545 Vote 14 - Gauteng Treasury • 2008/09 - Budget Statement 2 VOTE 14 GAUTENG TREASURY To be appropriated by Vote R185 549 000 Responsible MEC MEC for Finance and Economic Affairs Administering department Gauteng Treasury Accounting officer Head of Department 1. OVERVIEW Vision Gauteng Treasury aspires to be pioneers in financial management and fiscal discipline within the public sector in South Africa. Mission To provide custodianship and distribution of Public Funds as well as Financial Management Services, through: • Strengthening financial management to achieve operational efficiency and promoting accountability in government; • Attracting and retaining an appropriate technical skills base at Gauteng Treasury; • Providing technical assistance including analysing, monitoring, evaluating and advising customers to enable good financial planning and management; • Developing and implementing efficient internal systems and processes; • Investing in and empowering Gauteng Treasury employees. Strategic Goals • To integrate policies within Treasury to ensure synergy and effective co-ordination; • To manage and oversee the implementation of Pubic Private Partnership projects in Gauteng to support the GPG economic growth, job creation and poverty alleviation strategies; • Provide provincial, social and economic research and analysis that inform fiscal policy development and the annual budget process contributing to the Provincial Growth and Development Strategy; • Allocate resources in line with provincial government priorities and the five plans to contribute to economic, efficient and effective service delivery; • Maintain fiscal discipline through policies and the monitoring and evaluation of financial performance; • To maximise current revenue sources and optimise potential new revenue streams; • Develop and implement a provincial comprehensive revenue strategy; • Provide provincial socio-economic research and analysis in order to inform resource allocation and utilisation. • To conduct sector level policy analysis in order to maximise efficiency gains and value for money; • To monitor and evaluate performance outcomes of spending agencies. The key functions for the Gauteng Treasury (GT) are: • Implementing accounting practices that will promote the effective capturing of revenue, expenditure, assets and liabilities; • Ensuring the effective management of risks to which the Gauteng Provincial Government (GPG) is exposed to by virtue of its assets, programs and operations; • Optimising liquidity requirements and maximising returns within acceptable levels of risk for GPG and securing sound cash management; • Ensuring the efficient and effective management of assets for GPG; • Providing guidance and leading the implementation of financial management reforms for both provincial and local governments; • Providing provincial social and economic research and analysis that inform fiscal policy development and the
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GAUTENG TREASURYTo be appropriated by Vote R185 549 000Responsible MEC MEC for Finance and Economic AffairsAdministering department Gauteng TreasuryAccounting officer Head of Department
1. OVERVIEW
VisionGauteng Treasury aspires to be pioneers in financial management and fiscal discipline within the public sector in South Africa.
MissionTo provide custodianship and distribution of Public Funds as well as Financial Management Services, through:• Strengthening financial management to achieve operational efficiency and promoting accountability in
good financial planning and management;• Developingandimplementingefficientinternalsystemsandprocesses;• InvestinginandempoweringGautengTreasuryemployees.
• Maintainfiscaldisciplinethroughpoliciesandthemonitoringandevaluationoffinancialperformance;• Tomaximisecurrentrevenuesourcesandoptimisepotentialnewrevenuestreams;• Developandimplementaprovincialcomprehensiverevenuestrategy;• Provide provincial socio-economic research and analysis in order to inform resource allocation and
The key functions for the Gauteng Treasury (GT) are:• Implementingaccountingpracticesthatwillpromotetheeffectivecapturingofrevenue,expenditure,assetsandliabilities;
Legislative mandateThefollowingActsgoverntheadministrationofgovernmentdepartmentsandforspecificlegislationpertainingtotheadministrationofTreasury,detailisprovided:• MunicipalFinanceManagementAct(MFMA),2004;• PreferentialProcurementPolicyFrameworkAct,2000providesaframeworkfor theimplementationof the
preferential procurement policy.• PromotionofAccesstoInformationAct,2000;• MunicipalitySystemsAct,2000outlines thesupportandmonitoring responsibilities in termsofMunicipalIntegratedDevelopmentPlanning(MIDP)processes.
• Public FinanceManagement Act (PFMA), 1999 regulates financial management to ensure that revenue,expenditure,assetsandliabilitiesaremanagedefficientlyandeffectivelyandprovidesfortheresponsibilitiesofpersonsentrustedwithfinancialmanagementandmattersconnectedtherewith.
• EmploymentEquityAct,1998;• BasicConditionsofEmploymentAct,1997;• Intergovernmental Fiscal Relations Act, 1997 defines the role of the Minister of Finance and EconomicDevelopmentandthatoftheTreasuryasrepresentativesoftheprovincialgovernment,inpromotingcooperationbetweenotherspheresofgovernmentonfiscal,budgetaryandfinancialmatters.Italsoprovidesinsightintotheprescribedprocesses for thedetermination of the equitable shareand theallocation of revenue rosenationallyandmattersinconnectiontherewith.
Key policy areas and developmentsAnoverviewofthekeypolicyareasanddevelopmentsovertheperiodbeingreportedincludethefollowing:• ParticipationintheGCRAcademythroughscarceandcriticalskillstraininginternallyandexternally.• Developabudgetprocessmanual,budgetdatabaseandMTEFmodelaswellastherolloutoftheActivityBasedcostingmodel.
• Implementation of the departmental communication strategy through informative publications such as thedepartmentalAnnualReport,quarterlynewsletters,informationbrochures,pressreleasesetc.
Human ResourcesThe reviewedorganisational structure for thedepartmentover theMTEFhasbeenapproved. The reviewedstructuresawtheincreaseofpostsfrom161to195posts.Priortotheapprovalofthestructure,thevacancyratewasreducedfrom60percentto40percent,withthevacancyrateofthenewstructureon50percent.Thedepartmenthasa53percentfemalerepresentationoverall,33percentfemalerepresentationonSMSleveland1percentrepresentationofpeoplewithdisabilities.
