185x Filetype PDF File size 1.69 MB Source: www.joburg.org.za
We don’t just drive buses; we transport people and grow the economy. Customer time, safety, comfort and satisfaction remain our highest priorities. 1 | P a g e Johannesburg Metropolitan Bus Services (SOC) Limited Registration Number: 2000/004704/07 (“Metrobus”) 2018/19 BUSINESS PLAN Submission: May 2018 Sign Off: Mr Tshepo Makola Acting Managing Director’s Date: ___________________ Signature: _______________________________ Ms Yolisa Kani Chairperson of the Board Date: _____________________ Signature: ________________________________ Councillor Nonhlanhla Helen Makhuba MMC: Transport Date:______________________ Signature: ___________________________ 2 | P a g e Contents 1. EXECUTIVESUMMARY…………………………………………………………Erro r! Bookmark not defined. 2. STRATEGI INTENT ………………………………………………………………5 3. STRATEGIC ANALYSIS………………………………………………………….7 4. COMMUNICATION AND STAKEHOLDER ENGAGEMENT ………………18 5. IMPLEMENTATION AND PERFORMANCE REVIEW . Error! Bookmark not defined.22 6. FINANCIAL IMPACT .................................................................................................. 37 7 MANAGEMENT AND ORGANISATIONAL STRUCTURE ......................................... 44 8. RISK MANAGEMENT ................................................................................................. 47 9. BUSINESS PLAN PERFORMANCE MONITORING.............................49 3 | P a g e 1. Executive Summary Guided by the national and the City of Johannesburg’s strategic priorities, Metrobus 2018/19 Business Plan presents upcoming priorities and analysis and evaluation of 2017/18 results. Profiled in this document are the organizational strategic direction, performance measures, risk assessment, business environment and the 2018/19 deliverables. The entity’s business priorities are driven by its stakeholders and an understanding of their critical needs, taking into account the City of Johannesburg (“City”)’s long-term objectives. Consistent with the 2017/18 business plan, the 2018/19 Business Plan content has been organized to ensure continuity in the implementation of phase1 of the Metrobus Turnaround Plan wherein the following key focus areas are were identified. Introduce Five New MB routes: Focus on high demand routes namely MB1, MB2, MB3, MB4 and MB7. Interim Fare Collection System and Fleet Management System – to be implemented in 2019/20 going forward; Route & Shifts Rationalisation; Introduction of more frequent and reliable off peak service; and Enhancement of marketing and communication Key Deliverables in the 2018/19 Business Plan: 1) Implementation of Diphetogo commitments; 2) Stabilising the entity centred around business process re-engineering, review of the Turnaround Plan; organizational efficiency and effectiveness; and 3) Implementing Tier 1 and 2 of the National Treasury Circular 88 Metrobus will continue to monitor its performance against Shareholder Compact and Key Performance Indicators (KPIs) from financial to customer service measures. With this 2018/19 Business Plan, Metrobus continues its progress towards successfully implementing its Turnaround Plan in a fiscally responsible manner. Core Mandate The Johannesburg Metropolitan Bus Services (SOC) Ltd (“Metrobus / the company”) was incorporated in 2000 and is a wholly owned Municipal Entity of the City of Joburg. The City appointed Metrobus in terms of the Service Delivery Agreement to provide bus transport services to the residents of Johannesburg. Metrobus therefore operates in furtherance of the City of Johannesburg’s legislative mandate concerning public transport and is guided periodically by the strategic direction of the City of Joburg as derived from the Integrated Development Plan and the Provincial Growth and Development Strategy. Integrated Transport Plan is amongst some of the key strategic objectives of the City, where Metrobus has a pivotal role to play as a provider of public transport. 4 | P a g e
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