Presentation of the DoT Annual Performance Plan (APP) 2018/19 Presentation to the Select Committee on Business and Economic Development (NCOP) 18 April 2018 1

Contents DoT Alignment to MTSF Revisions made to the DoT Strategic Plan (2015 – 2020) DoT APP 2018/19 Medium Term Targets DoT Risk Governance AGSA Findings from Annual Report 2016/17 and Action Plan (to Address AGSA Findings) Key Challenges Budget Summary

DoT Alignment to the MTSF The key initiatives of the Department over the Medium Term Strategic Framework (as appearing in the Delivery Agreement between the Minister and the President) are as follows: Outcome 4: Decent Employment through inclusive economic growth Ensure monitoring of key off-takes by end-users on the infrastructure programme Outcome 6: An efficient, competitive and responsive economic infrastructure Sub-Outcome 1: Regulation, Funding and Investment improved Establish a Single Transport Economic Regulator (STER) Develop a Private Sector Participation (PSP) Framework for ports and rail, removing barriers to entry for private investments and operations within the Policy imperatives and with an analysis of the implication of tariffs

DoT Alignment to the MTSF Outcome 6: An efficient, competitive and responsive economic infrastructure Sub-Outcome 3: Maintenance, strategic expansion, operational efficiency, capacity and competitiveness of sector logistics and transport infrastructure ensured Improve national transport planning to develop long-term plans for transport – synchronize spatial planning and align infrastructure investment for all sphere of government Ensure development and approval of Integrated Transport Plan Develop and implement plan to improve market share of containers on rail vs. road (to move rail-friendly cargo/freight from road to rail) Improve and preserve national, provincial and local road infrastructure Strengthen road traffic management Improve public transport Strengthen institutional arrangements for public transport

DoT Alignment to the MTSF Outcome 6: An efficient, competitive and responsive economic infrastructure Sub-Outcome 6: Coordination, planning, integration and monitoring implementation of strategic integrated projects in the National Infrastructure Plan SIP 1 – Unlocking the Northern Mineral Belt SIP 2 – Durban-Free State-Gauteng Logistics and Industrial Corridor SIP 3 – South Eastern Node and Corridor Development SIP 4 – Unlocking economic opportunities in the North West Province SIP 7 – Integrated Urban Space and Public Transport Programme SIP 17 – Regional Integration for African Cooperation and Development

DoT Alignment to the MTSF Outcome 7: Comprehensive Rutal Development and Land Reform Sub-Outcome 5: Increased access to quality infrastructure and functional services, particularly in education, healthcare and public transport in rural areas Improved transport infrastructure and public transport in rural areas Implement Access Road Development Plan (ARDP) to improve rural road infrastructure Implement Integrated Public Transport Network (IPTN) Strategy in District Municipalities

DoT Alignment to the MTSF Outcome 10: Protect and enhance environmental assets and natural resources Sub-Outcome 2: An effective climate change mitigation and adaptation response Develop strategic policy and regulatory frameworks and programmes to promote a low carbon economy Implement the Green Transport Strategy

DoT Vision and Mission Vision “Transport, the Heartbeat of Economic Growth and Social Development” Mission “Lead development of efficient integrated transport systems by creating a framework of sustainable policies, regulations and implementable models to support government strategies for economic and social development”

DoT Values Values Maintain fairness and equity in all our operations Strive for quality and affordable transport for all Stimulate innovation in the transport sector Ensure transparency, accountability and monitoring of all operations; and Ensure sustainability, financial affordability, accessibility as well as upholding of the Batho Pele principles

DoT Strategic Oriented-Outcome Goals SG 1: An efficient and integrated infrastructure network that serves as catalyst for social and economic development SG 2: A transport sector that is safe and secure SG 3: Improved rural access and mobility SG 4: Improved public transport services SG 5: Increased sector contribution to job creation SG 6: Increased sector contribution to environmental protection

DoT Delivery Programmes Programme 1: Administration Programme 2: Integrated Transport Planning Programme 3: Rail Transport Programme 4: Road Transport Programme 5: Civil Aviation Programme 6: Maritime Transport Programme 7: Public Transport

