comes to the quality
of drivers produced by the driver education system given the unregulated driving school sector,
multiple claims of the corruption within the drivers licencing centre:
• 2016 = 859 719
• 2017 = 919 602
The 30% exemption for overtime allocated to Traffic personnel which covers the Easter period
and festive season has a negative impact as it exclude the critical times for the Province durinrg
September month which has the National Heritage holiday while the Province has to take care of the
two weekends hosting Church gaterings for the prominent Churches in the country that are based
in Limpopo.
Top seven local municipalities with high fatality rate:
Local municipality Number of crashes Number of fatalities
Polokwane 191 239
Greater Tubatse/ Fetakgomo 118 142
Lepelle Nkumpi 96 115
Makhado 94 122
Elias Motsolaedi 93 132
Greater Tzaneen 92 114
Mogalakwena 89 129
To enhance performance and address challenges in traffic management, the Province will monitor
the implementation of average speed over a distance on the N1, manage traffic contravention
management system which will enforce compliance to traffic offenders, the Province will also
implement the five Pillars of the approved National Road Safety Strategy 2016-2030:
Pillar 1: Road Safety Management : Strengthening relationship with stakeholders, eliminate fraud
and corruption, improve crash reporting data and improve service delivery standards.
Pillar 2: Safer Roads and Mobility: Identify and address high road safety risk and hazardous location.
Have a system to coordinate lack of road signage and road markings with affected authorities.
Pillar 3: Safer Vehicles: Increase traffic enforcement around vehicle roadworthiness. Enhance
visibility through “Lights-on” programme.
Pillar 4: Safer road Users: Improve road user behaviour and implementation of 24/7 law enforcement
in critical routes
2019/2020 Annual Performance Plan Limpopo Department of Transport 13Pillar 5: Post-crash Response: Strengthen relationship with RAF at district level and emergency
services through RIMS (Road Incident Management System).
The Department is responsible for the management and administration of 26 Bus subsidy contracts.
Three (3) of these contracts are negotiated contracts, one is a tendered type and twenty two (22) are
interim contracts. The twenty two interim contracts are spread, although in an uneven manner, across
the entire province. The three negotiated, one tendered contract, and seven (7) interim contracts are
funded through the Public Transport Operation Grant (PTOG) which is transferred to the Province in
terms of the Division of Revenue Act (DORA) as a schedule 4 grant.
The remaining fifteen (15) contracts are funded through the Provincial equity budget. The Department
will commence with a process in the 2019/2020 financial year to design new bus subsidy networks.
The Department has rolled out an Electronic Vehicle Trip Monitoring System to monitor the operations
of 425 of the 900 subsidised buses for a period of 5 years.The remainder of the subsidised operations
are manually monitored by officials of the Department.
In addition to the public transport operating licensing services rendered at the five district offices, the
Department provides skeleton satellite services for two days per month at four (04) service delivery
points across the province namely: Ba-Phalaborwa, Tzaneen, Northam and Lephalale traffic stations.
Capricorn District has established two functional satellite offices at Dendron and Sekgosese Traffic
Stations respectively, which are serviced once a week (Four times in a month, based on an approved
schedule that has been communicated to clients).
Sekhukhune District decentralised operating license services to the Groblersdal Roads Cost Centre
and Dilokong Traffic Station. The Department does not have sufficient staff to decentralise operating
licensing services, and the function cannot be devolved to municipalities due to lack of capacity in
municipalities.
Planned Policy Initiatives
The Limpopo Provincial Regulatory Entity (LPRE) was established in June 2015, is fully functional
and conduct monthly hearings in all five provincial districts. The functions of the LPRE in terms of
section 24 of the NLTA are as follows:
• Monitor and oversee public transport in the province;
• Receive and decide on applications relating to operating licences for intra-provincial transport
where no municipality exists to which the operating licence function has been assigned, but
excluding applications that must be made to the National Public Transport Regulator in terms
of section 21 of the NLTA.
14 2019/2020 Annual Performance Plan Limpopo Department of Transport• The LPRE annually receives and adjudicate an average of 5 000 operating license applications.
The Department continues to pay an annual un-conditional grant to Gateway Airports Authority
Limited (GAAL) to manage and operate Polokwane International Airport.
Following the reconfiguration of the Limpopo Provincial Administration in May 2014, the Department
discontinued implementation of Programme 2 and 5. However, during the Strategic Planning session
to discuss the final Draft Annual Performance Plan for 2019 – 20120 Financial Year, a decision
was taken to resacitate Programme 2 for Transport Infrastructure Projects and Programme 5 for
Community Based Programmes and projects identified.
The the following will be key strategic goals and objectives :
Programme Strategic Goals Strategic Objective Measurable Objective
Transport Improved transport Integrated transport planning To coordinate transport planning
Infrastructure infrastructure and infrastructure and infrastructure development
in all Districts by 2020.
