OPTIMAL ALLOCATION OF ROADS WITHIN THE KZN DOT ROAD NETWORK TO APPROPRIATE AUTHORITY

SOUTH AFRICAN ROAD FEDERATION(SARF)

MS G XABA –CHIEF DIRECTOR: STRATEGIC MANAGEMENT KZN DOT

30 AUGUST 2019

TABLE OF CONTENTS • Introduction

• Overview of the Provincial Growth and Development Strategy

(PGDS)

• Strategic Response to PGDS

• Assignment of roles and responsibilities for roads

• Existing roles and responsibilities

• Road Classification and Responsibilities

• KwaZulu-Natal DOT Network Extent and condition

• Funding trends

• IGULA Radical Economic Transformation Programme

• Challenges

INTRODUCTION

• Effective infrastructure considered a pre-condition for economic

growth for any country

• Efficient road infrastructure is an essential enabler for sustainable

development

• Provincial Growth and Development Strategy (vision 2035)

recognizes the importance of transport infrastructure in driving the

economy of the Province

OVERVIEW OF THE PROVINCIAL GROWTH AND

DEVELOPMENT STRATEGY/ PLAN

STRATEGIC GOALS

3 HUMAN AND

COMMUNITY

DEVELOPMENT

5 ENVIRONMENTAL

SUSTAINABILITY

4 STRATEGIC

INFRASTRUCTURE

2 HUMAN RESOURCE

DEVELOPMENT

7 SPATIAL

6 GOVERNANCE

AND POLICY

1 INCLUSIVE ECONOMIC

GROWTH

KwaZulu-Natal will be a

prosperous Province with a healthy, secure

and skilled population, living

in dignity and harmony, acting as a gateway to Africa and the

World

STRATEGIC

OBJECTIVES

31

Goal

Indicators

and

Strategic

Objective

Indicators

Each with 5

year Targets

Progress

reported to

Lekgotla

Bi Annually,

to Executive

Council

Clusters

Quarterly

STRATEGIC RESPONSE TO PGDS

• NSDP 4th principle recommends that settlement and economic

development opportunities should be channelled into activity corridors and

nodes that are adjacent to or link the main growth centres

• KwaZulu-Natal Provincial Executive resolved to pursue the concept of

“corridor development” as a stimulus to economic growth in 2005

• Provincial Spatial Economic Development Strategy endeavours to identify

such main growth centres, the related nodes and corridors

• DPLG actively assisting municipalities to engage with corridor development

STRATEGIC RESPONSE TO PGDS

• Primary:-

An urban centre with very high existing economic growth and the potential for expansion thereof. Provides service to the national and provincial economy

• Secondary:-

An urban centre with good existing economic development and the potential for growth. Services the regional economy

• Tertiary:-

A centre which should provide service to the

sub-regional economy

• Quaternary:-

A centre which should provide service to the localised economy

STRATEGIC RESPONSE TO PGDS/P

• Primary Corridor (PC):

A corridor with very high economic growth potential within all three sectors which serves areas of high poverty densities; and

• Secondary Corridor (SC):

A corridor serving areas of high poverty levels with good economic development potential within one or two sectors

Primary Purpose

Multi-Sectoral Corridor

Tourism Corridor

Agriculture Corridor

Existing Corridor

STRATEGIC RESPONSE TO PGDS/P

• PC1

eThekwini/Umhlatuze

• PC2

eThekwini – Msunduzi - Umgeni

• SC1

Umhlatuze – Ulundi - Vryheid (P700)

• SC5

Lebombo SDI - Maputo

• SC6

Port Shepstone – St Faiths - Ixopo

• SC12

Greytown – Msinga – Madadeni (Battlefields

route)

STRATEGIC RESPONSE TO PGDS

eThekwini / uMhlathuze Corridor (PC1) focusing primarily on

development opportunities being presented as part of the La Mercy/DTP

Development and creating opportunities for linking and strengthening the

second and first economy.

eThekwini / Msunduzi / uMngeni Corridor (PC2) focusing primarily on

establishing inter-municipal planning processes to ensure that the

development opportunities presented in this region are optimized.

Umhlatuze / Ulundi / Vryheid (SC1) Corridor as a new link between the

Richards Bay harbor and Gauteng, focusing primarily on the section

between Ulundi and the Cengeni Gate of Umfolozi Game Reserve, and the

Ulundi Airport.

STRATEGIC RESPONSE TO PGDS

• Lebombo SDI Corridor (SC5) focusing primarily on Developments along the

southern and eastern sections of the Pongola Port Dam, tourism facilities

along the new SDI Route to Mozambique, large scale agricultural

development and enhancing the development opportunities related to the

Greater St Lucia Wetland Park.