Budget ManagementThebudgetingplanningprocessfor2008MTEFcommencedearlyinthe2007/08financialyear.Theprovincialbudget planning stage, which covers the budget makgotla that were held in June and November 2007,highlightedtheconsolidationofGPGgainstowardseffectivedeliveryon2004mandate,threemajorareasofprioritiesandidentifiedflagshipprogrammesthatmustreceivepriorityfundinginthe2008MTEFperiod.Thenextkeystageoftheprocess(thatis,organisingstage)sawforthefirsttimethecustomisationofdepartments’budgetinputtemplates.Thebudgetinputtemplateswerepreloadedwithdepartments’specificavailabledatainordertoallowdepartmentstofocusoncapturingthenewbudgetdataandhenceimprovetheturnaroundtime.NewdevelopmentsinthebudgetimplementationstageoftheprocessrelatetotheissuanceofregularTreasuryCircularsthatprovideguidanceforeachkeypointsoftheprocesswithanultimateaimofimprovingthequalityofTreasurysubmissionsaswellascompliancewithprovincialbudgetprocesstimelines.Themonitoringandevaluationstagehighlightedproactivemeasures taken to improvespendingofprovincialbudget,namely thetablingoftheprovincialamendmentstothe2006/07adjustmentbudget.
Budgetaryreformsrelatingtotheperiodunderreviewincludetheintroductionofnewmodelforperformancereportingandtheupgradeofthestandardchartofaccounts(SCOA)thatiscurrentlyinprogress.The2007/08financialyear,theunitconductedaresearchontheprojectsrelatingtoplannedelectronicsystems.Inpreparationfor theMTEF fundingmodel, the unit commenced planning for the development of the consolidated budgetdatabaseandMTEFmodellinkedtoexistingeconomicresearchinitiatives.Thisincludesatrainingprogrammeon financial modelling that was aimed at providing basic skills in modelling. With respect to knowledgemanagement,theunitdraftedabudgetprocessmanualthatisscheduledtobefinalizedearlyinthe2008/09financialyearandprovidesubsequenttrainingtoalldepartments.TheevaluationreportforthepilotphaseoftheActivity-BasedCostingthatwasimplementedintheDepartmentofSport,Arts,CultureandRecreationwillbefinalisedby31March2008.
Public FinancePublicFinancewasestablishedinthepreviousfinancialyeartomonitortheimplementationofthebudgetand
to strengthen reporting systems in theprovince. The unit hasplaceda lot of emphasis on themonitoringofexpenditureandthatspendingduringthecourseoftheyearbecloselyscrutinisedbydepartments.Significantpositivestrideshavebeenmade infinancial resourcemanagement,PublicFinancewillhowever;continue tosupportdepartmentsinachievingtheirmandatesbyprovingfinancialmanagementexpertise,adviceandsupportaswellasencouragingthemtodoproperplanning.Properplanningwillleadtobetterbudgetingwhichjointly,isintendingtoenhanceservicedelivery.
Thisunitisnowalmostfullycapacitatedwithdiverseskillsincludinginfrastructurespecialists.Thishasenabledtheunittoprovidestrategicsupporttodepartmentsinimplementingthebudgetandimproveservicedelivery.PublicFinancewassuccessfulinintroducingsetofmeasurestoimprovebudgetpreparation,implementation,monitoringandreportingprocessesatadepartmentallevel.Suchmeasuresincludeamongothersaphase-inapproachtotheutilizationofanalytical techniques, introducing the requirements forprogrammeplanningon thebasisofbusiness case for eachproposal, implementationandmonitoringplansand supportdepartments to improvethequalityofnon-financialandfinancialreportsforinfrastructurespending,inYearMonitoringandconditionalgrants.PublicFinancesuccessfullyimplementedtheInfrastructureDeliveryProgrammewhichseekstoensurethatdepartmentsalignthebudgetandinfrastructuredeliverycycle.
Fiscal PolicyTheFiscalPolicyandEconomicAnalysisunitconsolidatedonsomeof theachievements for the2006/07intermsofimprovingthestructureandapproachoftheMediumTermBudgetPolicyStatement(MTBPS).Afeasibilitystudyonprovincialtaxationwascompleted;adecisionwhethertoproceedornottoproceedwillbetakeninthefinancialyear2008/09.Bettercooperationwiththemainownrevenuegeneratingdepartmentshasresultedinmoreeffectiveandefficientcollectionofrevenueandtobuildonthisachievementanownrevenueforummeetsonaquarterlybasistodiscussallownrevenuerelatedissues.
InviewofthedauntingchallengesthePPPunitfaceasanewestablishedunit,theskilledadvisorshavebeenappointedtoassistinprovidingthemuchneededsupportandassistancethroughouttheprovince.Theyhavefulfilledtheirobligationsintermsoftheestablishmentofafirmregulatoryframework,providingongoingregulatoryadviceandassistance in theestablishmentofacapablePPPunit,and toenforcePPPregulations topromotesustainablePPP’sthroughalevelofexcellenceandtechnicalsupporttoprovincialgovernmentinstitutions.Thenecessaryskillshavebeentransferredwithintheunitandrelevantappointmentsunderthefinancialandlegaldeskhavebeenfinalisedtosupportthestrategicplan.
ThefeasibilitystudyreportfortheChrisHaniBaragwanathhasbeencompletedandwaspresentedforNationalTreasury review and approval. The unit in collaborationwithGauteng Department of Health andNationalTreasuryare in theprocessof resolvingaffordabilitychallenges regarding theChrisHaniBaragwanath.TheGautrainRapidLinkproject iscurrentlyunderconstructionwhilst the listingofGautrainAgencyisunderway.Otherinitiativesatinceptionstageincludebuildingschoolsandrelatedwaterandsanitationinschools.ArolloutofMunicipal PPPGuidelinesbyNational TreasuryandDPLG teams in collaborationwithGauteng Treasury
Furthermore,thePPPunithadidentifiedanincreaseinPPPdealflowintheHealthandEducationalsectorthatyieldvalueforallstakeholdersintheProvince.SignificantprogresshasbeenmadeintheHealthSectorprovidingadviceindraftingoffeasibilitystudiesandprocurementdocumentationtoenhanceprojectsuccess.InsupportofPPP Initiativesaswellas thechallengingprospect to increasedealflow,aCommunicationPlanhasbeendesignedtoestablishaplatformtosellthePPPconcept,involveallrelevantstakeholdersandproposeongoingsolutionsforinfrastructureandservicedeliveryinGautengthroughaPPPmodel.