Community Enhance job creation Improved quality of life for To develop and implement
Based and community the communities through the community empowerment
Programme empowerment implementiin of development programmes by 2020
and empowerment
programmes
2019/2020 Annual Performance Plan Limpopo Department of Transport 151.1. Performance Delivery Environment
Transport is the foundation and backbone of development and economic advancement. It is essential
to socio economic activity, human development and personal welfare, which are in turn intricately
linked to access to markets, employment, extension services, education, medical and health care.
In recognition of its crucial role, the Department continues to be at the forefront, ensuring that
transport infrastructure development and services meet the demands for social development and
economic growth.
It is only through an efficient, affordable and reliable transport system that the people of Limpopo can
participate in activities that bring better economic conditions and facilitate trade regional integration.
The Department acknowledges and recognise that vital to its plan, is to deliver on the mandate to
improve road safety, public transport, freight logistics and international gateways.
Public Transport Operations
1.1.1.1. Integrated Transport Plans
This is a requirement in terms of the National Land Transport Act 2009, that Municipalities develop
Integrated Transport Plans (ITPs). Municipalities do not comply with the requirement due to lack of
capacity. In the absence of ITP’s, it is difficult to consider applications for public transport operating
licenses, hence the Department decided to assist Municipalities with the development of ITP’s.
In the past five years the Department has funded ITPs for Lephalale, Tubatse , Musina, Greater
Tzaneen and Mogalakwena municipalities
Except for Lephalale Municipality whose Integrated transport Plan has been adopted by the
Municipal Council and approved by the MEC, the rest of the ITP’s funded by the Department have
been completed but remain unapproved. ITP’s of Musina and Greater Tzaneen municipalities were
adopted by Council but have not been submitted for approval by the MEC.Mogalakwena ITP was
completed in March 2018 and is awaiting Council’s adoption. The adoption and approval of the
completed ITPs need to be addressed urgently.
16 2019/2020 Annual Performance Plan Limpopo Department of TransportStatus of ITP’S in the province
District Municipality Status
CAPRICORN Capricorn District ITP developed in 2004, reviewed in 2007 and reviewed in 2013 in terms
of the new ITP guidelines,
Molemole ITP developed in 2007/2008 in terms of the old guidelines
Lepelle Nkumpi No ITP
Polokwane ITP developed in 2012/2013 in terms of new guidelines. The ITP has
been reviewed and approved by the MEC during May 2016.
Blouberg Developed an ITP in 2012/2013
MOPANI Mopani District Developed an ITP in 2004, reviewed in 2007 and has commenced in
2014 with a review. Not yet received by the Department for approval.
Greater Tzaneen The Department developed an ITP in 2016/2017 in conjunction with the
municipality. Not yet submitted for approval by the municipality.
Greater Letaba Commenced in 2014 with the development of an ITP. Not yet received by
the Department for approval.
Ba-Phalaborwa Developed an ITP in 2009
Greater Giyani No ITP
Maruleng No ITP
SEKHUKHUNE Greater Sekhukhune Developed an ITP in 2004, reviewed in 2007 on old guidelines.
Elias Motsoaledi Developed an ITP in 2008 on old guidelines
Ephraim Mogale No ITP
Fetakgomo / Greater The ITP was reviewed in 2015 but is still awaiting approval by the Council.
Tubatse Will be developing an ITP for the integrated municipality in 2018/2019.
VHEMBE Vhembe District Developed an ITP in 2004, reviewed in 2007 and 2010 respectively
Thulamela Commenced with the development of an ITP in 2014. Not yet submitted
for approval.
Musina The Department developed an ITP in 2016/2017 in conjunction with the
municipality. Not yet submitted for approval by the municipality.
Makhado No ITP
WATERBERG Waterberg District Developed an ITP in 20014, reviewed in 2007, 2011 and 2014. The 2014
ITP has been submitted to the Department for approval.
Mogalakwena Developed an ITP in 2010 in terms of new guidelines. The Department
eviewed the ITP in 2017/2018 in conjunction with the municipality
Lephalale Developed an ITP in 2012 on new guidelines with the assistance of the
Department. The National Department of Transport will be assisting the
municipality to review its ITP during the 2018/2019 financial year.
Thabazimbi No ITP
Modimolle No ITP
Mookgopong No ITP
Bela - Bela No ITP
2019/2020 Annual Performance Plan Limpopo Department of Transport 171.1.1.2. Public Transport Services
The major public transport services are bus and taxi operations. 22.6% of households in the province
use bus transport and 45.8% use taxis (Household Travel Survey, 2013). According to the Limpopo
Provincial CPTR & PLTF (2015), the current transport supply numbers are: (a) Taxis: 17 898 minibus
taxis and 118 taxi associations, (b) Buses: An average of 900 busses are utilized to transport roughly
30 000 000 subsidised passengers annually between their homes and places of work or social
importance.
The Department is responsible for the management and administration of 26 Bus subsidy contracts.
Three (3) of these contracts are negotiated contracts, one is a tendered type and twenty two (22) are
interim contracts. The twenty two interim contracts are spread, although in an uneven manner, across
the entire province. The three negotiated, one tendered contract, and seven (7) interim contracts are
funded through the Public Transport Operation Grant (PTOG) which is transferred to the Province in
terms of the Division of Revenue Act (DORA) as a schedule 4 grant.