• Port Shepstone / St Faiths / Ixopo Corridor (SC6) focusing primarily on

Developing a direct link between the Southern Drakensberg and the Coastal

areas to expand the basket of tourist destinations and spending options.

• Battlefields Route Corridor ( SC12 Umzinyathi), focusing primarily on the

route between Dundee and Greytown via Msinga, as a priority for the further

development of the battlefields routes of the Province.

STRATEGIC RESPONSE TO PGDS

Implication for municipalities :

• Engage with corridors at different scales as they traverse jurisdictions

• Forward spatial planning is essential

• Spatial Development Frameworks

• Integrated Development Plans

• Local area plans

• Land Use Management Systems

• Cross-boundary planning with neighboring municipalities is crucial

• Need to find balance between capturing economic growth opportunities and

impeding the functionality of a corridor

• Coordinated budgets for service infrastructure

ASSIGNMENT OF ROLES AND RESPONSIBILITIES FOR ROADS

• Responsibilities in respect of roads must be determined in terms of the

South African Constitution, applicable legislation and guidelines

prepared and agreed at a national level.

• South African Constitution

• National Land Transport Act

• National Land Transport Strategic Framework

• SANRAL and National Roads Act

• Municipal Structures Act

ASSIGNMENT OF ROLES AND RESPONSIBILITIES FOR ROADS

• National and Provincial governments have, in terms of the

constitution,( in line with spirit of cooperative governance) a duty to

support and strengthen the capacity of municipalities to manage their

own affairs and may not use their powers to compromise or impede a

municipalities ability or right to exercise its powers or perform its

functions.

EXISTING ROAD RESPONSIBILITIES

NATIONAL ROADS

• Legal assignment takes place in terms of the constitution and “The National Roads and Roads Agency Act”, whereby the National Minister of Transport has the power to declare any road as a “National Road” after consultation with Provinces.

• This network is then administered by the South African National

Roads Agency. The National Department alone has policy making

powers, while the SANRAL is an implementation agency.

EXISTING ROAD RESPONSIBILITIES

PROVINCIAL ROADS

• Legal assignment takes place in terms of the Constitution that assigns

“exclusive legislative competency over provincial roads” to Provinces,

as well as the Provincial Roads Acts that empower provincial MEC’s to declare provincial networks.

MUNICIPAL ROADS

• The legal assignment of municipal roads in the Constitution, gives

provinces exclusive legislative competency over “municipal roads”, but

local government has “executive authority in respect of, and has the

right to administer- municipal roads” ((Schedule 5 Part A and B of the Constitution) and Section 155(6) and (7))

ROAD CLASSIFICATION AND RESPONSIBILITIES

• Road Classification and Access Management Manual:

• Sets policy for roads in South Africa

• Institutional arrangements

• Functional classification system

• Information & decision support system

• Infrastructure funding options

• Roads to be classified, then responsibilities determined

STATUS OF PROVINCIAL ROAD CLASSIFICATION Identify & re and tracks

• Identify and Record all roads and tracks -Orthophoto’s used -Captured into GIS

• Initial classification -Desktop study (orthophoto’s, IDP,s, PGDS, etc.) -Subsets for lower order roads

• Finalise classification -Consultation with road authorities

-District level meetings with municipalities -Input from municipalities -Adjust and finalise

STATUS OF PROVINCIAL ROAD CLASSIFICATION

• Determine ownership & administrative responsibilities

Consultation with road authorities

Recommendations to MEC and Councils

• Review road provision strategies

Funding requirements and availability

Determine strategies

EXTENT OF KZN DOT NETWORK

BLACKTOP NETWORK

REGION P D L TOTAL

Durban 1655 241 15 1910

Ladysmith 2223 141 17 2381

Empangeni 1986 88 18 2092

Pietermaritzburg 1747 169 13 1929

TOTAL 7611 639 63 8313

UNPAVED NETWORK

REGION P D L TOTAL

Durban 538 2168 1030 3736

Ladysmith 1582 2386 1982 5949

Empangeni 1682 4160 3222 9064

Pietermaritzburg 1494 2396 1838 5727

TOTAL 5295 11110 8072 24476

CONCRETE NETWORK

REGION P D L TOTAL

Durban 0 3 2 6

Ladysmith 1 2 1 4

Empangeni 0 0 2 2

Pietermaritzburg 0 1 4 5

TOTAL 1 6 9 17

PAVED NETWORK UNPAVED NETWORK

NETWORK CONDITION ASSESSMENT

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

R1 R2 R3 R4 R5 Overall

8% 11% 13% 23%

42%

14%

30%

40%

48%

47%

22%

43%

26%

22%

14%

14% 27%

18%

28% 20% 18%

11% 2%

18%

8% 7% 8% 6% 7% 7%

Condition Index

Very Good

Good

Fair

Poor

Very Poor

NETWORK CONDITION ASSESSMENT CONT…

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

17% 7% 7%

14%

35%

39% 29%

43%

31%

23% 34%

18%

13%

10% 16%

18%

4%

21% 14%

7%

Perc

enta

ge (

km

)

