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ANNUAL
PERFORMANCE
PLAN
2019/20
ANNUAL PERFORMANCE PLAN 2019/20
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Driving Licence Card Account Trading Entity
Annual Performance Plan 2019/20
The 2019/20 Annual Performance Plan for the Driving Licence Card Account Trading Entity is compiled with the
latest available information from entity and other sources.
Some of this information is unaudited or subject to revision.
For more information, please contact;
Driving Licence Card Account
P.O. Box 25223
Monument Park
Pretoria
0105
Tel: +27 12 347 2522
ANNUAL PERFORMANCE PLAN 2019/20
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DISCLAIMER
Users may apply or process this data, provided the Driving Licence Card Account (DLCA) is
acknowledged as the original source of the data, that it is specified that the application and/or analysis
is the results of the user’s independent processing of the data and that neither the basic data nor any
reprocessed version or application thereof may be sold or ordered for sale in any form whatsoever
without prior permission from the Driving Licence Card Account.
ANNUAL PERFORMANCE PLAN 2019/20
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FOREWORD BY THE MINISTER
In his State of the Nation Address, the President of the Republic of
South Africa read a quote by the former President of the United States
of America;
“It is not the critic who counts; not the man who points out how strong
man stumbles, or where the doer of deeds could have done them
better. The credit belongs to the man who is actually in the arena,
whose face is marred by dust; sweat and blood; who strives valiantly;
who errs, who comes short again and again, because there is no
effort without error and shortcomings, but who does actually strive to
do the deeds; who knows great enthusiasms, the great devotions;
who spends himself in a worthy cause; who at the best knows in the
end the triumph of high achievement, and who at the worst, if he fails,
at least fails while daring greatly, so that his place shall never be with
those cold and timid souls who neither know victory nor defeat”
President Theodore Roosevelt
This statement augers well with the challenges the Driving Licence Card Account (DLCA) experienced in
the 2018/19 financial year in the form of a labour impasse and subsequent backlog. Even though the
DLCA was able to overcome these challenges, it has made the entity focus more on service delivery and
the people delivering that service. The Department of Transport is currently in the process of finalising the
DLCA organisational structure which is geared towards improved service delivery. In addition, the
Department aims to improve the coordination of activities of transport entities involved in the service
delivery value chain.
It is in this context, that I am pleased to present the Driving Licence Card Account (DLCA) 2019/20 Annual
Performance Plan, the DLCA will continue to be a trusted producer of the Driving Licence Cards in South
Africa.
_____________________________
MR FIKILE MBALULA, MP
Minister of Transport
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OFFICIAL SIGN-OFF
It is hereby certified that this 2019/20 Annual Performance Plan:
It is hereby certified that this Annual Performance Plan:
Was developed by the management of the Driving Licence Card Account Trading Entity under the
guidance of the Minister of Transport; Mr Fikile Mbalula, MP
Takes into account all relevant policies, legislations and other mandates for which the Driving
Licence Card Account Trading Entity is responsible; and
Accurately reflects strategic outcome oriented goals and objectives which the Driving Licence Card
Account Trading Entity will endeavour to achieve 2019/20 fiscal year.
Mr. Johannes Makgatho Signature ______________
Head of Entity (Acting)
Mr. Chris Hlabisa
Accounting Officer (Acting)
Signature_______________
Ms. Dikeledi Magadzi, MP
Deputy Minister
Signature_______________
Mr. Fikile Mbalula, MP Signature_______________
Executive Authority
ANNUAL PERFORMANCE PLAN 2019/20
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TABLE OF CONTENTS
PART A: STRATEGIC OVERVIEW ........................................................................................................................ 7
1. UPDATED SITUATIONAL ANALYSIS ....................................................................................................................................7
1.1. PERFORMANCE DELIVERY ENVIRONMENT .......................................................................................................................7
1.2. ORGANISATIONAL ENVIRONMENT ................................................................................................................................8
2. LEGISLATIVE AND OTHER MANDATES .................................................................................................................................9
3. EXPENDITURE ANALYSIS ...............................................................................................................................................10
PART B: PROGRAMME AND SUBPROGRAMME PLANS ............................................................................... 11
4. PROGRAMME: ADMINISTRATION ...................................................................................................................................11
4.1. PROGRAMME: ADMINISTRATION - STRATEGIC OBJECTIVE ANNUAL TARGETS FOR 2019/20 ...................................................11
4.2. PROGRAMME: ADMINISTRATION - PROGRAMME PERFORMANCE INDICATOR ANNUAL TARGETS FOR 2019/20 ..........................12
4.3. PROGRAMME: ADMINISTRATION – QUARTERLY TARGETS FOR 2019/20 ...........................................................................14
4.4. RECONCILING PERFORMANCE TARGETS WITH THE BUDGET AND MTEF ..............................................................................15
5. PROGRAMME: PRODUCTION .........................................................................................................................................16
5.1. PROGRAMME: PRODUCTION - STRATEGIC OBJECTIVE ANNUAL TARGETS FOR 2019/20 ........................................................16