The remaining fifteen (15) contracts are funded through the Provincial equity budget.
The Department has rolled out an Electronic Vehicle Trip Monitoring System to monitor the operations
of 425 of the 900 subsidised buses for a period of 5 years. Trips of the 9 contracts are monitored
100%.
The remainder of the subsidised operations (17 contracts) are manually monitored by officials of the
Department.
The bus industry is weakened as a result of insufficient government funding and internal management
capacities. Despite the growing demand for subsidised bus services the Department cannot expand
services to new areas due to insuffient funds. This has resulted in high overloading pressures in
the following areas across the Province; Hoedspruit in Mopani, Lebowakgomo, Dikgale, Botlokwa,
Polokwane in Capricorn District and Tshitale / Hlanganani, Vleifontein, Vuwani, Malamulele and
Mutale in Vhembe District. Bus Operators in these areas continue to operate additional unsubsidized
trips to ease the overload burden and going forward this has a potential to collapse the entire bus
transport system should the operators decide to withdraw all the trips whose operational costs they
continue to cushion without any assistance from the government. Additional subsidy is required in
this regard as a matter of urgency to address the expansion of services and the historical disparities.
An amount of R4billion passenger subsidy was paid to eighteen bus operators between 2013 and
2019.
18 2019/2020 Annual Performance Plan Limpopo Department of TransportThe province contributed 53% of the subsidy from its equitable share whilst 47% of the total amount
was covered by the National Public Transport Operations Grant (see table below).
Year Provincial Equitable Share National PTOG TOTAL
2013-2014 324, 289 274, 932 599, 221
2014-2015 359, 437 291,847 651, 284
2015-2016 353, 456 298, 298 651, 754
2016-2017 366, 025 326, 129 692, 154
2017-2018 350, 896 345, 610 696, 506
2018-2019 380, 025 356, 809 736, 834
TOTAL 2, 134, 128 1, 893, 625 4, 027, 753
Source: Department of Transport-Limpopo
The province does not have sufficient funding to sustain its current subsidy contracts. The shortfall
is currently cushioned by kilometres not operated and penalties charged for non-compliance to
contractual obligations.
The well-established taxi industry structures are gradually fragmenting from the formalised South
African National Taxi Council (SANTACO), to the erstwhile conflict riddled taxi mother bodies. There
is an increase in the number of reported conflicts but a significant decrease in violent conflicts. The
main reasons for conflict amongst others are as follows:
• Conflicts over routes;
• Illegal operators;
• Recruitment of new members by associations without permits/operating licences; and
• Applications for registration of new associations
1.1.1.3. Operating Licence Administration
In addition to the public transport operating licensing services rendered at the five district offices,
the Department is providing satellite services for two days per month at 08 traffic facilities across the
province namely: Dendron, Sekgosese, Namakgale, Tzaneen, Northam, Lephalale, Makhado and
Musina.
Sekhukhune District decentralised operating license services to the Groblersdal Roads Cost Centre
and Dilokong Traffic Station. The Department does not have sufficient staff to decentralise operating
licensing services, and the function cannot be devolved to municipalities due to lack of capacity in
municipalities.
2019/2020 Annual Performance Plan Limpopo Department of Transport 19The Limpopo Provincial Regulatory Entity (LPRE) is fully functional and conduct monthly hearings
in all five provincial districts. The functions of the LPRE in terms of section 24 of the NLTA are as
follows:
• Monitor and oversee public transport in the province;
• Receive and decide on applications relating to operating licences for intra-provincial transport
where no municipality exists to which the operating licence function has been assigned, but
excluding applications that must be made to the National Public Transport Regulator in terms
of section 21 of the NLTA.
The LPRE annually receives and adjudicate an average of 5 000 operating license applications.
The Department continues to pay an annual un-conditional grant to Gateway Airports Authority
Limited (GAAL) to manage and operate Polokwane International Airport.
1.1.1.4. Rail Services
Transnet operates the core main rail line and the branch lines that feed the main lines. The rail
network in Limpopo consists of the following:
The Pretoria – Pienaarsrivier – Polokwane Musina – Beit Bridge main line is a 576km long railway
that carries general international and domestic cargo.
The main line is considered to be part of the Transnet’s Northern System.
The Pretoria North – Brits – Rustenburg – Thabazimbi – Lephalale is a branch line with “main line”
standards. It constitutes part of the Transnet’s Northern System.
The Groenbult – Tzaneen – Hoedspruit – Kaapmuiden main line is part of the core network and it is
further described as a cross-border interconnector.
Rail freight services are rendered on the core main rail line. Passenger rail services are only
rendered on the mainline from Pretoria – Polokwane – Musina. The passenger service is poor and
not supported by the public.