REVISIONS TO THE DoT STRATEGIC PLAN 2015 - 2020

REVISIONS TO THE STRATEGIC PLAN: INTEGRATED TRANSPORT PLANNING MTSF Target Status Comment / Revised Target Review of the White Paper on the National Transport Policy Not Achieved Submission of the White Paper on the National Transport Policy to Cabinet has been moved from 2017/18 to 2018/19. Implementation of the Road Freight Strategy Achieved Development of the Road Freight Strategy Implementation Plan is envisaged for March 2018 and implementation of the Strategy will be monitored through internal business processes. Development of the Regional Transport Market Access Strategy Development and implementation of the Regional Transport Market Access Strategy will be coordinated through internal business processes Development of the Road Tariff Determination Framework Submission of the Road Tariff Determination Framework to Cabinet is envisaged for March 2018. Once approved, implementation of the Framework will be monitored through internal business processes.

REVISIONS TO THE STRATEGIC PLAN: RAIL TRANSPORT MTSF Target Status Comment / Revised Target Development of the White Paper on the National Rail Policy Achieved Submission of the White Paper on the National Rail Policy to Cabinet is envisaged for March 2018. Once approved, implementation of the Policy will be monitored through internal business processes Development of the National Rail Strategy Not Achieved Development of the draft National Rail Strategy moved from 2018/19 to 2019/20 Submission of the National Rail Strategy to Cabinet moved from 2019/20 to 2020/21 Establishment of Interim Rail Economic Regulatory Capacity Implementation of Economic Regulations for the Interim Rail Economic Regulatory Capacity has been moved from 2018/19 to 2019/20 In 2018/19, research on proposed access arrangements and pricing approaches will be prioritised.

REVISIONS TO THE STRATEGIC PLAN: CIVIL AVIATION MTSF Target Status Comment / Revised Target Amendment of the Airports Company Act Achieved Approval of the Regulations for the Airports Company Amendment Act has been moved from 2017/18 to 2018/19 Implementation of the Regulations for the Airports Company Amendment Act has been moved from 2018/19 to resume in 2019/20 Amendment of the ATNS Act Approval of the Regulations for the ATNS Amendment Act has been moved from 2017/18 to 2018/19 Implementation of the Regulations for the ATNS Amendment Act has been moved from 2018/19 to resume in 2019/20

REVISIONS TO THE STRATEGIC PLAN: MARITIME TRANSPORT MTSF Target Status Comment / Revised Target Implementation of the Comprehensive Maritime Transport Policy Achieved Development of the Maritime Transport Strategy is envisaged for March 2018 and implementation of the Policy and Strategy will be monitored through internal business processes Overhaul of the Merchant Shipping Act Not Achieved Submission of the Merchant Shipping Bill to Cabinet has been moved from 2017/18 to 2018/19 Submission of the Merchant Shipping Bill to Parliament has been moved from 2018/19 to 2019/20

REVISIONS TO THE STRATEGIC PLAN: PUBLIC TRANSPORT MTSF Target Status Comment / Revised Target Development of the Integrated Public Transport Turnaround Plan Not Achieved Implementation of the Integrated Public Transport Turnaround Plan has been moved from 2018/19 to resume in 2019/20 In 2018/19, development of the Public Transport Subsidy Policy will be prioritised The two medium term targets stated above will be monitored through internal business processes

DOT ANNUAL PERFORMANCE PLAN 2018/19

DoT TARGETS TOTAL FOR 2018/19 Programme Number of Targets Administration 5 Integrated Transport Planning 4 Rail Transport Road Transport 6 Civil Aviation Maritime Transport 3 Public Transport Total 31

APP 2018/19 KEY INTERVENTIONS: ADMINISTRATION SO 1.3 To promote equality and equity within the sector through the coordination of empowerment initiatives for previously disadvantaged groups (Women, Persons with Disabilities, Youth and Children) Monitor implementation of the sector socio-economic empowerment programmes (DoT, SOEs and Provincial Departments of Transport) Conduct ten (10) community outreach campaigns on Gender, Persons with Disability, Youth and Children May Children’s Month, June Youth Month, July Men’s Month, August Women’s Month, September Casual Day, November Disability Rights Awareness Month, November/December Sixteen (16) Days Activism for No Violence against Women and Children

APP 2018/19 KEY INTERVENTIONS: ADMINISTRATION SO 7.1 To coordinate the function of human resource management and development in support of DoT programmes Compile a monitoring report on the implementation of the 2017/18 Human Resource Development Framework Develop, ensure approval and monitor implementation of the 2018/19 Human Resource Development Plan Training of Staff, issuing of bursaries to internal staff and external stakeholders, career exhibitions, etc.