Provincial Financial Management and Governance (PFMG)
With effect from the second quarter of 2007/08 financial year, Gauteng Treasury implemented monthlymanagement reports on financial accounting and asset management. These reports are submitted to theLegislatureonaquarterlybasis.Theywereintroducedasmechanismtoassist inobtainingunqualifiedauditreports. Another initiativewas the reintroductionof theChiefFinancialOfficers (CFO) forum thatmetonaquarterlybasistoshareinformationonissuesofpolicydevelopmentandeffectiveimplementationofBudgeting,SupplyChainManagement,FinancialAccounting,CashManagement,RiskManagement,AssetManagementandotherfinancialmanagementrelatedmatters.
Asset ManagementFor the 2007/08 financial year, asset management focused on ensuring that all departments implementedtheirassetmanagementstrategies.AssetManagementisanareathat leadstomostmattersofemphasisandqualificationsinGPGdepartments.Thefocusofassetmanagementthereforewastoensurethatqueriesrelatingtoassetmanagementwereminimizedfor2007/08,byassistingdepartmentswithensuringthattheirassetsareproperlyclassified,evaluatedaccuratelyandallare recorded in theirasset registers.Reportingrequirementsonassetmanagementwerealsointroducedin2007/08toLegislatureonaquarterlybasisasanendeavourtoobtainunqualifiedreports.TreasuryinitiatedtheprocessofassistingdepartmentstofairvaluealltheirassetstomeetthetargetdateofMarch2008.
RiskManagementEnterprise Risk Management (ERM) approach recognizes that risk management needs to encompass allorganizations’riskssuchasoperational,financial,compliance,regulatoryandstrategicrisks.Inessence,riskmanagementmust be imbeddedwithin theoverall context of anybusiness strategy. In2007/08,GautengTreasurycontinuedonitsimplementationofERMindepartments.OfcriticalimportancewasthedevelopmentandimplementationofaGPGRiskManagementPolicyanddefiningtheriskmanagementstandards.Thisresultedineachdepartmenthavingariskregisterthatwaspreparedaccordingtotheriskmanagementframework.ThesuccessfactorsthatdrovetheimplementationwereobtainedfromtopmanagementcommitmentfromHODForumaswellintegratingriskmanagementintostrategicplanningprocessfor2007/08.EffectiveimplementationofriskmanagementwasalsoaninterventionaimedatreducingqueriesraisedbytheAuditorGeneralrelatingtointernalcontrolsandrisks.
Assets and LiabilitiesTreasuryonceagainfocusedonstrengtheningthecashflowforecastingindepartmentsaswellastheachievementof5percentvariancebetween funds requested to fundexpenditureandactualexpenditure.Therehasbeentremendous improvement in this regard.Trainingoncashmanagementhasbeenprovided todepartments tocapacitatetheminthisregard.Treasurycontinuedtooptimizeinterestoninvestments,anactivitythatcontributessubstantialfundsintotheProvincialOwnRevenue.TheimplementationoftheTreasuryandCashmanagementsystemhasnotstartedduetothemoratoriumthathasbeenplacedonimplementationofsystemsbyNationalTreasury.HoweverasubmissionhasbeenmadetoNationalTreasurytorequestforapprovalfortheimplementationofthesystem.
Municipal Budgets & Financial Reporting and Compliance (MBFRC)During the2007/08financialyear theprovince intensified its support toGautengMunicipalities inadditionto the current support framework established through the Gauteng Municipal Support Plan. In an effort tounderstandthecurrentlocalgovernmentmilieutheunitinconjunctionwiththemunicipalcounterpartsandotherkeystakeholdersdevelopedthroughtheGautengMunicipalFinanceSummitengagementskeyresolutionsthatwouldseetheunitenhancingmunicipalcapacityoverthenext2years.Theseresolutionshavebeentabledtoat thePremierCoordinatingForumforendorsement.TheMunicipalSupportPlan ismanagedjointlywith theDepartmentofLocalGovernment.Thisprojectisongoingandtodatewehaveconsistentimprovementinthefinancial performance and management of our municipalities.
In the advent of theMunicipal FinanceManagementAct implementation frameworkdrawing to a close theProvincialTreasurythroughvariousinterventionswillcontinuetocontributeandenhancethecurrentinstitutionalcapacityofMunicipalCFOOffices.ThisTreasuryintendsdoingthisthroughvariouspilotprojectscovering:• GautengMunicipalInternSupportGrant,• MunicipalInterventionsFrameworkandAssessmentTool;and• GenericBudgetPoliciesFrameworkandOperationalManuals.
Human resourcesTheHumanResourceManagementunitwill focusontheimplementationofacomprehensivehumanresourcestrategy/plan.Theplanwillfocusoninterventionstorecruitandretainscarceandcriticalskills,maintainingandincreasingthewell-beingofemployees,traininganddevelopmentofemployeesthroughi.e.accreditedtrainingprogrammesandbursaryschemes,internshipsandthedevelopmentofabroadcompetencyframeworkforallpostsinthedepartment.
Theunit intends to increase thehuman resourcecapacitybyappointingmore sectoranalystsandelectronicsystems-biased skills to ensure further improvements in the budget information quality. BudgetManagementis planning to enhance theavailability of integrated information systems toachieveour strategic objectives,developmentandcompletionofelectronicsystemssuchaselectronicfilingsystem,budgetconsolidationdatabaseandadatawarehousingsystemandnewMTEFfundingmodelfortheprovince.Alltheseactivitiesareinlinewiththemandateoftheunit.Thedatabaseprojectwillbedevelopedinphases;thefirstphaseincludesdatagathering,alignmentofdatawiththestandardchartofaccounts.
