Moving Forward Prosperously Foreword A corporate identity is more than just a design image. It is an organisation’s unique character and a combination of its reputation, name, and organizational culture. It encapsulates the motto: “ the way we do things around here”. A corporate identity has the purpose of graphically differentiating an organization or product in a way that is unique, appropriate and relevant. The KwaZulu-Natal Department of Transport’s corporate identity reflects the dynamic nature and innovative credo of the organization. The Department prides itself as one of the leading lights in the field of effective service delivery to the people of KwaZulu-Natal and the new South Africa. The identity reflects the values and vision of the Department. It projects our creative and progressive manner in which we deliver the direly needed services to our communities. The Road From gravel road to tarred road. The gravel portion symbolizes underdevelopment and limited accessibility The Wheel among rural communities. Infrastructure development by A continuous rotation for the better life. Like a spiral, the the Department results in semi-tarred to tarred roads. wheel rotates around a centre (axle) to create continuous circular motion. Tarred roads are a symbol of economic development and ease of accessibility by the previously disadvantaged rural A wheel is the ultimate symbol of movement, mobility, a communities into the mainstream economy of the country. change of fortune for the betterment of the quality of life, A movement from gravel to tarred roads therefore symbolizes especially among communities in the rural areas. The progress, a shift, and a means through which economic wheel is continuously turning towards prosperity – towards emancipation is realized. The road to prosperity starts with a better life for all people. a gravel road. The South African Flag The colours of the South African flag re-emphasize the need for a unity of direction and purpose for the rainbow nation. It symbolizes unity in diversity. Multiculturalism. It projects a feeling of continuous motion forward; a motion from road infrastructure underdevelopment into a future dominated by hope and prosperity. A future tarred with a better life. A movement into a focus of economic upliftment of the lives of the people we serve. For more copies contact the Library: Tel: (033) 355 8694 | Fax: (033) 355 8854 PR Number: PR 81/2003 e-mail: [email protected] ISBN: 0-621-34419-2 Contents ORGANOGRAM 01 Part I: GENERAL INFORMATION 03 Section 1: Strategic Vision 04 Section 2: Report of the Executive Authority 05 Part II: REPORT OF THE HEAD OF DEPARTMENT 09 Section 1: Introduction 10 Section 2: Ministers Office 16 Section 3: Financial Services 19 Section 4: Corporate Services 22 Section 5: Public Safety & Communication 39 Section 6: Strategic Planning 61 Section 7: Implementation 74 Section 8: Transport, Enterprise, Development & Logistics 86 Part III: REPORT OF THE AUDIT COMMITTEE 108 Part IV: FINANCIAL STATEMENTS 111 Part V: HUMAN RESOURCE MANAGEMENT 165 Head: Head: Head: Head: Transport Enterprise Implementation Public Safety & Strategic Planning Development & Logistics Mr. Chris Hlabisa Communication Mr. James Mlawu Mr. George Mahlalela Mr. Thabang Chiloane Director: Policy and Planning (Vacant) Director: Communication Support Director: Director: (Vacant) Implementation Policy and Planning Mr. Rob Tarboton Mr. S’bu Gumbi Director: Contract Director: Director: Management Media Liaison Development (Vacant) & Public Relations Ms. Jabu Bhengu (Vacant) Regional Director: Director: Durban Region Monitoring Mr. Siphiwe Majola & Evaluation (Vacant) Regional Director: Director: Director: PMB Region Freight Transport Road Safety Mr. Mossie Mostert Mr. Sinethemba Mngqibisa Ms. Thoko Mabaso Regional Director: Acting Regional Director: Provincial Taxi Director: Empangeni Region Ladysmith Registrar: Road Traffic Mr. Dumisane Ximba Mr. Charles Van Wyk Mr. John Kapueja Mr. John Schnell PAGE 1 MEC: Transport KZN Minister S’bu Ndebele Head of Department: Dr. Kwazi Mbanjwa Chief Financial Officer: Head: Director: Mr. Roger Govender Corporate Service Office of the Minister Ms. Vicky Cunliffe Rev. Themba Vundla Director: Legal Services (Vacant) Director: Procurement Director: (Vacant) Corporate Support Services (Vacant) Director: Employment Relationship Management Director: (Vacant) Financial Accounting & Reporting (Vacant) Director: Labour Relations (Vacant) Acting Director: Director: Provincial Motor Transport Financial Manager Ms. Bathandwa Nogwanya Mr. Wayne Evans Director: Technology Transfer Dr. Simon Oloo PAGE 2 01 Strategic Vision 02 Report of the Executive Authority PAGE 3 Strategic Vision VISION The KwaZulu-Natal Department of Transport’s vision is