APP 2018/19 KEY INTERVENTIONS: ADMINISTRATION SO 7.2 To render financial administration, supply chain management, risk management, internal audit, budgeting and management accounting services to the DoT Develop and monitor implementation of action plans to address audit findings raised by Internal Audit and Auditor-General Monitor implementation of the Departmental Risk Strategy Review and quarterly assessment of strategic and operational risks

APP 2018/19 KEY INTERVENTIONS: INTEGRATED TRANSPORT PLANNING SO 1.1 To formulate and implement national transport macro-planning legislation, policies and strategies Monitor implementation of ten (10) NATMAP priority pilot projects Parys Intermodal Transport Facility, Upgrade of Route R31 (NC), National Station Upgrade Programme (Phillipi Station), National Road Safety Strategy, Upgrade of MR177 (Stellenbosch Arterial Phase), R573 Moloto Road Phase I, Multimodal Legislative Framework, Green Transport Strategy, OR Tambo International Airport (Midfield Passenger Terminal) and Development of Integrated Transport Networks in two (2) District Municipalities (Vhembe and Nkangala) Conduct the socio-economic impact assessment on the Revised White Paper on the National Transport Policy and submit the White Paper for Cabinet approval

APP 2018/19 KEY INTERVENTIONS: INTEGRATED TRANSPORT PLANNING SO 1.3 To standardise economic regulations and enhance participation and inclusion of key stakeholders in mainstream sector interventions Process the draft STER Bill through Cabinet and Parliament for promulgation SO 6.1 To develop and implement strategies aimed at reducing Greenhouse Gas (GHG) emissions in the Transport sector Conduct public awareness campaigns on the Green Transport Strategy in nine (9) provinces

APP 2018/19 KEY INTERVENTIONS: RAIL TRANSPORT SO 1.5 To develop and implement interventions aimed at improving rail transport operations Conduct stakeholder consultations on the draft National Rail Bill and process the Bill through the ESEID Cluster and Cabinet Conduct research on proposed access arrangements and pricing approaches for the Interim Rail Economic Regulatory Capacity Develop an implementation plan for the Private Sector Participation (PSP) Framework

APP 2018/19 KEY INTERVENTIONS: RAIL TRANSPORT SO 2.1 To develop and implement interventions aimed at enhancing safety and security of rail transport Update the draft National Railway Safety Bill and process the Bill through NEDLAC, FOSAD Cluster and Cabinet for approval

APP 2018/19 KEY INTERVENTIONS: ROAD TRANSPORT SO 1.4 To develop and monitor implementation of policies aimed at ensuring construction and maintenance of road transport infrastructure Process the Roads Policy through the ESEID Cluster and Cabinet for approval Monitor implementation of the S’hamba Sonke Programme (inspections and bilateral consultations) Process the Access Road Development Plan through Cabinet for approval

APP 2018/19 KEY INTERVENTIONS: ROAD TRANSPORT SO 2.1 To develop and implement interventions aimed at enhancing safety and security of road transport Conduct stakeholder engagement on legislative inputs and proposals and develop a draft Bill for founding legislations of road entities Monitor implementation of the National Road Safety Strategy Easter Road Safety Programme, UN Global Road Safety Week, Youth Road Safety Summit, Pedestrian and Passenger Visibility Awareness, Driver Safety and Education Programmes, Festive Season Awareness, Scholar safet Programme, etc Conduct stakeholder engagements on the draft Anti-Fraud and Corruption Strategy South African Police Services (SAPS), National Prosecuting Authority (NPA), South African Insurance Crime Bureau (SAICB), Business Against Crime South Africa (BACSA)

APP 2018/19 KEY INTERVENTIONS: CIVIL AVIATION SO 1.5 To develop and implement interventions aimed at improving operations in the Civil Aviation sector Develop and ensure approval of regulations for the Airports Company and ATNS Acts Process the Air Services Bill through the ESEID Cluster, Cabinet Committees and Cabinet

APP 2018/19 KEY INTERVENTIONS: CIVIL AVIATION SO 2.1 To develop and implement interventions aimed at enhancing safety and security of civil aviation Process the Civil Aviation Amendment Bill through Parliament for promulgation SO 5.3 To develop and implement interventions aimed at creating jobs and a conjucive environment for employment opportunities in Civil Aviation Develop draft curriculum on civil aviation in line with the National Aviation Transformation Strategy