Public FinanceTheunitwillcontinuetoengageinprocesstoimprovereportingtoensurethatdepartmentscomplywithrequirementsofthePFMAandDORA.Emphasishasbeenonspendingcapability,butthefocusoughttochangetolookatvalueformoney.Thechallengehasalwaysbeenonavailabilityandcredibilityofinformationonperformance.PublicFinancewilltrytogetthebuyinofdepartmentsinconductingefficiency,valueformoneyandeconomicevaluationstudies.TheunitwillcontinuetogiveactivesupportfortheimplementationoftheInfrastructureDeliveryImprovementProgrammetoallinfrastructuredepartmentsintheprovince.Allvacantpostswillbefilledduring2008/09financialyeartoattractthenecessaryskills.
Thefollowingaretheplannedqualityimprovementmeasures:• Improvedrelationshipwithexternalandinternalstakeholderstoimproveservicedelivery.• Creating partnerships with both internal and external stakeholders to improve service delivery throughleveragingtechnicalexpertiseandcapacityaswellasenhancingresearchcapabilities.
Fiscal Policy and Economic AnalysisTheunit intendsbuildingon itspastachievementsbyworkingcloselywithallGPGdepartments tohighlighttheimportanceofeffectiveandefficientdebtormanagement.Aprovincialrevenuestrategyiscurrentlybeingdevelopedtosimplifyrevenuemanagementforthemainownrevenuedepartments.Inaddition,theMTBPSistoexaminethepolicyframeworkandchallengesconfrontingGPGinitsquesttomeetbothprovincialandnationalservicedeliverypriorities.Theunitwillalsodeveloparevenueforecastingmodeltoassistdepartmentswiththeirrevenueprojections.
Ason-goingprojects,thePEROandSERwillbepublishedonanannualbasiswiththeobjectivetoprovideawellresearchedreviewandoutlookoftheprovincialeconomysoastoinformotherpolicydecisions.Theunitwillcollaboratewithotherdepartmentstoensurethatitsresearchisinformativeandremainrelevant.Theunitwillpublishquarterlybulletinsontopicalissues.ItintendstousethedevelopedSAMtoassesstheeconomicimpactofdifferentprojects in theprovinceandalsotofinalizethedevelopmentof theCGEmodel togetherwith theUniversityofPretoria.
Public Private PartnershipsTheoriginoftheproposaltointegratetheGautengPPPUnitunderSustainableResourceManagement(SRM)stemmedfromtheProvincialTreasury’smandatetocreateaco-herentapproachininfrastructureandimprovedservice delivery efficiency in all spheres of government. Such amandatedwill face current challenges thatgovernmentisfacinginaddressingseriousbacklogs,underperformanceandtheabsenceofspecialisedskillsandauthoritytomanageandregulatePPP’s,therebyprotectingthepublicinterest.
Duringthepreparationoftheintegrationplan,cognisancehasbeentakenofallspecificrequirementsforasuccessfulintegration,supportedbyasoundbusinessplan.TheunitwillalsoadvancewiththeimplementationofthisIntegrationPlan.Itswillbeengagedinthenecessaryprocessesrequiredtoensurethatitsstructureandthewayitsfunctionallowsasuccessfuldeliveryof itssetgoals.Thisprocessmay takeaperiodof time to implement,however thepotentialforfuturesuccesseswillbedemonstratedintheintegratedcommunicationplanaswellassupportingtimeframeforplanned successes.
RiskManagementAs Treasury continues to implement enterprisewide riskmanagement, the focuswill be on capacitating thedepartments toensurethatrisksareproperlymanagedindepartmentswhiledischargingtheir functions.Forenterpriseriskstobeproperlymanaged,departmentswillhavetodeterminetheirriskappetite.Riskappetiteistheamountofexposureorpotentialadverseimpactfromaneventthatadepartmentiswillingtoacceptorretain.ThiswillenabletheAccountingOfficerstocommunicatetheriskappetitetoall levelsof thedepartmentsandthereforebeincorporatedinthedaytodayoperations.TreasurywillthereforeworkwiththeChiefRiskOfficersindepartmentstodeterminetheriskappetite.
Assets and LiabilitiesTreasurywillcontinuetoassistdepartmentsinensuringthattheymeetthetargetof5%ofactualexpenditure,cashflowprojectionsagainstthefundrequestedtofundexpenditure.Theassistancewillbeprovidedbymeansoftrainingofdepartmentsonaquarterlybasisaswellasprovidingthemwithauserfriendlysystemtoassistwithcashmanagement.Inordertooptimizeownrevenuethedepartmentwillcontinuetoinvestsurplusfundsinaprudentmannerwhilemaintainingtheappropriatelevelofrisk.
Public Finance Management Reforms (PFMR)
Municipal Budgets and Compliance Theunitplansin2008/09willfocusonenhancingcurrentintergovernmentalprocessesrelating to financial transfers andplanningbetweenprovincialgovernmentanddistrictandlocalmunicipalitiesbyensuringtimeousavailabilityoftheProvincialGazetteinthemunicipalities.Itswillensurethatdelegatedmunicipalitiessuccessfullyprepareand
Public Finance Management Act (PFMA)Theunitcontinuestocarryoutitsmainfunctionofleadingtheimplementationoffinancialmanagementreformsinboththeprovincialdepartmentsandpublicentities.ThepolicysettingandmonitoringfunctionintermsofSupplyChainManagementwillcontinuetogainmomentumandgoingforwardtheunitwillprovideongoinginstitutionalsupport and training to municipalities andprovincialdepartments.