Trend Analysis

V. Good

Good

Fair

Poor

V. Poor

NETWORK CONDITION ASSESSMENT CONT…

Condition

Rating Description

Indicative Costs

R/m2

Lengths of

Network (km)

Indicative Cost

(Rands)

1 Very Good 40 1914 R980 769 704,38

2 Good

3 Fair (60<VCI<70) 125 996 R1 587 402 047,00

4 Fair (50<VCI<60) 350 2044 R8 725 054 716,84

5 Poor 650 3017 R22 822 032 130,28

6 Very Poor

TOTAL R34 115 258 598,50

KZN DOT FUNDING TREND

Financial Year 2008/09 2010/11 2011/12 2012/13 2013/14 2014/15 2015/16 2016/17 2017/19 2019/20

Total Budget 5 025 225 5 957 968 6 639 849 7 650 306 8 055 186 9 051 946 9 338 493 9 542 290 9 824 202 10 565 677

% Increase 118.6% 111.4% 115.2% 105.3% 112.4% 103.2% 102.2% 103.0% 107.5%

Infrastrucutre

Budget 4 121 899 4 194 989 4 948 304 5 766 896 5 991 120 6 824 734 6 977 025 7 048 113 7 100 265 7 482 222

% Increase 101.8% 118.0% 116.5% 103.9% 113.9% 102.2% 101.0% 100.7% 105.4%

SUMMARY OF BUDGET REDUCTIONS

Programme 2018/19 2019/20 2020/21 2021/22

Equitable Share (921 832) (997 937) (1 055 207) (1 113 215)

Provincial Treasury decision to reduce budget by 7.5% (205 602) (217 938) (231 014) (243 720)

National Cabinet decision to cut provinces budget by 0.3% (5 258) (5 573) (5 908) (6 233)

Census Data Update and 1%,2% and 3% baseline cuts (237 890) (252 163) (267 293) (281 994)

Freezing of All Non-OSD Posts (375 025) (396 026) (417 808) (440 787)

Cutting of Events Budget (19 000) (20 064) (21 168) (22 332)

2% of Goods and Services (36 478) (38 521) (40 639) (42 874)

PES and Own Revenue Reductions (30 925) (54 853) (57 870) (61 053)

Cuts to fund Izinduna (10 781) (11 373) (11 999) (12 659)

Baseline Adjustment (873) (783) (826) (871)

Remuneration of Public Office Bearers (643) (682) (692)

Conditional Grants (345 835) (290 658) (203 760) -

Provincial Road Maintenance Grant (PRMG) (330 482) (274 446) (203 760) -

Public Transport Operations Grant (PTOG) (15 353) (16 212) - -

Total Budget Reductions (1 267 667) (1 288 595) (1 258 967) (1 113 215)

IGULA RADICAL SOCIO-ECONOMIC TRANSFORMATION

• Approval of the Igula RET strategy and policy by the Provincial Executive in

2016

• Driven through 10 pillars as follows :

• Pillar 1: Transformation of the KZN Transport sector in line with the

Integrated Transport Sector Transport Codes

• Pillar 2: Radical Procurement Reforms

• Pillar 3: Enterprise and supplier Development

• Pillar 4: Enforcing regulatory and licensing mandates

IGULA RADICAL SOCIO-ECOCNOMIC TRANSFORMATION

• Pillar 5:Collaborative Partnerships

• Pillar 6: Establishment of a Strategic Infrastructure Development

Agency

• Pillar 8: Establishing a KZN Transport Institute

• Pillar 9: Revitalizing Road Safety Programmes

• Pillar 10: Driving a sector-wide technology development

CHALLENGES

• Declining funding trend

• Competing priorities (economic vs social priorities)

• Over commitment by department to community needs

• Threats of project stoppage by business forums

• Depleting material sources/ inaccessibility of material sources

• Skills shortage (engineering and technical )

• False peaks

• Persistent contractor poor performance

THANK YOU