5.2. PROGRAMME: PRODUCTION - PROGRAMME PERFORMANCE INDICATOR ANNUAL TARGETS FOR 2019/20 ...............................16
5.3. PROGRAMME: PRODUCTION – QUARTERLY TARGETS FOR 2019/20 .................................................................................17
5.4. RECONCILING PERFORMANCE TARGETS WITH THE BUDGET AND MTEF ..............................................................................18
6. PROGRAMME: INFRASTRUCTURE MANAGEMENT ..............................................................................................................19
6.1. PROGRAMME: INFRASTRUCTURE – STRATEGIC OBJECTIVES AND ANNUAL TARGETS ...............................................................19
6.2. PROGRAMME: INFRASTRUCTURE – PROGRAMME PERFORMANCE INDICATOR AND ANNUAL TARGETS FOR 2019/20 ...................19
6.3. PROGRAMME: INFRASTRUCTURE MANAGEMENT – QUARTERLY TARGETS FOR 2019/20 ......................................................20
6.4. RECONCILING PERFORMANCE TARGETS WITH THE BUDGET AND MTEF ..............................................................................21
7. PROGRAMME: SERVICE DELIVERY...................................................................................................................................22
7.1. PROGRAMME: SERVICE DELIVERY – STRATEGIC OBJECTIVES AND ANNUAL TARGETS ..............................................................22
7.2. PROGRAMME: SERVICE DELIVERY - PROGRAMME PERFORMANCE INDICATOR ANNUAL TARGETS FOR 2019/20 .........................23
7.3. PROGRAMME: SERVICE DELIVERY – QUARTERLY TARGETS FOR 2019/20 ... …………………………………………………………………...24
7.4. RECONCILING PERFORMANCE TARGETS WITH THE BUDGET AND MTEF ..............................................................................25
ANNEXURE A – MISSION, VISION STRATEGIC OUTCOME ORIENTED GOALS AND STRATEGIC OBJECTIVES ............... 26
ANNUAL PERFORMANCE PLAN 2019/20
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PART A: STRATEGIC OVERVIEW
1. Updated Situational Analysis
1.1. Performance delivery environment
Organisational Environment
The Driving Licence Card is proud to have received yet another unqualified audit report for the 2017-
18 financial year from the Auditor General of South Africa. The DLCA worked tirelessly to make this
a reality. The consistent attainment of this audit opinion is a clear demonstration of our commitment
to transparency and good governance.
Financial Health
The Entity generates its revenue from the sale of driving licences. In the 2017/18 financial year the
DLCA had a healthy financial position.
The solvent assessment reflects that the DLCA is able to meet its long term commitments. In the
2017/18 financial year the total assets exceeded total liabilities by R527 984 000. The total assets
were reflected at R610 630 000 and the total liabilities were reflected R82 646 000.
The liquidity assessment reflects that the DLCA is able to pay its short term obligations. The current
ratio which measures the Entity’s ability to pay off its short term liabilities with its current assets as at
31 March 2018 was 17:1; this is significantly above the industry norm of 2:1.
Infrastructure
The DLCA has completed the deployment of the live enrolment unit (LEUs) to all Provinces with 828
units deployed. The live enrolment units are used to capture information that appears on the driving
licence cards. Since the deployment, it has been noted that network bandwidth on which the LEUs
operates is not consistent. Changes to the infrastructure will have to be considered in order to
improve service delivery.
In 2018/19, the production system was upgraded to a new software version. Although software can
be upgraded, the current printing machine has been installed since 1998 and there is only one in the
country and one of two in the world. With such aging hardware, replacement parts are becoming
even harder to find. It is in light of this that a dedicated effort should be directed to the modernisation
of the card production process and the possibility of introducing a new driving licence card.
DLCA Risk Statement
The realisation of our strategic plan depends on the Entity being able to take calculated risks in a way that does not jeopardise the direct interests of stakeholders. Sound management of risk will enable all to anticipate and respond to changes in the service delivery environment, as well as make informed decisions under conditions of uncertainty. DLCA personnel subscribe to the fundamental principles that all resources will be applied economically to ensure:
The highest standards of service delivery;
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A management system containing the appropriate elements aimed at minimizing risks and costs in the interest of all stakeholders;
Education and training of all officials to ensure continuous improvement in knowledge, skills and capabilities which facilitate consistent conformance to the stakeholders expectations; and
Maintaining an environment, which promotes the right attitude and sensitivity towards internal and external stakeholder satisfaction.
1.2. Organisational Environment
The current DLCA structure was approved by the Minister in 2015. When the DLCA took-over
the production function in May 2015, it became apparent that the approved structure would not
provide sufficient capacity for optimal performance of the entity. The current team is working beyond
its capabilities to ensure that the objectives are met. It is with pure dedication and working overtime
that the current team has managed to reach its objectives. However, this model is not sustainable
and places a heavy burden on the current employees. It is imperative that the proposed
organisational structure be finalized and the Entity be adequately capacitated as it faces a risk of
loss of institutional knowledge and expertise.
Figure 1: Approved Operational Structure
The Department of Transport is currently in the process of finalising the DLCA organisational
structure which is geared towards improved service delivery.
Quality environment
DLCA is an ISO 9001:2008 certified environment and has commenced with the process of
transitioning to the ISO 9001:2015 standard. The entity is confident that it will retain its ISO
9001:2015 certification which expires in June 2019.