R thousand 2004/05 2005/06 2006/07 2007/08 2008/09 2009/10 2010/11Tax receipts
Casino taxes
Horse racing taxes
Liquor licences
Motor vehicle licences Sales of goods and services other than capital assets 10 10 Transfers received Fines, penalties and forfeits Interest, dividends and rent on land 176,063 223,189 227,689 152,184 220,000 259,977 236,500 254,240 273,308Sales of capital assets Financial transactions in assets and liabilities 10 Total departmental receipts 176,063 223,189 227,699 152,184 220,000 259,997 236,500 254,240 273,308
Interestrevenuegrowsat9percentbetweenthe2004/05and2006/07financialyears.Thispositivegrowthcontinuesoverthe2008MTEFalbeitatareducedaveragegrowthof5percent.Thisreductioninthegrowthrateisinfluencedby:• Thedepletionofpartoftheprovincialreservesduetospendingrequirementsbydepartments;and• The implementation of further phases of the intergovernmental cash coordination project that will placeinvestmentpowerswiththeCorporationofPublicDepositswhichmayvarytheamountofinterestearnedovertheMTEF.
Thegoodsandservicesexpendituregrewbyaverageof75percentbetween2004/05and2007/08.Growthin the budget was mainly driven by procurement of office equipment and setting up of systems. Over themediumterm,expenditureforgoodsandservicesisexpectedtodecreaseafteralltheonceofitemshavebeenpurchased.
Foreign governments and international organizations
Non-profit institutions Households Payments for capital assets 21 62 442 1,027 260 3,578 3,793 4,020Buildings and other fixed structures Machinery and equipment 21 62 442 1,027 260 3,578 3,793 4,020Cultivated assets Software and other intangible assets Land and subsoil assets Total economic classification: Administration 834 2,884 5,133 11,614 12,092 20,582 32,308 34,344 36,398
Examiningtable6thatshowsthetrendsinactualexpenditureandfinalappropriationbyeconomicclassification,itisclearthatonaverage,themaincostdriversunderthisprogrammeare‘CompensationofEmployees’(59.2percent)andgoodsandservices (35.2percent) in theperiodunderreview.Payments forcapitalassetsonlyaccountsfor5.2percentoftheprogrammetotalbudget.Thekeyroleofthisprogrammeistoprovidesupportfunctiontotheentiredepartment.Itisworthnotingthatbetween2004/05and2007/08bothcompensationofemployeesandgoodsandservicesgrewby192.6percentand121.7percentrespectively.
Programme objectivesFiscal Policy and Economic Analysis• Tomaximisecurrentrevenuesourcesandoptimisepotentialnewrevenuestreams;• Developandimplementaprovincialcomprehensiverevenuestrategy;• Provide advisory services to relevant stakeholders on fiscal policy matters and the medium term fiscal
framework;• Provide provincial socio-economic research and analysis in order to inform resource allocation and
Public Finance• Toprovidestrategicsupporttodepartmentsandagenciestoeffectivelyutilisepublicresources;• Toconductsectorlevelpolicyanalysisinordertomaximiseefficiencygainsandvalueformoney;• Tomonitorandevaluateperformanceoutcomesofspendingagencies.
TABLE 7: SUMMARY OF PAYMENTS AND ESTIMATES: SUSTAINABLE RESOURCE MANAGEMENT
Lookingattrendsinactualexpenditureandappropriationsbyeconomicclassification,thelargestcostdriversarecompensationofemployees,goodsandservices,andtransfersandsubsidiesrespectivelyaveraging41.6percent, 30.7 percent and 26.7 percent of the programmes budget during the period under review. Theprogramme’sexpenditureoncompensationofemployeesgrewby145percentwhile ingoodsandservicesgrewby136percentin2006/07.ThiscanbeattributabletoPublicFinanceunitemployingmoresectorandinfrastructure specialist.
Public Private PartnershipsStrategic Objectives Measurable objective Performance
Measure /Indicator 2007/08Estimate
Performance Targets2008/09 2009/10 2010/11
To manage and oversee the implementation of Public and Private Partnerships in Gauteng
Promote and enabling environment for PPPs
Percentage satisfaction with regard to quality output, timeliness and cost
100% 100% 100% 100%
Increase with PPP unit policy and regulations
Percentage satisfaction of compliance clearly identifying areas of non-compliance
100% 100% 100% 100%
Facilitate and enhance provincial revenue through private investment in infrastructure and service delivery
Number of increased private finance initiatives
5 6 6 7
Promote a platform for a revitalised and concerted action programme to promote a greater role for private sector investment
Percentage increase in opportunities that can provide financial support
100% 100% 100% 100%
BEEs adapting to a suitable range of skills in PPPs
Percentage increase of BEEs to demonstrate a suitable range of skills
70% 80% 90% 100%
Facilitate certainty in the regulatory framework
Percentage increase of stakeholder training and awareness programmes
100% 100% 100% 100%
Drive PPP deal flow by identifying project opportunities that yield value for all stakeholders
Increase in the number of registered PPP projects
5 6 7 8
Satisfactory regulated PPP projects providing a stable and planned platform for new PPP initiatives
Increase in the number of newly regulated PPP projects within GPG
2 4 4 5
PROGRAMME 3: FINANCIAL MANAGEMENT REFORM (FMR)
Programme descriptionProvision of guidanceand leadership towards the implementation of financialmanagement reformsbroughtaboutbytheimplementationofboththePFMAtoprovincialdepartmentsandtheMFMAtomunicipalities.
Programme objectives• IntermsofProvincialGovernment:• Takingtheleadroleindevelopingfinancialmanagementskillsandcapacityintheprovince;• Ensuring that Internal Audit and Audit Committees are used effectively as risk management tools indepartments;
• EnsuringcompliancetothePFMAbydepartmentsandtheirpublicentities;• Ensure implementation and compliance to a Supply Chain Management Policy for departments and
Intable9,actualexpenditureandappropriationsforProgramme3:FinancialManagementReformsarepresented.Between2004/05and2010/11, theoverallbudget increasedbyR35million,primarilydue toallocationsof sub-programmes. Provincial Financial Reforms has increased by R9.247 million between 2005/06 and2010/2011,followedbyMunicipalBudget(R8.million).MunicipalFinancialGovernancewasonlyestablishedin 2007/08and has increased by R8million during the same period. The programme’s expenditure grewby469.1percentand237.9percent in2005/06and2006/07 respectively. ThegrowthsweredrivenbysubprogrammesProgrammeSupportandMunicipalBudgetReforms.0verthemediumterm,expendituregrowsby20.3percent.