APP 2018/19 KEY INTERVENTIONS: MARITIME TRANSPORT SO 1.5 To develop and implement interventions aimed at improving maritime transport operations Conduct audit of Operation Phakisa projects at seven (7) commercial ports SO 2.1 To develop and implement interventions aimed at enhancing safety and security of maritime transport Process the Merchant Shipping Bill through the ESEID Cluster and Cabinet Develop and implement action plans for the Logistics, Content and Communication work streams in preparation for hosting the 2020 World Maritime Day

APP 2018/19 KEY INTERVENTIONS: PUBLIC TRANSPORT SO 3.1 To develop and implement policies and strategies aimed at improving provision of quality public transport infrastructure and services in rural areas Develop detailed Integrated Public Transport Network (IPTN) Plans in two district municipalities (Vhembe and Nkangala) SO 4.1 To facilitate and promote the provision of sustainable public transport through the use of safe and compliant vehicles Conduct cost calculations on the new TRP scrapping allowance and develop requirements for inclusion of scholar transport and cross border transport in the TRP

APP 2018/19 KEY INTERVENTIONS: PUBLIC TRANSPORT SO 4.2 To facilitate the development and implementation of Integrated Public Transport Networks in identified cities Monitor constructions and operation of IPTNs in thirteen (13) cities SO 4.3 To transform land transport systems through the development and implementation of legislation, institutional building and planning Process the Transport Appeal Tribunal (TAT) Amendment Bill through NEDLAC, DPME (SEIAS), FOSAD Cluster and Cabinet

Risk Governance (Annexure 2) The department has put in place systems to identify and manage risks that have the potential to impact (positively or negatively) on the achievement of the Strategic Goal-Oriented Outcomes and Objectives. The following structures have been put in place: EXCO Plays its risk oversight by ensuring that the department identifies risks within the operation of the department and the reporting Transport Public Entities, and that such risks are adequately addressed or mitigated 2. Risk Management Committee This structure assists the Accounting Officer with his risk oversight by reviewing the system of risk management such as risk management objectives,Strategy,policy and monitor the process at strategic, management and operational levels.

Risk Governance… 3. Audit Committee This structure is an independent structure that plays an oversight by ensuring that the department appropriately address the risk areas relating to; financial reporting including fraud and corruption IT risks as they relate to financial reporting. 4. Risk Management Directorate The department has a dedicated Risk Management Directorate that facilitates and coordinate all the risk management activities in the department, it also assists the Accounting Officer to execute his statutory mandate with regard to risk management. This directorate has a direct reporting line to the Accounting Officer.

Key Risk Profile: Graphical Summary Narration Action Plans Inherent Risk Exposure 100% of risks were rated high Residual Risk Exposure 62% of risks were rated high and are on an unacceptable level of residual risk rating, this requires EXCO’s intervention and monitoring; 30% of risks were rated medium still on an unacceptable level and requires immediate intervention from Programme Managers/project managers. 8% of risks were rated low, acceptable level of residual risk rating. The department has put in place risk mitigation strategies to further reduce the residual risk exposure profile to an acceptable(low) level. Regular risk monitoring and oversight is taking place Monthly, quarterly and annually, through the Risk Governance Structures

Inherent risks in a red bar, represent the product of impact and likelihood of risk occurring measured as risk exposure/ value. Residual risks in a green bar, represent a product of the inherent risk and the perceived control effectiveness measured as a risk exposure/value. The greater the gap between the inherent and residual risk the more effective the controls mitigating the risks are. Management should concentrate on controlling high residual risks with low control effectiveness. CONFIDENTIAL

Risk Categorization

Risk Relationships: DoT and PE No Risk Description Risk Category Entities Linkage to DoT Strategic Risk Register Impact on DoT and NDP 1 Unreliable IT Systems/Networks Lack of information system security Technological and systems Risk SACAA ATNS RTMC ACSA SR 4 Impact the DoT’s Strategy and Objectives (Non delivery on the transport mandate).   The National Development Plan objectives (particularly negative impact on service delivery and infrastructure development) South Africa’s economic growth and the broader government’s objectives 2 Financial sustainability of entities: Inability to remain financially sustainable in the long term. Going concern status Financial Risk CBRTA SANRAL RSR PRASA RAF SR 6 3 Non-compliance to statutory/regulatory requirements Regulatory Compliance Risk SAMSA RTIA SR 1 (a),(b) and ( c)