The Passenger Rail Agency Limpopo (PRASA) has re-introduced the passenger service between
Johannesburg and Musina in March 2018. The service had been suspended in 2014 due to a decline
in passenger numbers, poor financial performance and lack of resources
1.1.1.5. Aviation
Limpopo has one international airport (Polokwane International Airport), two national airports (Kruger
Park Gateway at Phalaborwa and Eastgate at Hoedspruit) and several other licensed airfields.
20 2019/2020 Annual Performance Plan Limpopo Department of Transport1.1.1.6. Freight Operations The main road freight corridor through the Limpopo Province is the N1 North which runs from Pretoria to Beit Bridge via Mokopane and Polokwane, thereby connecting the main economic centres of the province. The corridor carries approximately 12 million tons p.a.in the south and 6 million tons to the north of Polokwane. The international traffic on the N1, via Beit Bridge, has reduced somewhat over the last two years but still amounts to approximately 2 million tons per annum. The N11 north national route runs via Groblersdal and Mokopane to Martins Drift on the Botswana border where it provides a major through route for northbound traffic into the Botswana system which connects to Zambia via Kazungula Ferry. The N11 route via Martins Drift carries approximately 1, 6 million tons across border cargo. The cross border traffic tends to be largely northbound with small amounts of cargo from Democratic Republic of Congo, Zambia, Zimbabwe and Malawi entering South Africa via Beit Bridge. 1.1.1. Traffic Management Services 1.1.1.1. Road Safety The Department in Partnership with TETA implemented the Road Safety Ambassador project along R37 and R71 roads. The Project identified 200 unemployed yourth and capacitated them on points men function, first aid training and finally they have obtained driving licences and they will be enlisted for EPWP. The Ambassadors assisted in reducing pedestrian accidents along the two identified routes. The Department again in Partnership with Michellin identified 16 Yourth members to participate in the Yourth in Road Safety (YOURS) project.The members have been trained on road safety education, schools have been allocated for them to inpart the knowledge with the learners. They have acquirred driving licenses and they will be capacitated with defencive driving skills. The Department is strengthening its relationship with Midupi electricity station in order to enhance road safety around Lephalale area. Meetings are conducted with Provincial Driving School Association as a way to sustain the relationship and also to sustain the structures to Driving Schools in the Province in preparation for the finalisation of the legislation amendment for regulation of the industry. In line with the National Road Safety Strategy the Department is implementing the National 365 days road safety plan. The plan is implemented country wide. Operation “NDADZI” has also being escalated to Provincial operations every Friday. 2019/2020 Annual Performance Plan Limpopo Department of Transport 21
1.1.1.2. Overloading
The overloading operations has yielded the positive results as per the table below:
Number of vehicles weighed and overloaded from 2014 to 2017
Year Vehicles weighed Vehicles overloaded Vehicles Charged
2014 829 238 15 640 15640
2015 840 004 16 609 16 609
2016 895 866 15 704 15 704
2017 839 233 16 290 16 290
Source: Department of Transport-Limpopo
Location of weighbridges in the Province
Location Institution
Capricorn Polokwane
Mopani Mooketsi
Sekhukhune Rathoke
Vhembe Mampakuil
Beitbridge
Waterberg Mantsole
Zebediela
Groblersbrug
The Department is interacting with the South African National Roads Agency Limited to reactivate the
operations of Stofberg weighbridge which was utilised by Mpumalanga Province under Sekhukhune
Dsitrict.
1.1.2.3. Traffic Accidents
From 2014 the number of fatalities increased annually until 2017. This is linked to the increase in
vehicle population yearly.
Below are tables depicting fatal accidents, number of accidents reported:
Accidents statistics
Accidents 2014 2015 2016 2017
Reported 2936 3044 3058 3258
Serious injuries 2157 2539 2523 2154
Fatalities 834 997 1333 1544
Pedestrian killed 239 266 391 481
Source: Department of Transport-Limpopo
22 2019/2020 Annual Performance Plan Limpopo Department of Transport1.1.2.4. Traffic Volumes The vehicle population for the Province has increased from 697 343 in 2017 to 708 770 by the end of September 2018. Number of vehicle population: 2014 to 2017 Year 2014 2015 2016 2017 No 597 846 658 267 673 843 697 343 Number of authorities and traffic officers per district, per authority Authority Capricorn Mopani Sekhukhune Vhembe Waterberg Head Office Sub-Total Provincial 263 213 154 258 244 23 1 155 Municipal 105 46 48 65 64 0 328 Total 368 259 202 323 308 23 1 483 1.1.2.5. Registration and Licensing services The Department continues to monitor registration and licensing services in all registering authorities, vehicle testing stations and driving license testing centers. The Department is currently in the process of expanding registration and licensing services to 4 Provincial Stations: Polokwane, Lephalale, Makhado and Tzaneen. This will reduce the long queues in the existing Registering Authorities. Based on EXCO decision to provide services to the Vuwani community through Provincial Departments, the Department has opened Vuwani Traffic services Centre and vehicle licencing and driver licence services are provided at the centre. 1.1.2.6. Fraud and Corruption The Department is faced with a new challenge of fraud and corruption in the registration and licensing services. There is a new trend of stealing face value documents, however the Department is working closely with other law enforcement agencies to deal with the tendency. 2019/2020 Annual Performance Plan Limpopo Department of Transport 23
1.2. Organisational Environment
During the 2017-2018 the Department implemented the following skills programmes :
• Emerging Management Development Programme (EMDP) for lower level employees with
focus on women
• Final modules for Advanced Management Development Programme offered to Managers
(AMDP) with focus on women
• Monitoring and Evaluation for middle managers
• Supply Chain Management programme was offered for officials under Supply Chain
Management
To close skills gaps amongst SMS members identified through competency assessment, the following
programmes were implemented;
• Change Management
• Project Management
• Public Sector Governance & Risk Management
• Public Sector Procurement & SCM
The reduction of the compensation of employees (CoE) budget by 10% made the Department to
suspend the implementation of internship programmes.