TABLE 10: SUMMARY OF ECONOMIC CLASSIFICATION: FINANCIAL MANAGEMENT REFORMS
Outcome Main appropriation
Adjusted appropriation
Revised estimate
Medium-term estimates
R thousand 2004/05 2005/06 2006/07 2007/08 2008/09 2009/10 2010/11
Current payments 621 3,524 11,111 31,469 17,236 20,045 31,473 33,306 35,190Compensation of employees 621 2,129 4,669 11,648 8,148 7,675 20,418 21,588 22,769Goods and services 1,395 6,442 19,821 9,088 12,370 11,055 11,718 12,421Interest and rent on land Financial transactions in assets and liabilities Transfers and subsidies 38 1,500
R thousand 2004/05 2005/06 2006/07 2007/08 2008/09 2009/10 2010/11
Provinces and municipalities 2 1,500 Departmental agencies and accounts Universities and technikons
Public corporations and private enterprises
Foreign governments and international organizations Non-profit institutions Households 36 Payments for capital assets 10 794 540 540 159Buildings and other fixed structures Machinery and equipment 10 794 540 540 159 Cultivated assets Software and other intangible assets Land and subsoil assets Total economic classification: Programme Financial Management Reforms 621 3,534 11,943 32,009 19,276 20,204 31,473 33,306 35,190
Analysisbyeconomicclassificationindicatesthatcompensationofemployeesaccountsforaverageof62percentandgoodsand services share is only37percent of the total budget for the programme. Theprogramme’scompensation of employees drastically grew by 249 percent; 119 percent and 166 percent in 2005/06;2006/07and2008/09respectively,afterincreasingcapacityfortheMunicipalBudgetandMunicipalFinancialManagement units.
Assets and Liabilities• OptimisecashflowmanagementwithintheGPG;• Ensureliquidityandthattheprovinceisadequatelyfunded;• EfficientmanagementoftheProvincialRevenueFund;• Investfundsefficientlyandoptimallyonbehalfoftheprovince;• Monitor the commercial banking SLA between GPG and its Banker and act as a banker for GPGDepartments;
• ProvideCashManagementAssistanceandTrainingtoGPGDepartments;• SubmitCashFlowreports toLegislatureandNationalTreasury tocomparevariances,actualsagainst the
Actual expenditure and estimated budget for programme 4: Financial Governance between 2004/05 and2010/11arereproducedintable11anditcanbeseenthatinthisperiodunderreview,thattheallocationstotheprogrammerosebyR11million.Themostsignificantriseisinsub-programme3:AccountingServiceswhichincreasedbyR6million,followedbyAssetandLiabilitieswithanincreaseofR6million.Thisprogrammegrewby12.3percentbetween2004/05and2007/08andwillcontinuetogrowby13.5percentinthemediumterm.ItisimportanttonotethatRiskManagementwasestablishedin2007/08financialyear.
TABLE 12: SUMMARY OF ECONOMIC CLASSIFICATION: FINANCIAL GOVERNANCE
Outcome Main appropriation
Adjusted appropriation
Revised estimate
Medium-term estimates
R thousand 2004/05 2005/06 2006/07 2007/08 2008/09 2009/10 2010/11Current payments 9,083 4,796 7,559 20,473 13,780 14,297 19,008 20,248 21,458Compensation of employees 2,838 2,852 4,413 14,306 7,106 7,115 15,425 16,452 17,419Goods and services 6,245 1,944 3,146 6,167 6,674 7,182 3,583 3,796 4,039Interest and rent on land Financial transactions in assets and liabilities Transfers and subsidies 1 36 6Provinces and municipalities 1 36 6 Departmental agencies and accounts
Develop and manage a GPG risk strategy and advise departments
Develop and manage a GPG risk strategy and advise departments
GPG Risk Management Policy defined and implemented
Policy implemented by year end
Review all existing Risk Management Policies and Strategies in use in GPG departments and draft a Plan for the implementation and rollout of a provincial Risk Management Policy
Review completed, Draft Plan completed.
Recommend and enforce effective processes to determine exposure to risk and develop plans to mitigate and prevent risks
Facilitate the compilation of an Annual Risk Assessment Report for each GPG department, incl. recommendations and plans
13 Annual Reports within 2 months of Financial Year End
13 Annual Reports within 2 months of Financial Year End
13 Annual Reports within 2 months of Financial Year End
13 Annual Reports within 2 months of Financial Year End
Submit Risk reports to Legislature and National Treasury to compare variance Actual against Budget and Forecasts
Head count as % of total for department 100% 100% 94% 97% 97% 97% 100% 100% 100%Personnel cost as % of total for department 100% 100% 166% 100% 99% 99% 100% 100% 100%Part-time workersPersonnel numbers (head count) Personnel cost (R thousands) Head count as % of total for departmentPersonnel cost as % of total for departmentContract workersPersonnel numbers (head count) 5 5 5Personnel cost (R thousands) 250 250 250Head count as % of total for department 3% 3% 3%Personnel cost as % of total for department
7.2 Training
TABLE 15: PAYMENTS ON TRAINING: GAUTENG TREASURY
Outcome Main appropriation
Adjusted appropriation
Revised estimate
Medium-term estimates
R thousand 2004/05 2005/06 2006/07 2007/08 2008/09 2009/10 2010/11
Ensure fully integrated financial and procurement management system
Economic empowerment –improved facilitation of business engagement, effective procurement of quality goods and services
Most of the goods and service providers for the department are male dominated. Encourage and support the participation of women as service providers to the department through processes put in place in accordance with the Preferred Procurement Policy Framework Act
Internal Finance. Supply Chain Management.
Percentage of goods and services procured from entities managed and controlled by women.
1,500 2,000 2,500
Appropriately skilled, empowered and competent members of staff in Gauteng Treasury.
Workplace Skills Plan.Training and development interventions.