General Manager
(1 x CD)
CFO (1 x D)
Debt Management
(1 x DD)
1 x (ASD)
1 x SA ( new)
Financial Management
1 x DD
1 x ASD
1 X ASD (Procurement New)
1 X SA
PA ( 1 x AO)
Operations Director
(1 x D)
Technologist ( 1 x DD)
Technician (1 x ASD)
Call Centre Agents
(4 x Level 5)
Senior Admin Officer
(1 x SAO)
PA ( 1 X SAO)
Risk, Fraud, AudIt, Performance Reporting &
Compliance (1 x D)
Risk, Fraud, AudIt, Performance Reporting &
Compliance (1 x DD)
Compliance
(1 x ASD)
Fraud Management
(1 x ASD)
PA ( 1 X SAO)
PA ( 1 x SAO)
Figure 1: Approved Operational Structure
ANNUAL PERFORMANCE PLAN 2019/20
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2. Legislative and other mandates
National Road Traffic Act 93 of 1996, Section 12 to 24 read together with regulation 99 to 127
stipulates that no person shall drive a motor vehicle on a public road without the driving licence and
section 13 places responsibility for issuing licence authorizing the driving of a motor vehicle on the
Driving Licence Testing Centre (DLTC).
National Road Traffic Regulations of 1999, govern the issuance of driving licences by prescribing
the procedures to be undertaken by a driving licence testing centre and card production facility when
issuing the driving licence and the payment of card production fees.
In 2007, National Treasury approved the establishment of the driving licence card account trading
entity as a trading entity established in terms of Treasury Regulation 19.
The entity is a self-funding establishment reporting to the Accounting Officer of the Department of
Transport directly through the Head of the Entity.
Treasury Regulation 19.5.3 states that the head of the trading entity must review rates for user
charges at least annually before the budget, and any tariff increases are subject to approval by the
relevant treasury.
Public Finance Management Act, 01 of 1999, regulates financial management in the national
government and provincial governments, to ensure that all revenue, expenditure, assets and
liabilities of those governments are managed efficiently and effectively, to provide for the
responsibilities of persons entrusted with financial management in those governments; and to
provide for matters connected therewith.
Schedule Four (4) Part A of the Constitution provides for Road traffic regulation and vehicle
licensing as concurrent functions of both the National and Provincial spheres of Government.
Provincial Roads and traffic are classified as functional areas of exclusive provincial legislative
competence. However Section 44(2), of the Constitution, specifically provisions (c), (d), and (e)
thereof, provides for Parliament to intervene in Schedule 5 matters. The National Road Traffic Act
93 of 1996 is, therefore, a Section 44(2) legislation promulgated under section 76(1) of the
Constitution.
ANNUAL PERFORMANCE PLAN
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DRIVING LICENCE CARD ACCOUNT Page 10 of 29
3. Expenditure Analysis
Statement of
financial
perfomance
Budget
Audited
Outcom
e
Budget
Audited
Outcom
e
Budget
Audited
Outcom
e
Budget
estimat
e
Approve
d budget
Outcome
/
Budget
Average
%
Averag
e
growth
rate
(%)
Expen-
diture/
total:
Averag
e
(%)
Medium-term estimate
Averag
e
growth
rate
(%)
Expen-
diture/
total:
Averag
e
(%)
R thousand 2015/16 2016/17 2017/18 2018/19 2015/16-2018/19 2019/20 2020/21 2021/22 2018/19 - 2021/22
Revenue
Non-tax
revenue
185 189
202 990
211 829
214 599
206 327
229 092
233 008
223 133
104.0% 3.2% 100.0%
234 956
237 278
245 331
3.2% 100.0%
Sale of goods
and services
other than
capital assets
181 700
189 379
198 200
190 876
181 729
202 351
213 122
189
696
99.7% 0.1% 88.9%
199 748
200 134
200 140
1.8% 84.0%
of which:
–
Sales by market
establishment
181 700
189 379
198 200
190 876
181 729
202 351
213 122
189 696
99.7%
0.1%
88.9%
199 748
200 134
200140
1.8%
84.0%
Other sales – – – – – – – – – – – – – – – –
Other non-tax
revenue
3 489
13 611
13 629
23 723
24 598
26 741
19 886
33 437
158.3%
34.9%
11.1%
35 208
37 144
45 191
10.6%
16.0%
Total revenue
185 189
202 990
211 829
214 599
206 327
229 092
233 008
223 133
104.0%
3.2%
100.0%
234 956
237 278
245331
3.2%
100.0%
Expenses
Current
expenses
185 189
112 852
211 830
116 207
206 327
136 733
233 007
223 133
70.4%
25.5%
100.0%
234 956
237 278
245331
3.2%
100.0%
Compensation of
employees
18 756
9 563
19 976
11 214
34 845
12 668
36 276
37 798
64.9%
58.1%
11.1%
39 955
42 120
42 298
3.8%
17.2%
Goods and
services
130 285
92
715
158 560
94
977
127 341
107 197
150 074
144
855
77.7% 16.0% 76.8%
150 210
148 141
156015
2.5%
63.7%
Depreciation
36 148
10 514
33 294
9 993
44 141
16 868
46 657
40 480
48.6%
56.7%
12.1%
44 791
47 017
47 018
5.1%
19.0%
Interest,
dividends and
rent on land
–
60
–
23
– – – – – -100.0% 0.0% – – – – –
Total expenses
185 189
112 852
211 830
116 207
206 327
136 733
233 007
223 133
70.4%
25.5%
100.0%
234 956
237 278
245331
3.2%
100.0%
Surplus/(Deficit
)
–
90 138
(1)
98 392
–
92 359
– –
-100.0%
– – – –
Driving Licence Card Account Page 11 of 29
ANNUAL PERFORMANCE PLAN
2019/20
PART B: PROGRAMME AND SUBPROGRAMME PLANS
4. Programme: Administration
Purpose: To provide effective leadership, strategic management and corporate support to the entity
4.1. Programme: Administration - Strategic Objective annual targets for 2019/20
1 The DoT is currently finalising the structure to be approved in 2019/20 financial year 2 The DoT is currently finalising the structure to be approved in 2019/20 financial year 3 The DoT is currently finalising the structure to be approved in 2019/20 financial year
Strategic Objective Audited / Actual Performance Estimated performance
2018/19
Medium – term targets
2015/16 2016/17 2017/18 2019/20 2020/21 2021/22
Repositioning the organisation through improving processes and procedures in accordance with applicable laws and regulations on an ongoing basis.
