5084_SANRAL_2030 Strategy_summary A5 v5

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SANRAL EXPENDITURE TREND Graph 2 R40 000 000 R35 000 000 R30 000 000 R25 000 000 RAND (MILLION) R20 000 000 R15 000 000 R10 000 000 R5 000 000 R0 1998/99 1999/00 2000/01 2001/02 2002/03 2003/04 2004/05 2005/06 2006/07 2007/08 2008/09 2009/10 2010/11 2011/12 2012/13 2013/14 2014/15 2015/16 2016/17 2017/18 2018/19 2019/20 2020/21 2021/22 2022/23 2023/24 2024/25 2025/26 2026/27 2027/28 2028/29 2029/30 Toll Non Toll Other FINANCIAL YEAR Note: 5% Annual Non Toll Budget Increase 10 SANRAL STRATEGY | HORIZON 2030
CHALLENGES SANRAL operates within a rapidly changing social and technology environment. Its future success will be dependent on its ability to influence perceptions about road infrastructure and streamline its internal process to meet a number of challenges. Understanding and improving the nation’s perceptions of SANRAL The most important task for SANRAL is to deliver value to South African citizens and road users through the delivery of quality road infrastructure. It is imperative that SANRAL continues to maintain clean corporate governance and deliver an excellent service to stakeholders. Engaging South Africans on the need for adequate road funding There must be a greater awareness among the public that roads compete for funding from the national fiscus together with other socio-economic imperatives. To ensure roads receive its adequate share of funding will require measured engagement and the application of an integrated funding strategy. Maximising job opportunities South Africa’s high unemployment rate exerts pressure on SANRAL to maximise the number of jobs created on SANRAL’s projects, especially for targeted groups that include black women and youth. SANRAL needs to develop and employ more labour enhanced methods on the projects it manages, but at the same time ensure the cost effectiveness of such projects. Sustaining the condition of the national road network Uncertainties relating to adequate funding allocations from government and concerns relating to the use of private finance to develop roads, place an increasing risk on the sustainability of the high quality of the condition of the entire national road network. Standardising processes and systems across all SANRAL regional offices Systems, policies and specifications are changing continuously. There is a need to ensure uniform and consistent approaches and standardised systems and processes across all SANRAL offices. Consulting with stakeholders in a timely manner SANRAL’s strategic planning processes must be aligned with that of its stakeholders and the agency must provide professional and technical support in the delivery of stakeholder projects, including skills transfers. Influencing behaviour of road users SANRAL can make an important contribution to road safety through the provision of both safe roads and encouraging safe behaviour among all road users, whether drivers, passengers and pedestrians. Dealing with limiting and restrictive legislation All legislation and regulations must be complied with. However, limiting and restrictive legislation can have a negative impact on service delivery if not properly planned for. There is a need to actively participate in processes to review and streamline such measures, including the SANRAL Act. SUMMARY 11
Page 1 and 2: SANRAL STRATEGY HORIZON 2030 SUMMAR
Page 3 and 4: BUILDING A BETTER SOUTH AFRICA THRO
Page 5 and 6: SANRAL’S STRATEGIC RESPONSE Horiz
Page 7 and 8: SUMMARY 7
Page 9: Without this key alternative source
Page 13 and 14: TEN STRATEGIC OBJECTIVES Improve SA
Page 15 and 16: OVERALL CONDITION TREND Graph 4 100
Page 17 and 18: SANRAL’s overarching objective is
Page 19 and 20: SUMMARY 19
Page 21 and 22: TRANSFORMATION SANRAL’s policies
Page 23 and 24: IMPLEMENTATION Once this strategy h

5084_SANRAL_2030 Strategy_summary A5 v5

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