Equitable distribution of training and development opportunities to all employees in the Department (including females).
Corporate Services HRM and Aux. Serv. Plan in place (focusing on gender). Training reports according to gender.
R1,323 R1,455 R1,600
Internal and External bursaries.
Targeting all employees (focus on female employees).
Corporate Services HRM and Aux. Serv. Distribution of bursaries granted (female employees = 55% of staff complement)
810 891 980
Internship programme.
Programme that specifically targets women and disabled.
Corporate Services HRM and Aux. Serv. 55% women employed as interns.
567 623 686
Recruitment strategy. Implementation of a recruitment strategy.
Corporate Services. HRM and Aux. Serv. Recruitment of female employees in line with set EE targets.
1,000 1,100 1,210
Employment Equity. Achieving representivity targets as set by EE plan
Corporate Services. HRM and Aux. Serv. Attainment of targets as per EE plan.
16 18 19
Retention strategy. Implementation of retention strategy (including female employees).
Corporate Services. HRM and Aux. Serv. Retention of employees (special reference to female employees)
Gender sensitive and supportive working environment.
Wellness programme.
Awareness programme on gender- and related issues.Implementation and management of:• Sexual Harassment Policy.• HIV/AIDS Policy.• Violence against women programme.• Commemorative days (e.g. women’s day).
Corporate Services. HRM and Aux. Serv. Policies and programmes in place.
170 187 205
Wellness Programme.
Researching the possibility of establishing child care programme.
Corporate Services. HRM and Aux. Serv Research and findings/ implementation of child care programme.
40 50 60
9. RECONCILIATION OF STRUCTURAL CHANGES
TABLE 17: RECONCILIATION OF STRUCTURAL CHANGES: GAUTENG TREASURY
Programmes for 2007/08 Programmes for 2008/09 2008/09Equivalent Programme Sub programme Programme Sub programme
Administration 1 Management Services Administration 1 Management Services Corporate Services Corporate Services Office Of the CFO Office Of the CFO Public Private Partnership Sustainable Resource Management 2 Programme Support Sustainable Resource Management 2 Programme Support
Budget Management Budget Management Fiscal Policy and Economic Analysis Fiscal Policy and Economic Analysis
Public Finance Public FinancePublic Private PartnershipGauteng fund
TABLE 18: SPECIFICATION OF RECEIPTS: GAUTENG TREASURY
Outcome Main appropriation
Adjusted appropriation
Revised estimate
Medium-term estimates
R thousand 2004/05 2005/06 2006/07 2007/08 2008/09 2009/10 2010/11Tax receipts
Casino taxes
Horse racing taxes
Liquor licences
Motor vehicle licences Sales of goods and services other than capital assets 10 10Sale of goods and services produced by department (excluding capital assets) 10 10Sales by market establishments Administrative fees Other sales 10 10 Of which Health patient fees Other (Specify) Sales of scrap, waste, arms and other used current goods (excluding capital assets) Transfers received from:Other governmental units Universities and technikons Foreign governments International organizations Public corporations and private enterprises Households and non-profit institutions Fines, penalties and forfeits Interest, dividends and rent on land 176,063 223,189 227,689 152,184 220,000 259,977 236,500 254,240 273,308Interest 176,063 223,189 227,689 152,184 220,000 259,977 236,500 254,240 273,308
R thousand 2004/05 2005/06 2006/07 2007/08 2008/09 2009/10 2010/11Dividends
Rent on land Sales of capital assetsLand and subsoil assets Other capital assets Financial transactions in assets and liabilities 10 Total departmental receipts 176,063 223,189 227,699 152,184 220,000 259,997 236,500 254,240 273,308
TABLE 19: SUMMARY OF ECONOMIC CLASSIFICATION: ADMINISTRATION
Outcome Main appropriation
Adjusted appropriation
Revised estimate
Medium-term estimates
R thousand 2004/05 2005/06 2006/07 2007/08 2008/09 2009/10 2010/11Current payments 811 2,863 5,069 11,172 11,065 20,322 28,730 30,551 32,378Compensation of employees 763 2,546 2,448 6,177 6,177 8,319 15,749 16,795 17,780Salaries and wages 763 2,546 2,112 6,177 6,177 8,319 15,749 16,795 17,780Social contributions 336 Goods and services 48 317 2,621 4,995 4,888 12,003 12,981 13,756 14,598of which Bank charges and card fees 1,302 247 2,114 2,114 Consult,Contract & Special Serv 1,095 1,768 4,434 4,434 Other 48 317 225 6,196 1,450 1,450 12,852 13,623 14,441Interest and rent on land Interest Rent on land Financial transactions in assets and liabilities Transfers and subsidies 23 2Provinces and municipalities 23 2Provinces2
Provincial Revenue Funds Provincial agencies and funds Municipalities3 23 2
R thousand 2004/05 2005/06 2006/07 2007/08 2008/09 2009/10 2010/11
Municipalities 23 2 of which: Regional service council levies Municipal agencies and funds Departmental agencies and accountsSocial security funds Universities and technikons Public corporations and private enterprises5Public corporations
Private enterprises
Foreign governments and international organizationsNon-profit institutionsHouseholds
Social benefits Other transfers to households Payments for capital assets 21 62 442 1,027 260 3,578 3,793 4,020Buildings and other fixed structuresBuildings Other fixed structures Machinery and equipment 21 62 442 1,027 260 3,578 3,793 4,020Transport equipment Other machinery and equipment 21 62 442 1,027 260 3,578 3,793 4,020Cultivated assets Software and other intangible assets Land and subsoil assets Total economic classification: Administration 834 2,884 5,133 11,614 12,092 20,582 32,308 34,344 36,398
TABLE 20: SUMMARY OF ECONOMIC CLASSIFICATION: SUSTAINABLE RESOURCE MANAGEMENT