accepted as being: “PROSPERITY THROUGH MOBILITY” This means that all the activities of the department, and the manner in which the department delivers services to communities, will increase the wealth and quality of life of all the citizens of the province. MISSION STATEMENT The mission statement of the Kwa-Zulu Natal Department of Transport was agreed to read: We will provide the public with a safe, integrated, regulated, affordable and accessible transportation system, and ensure that, in delivering on our mandate, we meet the developmental needs of our province, AND We will promote a transparent and accountable government, plan in accordance with the needs of our customers, and ensure effective, efficient and transparent delivery of services through the appropriate involvement of the public and through regular and accurate reporting. VALUES • Teamwork • Integrity • Tranparency and openness • Equity and fairness • Mutual Trust and respect • Customer service • Courtesy and commitment PAGE 4 Report of the Executive Authourity MEC: Transport KZN Minister S’bu Ndebele PAGE 5 Report of the Executive Authourity It is particularly pleasing that, despite heightened political tensions, the KwaZulu-Natal Department of Transport was still able to retain its development agenda and to reach its targeted service outputs. Our mandate, as Government, is to deliver a better life for all but particularly for those so unjustly disadvantaged during apartheid. There can be no doubting the fact that the mandate to create a better life for all does require commitment to develop policies and to implement programmes that create wealth and opportunities among the poor. Each year the KwaZulu-Natal Department of Transport has been able to record further achievements as an innovative service provider and as a creator of substantial and sustainable new work and entrepreneurial opportunities within disadvantaged communities. We have gone from concept, in the Road to Wealth and Job Creation Initiative (1998), to implementation in a very short space of time. Although our Zibambele programme was only piloted in 2000, 14 800 Zibambele contracts had been awarded by the end of March 2003. Our Vukuzakhe programme has grown from a zero budget to a contracts value of more than R370 million in 2003/2004. We anticipate that contracts awarded to Vukuzakhe contractors will, in turn, create some 30 000 new jobs. It is, I believe, indicative of strong community support that the KwaZulu-Natal Department of Transport has been able to implement its development agenda despite political tensions and despite serious attempts to sideline it. Our Zibambele, Vukuzakhe and Labour Intensive Road Construction programmes continue to be geared up to provide massive new opportunities for poor people who, with appropriate organisational inputs, can further benefit from SETA and CETA learnerships and create the foundations to move towards knowledge based production. In the coming years the co- ordination of the Road to Safety Strategy and the Taxi Recapitalisation programme will prove critical in ensuring that the public has access to safe and affordable public transport. The KwaZulu-Natal Department of Transport has made significant progress in tackling the HIV/AIDS pandemic both within the Department as well as the taxi and freight transport industries. We are currently conducting research to ascertain the likely impact of HIV/AIDS on the infrastructure and mobility needs of rural communities. This study forms part of our African Renaissance Road Upgrading Programme. The growing capacity of the KwaZulu-Natal Department of Transport to deliver services that reverse the spatial inequalities and injustices of apartheid society and, at the same time, create significant new work and entrepreneurial opportunities does appear to buck the trend of a worsening social crises in KwaZulu-Natal. PAGE 6 Report of the Executive Authourity It is well documented that KwaZulu-Natal is host to an increasing and disproportionate share of South Africa’s poor and unemployed. The recently released Census 2001 indicates that KwaZulu- Natal has the second highest unemployment rate (48,7%) of all provinces in South Africa and that the majority of unemployed concern the black population. Clearly our annual growth rate in KwaZulu- Natal has not been able to create sufficient new jobs to arrest an unemployment rate which has worsened since Census 1996. Census 2001 draws further attention to the fact that the majority of unemployed are less than 40 years of age and that, increasingly, our demographic profile is characterised by high levels of unemployment among both the educated and uneducated youth. Such high unemployment rates have profound implications for our government’s initiative to push back