In the implementation of Chapter 9 of the National Development Plan(NDP) and Limpopo
Development Plan (LDP) the Department is in compliance to the 1% Training Budget in terms of the
Skills Development Levies Act, which shall give leverage to the full empowerment of the unemployed
youth through skills development initiatives. (able to train more youth)
The Department entered into a memorandum of understanding (MOU) with Safety and Security
Sector Education and Training Authority SASSETA) in the implementation of training interventions in
the following areas during 2017/2018
• Offensive & Defensive driving;
• Bursaries in traffic training
• Learnership for Traffic Law Enforcement.
• Loads on vehicles
In addition to the above the Department also implemented Internship programme during the
2018/2019 Financial year through funding from SASSETA. These are Programmes which were
24 2019/2020 Annual Performance Plan Limpopo Department of Transportsuspended due to financial constraints. Students internships(WIL) of 48 learners was implemented by the department. The transfer of staff also made the Department to lose the achieved Employment Equity targets on persons with disabilities which was at 2%. It should be further reiterated that the achievement of Employment Equity targets remains a burning issue in the Department, i.e. 44% women , 24% at SMS level and 1.07% at persons with disabilities in the Department. The department will endeavour to achieve 50% women & 7% for persons with disabilities targets in future appointments. Transport/Fleet management is a dynamic function which relies on the growing technology. The current number of both Transport Officers and Artisan personnel are far less than what is required to cater for the efficient and effective management of fleet operations and technical support services. The Department last appointed Artisan personnel in 2007 and mostly were supervisors in the form of Foreman and Artisan Superintendents. When Artisan personnel resign, retire or pass on, the posts were never filled. The current remaining staff are aged at average 55 and above . Technology is upgraded on continuous basis, therefore there is a need to empower the operational staff so as to align their knowledge with the current trends. The management of fleet needs a system that will be able to monitor vehicles on line. Currently the Department make use of manual system , deviation and misuse of vehicles cannot be avoided and prevented on time. There is a dire need to replace the aged vehicles to comply with economic life span of the vehicle, roadworthiness & OHS standards. Apart from aging fleet there is a continuous pressure on the existing fleet caused by appointment of Traffic Officers without procurement of additional vehicles. Collaboration and coordination of activities between GMT and user directorates on vehicle needs, specifications and fitment of accessories or systems to the vehicles. In order to enhance compliance to GMT policies the Department has established Government Motor Vehicle Accident Committee to investigate misconduct and strengthen consequence management. 2019/2020 Annual Performance Plan Limpopo Department of Transport 25
Compliance to the mainstreaming of disability – analysis should be conducted on disability so
that specification can accommodate persons with disabilities in the compilation of specification for
procurement of fleet.
Currently there is a study which is conducted to check the functionality of the Government Garages.
In order to realise a healthy and productive workforce, the implementation of employee health and
wellness programmes is being intensified at institutional level.
A Baseline Occupational Health and Safety (OHS) Risk Assessment has been conducted during
2016/2017 Financial Year for full implementation of recommendations by 2019/20 Financial Year.
In terms of MPAT 1.7 the Department has registered improvements. The Department is leading the
Province in terms of KPA 3: Human Resource Management.
Figure 2: Staff composition
Although the Department commits itself to achieving its equity targets at all levels it has not met the
prescribed equity targets and will embark on the development of recruitment strategies to address the
current in equalities. 44% of the total number of employees in the Department is women. Currently
the Department has nine women at the Senior Management Service (SMS) level which translates to
26% of the total number of SMS members.
Figure 3: Equity Status of the Department
The current organisational structure is not aligned to the 2015-2020 MTSF priorities of the Department.