Outcome Main appropriation
Adjusted appropriation
Revised estimate
Medium-term estimates
R thousand 2004/05 2005/06 2006/07 2007/08 2008/09 2009/10 2010/11Current payments 4,985 6,074 14,605 39,023 32,833 23,606 42,760 44,140 44,871Compensation of employees 2,679 2,912 7,146 27,320 19,673 13,895 32,519 33,287 33,352Salaries and wages 2,679 2,912 6,478 27,320 19,673 13,895 32,519 33,287 33,352Social contributions 668 Goods and services 2,306 3,162 7,459 11,703 13,160 9,711 10,241 10,853 11,519of which Consult,Contract & Special Serv 2,897 2,978 2,899 2,899 Inventory 1,439 1,577 1,498 1,498 Other 2,306 3,162 3,123 7,534 5,653 5,653 10,112 10,719 11,362Interest and rent on land Interest Rent on land Financial transactions in assets and liabilities Transfers and subsidies 40,000 60,000 80,000 80,000Provinces and municipalities Provinces2
Provincial Revenue FundsProvincial agencies and fundsMunicipalities3
Municipalities
Municipal agencies and funds Departmental agencies and accounts 40,000 60,000 80,000 80,000Social security funds 40,000 60,000 80,000 80,000Provide list of entities receiving transfers4 Universities and technikons Public corporations and private enterprises5Public corporations
R thousand 2004/05 2005/06 2006/07 2007/08 2008/09 2009/10 2010/11
Foreign governments and international organizationsNon-profit institutionsHouseholds
Social benefits Other transfers to households Payments for capital assets 127 638 718 1,123 286Buildings and other fixed structuresBuildings Other fixed structures Machinery and equipment 127 638 718 1,123 286Transport equipment Other machinery and equipment 127 638 718 1,123 286 Cultivated assets Software and other intangible assets Land and subsoil assets Total economic classification: Sustainable Resource Management 4,985 6,201 15,247 39,741 73,956 23,892 102,760 124,140 124,871
TABLE 21: SUMMARY OF ECONOMIC CLASSIFICATION: FINANCIAL MANAGEMENT REFORMS
Outcome Main appropriation
Adjusted appropriation
Revised estimate
Medium-term estimates
R thousand 2004/05 2005/06 2006/07 2007/08 2008/09 2009/10 2010/11Current payments 621 3,524 11,111 31,469 17,236 20,045 31,473 33,306 35,190Compensation of employees 621 2,129 4,669 11,648 8,148 7,675 20,418 21,588 22,769Salaries and wages 621 2,129 4,195 11,648 8,148 7,675 20,418 21,588 22,769Social contributions 474 Goods and services 1,395 6,442 19,821 9,088 12,370 11,055 11,718 12,421of which Consultants,Contract & Special Serv 3,876 14,848 7,643 7,643 Travel and Subsistence 1,206 1,445 1,445 1,445 Other 1,395 1,360 3,528 11,055 11,718 12,421
R thousand 2004/05 2005/06 2006/07 2007/08 2008/09 2009/10 2010/11
Interest and rent on land Interest Rent on land Transfers and subsidies 38 1,500Provinces and municipalities 2 1,500Provinces2
Provincial Revenue Funds Provincial agencies and funds Municipalities3 2 1,500Municipalities 2 1,500 of which: Regional service council levies Municipal agencies and funds Departmental agencies and accountsSocial security fundsProvide list of entities receiving transfers4Universities and technikonsPublic corporations and private enterprises5Public corporations
Private enterprises
Foreign governments and international organizations Non-profit institutions Households 36Social benefits 36 Other transfers to households Payments for capital assets 10 794 540 540 159Buildings and other fixed structures 540 540 159Buildings Other fixed structures 540 540 159Machinery and equipment 10 794Transport equipment
R thousand 2004/05 2005/06 2006/07 2007/08 2008/09 2009/10 2010/11
Other machinery and equipment 10 794 Cultivated assets Software and other intangible assets Land and subsoil assets Total economic classification: Programme Assets and Liabilities Management 621 3,534 11,943 32,009 19,276 20,204 31,473 33,306 35,190
TABLE 22: SUMMARY OF ECONOMIC CLASSIFICATION: FINANCIAL GOVERNANCE
Outcome Main appropriation
Adjusted appropriation
Revised estimate
Medium-term estimates
R thousand 2004/05 2005/06 2006/07 2007/08 2008/09 2009/10 2010/11Current payments 9,083 4,796 7,559 20,473 13,780 14,297 19,008 20,248 21,458Compensation of employees 2,838 2,852 4,413 14,306 7,106 7,115 15,425 16,452 17,419Salaries and wages 2,838 2,852 3,927 14,306 7,106 7,115 15,425 16,452 17,419Social contributions 486 Goods and services 6,245 1,944 3,146 6,167 6,674 7,182 3,583 3,796 4,039of which Consultants,Contract & Special Serv 1,466 1,838 1,838 1,838 Maint,Repair & Running Cost 1,242 507 507 Other 6,245 1,944 438 4,329 4,329 4,329 3,454 3,661 3,881Interest and rent on land Interest Rent on land Financial transactions in assets and liabilities Transfers and subsidies 1 36 6Provinces and municipalities 1 36 6Provinces2
Provincial Revenue Funds Provincial agencies and funds Municipalities3 1 36 6Municipalities 1 36 6 of which: Regional service council levies
R thousand 2004/05 2005/06 2006/07 2007/08 2008/09 2009/10 2010/11
Municipal agencies and funds
Departmental agencies and accountsSocial security fundsProvide list of entities receiving transfers4Universities and technikonsPublic corporations and private enterprises5Public corporations
Private enterprises
Foreign governments and international organizations Non-profit institutions Households
Social benefits Other transfers to households Payments for capital assets 1,289 1,059 2,257 455 455 384Buildings and other fixed structuresBuildings Other fixed structures Machinery and equipment 1,289 1,059 2,257 455 455 384Transport equipment Other machinery and equipment 1,289 1,059 2,257 455 455 384 Cultivated assets Software and other intangible assets Land and subsoil assets Total economic classification: Financial Governance 10,373 5,891 9,822 20,928 14,235 14,681 19,008 20,248 21,458