- Annually review and update of the organisational structure as approved by the relevant authority
The structure
has been
updated and is
awaiting
approval by
the DG of the
Department of
Transport
Fill 4 vacant positions as per approved structure
Vacancy rate not more than 10%1 in line with approved structure
Vacancy rate not more than 10%2 in line with approved structure
Vacancy rate not more than 10%3 in line with approved structure
- Annual review and submission of the strategic plans and Annual Performance Plan as
The Strategic Plan and the Annual Performance Plan were reviewed
Develop the 2019/20 Annual Performance Plan
Approved 2020/21 Annual Performance Plan
Approved 2021/22 Annual Performance Plan
Approved 2022/23 Annual Performance Plan
Driving Licence Card Account Page 12 of 29
ANNUAL PERFORMANCE PLAN
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4.2. Programme: Administration - Programme performance indicators and annual targets for 2019/20
4 The DoT is currently finalising the structure to be approved in 2019/20 financial year 5 The DoT is currently finalising the structure to be approved in 2019/20 financial year 6 The DoT is currently finalising the structure to be approved in 2019/20 financial year
prescribed by relevant frameworks.
- Annual reviews of ISO standards to ensure maintenance of the ISO certification
Annual Assessment of the compliance to ISO 9001 standards certification was conducted by SABS
Annual Audit of the compliance to ISO 9001 through an audit conducted by a SANAS accredited third party.
Annual Audit of the compliance to ISO 9001
Annual Audit of the compliance to ISO 9001
Annual Audit of the compliance to ISO 9001
- - - 70% of the
training plan
implemented
80% of the
training plan
implemented
90% of the
training plan
implemented
No Programme performance indicator
Audited / Actual Performance Estimated performance
2018/19
Medium – term targets
2015/16 2016/17 2017/18 2019/20 2020/21 2021/22
4.2.1 Percentage of vacancy rate as per approved structure
- Crucial posts identified and new structure drafted and approved by
The structure has been updated and is awaiting approval by the DG of the
Fill 4 vacant positions as per approved structure
Vacancy rate not more than 10%4 in line with approved structure
Vacancy rate not more than 10%5 in line with approved structure
Vacancy rate not more than 10%6 in line with approved structure
Driving Licence Card Account Page 13 of 29
ANNUAL PERFORMANCE PLAN
2019/20
Head of the Entity.
Department of Transport
4.2.2 Annually review the Annual Performance Plan as prescribed by relevant frameworks.
- Annual review and submission of the strategic plans and Annual Performance Plan as prescribed by relevant frameworks
The Strategic Plan and the Annual Performance Plan were reviewed
Develop the 2019/20 Annual Performance Plan
Approved 2020/21 Annual Performance Plan
Approved 2021/22 Annual Performance Plan
Approved 2022/23 Annual Performance Plan
4.2.3 Maintenance of ISO 9001 accreditation conducted
- Annual reviews of ISO standards to ensure maintenance of the ISO certification
Annual Assessment of the compliance to ISO 9001 standards certification was conducted by SABS
Annual Audit of the compliance to ISO 9001 through an audit conducted by a SANAS accredited third party.
Annual Audit of the compliance to ISO 9001
Annual Audit of the compliance to ISO 9001
Annual Audit of the compliance to ISO 9001
4.2.4 Percentage of training plans implemented
- - - - 70% of the training plan implemented
80% of the training plan implemented
90% of the training plan implemented
Driving Licence Card Account Page 14 of 29
ANNUAL PERFORMANCE PLAN
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4.3. Programme: Administration – Quarterly targets for 2019/20
