REPORT
OF THE PORTFOLIO COMMITTEE ON TRANSPORT ON THE OVERSIGHT VISIT TO THE PASSENGER
RAIL AGENCY OF SOUTH AFRICA (PRASA), DATED 11 FEBRUARY 2014
The Portfolio Committee on Transport, having
undertaken an oversight visit to the Passenger Rail Agency of South Africa (PRASA) from 23 to 26 July 2013, reports as
follows:
1. INTRODUCTION
The Portfolio
Committee on Transport, as mandated by the Constitution and Rules of
Parliament, undertook an oversight visit to PRASA
from 23 to 26 July 2013. The Committee delegation consisted
of the Committee Chairperson, Ms N R Bhengu (ANC),
Ms N J Ngele (ANC), Ms N Mdaka (ANC), Ms RM Motsepe (ANC), Mr L Suka (ANC), Mr
N Duma (ANC), Mr I Ollis (DA) and Mr P Mbhele (Cope). The Committee was
supported by the following parliamentary staff:
Ms V Carelse, Committee Secretary, Mr S Ngesi, Committee Researcher, and
Ms D Martin, Committee Assistant.
2 . BACKGROUND
The
aim of the visit was (i) to assess progress made by the entity to improve
public transport services and (ii) to assess the effectiveness of strategic
interventions made on recommendations by the Committee. The visit was also
aimed at better understanding the design and manufacture of rolling stock and to
obtain on-site exposure to the proposed Braamfontein property development. In addition, the visit provided the Committee
with an opportunity to be exposed to the operations of the entity’s
subsidiaries. The Committee visited the PRASA head office, Transnet Rail, Union
Carriage and Wagon (UCW) in Nigel, the Pretoria North Control Centre,
Braamfontein depot and Park, Pretoria and Rhodesfield stations.
The recommendations
made by the Committee after its study tour to China served as the basis for the
PRASA oversight visit. During the Committee’s study tour to China, the Committee
established how the government of China responded to its transport challenges
and how, by transforming its transport system, it also addressed its social and
economic challenges. The Committee was of the opinion that transformation of
transport systems should also address the triple challenge of poverty,
inequality and unemployment. Strategic interventions should aim to take South
Africa from its current status as a consumer country with low production to one
that is self-sufficient and self- reliant in its infrastructure development.
During
the study tour, the Committee found that the Chinese Government had positioned
transport as an enabling tool for economic development. Rail transportation was
the backbone of transport with other modes of transport complementing rail. The
Chinese Government developed the entire value chain of the railway
transportation industry, including science and technological training, planning
and design, equipment manufacturing, rail infrastructure development,
manufacturing and assembling plants, signalling and control systems and the servicing
and maintenance of trains. As an outcome
of the study tour, the Committee recommended that South Africa move away from
the rehabilitation of old rolling stock and begin with a process of investing
in new and modern locomotives and coaches as a means of reducing time and cost
of travel.
3. MANDATE
OF PRASA
PRASA’s mandate,
according to the Legal Succession Act, is to (i) provide urban rail commuter services
in the public interest, (ii) provide long haul passenger rail services and (iii)
provide long haul bus services. Its secondary object is to generate income from
the exploitation of assets acquired by PRASA, giving due regard to Government’s
socio-economic and transport objectives.
The primary responsibilities
of the entity, since its establishment in 2009, are to effectively develop and
manage rail and rail related transport infrastructure and to provide efficient
rail road based passenger transport within, to and from urban and rural areas.
The entity shifted focus from stabilisation
of commuter rail services towards the delivery of high-quality passenger services by 2015. In
pursuit of its aims the entity faces major challenges which include: investment
in new rail rolling stock that had been on declining trend over three decades,
the last train sets were purchased in the mid 1980s and its technology was
lagging behind international rail technology.