Risk Relationships: DoT and PE No Risk Description Risk Category Entities Linkage to DoT Strategic Risk Register Impact on DoT and NDP 4 Cyber Security Threats Data corruption, unreliable data caused by hacking, human errors and corruption/ Loss of data as a result of no backup systems Information Security Risk ATNS RTIA   SR 4 Impact the DoT’s Strategy and Objectives (Non delivery on the transport mandate). The National Development Plan objectives (particularly negative impact on service delivery and infrastructure development) South Africa’s economic growth and the broader government’s objectives 5 Inadequate management of incidents of business interruptions Business Continuity Management Risk RSR CBRTA SR 3 6 Reputational damage, public allegations and/civil claims due to negative publicity particularly on social media Reputational Risk PRASA ACSA SR 10

AGSA Findings from Annual Report 2016/17 and the Action Plans (Annexure 1)

Key Challenges Key Challenge Proposed Interventions Funding Mobilizing NT for more funding Consolidating fragmented funding streams Identifying alternative funding sources Inherent dependencies on other spheres on government, other departments and agencies More coordinated IGR processes Building capacity at implementing spheres and agencies More focused oversight capabilities

Public Entities Liquidity as at the end of the 3rd Quarter - 2017/18 Public Entity Solvency Ratio Current Ratio Cash flow (R’000) ACSA 2,88 1,95 R1,110,032 ATNS 9,28 5,99 R1,334,332 SACAA 4,03 3,16 R279,246 RAF 0,05 0,3 R2,203,717 SANRAL 3,30 1,26 R7,362,698 RTMC 3,46 2,36 R4,581 RTIA 171 163 R133,166 8. C-BRTA 0,36 0,33 R72,619 SAMSA 1,31 1,27 R57,387 PR 30,95 28,7 R15,436 11. RSR 3,80 2,37 R16,652 12. PRASA 0,99 3,17 R15,571,960 43

Budget Summary Programme Audited Adjusted budget Medium Term Estimates R'000 2014/15 2015/16 2016/17 2017/18 2018/19 2019/20 2020/21 1 Administration 377 489 420 824 365 136 407 071 430 077 460 038 490 182 2 Integrated Transport Planning 74 974 88 762 77 054 82 641 89 982 95 660 101 979 3 Rail Transport 15 035 507 18 305 274 18 992 005 19 308 899 18 887 279 20 493 265 21 590 067 4 Road Transport 22 202 862 22 889 198 25 055 434 27 129 639 27 098 760 31 246 430 32 983 764 5 Civil Aviation 160 966 145 284 210 427 170 235 182 253 192 874 204 387 6 Maritime Transport 99 623 142 874 153 561 129 347 119 925 131 771 139 214 7 Public Transport 11 195 677 11 328 571 11 550 042 12 567 348 12 990 018 13 237 088 14 050 857 Total 49 147 098 53 320 787 56 403 659 59 795 180 59 798 294 65 857 126 69 560 450 Direct Charge: Foreign International fees - 3 821 10 000 10 200 10 424 10 997 56 407 480 59 805 180 59 808 494 65 867 550 69 571 447 Over the medium term, the department plans to focus on improving mobility and access to social and economic activities by facilitating and creating an enabling environment for maintaining provincial and national road networks, modernising passenger rail infrastructure and improving services, and integrating public transport. Total expenditure is expected to increase at an average annual rate of 6.3 per cent over the medium term, from R59.8 billion in 2017/18 to R69.6 billion in 2020/21.

Budget Summary… Economic Classification Audited Adjusted budget Medium Term Estimates R'000 2014/15 2015/16 2016/17 2017/18 2018/19 2019/20 2020/21 Compensation of employees 345 900 382 866 392 791 456 821 496 711 534 709 574 848 Goods and services 1 059 155 701 351 814 153 663 791 700 886 748 350 797 954 Transfers and Subsidies 47 706 799 52 219 379 55 164 927 58 666 637 58 595 954 64 569 067 68 182 373 Payment for capital assets 260 6 679 22 240 Machinery and Equipment 34 984 10 512 9 548 7 931 4 743 5 000 5 275 TOTAL 49 147 098 53 320 787 56 403 659 59 795 180 59 798 294 65 857 126 69 560 450 Direct Charge: Foreign International fees   3 821 10 000 10 200 10 424 10 997 56 407 480 59 805 180 59 808 494 65 867 550 69 571 447 The department’s spending on goods and services, and compensation of employees, accounting for a projected 2 per cent of spending over the MTEF period, is largely driven by activities related to project management and programme support functions, monitoring and evaluation, grant management and oversight, and policy and legislative development and implementation. As a result, spending on items related to goods and services is expected to increase at an average annual rate of 6.3 per cent, from R663.8 million in 2017/18 to R798 million in 2020/21.