No Programme performance indicator
Reporting period
Annual Target 2019/20
Budget Quarterly targets
1st 2nd 3rd 4th
4.3.1 Percentage of vacancy rate as per approved structure
Quarterly Vacancy rate not more than 10%7 in line with approved structure
-
60% of the vacancies filled as per the approved structure
70% of the vacancies filled as per the approved structure
80% of the vacancies filled as per the approved structure
90% of the vacancies filled as per the approved structure
4.3.2 Annually review the Annual Performance Plan as prescribed by relevant frameworks.
Quarterly Approved 2020/21 Annual Performance Plan
- - 1st draft of the 2020/21 APP
2nd draft of the 2020/21 APP
Approved 2020/21 APP
4.3.3 Maintenance of ISO 9001 accreditation conducted
Quarterly Annual Audit of the compliance to ISO 9001
- Internal ISO audits conducted as per annual calendar
Internal ISO audits conducted as per annual calendar
Internal ISO audits conducted as per annual calendar
Annual accreditation of the compliance certificate
4.3.4. Percentage of training plans implemented
Quarterly 70% of the training plan implemented
- 40% of training plans implemented
50% of training plans implemented
60% of training plans implemented
70% of training plans implemented
7 The DoT is currently finalising the structure to be approved in 2019/20 financial year
Driving Licence Card Account Page 15 of 29
ANNUAL PERFORMANCE PLAN
2019/20
4.4. Reconciling performance targets with the Budget and MTEF
2015/16 2016/17 2017/18 2018/19 2019/20 2020/21 2021/22
Budget Audited Outcome
Budget Audited Outcome
Budget Audited Outcome
Budget
estimate
Approved budget
Changes from
approved budget
Budget estimate
Revised budget
estimate
Changes from
budget estimate
Budget estimate
Revised budget
estimate
Changes from
budget estimate
Planning Budget
Estimate
Rand thousand
Objective/Activity
Administration
-
7 489
12 985
10 191 8
33 159
20 943 34 494
59 016
24 522
36 392
61 742
25 350
37 360
64 580
27 220
65 491
Funding trends
Funding will increase over the period 2018/2019 to 2021/2022 by an average of 3.5 % per year, taking 2018/2019 as the baseline.
Funding increased over the period 2015/2016 to 2018/2019 by an average of 14.3 % per year, taking 2015/2016 as the baseline.
The level of funding in 2015/2016 is R 7 489 000.
The level of funding in 2018/2019 will be R 59 016 000.
The increase over the seven-year period is therefore 99 % per year.
Expenditure trends
The programme for 2018/2019 is R 59 016 000.
8 The adjustment of the 2016/17 audited outcome figure was due to staff training and skills development that was incorrectly classified in the approved 2018/19
APP.
Driving Licence Card Account Page 16 of 29
ANNUAL PERFORMANCE PLAN
2019/20
5. Programme: Production
Purpose: To produce and deliver a highly secure, quality and durable driving licence
5.1. Programme: Production - Strategic Objective annual targets for 2019/20
Strategic Objective Audited / Actual Performance Estimated performance
2018/19
Medium – term targets
2015/16 2016/17 2017/18 2019/20 2020/21 2021/22
To produce driving licence in line with Department of Transport standards
2,118,541 2,225,000 2,551,316 2,400,000 cards produced annually
2,400,000 cards produced annually
2,400 000 cards produced annually
2,400 000 cards produced annually
- 80% of driving licence cards delivered within 7 working days
91% of driving licence cards delivered within 7 working days
90% of driving licence cards delivered within 7 working days
90% of driving licence cards delivered within 7 working days
90% of driving licence cards delivered within 7 working days
90% of driving licence cards delivered within 7 working days
A card is deemed produced once it has been quality checked.
5.2. Programme: Production - Programme performance indicators and annual targets for 2019/20
No Programme performance indicator
Audited / Actual Performance Estimated performance
2018/19
Medium – term targets
2015/16 2016/17 2017/18 2019/20 2020/21 2021/22
5.2.1 Number of cards produced annually
2,118,541 2,225,000 2,551,316 2,400,000 2,400,000 2,400 000 2,400 000*
5.2.2 Percentage of driving licence cards delivered
- 80% of driving licence cards delivered within 7 working days
91% of driving licence cards delivered
90% of driving licence cards delivered within 7 working days
90% of driving licence cards delivered within 7 working days
90% of driving licence cards delivered
90% of driving licence cards delivered
Driving Licence Card Account Page 17 of 29
ANNUAL PERFORMANCE PLAN
2019/20
No Programme performance indicator
Audited / Actual Performance Estimated performance
2018/19
Medium – term targets
2015/16 2016/17 2017/18 2019/20 2020/21 2021/22
within a number of working days
within 7 working days
within 7 working days
within 7 working days
5.3. Programme: Production – Quarterly targets for 2019/20
No Programme
performance indicator
Reporting
period
Annual target
2019/20
Budget
Allocation
2018/19
Quarterly targets
1st 2nd 3rd 4th
5.3.1
.
Number of cards produced annually
Quarterly 2,400,000 650 000 600 000 550 000 600 000
5.3.2 Percentage of driving licence cards delivered within a number of working days
Quarterly 90% of driving licence cards delivered within 7 working days
90% of driving licence cards delivered within 7 working days
90% of driving licence cards delivered within 7 working days
90% of driving licence cards delivered within 7 working days
90% of driving licence cards delivered within 7 working days
Driving Licence Card Account Page 18 of 29
ANNUAL PERFORMANCE PLAN
2019/20
5.4. Reconciling performance targets with the Budget and MTEF
2015/16 2016/17 2017/18 2018/19 2019/20 2020/21 2021/22
Budget Audited Outcome
Budget Audited Outcome
Budget Audited Outcome
Budget estimat
e
Approved budget
Changes from
approved budget
Budget estimat
e
Revised budget
estimate
Changes from
budget estimate
Budget estimate
Revised
budget estimat
e
Changes from
budget estimate
Planning Budget
Estimate
Rand thousand
Objective/Activity
Production -
97 319
155 304
103 270
158 391
95 583
182 894
127 044
(55 850)
186 500
134 902
(51 598)
192 370
141 579 (50 791)
145 671
Funding trends
Funding will increase over the period 2018/2019 to 2021/2022 by an average of 4.7% per year, taking 2018/2019 as the baseline.