The long-term goal of PRASA is to be a commercially viable entity
capable of delivering efficient, high-quality passenger transport services on a
sustainable basis and to improve quality and reliability of rail services. It aims to
invest in new capacity by acquiring
new, modern trains; signalling, telecommunications, train control and operating
systems; speed-gates and expanding the network to address imbalances inherited
from the past. It further aims to unlock the value of assets to ensure
financial sustainability. PRASA aims to procure approximately 7 224 new rolling
stock with projected investment of R123 billion over a period of 20 years, from
2015 to 2035. At the time of the visit
Gibela Rail Transport Consortium (ALSTOM-ACTOM) was appointed as the preferred
bidder to supply 3 600 new Metrorail coaches at a cost of R51 billion over a
ten year period (2015-2025). Benefits of the new rolling stock project included:
increased rolling stock reliability, 33 000 direct and indirect jobs would be
created over the next ten years (2015-2025) of production and small enterprises
in the rail sector would be developed. PRASA aimed to have 69% local content in
production by the second year of the project. Delivery of the test trains were
aimed at the first quarter of 2015 and the delivery of operational trains were
earmarked for the fourth quarter of 2015.
4. PRASA
PROJECTS
The Group Chief
Executive of PRASA and the Chairperson of the PRASA Board of Control informed
the Committee of the following projects that the entity was currently
implementing:
4.1 SIGNALLING
PROJECTS
According to PRASA, only 23 (14%) of
the 162 signalling installations across the national PRASA network had not
exceeded their design life. The rest of the installations averaged 35 years
in age. The scope of the new signalling programme included the replacement of
all PRASA signalling installations and the associated civil, perway, electrical
and telecommunication works, the construction of the train operation control
centres, as well as the installation of optical fibre
cable networks in the Metrorail regions. This would allow
telecommunication links between the various signal relay rooms and the regional
train traffic control centres.
PRASA stated that 60% local content
would be included in the project. Most of the manufacturing and testing will be
done locally, underpinning PRASA’s aim of local manufacturing and its aim of
creating approximately 65 000 direct and indirect jobs through the rail
recapitalisation project.
4.1.1 GAUTENG
The first phase of
the project includes the construction of a Gauteng Nerve Centre (GNC) and the installation
of interlocking systems in the Gauteng region.
The estimated duration of the project is five years. The second phase
includes the re-signalling of the system with modification of the existing
remote control system. The approval for the environmental impact assessment
(EIA) and the detailed concept design for the GNC were completed. Negotiations
with Siemens for the implementation of the project were completed. The benefits
of the system are a reduced number of signalling failures, reduced train delays
and cancellations due to signal failures, and improved reaction time from a centralized
operational control centre servicing the whole region. The expected capital
costs are R1.1 billion for Phase 1 and R2.7 billion for Phase 2.
4.1.2 WESTERN
CAPE
The project’s focus is the modification of the
existing remote control system, implementation of the interfacing system with
the interlocking system and re-signalling of the system. Thales Maziya
Consortium was appointed to modernize the signalling system for a five year
period. The entity was currently mobilizing to start with the implementation.
The benefits of the projects are reduced number of signalling failures, reduced
train delays and cancellations due to signal failures and improved reaction
time from a centralized operational control centre servicing the whole region. Thales
Maziya Consortium was in the process of starting with the actual installation
of modern signalling system. The project was expected to commence before the end
of first quarter (end of March) in the 2013/14 financial year. The expected
cost is R1.8 billion.
4.1.3 DURBAN
The project focuses on the modification of the
existing remote control system, implementation of the interfacing system with
the interlocking system and re-signalling of the system. Bombardier was
appointed on a five-year contract to modernize the signalling system. The
benefits of the projects are the reduced number of signalling failures, reduced
train delays and cancellations due to signal failures, improved reaction time
from a centralized operational control centre servicing the whole region and
high frequency. Bombardier was in the process of starting with the actual
installation of the modern signalling system. The work was expected to commence
before the end of the first quarter (end of March) in the 2013/14 financial
year. The expected capital costs are R1.3 billion.
4.1.4 VISIT TO
THE PRETORIA NORTH CONTROL CENTRE: 24 JULY 2013
The Committee visited
the Pretoria North control centre which serves seven panels, namely de Wild,
Wolmerton, Pretoria North, Pretoria, Saulsville, Hercules and Koedoespoort. The
centre monitors 346 trains Monday to Friday and a lesser number on weekends. It has 38 traffic control officers, with
rotation shifts of eight traffic control officers. Challenges raised by PRASA staff
included cable theft and lightning which interferes with the functioning of the
system. PRASA was confident that these challenges would be addressed by the new
signalling system.
5. VISIT TO KOEDOESPOORT DEPOT
Transnet rail
engineering has six modern manufacturing facilities equipped with the latest
technology worth over R8 billion. The coach business is geographically
positioned to provide a service to PRASA. It has an annual turnover of R376
million and has 782 employees. Capacity was reserved for PRASA work.