The Department has reviewed the Organisational Structure in line with the Provincial Treasury Note
Number 7 of 2016, which directed the Departments to reduce CoE budget by 10%. The top tier of
the proposed organisational structure of the Department is illustrated below:
26 2019/2020 Annual Performance Plan Limpopo Department of TransportOrganisational Structure Description of the strategic planning process During October 2014 , programme pre-planning sessions including all managers were held, where the second Draft 5 year Strategic Plan was discussed.This was followed by the senior management strategic planning session to define the direction of the department during the course of the next five financial years (2015-2020). The Department has developed an improvement plan to address the weaknesses identified which will be monitored and progress reported on quarterly basis. Furthermore the Department has developed the strategy to achieve clean audit and progress is discussed at the structured Risk Management Committee, Audit Committee and Executive Management Committee meetings. The widespread use of information and communication technology has warranted the Department to invest in new and improved ways in conducting its business. The use of mobile computing has increased, thus enabling our officials to access job-specific 2019/2020 Annual Performance Plan Limpopo Department of Transport 27
applications and systems. Some of these applications include eNaTIS and OLAS which enables our
officials responsible for traffic and public transport to verify licenses and permits from any remote
location.
The Department endeavours to strengthen its working relationship with the Department of Public
Works to assist with renovations and refurbishing of its facilities. Although there will not be any new
capital infrastructure projects undertaken in the 2019/20 Financial Year, every attempt will be made
to ensure that the necessary renovations and refurbishments are done with the limited available
budget.
The Department has reviewed its 2015 - 2020 Strategic Plan to align to the National Development
Plan and the National MTSF Outcomes. The amendments influenced changes of the vision, mission,
goals and strategic objectives.
The following will be the key strategic goals and objectives as outlined in the 2015-2020 Strategic
Plan:
Programme 1: Administration
Strategic Outcome Enhanced Corporate Support and Good Governance
Oriented Goal 1
Goal statement Streamlining corporate support services in order to expedite citizen centric
services in line with the sector outcomes by 2020 through implementation
of the internal control measures
Impact Indicator Efficient implementation of internal control measures
Strategic Objective 1 Improved institutional capacity and accountability
Objective Statement To improve institutional capacity by 2020 through provision of quality
administration support, government fleet services, ICT and corporate
governance, sound financial management and procedures
Baseline Unqualified Audit Report on both financial and predetermined objectives
Justification Provide proficient corporate support services and departmental strategy
Outcome Indicator Clean Audit Report
Links MTSF Outcome 12: An efficient, effective and development oriented
public service
NDP Chapter 13: Building a capable and developmental state
28 2019/2020 Annual Performance Plan Limpopo Department of TransportProgramme 2: Transport Infrastructure
Strategic Outcome Accessible, affordable, safe and integrated transportation system
Oriented Goal 2
Goal statement Provide sustainable integrated transport infrastructure and systems for all
modes of transport in the Province by 2020
Impact Indicator Improved transport planning and infrastructure
Strategic Objective Intergrated transport infrastructure
2
Objective Statement To coordinate transport planning and infrastructure development by 2020
Baseline Designs for phase 1 of the renovation of traffic College were completed
Improved coordination of transport planning and infrastructure development
Justification
Outcome Indicator Number of integrated transport plans and infrastructure developments
completed
Links MTSF Outcome 6: An efficient, competitive and responsive economic
infrastructure network
NDP Chapter 13: Building a capable and developmental state
Programme 3: Transport Operations
Strategic Outcome Accessible, affordable, safe and integrated transportation system
Oriented Goal 2
Goal statement Provide sustainable integrated transport infrastructure and systems for all
modes of transport in the Province by 2020
Impact Indicator Improved transport infrastructure
Strategic Objective 2 Integrated transport planning and infrastructure
Objective Statement To coordinate transport planning and infrastructure for all modes of
transport and promotes rural development in all districts by 2020
Baseline ITP’s developed for Burgersfort, Musina, Greater Tzaneen and
Mogalakwena
Justification Improved coordination of transport planning and infrastructure for all
modes of transport
Outcome Indicator Number of integrated transport plans and infrastructure completed
Links MTSF Outcome 6: An efficient, competitive and responsive economic
infrastructure network
NDP Chapter 4: Economic Infrastructure
2019/2020 Annual Performance Plan Limpopo Department of Transport 29Programme 3: Transport Operations
Strategic Outcome Accessible, affordable, safe and integrated transportation system
Oriented Goal 2
Goal statement Create a well-managed, integrated land transportation system,
incorporating all modes of transport, both public and private, that is