Funding increased over the period 2015/2016 to 2018/2019 by an average of 72.5 % per year, taking 2015/2016 as the baseline.
The level of funding in 2015/2016 is R 97 319 000
The level of funding in 2018/2019 will be R 127 044 000.
The increase over the seven-year period is therefore 9.3% per year.
Expenditure trends
The programme for 2018/2019 is 127 044 000.
Driving Licence Card Account Page 19 of 29
ANNUAL PERFORMANCE PLAN
2019/20
6. Programme: Infrastructure Management
Purpose: To provide effective and efficient ICT infrastructure
6.1. Programme: Infrastructure – Strategic objective annual targets for 2019/20
Strategic Objective Audited / Actual Performance Estimated performance 2018/19
Medium – term targets
2015/16 2016/17 2017/18 2019/20 2020/21 2021/22
To ensure sufficient availability of enrollment units and related infrastructure
New New 95% of all calls logged resolved within 7 days
95% of all calls logged resolved within 7 working days
95% of all calls logged resolved within 7 working days
95% of all calls logged resolved within 7 working days
95% of all calls logged resolved within 7 working days
100% Live capture units installed and maintained
80% of enrolment units maintained
74% of both LEU and LCU maintained
90% of enrolment equipment (LCU and LEU) maintained
90% of enrolment equipment maintained
90% of enrolment equipment maintained
90% of enrolment equipment maintained
6.2. Programme: Infrastructure – Programme performance indicators and annual targets for 2019/20
No Programme
performance indicator
Audited / Actual Performance Estimated performance 2018/19
Medium – term targets
2015/16 2016/17 2017/18 2019/20 2020/21 2021/22
6.2.1 Percentage of the external calls logged and resolved within a number of working days
New New 95% of all calls logged resolved within 7 days
95% of all calls logged resolved within 7 working days
95% of all calls logged resolved within 7 working days
95% of all calls logged resolved within 7 working days
95% of all calls logged resolved within 7 working days
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No Programme performance indicator
Audited / Actual Performance Estimated performance 2018/19
Medium – term targets
2015/16 2016/17 2017/18 2019/20 2020/21 2021/22
6.2.2 Percentage of enrolment equipment maintained
100% Live capture units installed and maintained
80% of enrolment units maintained
74% of both LEU and LCU maintained
90% of enrolment equipment (LCU and LEU) maintained
90% of enrolment equipment maintained
90% of enrolment equipment maintained
90% of enrolment equipment maintained
6.3. Programme: Infrastructure Management – Quarterly targets for 2019/20
No Programme
performance
indicator
Reporting
period
Annual target
2019/20
Budget
Allocation
2018/19
Quarterly targets
1st 2nd 3rd 4th
6.3.1 Percentage of the external calls logged and resolved within a number of working days
Quarterly 95% of all calls logged resolved within 7 working days
95% of all calls
logged resolved
within 7 working
days
95% of all
calls logged
resolved
within 7
working days
95% of all
calls logged
resolved
within 7
working days
95% of all
calls logged
resolved
within 7
working days
6.3.2 Percentage of enrolment equipment maintained
Quarterly 90% of enrolment equipment maintained
90% of enrolment equipment maintained
90% of enrolment equipment maintained
90% of enrolment equipment maintained
90% of enrolment equipment maintained
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6.4. Reconciling performance targets with the Budget and MTEF
2015/16 2016/17 2017/18 2018/19 2019/20 2020/21 2021/22
Budget Audited
Outcome Budget Audited
Outcome
Budget Audited Outcom
e
Budget
estimate
Approved budget
Changes from
approved budget
Budget estimate
Revised budget
estimate
Changes from
budget estimate
Budget estimate
Revised budget
estimate
Changes from
budget estimate
Planning
Budget Estimat
e
Rand thousand
Objective/Activity
Infrastructure
-
6 171
41 300
6 717
12 953
18 335
13 691
31 430
17 739
14 458
33 599
19 141
15 253
26 438
11 185
29 186
Funding trends
Funding will decrease over the period 2018/2019 to 2021/2022 by an average of 2.4 % per year, taking 2018/2019 as the baseline.
Funding increased over the period 2015/2016 to 2018/2019 by an average of 72.1 % per year, taking 2015/2016 as the baseline.
The level of funding in 2015/2016 is R 6 171 000.
The level of funding in 2018/2019 will be R 31 430 000.
The increase over the seven-year period is therefore 11.5 % per year.
Expenditure trends
The programme for 2018/2019 is R31 430 000.
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7. Programme: Service Delivery
Purpose: To improve operational effectiveness and customer service in line with Batho-Pele Principles
7.1. Programme: Service Delivery – Strategic objective annual targets for 2019/20
Strategic objective Audited / Actual Performance Estimated performance
2018/19
Medium – term targets
2015/16 2016/17 2017/18 2019/20 2020/21 2021/22
To improve service delivery through the implementation of identified initiatives
- New 95% of DTLC incidents attended to within 7 working days.