Challenges faced were
the downward trend in the revenue of this business over the years, influenced
by the end of the 10M5 upgrade. Transnet
Engineering (TE) lost market share to competitors and the number of employees
has also been reduced from 1600 to 800 over the period. For this financial year, TE has an allocation
of 93 coaches to be completed by the end of August. In 2012/13, 163 ad hoc
coaches were refurbished and in 2013/14, 63 coaches had been refurbished. PRASA
noted that it could not send too many of its coaches for refurbishment as this
would negatively affect its day-to-day operations.
Transnet rail
engineering felt that it was ready to play its role in the manufacturing of the
new coaches. It was in the process of engaging Alstom to define and agree on
the scope of work and to share with Alstom its capability to be involved in maintenance. PRASA was committed to building a local
rolling stock manufacturing plant. The production facility would be fully
operational by its third year and would have an 80% local employee base by the
fifth year. An amount of R841 million
would be spent on rail-related skills development and 19 500 individuals would
be skilled throughout all tiers of production. The Committee would have regular
follow-ups to monitor the progress in construction of the facilities.
The School of
Transnet Engineering provides high-quality training for its employees
nationwide at its well-established 18 training campuses, with capacity to
handle over 2 000 apprentices per annum. The School of Engineering was Transport
Education and Training Authority (TETA) accredited and recognized training
institute with over 15 training programmes per annum. Key courses were provided
in the following categories: Apprenticeship/technicians, engineering, logistics
and supply chain management. Courses were certified and training was provided
for internal employees, external members, interns and graduates.
During its visit at
the Koedoespoort facility, the Committee
commended Transnet on the number of
female technicians it had rained and employed, but wanted clarity on whether
those who could not be absorbed by the entity could find employment elsewhere.
It further wanted to know if the entity created sufficient awareness about its
training opportunities in rural areas.
Central to the
relationship between PRASA and Transnet was the refurbishing of coaches. During
discussions with Transnet and PRASA, the Committee stated the objectives of the
National Development Plan (NDP) for building the capacity of State- Owned
Companies to make its resources rotate in the State. These objectives were also
related to the recommendations made by the Committee after its study tour to
China in 2010.
During the discussions,
PRASA expressed its concern with the slow pace at which Transnet was
refurbishing PRASA coaches. PRASA indicated that it wanted to give more work to
Transnet, but could not do so due to the quality of Transnet’s refurbishment
and the quantity it could complete before deadlines. The Committee was of the opinion
that the objectives of the NDP could only be realized if Transnet played a meaningful
role. The Committee observed that the refurbishments done by Transnet to the
coaches were inferior to that of the work done by Union Carriage and Wagon
(UCW).
At the time of the
visit the Committee felt that the entities had not yet engaged on what the NDP
directs them to do. It further felt that they still needed to acquaint
themselves with the recommendations made by the Committee after its study tour
to China on the building of the capacity of state entities.
6. STATION MODERNIZATION PROJECTS
The project aims to
modernize/improve 134 stations that were currently dealing with higher than
normal passenger numbers. These have been prioritised for future growth and in
line with current passenger demand in order to deliver quality passenger rail
services. Phase 1, which is completed, prioritised
the concept designs of the 20 mainly super core stations. The benefits of the
projects were the creation of at least a 1 000 direct construction jobs, improved
revenue collection, improved station operations, enhanced commuter flow/access
in and out of the station, intermodal facilities, shops, and other commuter
requirements and the provision of universal access. Prioritised locations were
the following rail connections: Mabopane – Pretoria- Germiston – Johannesburg –
Naledi, Umlazi – Durban – Kwa Mashu – Bridge City and Khayelitsha /
Kapteinsklip – Cape Town. The expected capital costs were R5.4 billion.
The
time frames were:
• Phase
1: 23 stations, mainly super core stations, at detailed design development stages
(complete) – 2013
• Phase
2: 64 mainly super core and core stations (currently at initiation stages) – 2014
• Phase
3: 50 intermediate, small and Halt stations (currently at planning stages) –
2015.
6.1 VISIT TO
PRETORIA STATION: 25 JULY 2013
In its visit to the
Pretoria Station, the Committee noted the new speed gates that were installed.