Compensation of Employees Audited Adjusted Budget Medium term expenditure estimates 2014/15 2015/16 2016/17 2017/18 2018/19 2019/20 2020/21 R'000 Baseline allocation for 2017/18 345 900 382 866 392 791 450 021 469 961 505 888 543 828 Additional allocation:   6 800 26 750 28 821 31 020 TOTAL 456 821 496 711 534 709 574 848 The department’s budget for compensation of employees has been capped at R496.7 million in 2018/19, R534.7 million in 2019/20 and R574.8 million in 2020/21 – reflecting an increase at an average annual rate of 10.1 per cent over the medium term.

Transfers and Subsidies Audited Adjusted Budget Medium Term Estimates R'000 2014/15 2015/16 2016/17 2017/18 2018/19 2019/20 2020/21 Conditional Grants:   Provincial Roads Maintenance 9 361 498 9 531 744 10 478 194 10 753 664 11 035 668 11 481 665 12 112 657 Public Transport Operations 4 832 709 4 939 448 5 400 292 5 722 871 5 990 298 6 325 755 6 749 581 Public Transport Network 5 870 846 5 953 090 5 592 691 6 159 559 6 253 669 6 114 248 6 450 172 Rural Road Asset Management 75 223 96 842 101 514 107 309 107 533 113 891 120 485 Public Corporations: Passenger Rail Agency of South Africa (PRASA) 14 946 301 18 222 047 18 890 267 19 216 418 18 778 968 20 378 671 21 468 614 Departmental Agencies & Accounts: S.A. National Roads Agency 11 916 947 12 843 488 13 915 586 15 944 823 15 624 158 19 305 506 20 386 077 Road Traffic Management Corporation 259 481 184 104 193 862 194 529 200 238 210 228 220 535 Railway Safety Regulator 51 504 53 379 65 987 49 564 63 018 66 547 70 207 ATNS 52 160 S.A. Civil Aviation Authority 19 239 20 124 21 191 22 251 23 542 24 860 26 227 Ports Regulator of South Africa 16 852 27 627 28 561 22 489 25 619 31 774 33 522 Road Traffic Infringements Agency 11 475 11 497 10 092 17 696 11 722 7 770 8 197 South African Maritime Safety Authority SAMSA:Maritime Rescue Co-ordination Centre 6 887 7 205 7 586 12 965 13 707 14 475 15 271 Transport TETA 978 881 1054 1161 1 228 1 297 1 368 Sub-total 47 369 940 51 891 476 54 759 037 58 225 299 58 129 368 64 076 687 67 662 913

Transfers and Subsidies Audited Adjusted Budget Medium Term Estimates 2014/15 2015/16 2016/17 2017/18 2018/19 2019/20 2020/21 Taxi scrapping 300 063 248 402 359 352 389 041 411 605 434 655 458 561 Non Profit Institutions 2 308 2 415 2 541 2 669 2 823 2 982 3 144 South African National Taxi Council 17 500 19 254 20 275 21 289 22 524 23 785 25 093 Higher Education Institutions 7 514 9 808 9 914 10 434 11 040 11 659 12 300 International Organisations 8 783 46 824 12 024 17 718 18 396 19 089 20 140 Leave pay and donations 691 1 200 1784 187 198 210 222 Sub total 336 859 327 903 405 890 441 338 466 586 492 380 519 460 Total transfers 47 706 799 52 219 379 55 164 927 58 666 637 58 595 954 64 569 067 68 182 373 The department’s expenditure over the MTEF period is driven mainly by transfers to the South African National Roads Agency, the Passenger Rail Agency of South Africa, and provinces and municipalities for the construction, operations and maintenance of transport services and infrastructure as well as other transfers which account to 98% of the spending over the MTEF period.

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