95% of DTLC incidents attended to within 7 working days.
95% of DTLC incidents attended to within 7 working days.
95% of DTLC incidents attended to within 7 working days.
95% of DTLC incidents attended to within 7 working days.
- New The MOU has been drafted
SLA signed by the 4 Provinces.
SLA signed by the 4 Provinces.
Monitoring of SDIP initiatives implemented through customer engagement
Monitoring of SDIP initiatives implemented through customer engagement
- Implementation of 2 initiatives identified in the SDIP, namely: 1. SMS
Notification system
2. New
Courier
service
provider
SMS reminder to renew licences is implemented and Implementation of mobile truck service for the renewal of driving licences.
Implement 3 SDIP initiatives, namely: 1. Online enquiry
service 2. Piloting Mobile
Trucks 3. LEU enhancement
Implement any of the 3 SDIP initiatives, namely: 1. Self-services
Channels 2. LEU
enhancement 3. SMS
notification enhancement
Implement 2 SDIP initiatives, namely: 1. Services
desk management
2. Queue management system
Implement 2 SDIP initiatives, namely: 1. Electronic
Driving Licence
2. New Driving Licence
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7.2. Programme: Service Delivery - Programme performance indicators and annual targets for 2019/20
No Programme performance indicator
Audited / Actual Performance Estimated performance
2018/19
Medium – term targets
2015/16 2016/17 2017/18 2019/20 2020/21 2021/22
7.2.1 Percentage of DLTC incidents attended to within a number of working days
- New 95% of DTLC incidents attended to within 7 working days.
95% of DTLC incidents attended to within 7 working days.
95% of DTLC incidents attended to within 7 working days.
95% of DTLC incidents attended to within 7 working days.
95% of DTLC incidents attended to within 7 working days.
7.2,2 Stakeholder management and monitoring of initiatives
- New The MOU has been drafted
SLA signed by the 4 Provinces.
SLA signed by the 4 Provinces.
Monitoring of SDIP initiatives implemented through customer engagement
Monitoring of SDIP initiatives implemented through customer engagement
7.2.3 Full implementation of the initiatives identified in the SDIP
- Implementation of 2 initiatives identified in the SDIP, namely: 1. SMS
Notification system
2. New Courier service provider
SMS reminder to
renew licences is
implemented and
Implementation
of mobile truck
service for the
renewal of driving
licences.
Implement 3 SDIP initiatives, namely: 1. Self Service
Channels 2. Piloting Mobile
Trucks 3. LEU
enhancement
Implement 3 SDIP initiatives, namely: 1. Self-Services
Channels 2. LEU
enhancement 3. SMS
Notification enhancement
Implement 2 SDIP initiatives, namely: 1. Services
desk management
2. Queue management system
Implement 2 SDIP initiatives, namely: 1. Electronic
Driving Licence
2. New Driving Licence
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7.3. Programme: Service delivery – Quarterly targets for 2019/20
No Programme
performance
indicator
Reporting
period
Annual target
2019/20
Budget
Allocation
2018/19
Quarterly targets
1st 2nd 3rd 4th
7.3.1 Percentage of DLTC incidents attended within a number working days
Quarterly 95% of DTLC incidents attended to within 7 working days.
95% of DTLC incidents attended to within 7 working days.
95% of DTLC incidents attended to within 7 working days.
95% of DTLC incidents attended to within 7 working days.
95% of DTLC incidents attended to within 7 working days.
7.3.2 Stakeholder management and monitoring of initiatives
Quarterly SLA signed by 4 Provinces.
Review of the comments on the draft SLA
SLA signed with at least 1 Province
SLAs signed by 2 Provinces
SLAs signed with by 1 province
7.3.3 Full implementation of the initiatives prioritised in the SDIP
Quarterly Implementation of 3 initiatives identified in the SDIP, namely: 1. Self-Services
Channels 2. LEU enhancement 3. SMS notification
enhancement
Signed off project plan
Procurement of services
Testing and
Piloting for
each
initiatives
Implementation of 3 initiatives identified in the SDIP, namely: 1. Self-Services
Channels 2. LEU
enhancement 3. SMS
notification enhancement
2 Piloting is considered part of the implementation process.
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7.4. Reconciling performance targets with the Budget and MTEF
2015/16 2016/17 2017/18 2018/19 2019/20 2020/21 2021/22
Budget Audited Outcome
Budget Audited Outcome
Budget Audited Outcome
Budget
estimate
Approved budget
Changes from
approved budget
Budget estimate
Revised budget
estimate
Changes from
budget estimate
Budget estimate
Revised budget
estimate
Changes from
budget estimate
Planning Budget
Estimate
Rand thousand
Objective/Activity
Service delivery
-
1 873
2 241
1 448
1 824
1 872
1 928
5 643
3 715
2 036
4 713
2 677
1 986
4 681
2 695
4 983
Funding trends
Funding will decrease over the period 2017/2018 to 2020/2021 by an average of 4.1 % per year, taking 2018/2019 as the baseline.
Funding increased over the period 2015/2016 to 2018/2019 by an average of 44.4 % per year, taking 2015/2016 as the baseline.
The level of funding in 2015/2016 is R 1 873 000.
The level of funding in 2018/2019 will be R 5 643 000.
The increase over the seven-year period is therefore 1.7 % per year.