According to PRASA officials, the speed gates would be used once an integrated
ticketing system was adopted. Speed gates were also installed at Cape Town and
Park stations. The Committee observed the CCTV camera control room. The
Committee commended PRASA on establishing the control room, with its 200
cameras, and its impact on reducing crime at stations.
6.2. TRAIN
JOURNEY: PRETORIA TO JOHANNESBURG, 25 JULY 2013
Members undertook a train
journey from Pretoria to Johannesburg. The observations of the journey were as
follows: (i) some passengers, blaming the lack of communication from PRASA, did
not know that the train was an express train and consequently missed their
stations, (ii) passengers complained that the trains did not have heaters and
were therefore feeling cold in winter, and (iii) the train journey was too
long, as it took an hour and a half to travel the 50 km from Pretoria to
Johannesburg. During interaction with passengers, common complaints were about
overcrowding, delays, train breakdowns and interruptions in service with
announcements by PRASA or provision of alternative transport.
In the debriefing meeting
after the train journey, the United
Commuters Voice (UCV) said that it was
previously unhappy about services provided by PRASA. However, it supported
the rolling stock recapitalisation project and looked forward to the new trains
in 2015. The organisation has a memorandum of understanding with PRASA to solve
problems facing commuters. UCV was of the opinion that PRASA had to improve its
communication with passengers. UCV was concerned about vandalism and was teaching
commuters about taking care of PRASA assets. The visit of the Committee did not
include a visit to UCV to assess its programmes. The Committee could therefore not
verify the objectives of UCV. The Committee recommends a follow–up visit to UCV
to assess the impact of its programmes on commuters and PRASA.
6.3 VISIT TO JOHANNESBURG PARK STATION
Park Station is the
second biggest train station in Africa and the biggest and commercially viable
in South Africa. It has an estimated feet count of 180 000 people per day, and
is an important transport node in South Africa for business people and tourists.
With its 19 platforms, it serves both Metrorail and Shozaloza Mail (mainline
passengers).
During its oversight to
the station, the Committee was exposed to new developments, including the north
food court development adjacent to the Gautrain station, with focus on retail
expansion at a cost of R23 million. The estimated construction period is 9
months. A new banking mall was being constructed inside Park Station, focusing
on the expansion of banking services and converting old offices premises to a
banking mall. The value of the project is R13,9 million and the estimated
construction period is seven months.
Upcoming projects at
Park Station include a 42 000 square metre retail expansion and redevelopment,
the installation of eleven new lifts and eight escalators, the resurfacing and unblocking
the drainage at the bus loading area, as well as the refurbishment of the
Tippet Project Office.
The Committee
observed PRASA’s efforts to transform its stations in commercial hubs, focusing
on trade and the creation of residential accommodation, as seen in the China
rail model. The Committee commends these projects as it would create income for
PRASA and would decrease its dependency on funding from the state.
The Committee noted the integration of the Gautrain station
with Park station and
commends PRASA on implementing the integrated transport
system.
7. PRASA CRES
PRASA Cres focuses on
the cleaning of trains and stations, securing public facilities and job
creation. Cooperatives were contracted for the cleaning of stations and trains with
project roll out at the following stations, i.e Park Station, Durban, Cape
Town, Pretoria, Bellville, Germiston, Mabopane, Berea and Wynberg. These
projects related to addressing poverty and unemployment challenges.
The focus was on job
creation and, consequently, poverty reduction. An amount of R35 million
was set aside in the current financial year for the project. The projects
target poor families around train stations who are organised into cooperatives
and provided with opportunities to clean stations. At the time of the oversight visit, the
project was in its pilot phase where only primary cooperatives had been
involved. Plumbing, paving and
electrification had been identified as
projects that would be implemented in the next phase, as well as assisting with
establishing secondary cooperatives that would be supplying consumables, equipment and cleaning
detergents. In the long run, the impact of the project would have a positive
spin-off as it would result in the reduction in vandalism as communities would
see the benefit of living around train stations.
7.1 BRAAMFONTEIN
DECKING PROJECT
The CEO of Intersite
introduced the Committee to the project. It is expected that the project would
have a long-term aim, and would be done in conjunction with the City of
Johannesburg and other departments. Intersite was looking for an investor and
was of the opinion that the project would be a catalyst for private investments
and urban renewal. Scope existed for intermodal transport opportunities. Master
planning for the project will be completed four months from now.