accessible within the Province by 2020
Impact Indicator Improved accessibility of subsidised bus services
Strategic Objective 3 Subsidised public transport services provided
Objective Statement To manage the provision of subsidised public transport services benefitting
30 000 000 passengers per annum by 2020 within Limpopo
Baseline 30 000 000 passengers benefitted through 26 bus subsidy contracts
Justification Improved use of public transport
Outcome Indicator % increase in the use of subsidised bus transport
Links MTSF Outcome 6: An efficient, competitive and responsive economic
infrastructure network
NDP Chapter 4: Economic Infrastructure
Programme 3: Transport Operations
Strategic Outcome Accessible, affordable, safe and integrated transportation system
Oriented Goal 2
Goal statement Create a well-managed, integrated land transportation system,
incorporating all modes of transport, both public and private, that is
accessible within the Province by 2020
Impact Indicator Improved safety and compliance in all transport modes
Strategic Objective 4 Public transport services regulated
Objective Statement To regulate compliance with public transport legislation and regulations
through operating licencing services, public transport monitoring,
empowerment of public transport industry and law enforcement by 2020
Baseline Bus trips monitored: 46 868
Public Transport Law Enforcement deployments conducted: 1 852
Justification Improved safety and compliance in the Public Transport sector
Outcome Indicator Increased number of monitoring and law enforcement operations
Links MTSF Outcome 6: An efficient, competitive and responsive economic
infrastructure network
NDP Chapter 4: Economic Infrastructure
30 2019/2020 Annual Performance Plan Limpopo Department of TransportProgramme 4: Transport Regulation
Strategic Outcome Safe and secured transport sector
Oriented Goal 3
Goal statement Maintain law and order for all road users (drivers, passengers, commuters,
pedestrians and operators) to create a more safer road environment by
2020
Impact Indicator Safe road environment
Strategic Objective 5 Road crash fatalities reduced
Objective Statement 7% decrease (instead increased by 15.8% from 1 333 to 1 544) in road fatal
crashes per annum to 2030 through provision of registration and licensing
services at all traffic institutions, intensified traffic law enforcement, road
safety education and awareness programmes
Baseline Road crash fatalities increased by 211 or 15.8% which is from 1 333 in
2016/2017 to 1 544 in 2017/2018
Justification Reduced number of road crash fatalities on our public roads to improve
economic growth within the province
Outcome Indicator 7% reduction in road fatal crashes per annum
Links MTSF Outcome 6: An efficient, competitive and responsive economic
infrastructure network
MTSF Outcome 3: All people in South Africa are and feel safe
NDP Chapter 4: Economic Infrastructure
NDP Chapter 10: Promoting health
NDP Chapter 12: Building Safer Communities
NDP Chapter 14: Fighting Corruption
Programme 5: Community Based Progrograme
Strategic Outcome Enhance job creation and community empowerment
Oriented Goal 2
Goal statement The department seeks to contribute to poverty alleviation and
empowerment through implantation of community based programmes
Impact Indicator Improved road safety to road users and communities at large
Strategic Objective 2 Improved quality of life for the communities through the implementation
of development and empowerment programmes
Objective Statement To develop and implement community empowerment programmes by
2020
Baseline Road safety ambassordors trained and point duty implemented
Justification Contribute to economic growth and impoved quality of life
Outcome Indicator Reduction of unemployment
Links MTSF Outcome 4: Decent employment through inclusive economic growth
NDP Chapter 3: Building a capable and developmental state
2019/2020 Annual Performance Plan Limpopo Department of Transport 312. Revision of legislative and other mandates
Although the Department has been placed under Administration (Section 100) 1 (a) of the Constitution
of South Africa, 1996 (Act no. 108 of 1996) priority intervention during 2014/15 financial year there
was no significant change to the legislative and other mandates of the Department of Transport.
3. Overview of the 2019/20 budget and MTEF estimates
3. Overview of the 2019/20 budget and MTEF estimates
3. Overview of the 2019/20 budget and MTEF estimates
3.1. Expenditure
3.1 Expenditure Estimates
Estimates
3.1 Expenditure Estimates
Table 1: Department of Transport
Table 1:
Table 1:Department
Departmentofof
Transport
Transport
Table 2.1 : Summary of payments and estimates by programme: Transport
Table 2.1 : Summary of payments and estimates by programme: Transport Main Adjusted Revised
Outcome Medium-term estimates
Main
appropriation Adjusted
appropriation Revised
estimate
Outcome Medium-term estimates
R thousand 2015/16 2016/17 2017/18 appropriation appropriation
2018/19 estimate 2019/20 2020/21 2021/22
R
1. thousand
Administration 2015/16
485,480 2016/17
525,276 2017/18
548,908 620,990 2018/19
620,990 620,990 2019/20
666,785 2020/21
703,175 2021/22
741,848
1.
2. Administration
Transport Infrastructure 485,480– 525,276– 548,908– 620,990– 620,990– 620,990– 666,785– 703,175– 741,848–
2.
3. Transport Infrastructure
Operations 750,333– 820,518– 872,484– 868,936– 868,936– 868,936– 910,360– 966,936– 1,020,120–
3.
4. Transport Operations
Regulations 750,333
491,836 820,518
525,820 872,484
579,990 868,936
616,302 868,936
616,302 868,936
616,302 910,360
622,227 966,936
656,735 1,020,120
692,856
4.