Expenditure trends
The programme for 2018/2019 is R15 643 000.
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ANNEXURE A – MISSION, VISION STRATEGIC OUTCOME ORIENTED GOALS AND STRATEGIC OBJECTIVES
Vision
To be the trusted leader in the provision of authentic, secure and quality driver’s licenses.
Mission
To achieve our vision we will:
Prioritize service delivery towards the satisfaction of all our clients
Continuously evolve our delivery in line with technology and innovation
Foster collaborative relationships with all relevant regulatory stakeholders
Inspire and empower human capital to nurture excellence
Values
Value Principle
People Centred We are here to serve you our customers. Our people are our enduring advantage. Their calibre, passion and commitment
sets us apart. We value transformation and encourage diversity. Performance counts
Accountability We are focused on delivering, and we do what we say we will do. We hold ourselves accountable for our work, our behaviour,
our ethics and our actions. We aim to deliver.
Integrity We maintain the highest level of transparency, honesty, fairness and respect when we deal with each other, our customers
and our stakeholders.
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Value Principle
Excellence We are inspired by excellence in everything we do. We strive for exceptional business standards, superior performance
and professionalism within a framework of sound governance and affordability.
Passion
We love what we do. We are passionate about our brand and promote a positive, energizing, optimistic and fun
environment. Our reputation relies on the advocacy and enthusiasm of every employee.
Strategic Outcome Oriented Goal
Item Descriptions
Strategic Outcome Oriented Goal 1 To produce driving licence in line with Department of Transport standards
Goal Statement To produce an internationally accepted driving licence card within 10 working days and delivered
within 7 working days.
Baseline 14 production and delivery times
Strategic Outcome Oriented Goal 2
Provide 95% uptime of enrolment units and related network infrastructure
Goal statement To ensure that enrolment equipment and network achieve a 95% uptime.
Baseline Maintenance of enrolment units and network infrastructure
Strategic Outcome Oriented Goal 3
Improve service delivery through the implementation of identified service delivery
implementation initiative
Goal statement Improve operational processes and infrastructure to increase operational effectiveness and improve
customer services
Baseline Batho Pele Principles
Strategic Outcome – Oriented Goal 4 Repositioning the organisation through improving the process and procedures in
accordance with applicable laws and regulations on an ongoing basis
Goal statement Annually review the strategic plan and annual performance plan and organisational structure to
ensure that the Entity is compliant and can deliver on its mandate.
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Baseline Review of the approved organisational structure, strategic plan and annual performance plan.
Strategic Objective
PROGRAMME 1: ADMINISTRATION - STRATEGIC OBJECTIVES
Strategic Objective Repositioning the organisation through improving processes and procedures in accordance with applicable laws and regulations on an ongoing basis
Objective statement Annually review the strategic plan, annual performance plan and organisational structure to improve processes and procedures within the entity to ensure that the entity is compliant and can deliver on its mandate.
Through compliance with ISO 9001 will ensure continuous improvement of the processes and procedures within the entity.
Baseline Review of the approved organisational structure, strategic plans and annual performance plans.
Justification Effective utilization of resources to ensure achievement of designed goals, objectives and targets
Link Strategic Outcome Oriented Goal 6 of the Department of Transport
PROGRAMME 2: PRODUCTION - STRATEGIC OBJECTIVES
Strategic Objective To produce driving licence in line with Department of Transport standards
Objective Statement To produce driving license cards in line with the agreed specifications and applicable standards for security, durability and quality. A card is considered produced once it has passed the visual inspection and quality control measures assessing compliance.
To produce driving license cards within 10 working days.
To ensure that driving licence cards are delivered to the DLTC’s within 7 days.
Baseline Number of cards produced in the previous year.
Justification This objective contributes to the road safety by ensuring that only competent and valid drivers are on the road
Link Strategic Outcome Oriented Goal 6 of the Department of Transport
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PROGRAMME 3: INFRASTRUCTURE MANAGEMENT - STRATEGIC OBJECTIVES
Strategic Objective To provide enrolment units and related network infrastructure to the DLTC’s
Objective Statement Provide enrolment units (LEU and LCU) to DLTC’s which has network capability to allow for the capturing and transmission of information required in the production of driving licence cards as well as supporting the related business functions.
Baseline 918 live capture units rolled out and maintained. Existing DLCA ICT infrastructure and systems
Justification This objective will ensure efficient processing of driving licence application system
Link Strategic Outcome Oriented Goal 6 of the Department of Transport
PROGRAMME 4: SERVICE DELIVERY – STRATEGIC OBJECTIVE
Strategic Objective To improve service delivery through the implementation of identified service delivery implementation initiatives
Objective statement Improve the services delivery to stakeholders internally and externally through the implementation of initiatives identified in the SDIP and prioritised by EXCO for implementation.
Sign service level agreements with Provinces to ensure that: DLCA’s responsibility for the provision and maintenance of the LEU/LCU in support of service delivery; Identification of DLTC’s for the piloting of service delivery initiatives as stipulated in the SDIP The minimum security standards for the protection of the LEU/LCU’s; and Payments terms for the DLTC’s and Provinces.
Baseline National Service Charter and Batho Pele Principles.
Justification This objective contributes to enhancement of service delivery rendered to applicants of the driving licence cards.
Link Strategic Outcome Oriented Goal 6 of the Department of Transport