7.2 INTEGRATED ASSET MANAGEMENT PROGRAMME
The technology to be
installed will be able to manage fare evasion, manage access, provide a
ticketing system retrofitted with CCTV, Railcom, help points and display
boards. Designs have been approved for all three regions and site access for
all three regions has been obtained. Seventy-one speed gates had been installed
and the integrated management programme had been completed at 41 stations.
The impact of the programme was a reduction
in fatalities caused by trespassing, an increase in revenue due to passengers
only able to alight or disembark at station buildings, safe and secured assets,
available rail networks at all times, a reduction of train delays due to
vandalism and sabotage and a reduction in train cancellations due to vandalism
and sabotage. Prioritised locations were
the following rail connection: Mabopane – Pretoria- Germiston – Johannesburg –
Naledi, Umlazi – Durban – Kwa Mashu – Bridge City and Khayelitsha /
Kapteinsklip – Cape Town.
Project timeframes were as follows: Southern
Gauteng region to be completed by 2014 March, Northern Gauteng region completed
by March 2013 (91% complete), Western Cape region completed by July 2013 (86%
complete), and KwaZulu-Natal region completed by December 2013 (83% complete).
The overall project progress was 86.47%. The expected capital costs were R1.7
billion.
8.
VISIT
TO BRAAMFONTEIN YARD AND DEPOT: 25 JULY 2013
The new technology
brought by the new fleet, as well as the improved and enhanced maintenance
practices envisaged for this new fleet, will require either new or refurbished
or upgraded maintenance depots. In order to support the new fleet, a Depot
Modernization Programme was required to upgrade the existing rolling stock
maintenance depots at Braamfontein, Wolmerton, Salt River, Durban and Springfield.
Concept designs had been completed. The
upgraded depots would be able to cater for the increased new fleet maintenance
demand required by the full fleet deployment.
Commencement of the
construction work is schedule for April 2014. Deliverables included a running
shed, an upgrade of lifting shop and component workshop, , refurbishment of the
existing administration building/training centre and maintenance shed, construction
of new train operations building, intensive cleaning shed, controlled emission
toilet clearing facility, under floor lathe, reversing line and turn table, remodelling
of lines to accommodate new generation trains; and yard signalling. The expected capital costs was R5 billion.
The upgrading of the Braamfontein
depot is significant as the testing of new trains will be done at this depot. The
depot will be able to accommodate train sets of up to 270 metres long. A
security upgrade at the depot, which includes the installation of CCTV cameras
and kinetic sensors, will reduce the risk of vandalism. The Braamfontein
maintenance depot employs 1 000 employees in maintenance depot. The depot has
mastered techniques to maintain the current system and the focus is on
preventative and lean maintenance.
At its visit at the
depot, the Committee visited the School of Excellence, which aims to build
skills for the rail industry.
9.
VISIT
TO AUTOPAX HARMONY DEPOT
Autopax
is PRASA’s wholly-owned subsidiary whose main objective and business is the
long distance road transportation of passengers. Autopax’s mandate is to
consolidate its market share and operate on a fully commercial basis, support
rail operations through effective feeder and distribution services and also
offer services to cities and municipalities in rural areas. The company
operates a fleet of 570 commuter, semi-luxury, luxury and ultra luxury buses. Autopax
employs 1 345 staff and operates out of three depots situated in Pretoria,
Johannesburg and Cape Town.
The depot has a body
shop where 80% of maintenance is done and has on-base refuelling facilities.
The testing station at the depot was used for scheduled testing of buses and
running of repairs. A mess area was
available for bus drivers to rest between trips. Autopax has a safety record of
3.2 incidents per million kilometres against the industry norm of 7.9 incidents.
10.
VISIT
TO RHODESFIELD STATION : 26 JULY 2013
During its visit to
Rhodesfield Station, the Committee made the following observations: (i) speed
gates were installed at the station, (ii) the station had a “new station”
design, (iii) information signage was
not clear, (iv) there was a lack of rubbish bins, (v) the stairs were rusting. The
Committee visited the clinic at the station that is used by PRASA employees.