5. Transport
CommunityRegulations
Based Programmes 491,836– 525,820– 579,990– 616,302– 616,302– 616,302– 622,227– 656,735– 692,856–
Total
5. payments
Community and Programmes
Based estimates 1,727,649– 1,871,614– 2,001,382– 2,106,228– 2,106,228– 2,106,228– 2,199,372– 2,326,846– 2,454,824–
Total payments and estimates 1,727,649 1,871,614 2,001,382 2,106,228 2,106,228 2,106,228 2,199,372 2,326,846 2,454,824
Economic classification
Economic classification
Economic classification
Table 2.2 : Summary of provincial payments and estimates by economic classification: Transport
Table 2.2 : Summary of provincial payments and estimates by economic classification:
Main Transport
Adjusted Revised
Outcome Medium-term estimates
Main
appropriation Adjusted
appropriation Revised
estimate
Outcome Medium-term estimates
R thousand 2015/16 2016/17 2017/18 appropriation appropriation
2018/19 estimate 2019/20 2020/21 2021/22
R thousand
Current payments 2015/16
984,913 2016/17
1,096,893 2017/18
1,195,036 1,267,122 2018/19
1,267,122 1,267,122 2019/20
1,338,313 2020/21
1,413,906 2021/22
1,491,673
Current payments
Compensation of employ ees 984,913
786,835 1,096,893
848,315 1,195,036
917,642 1,267,122
975,321 1,267,122
975,321 1,267,122
975,321 1,338,313
1,029,939 1,413,906
1,086,583 1,491,673
1,146,346
Compensation
Goods and servofices
employ ees 786,835
198,078 848,315
248,578 917,642
277,394 975,321
291,802 975,321
291,802 975,321
291,802 1,029,939
308,374 1,086,583
327,323 1,146,346
345,327
Goods
Interest and
and serv
rent ices
on land 198,078– 248,578– 277,394– 291,802– 291,802– 291,802– 308,374– 327,323– 345,327–
Transfers and rent
Interest and subsidies
on land to: 708,188– 764,470– 775,193– 802,010– 802,010– 802,010– 838,950– 889,615– 938,544–
Transfers andand
Prov inces subsidies to:
municipalities 708,188
1,389 764,470
2,101 775,193
2,941 802,010
3,288 802,010
3,288 802,010
3,288 838,950
3,431 889,615
3,620 938,544
3,819
Prov inces andagencies
Departmental municipalities
and accounts 1,389
46,890 2,101
61,173 2,941
49,477 3,288
55,519 3,288
55,519 3,288
55,519 3,431
58,870 3,620
62,108 3,819
65,524
Departmental agencies
Higher education and accounts
institutions 46,890– 61,173– 49,477– 55,519– 55,519– 55,519– 58,870– 62,108– 65,524–
Higher
Foreigneducation institutions
gov ernments –
and international organisations – – – – – – – –
Foreign gov ernments
Public corporations andand
privinternational organisations
651,755–
ate enterprises 692,154– 711,054– 736,834– 736,834– 736,834– 769,786– 816,646– 861,562–
Public corporations
Non-profit institutionsand priv ate enterprises
651,755– 692,154– 711,054– 736,834– 736,834– 736,834– 769,786– 816,646– 861,562–
Non-profit
Households institutions 8,154– 9,042– 11,721– 6,369– 6,369– 6,369– 6,863– 7,241– 7,639–
Payments for capital assets
Households 34,548
8,154 10,048
9,042 29,121
11,721 37,096
6,369 37,096
6,369 37,096
6,369 22,109
6,863 23,325
7,241 24,607
7,639
Payments
Buildingsfor
andcapital assets
other fix ed structures 34,548
4,853 10,048
7,046 29,121
16,576 37,096
27,915 37,096
27,915 37,096
27,915 22,109
3,421 23,325
3,609 24,607
3,807
Buildings
Machineryand
andother fix ed structures
equipment 4,853
29,695 7,046
3,002 16,576
12,479 27,915
9,181 27,915
9,181 27,915
9,181 3,421
18,688 3,609
19,716 3,807
20,800
Machinery and equipment
Heritage Assets 29,695– 3,002– 12,479– 9,181– 9,181– 9,181– 18,688– 19,716– 20,800–
Heritage Assets
Specialised military assets – – – – – – – – –
Specialised military assets
Biological assets – – – – – – – – –
Biological assets assets
Land and sub-soil – – 66– – – – – – –
Land and and
Softw are sub-soil
otherassets
intangible assets – – 66– – – – – – –
Payments
Softw arefor
andfinancial assetsassets
other intangible – 203– 2,032– – – – – – –
Payments for financial assets – 203 2,032 – – – – – –
Total economic classification 1,727,649 1,871,614 2,001,382 2,106,228 2,106,228 2,106,228 2,199,372 2,326,846 2,454,824
Total economic classification 1,727,649 1,871,614 2,001,382 2,106,228 2,106,228 2,106,228 2,199,372 2,326,846 2,454,824
3.2 Relating expenditure trends to strategic outcome oriented goals
3.2 Relating expenditure trends to strategic outcome oriented goals
The budget of the department is comprised of equitable share, conditional grant and own
The budget of the department is comprised of equitable share, conditional grant and own
receipts. The overall allocation of the department reflects a minimal positive growth of 4.4
receipts. The overall allocation of the department reflects a minimal positive growth of 4.4
per cent in 2019/20, 5.8 per cent in 2020/21 and 5.5 per cent in 2021/22
per cent in 2019/20, 5.8 per cent in 2020/21 and 5.5 per cent in 2021/22
32 2019/2020 Annual Performance Plan Limpopo Department of TransportYou can also read