11. VISIT TO UNION
CARRIAGE AND WAGON
Union Carriage and
Wagon (UCW) was established in 1957 and is situated in Nigel, South Africa. The
facility is located on a 37 hectare stand, where over 14 000 new locomotives,
suburban trains and coaches have been designed and manufactured. Refurbishing
and upgrading of rolling stock is a significant element of the company’s growth
strategy. UCW designs and builds new locomotives, as well as refurbishes and
upgrades old or damaged locomotives and carriages. UCW has a skilled workforce
of over 700 employees and ensures that the employees are highly trained and are
able to perform their jobs to the best of their ability. The company opened a
welding school to ensure a skilled workforce. A consortium led by South Africa’s state-owned Industrial
Development Corporation (IDC) and black economically empowered Commuter
Transport Engineering (CTE) have acquired UCW from Murray & Roberts
(M&R).
Customers include Mitsui
& Co African Railways Solution, PRASA, Transnet Freight Rail, Venus Railway
Solutions and Bombardier. Products and services have been supplied to international
clients, including Angola Rails, Botswana Railways, Malawi Railways, Malaysia
(KTMB), Taiwan Railway Administration (TRA) and Zimbabwe Railways.
During the visit to the plant, the Committee observed the 19E
locomotives that were produced by the company for Transnet Freight Rail (TFR).
The company also finished the refurbishment of 5M2A and 10M4 sets for PRASA.
The Committee noted the good quality of the refurbishment.
The executive of UCW
informed the Committee that the delivery of the completed refurbished PRASA
coaches was a challenge as part of the railway line to Springs was stolen.
12. FINDINGS
(i)
The Committee was pleased to
note that strides had been conducted by PRASA in the implementation of its
rolling stock recapitalisation project, based on recommendations made by the
Committee during its interactions with the entity and the Department of
Transport.
(ii)
At the time of the visit to
PRASA, information on expenditure for the signalling project was not available
to assess whether projects were on budget and whether value for money was
received.
(iii)
The Committee noted that
PRASA currently contracted six companies to upgrade and refurbish its coaches
and that this impacted on the quality of the refurbishments. The Committee
further noted the challenges raised by PRASA regarding Transnet Rail
Engineering’s capacity to refurbish and manufacture coaches. The Committee
noted that the quality of the refurbishment was inferior to that of Union
Carriage and Wagon. The Committee was of the opinion that Transnet would have
been a preferred service provider but this objective could only have been
achieved if Transnet had the capacity.
(iv)
The Committee further noted
the station improvement projects and signalling upgrades in anticipation of the
arrival of the new trains in 2015. The retail expansion projects of PRASA bode
well as it would contribute greatly to decrease the entity’s dependence on
financing from Government for its operations. However, the Committee noted the
following areas of concern: (1) communication with passengers needed to be
improved, (2) the lack of appropriate skills to sustain the industry remains a
concern, (3) Union Carriage and Wagon should be a strategic partner of the
state entity for the purpose of capacity building and ensuring quality of work.
13. RECOMMENDATIONS
The Committee
recommends that the Minister of Transport ensure the following:
(i)
That the Department of
Transport and PRASA provide the Committee with quarterly expenditure reports on
the implementation of the projects. The
Committee will have ongoing engagement with the office of the Auditor- General
to assess expenditure.
(ii)
That PRASA explores and
accelerates initiatives for skills development for the
rail industry, whilst improving innovation and technology.
(iii)
That PRASA and the Minister
of Transport explore the possibility of creating internal capacity in the rail
industry with the aim of creating a self-sufficient and self-reliant industry. IPAP 13/14 identified beneficiation as an area
to benefit the manufacturing industry. The Committee therefore recommends that
local production and procurement be prioritised.
(iv)
That PRASA creates awareness
among its passengers about the communication modes that exist currently to
inform passengers about delays and/or cancellations in its service, i.e sms
services. It also has to ensure that electronic notice boards and its intercom
system are operating and in use daily.
(v)
That PRASA and the
Department of Transport undertake a study tour to China to familiarise themselves
with the Chinese model applied in building its rail industry.
14. CONCLUSION
Having noted the lack
of investment made in rail transport for more than 40 years and the subsequent
eroding effect on rail transport, the Committee commends PRASA on the strides
made, since its inception in 2009, to transform the rail industry. The
Committee commits itself to regularly monitor the implementation of this
momentous project to ensure the timeous delivery and value for money of
services.
Report to be
considered.