TABLE OF CONTENTS PART A: GENERALINFORMATION PART B: PROGRAMME PERFORMANCE PART C: GOVERNANCE INFORMATION PART D: HUMAN RESOURCE MANAGEMENT

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2 TABLE OF CONTENTS PART A: GENERALINFORMATION A.1 Foreword by the MEC of Finance A.2 Introduction by the Head of Department A.3 Vision, Mission and Values A.4 Legislative and Other Mandates A.5 Strategic Outcome Oriented Goals PART B: PROGRAMME PERFORMANCE B.1 Programme 1: Administration B.2 Programme 2: Fiscal Resource Management B.3 Programme 3: Financial Management B.4 Programme 4: Internal Audit B.5 Programme 5: Growth and Development PART C: GOVERNANCE INFORMATION C.1 Introduction C.2 Risk Management C.3 Fraud and Corruption C.4 Minimising Conflict of Interest C.5 Code of Conduct C.6 Health and Environmental Issues C.7 Portfolio Committee C.8 SCOPA Resolutions C.9 Prior Modifications to Audit Reports C.10 Internal Control Unit C.11 Internal Audit and Audit Committees PART D: HUMAN RESOURCE MANAGEMENT D.1 Expenditure D.2 Employment and Vacancies D.3 Job Evaluation D.4 Employment Changes D.5 Employment Equity D.6. Performance Rewards D.7 Foreign Workers D.8 Leave Utilisation D.9 HIV and Aids and Health Promotion Programmes D.10 Labour Relations D.11 Skills Developments D.12 Injury on Duty D.13 Utilisation of Consultants KZN Provincial Treasury 2014/15 Annual Report - 1 -

3 PART E: FINANCIAL INFORMATION E.1 Report of the Accounting Officer E.2 Report of the Auditor-General E.3 Appropriation Statement E.4 Notes to the Appropriation Statement E.5 Statement of Financial Performance E.6 Statement of Financial Position E.7 Statement of Changes in Net Assets E.8 Cash Flow Statement E.9 Accounting Policies E.10 Notes to the Annual Financial Statements E.11 Disclosures Notes to the Annual Financial Statements E.12 Annexures to the Annual Financial Statements KZN Provincial Treasury 2014/15 Annual Report - 2 -

4 PART A: GENERAL INFORMATION A1: FOREWORD BY THE MEC OF FINANCE, MS BFSCOTT It is essential for the KZN Provincial Government to provide citizens with quality service delivery. In light of the prevailing economic, political and social challenges - with the rise in poverty, unemployment and inequality - Government understands that it has to step up its efforts in this regard. Since Government understands that its success will be measured by the effort invested in the quality of service delivery, Provincial Treasury plays a fundamental role in ensuring that service delivery expectations are implemented. The most important pre-requisites are strict budget discipline, prudent financial management and integrity. Government is confronted with a fragile economic environment and a declining equitable share allocation, which limits the availability of state revenue and resources. Despite the recent census data cuts and the subsequent implementation of fiscal consolidation measures in the country, which are amongst the many challenges we face, our determination as Government to deliver a better life for all remains paramount. Provincial Treasury has tightened controls on expenditure management, to ensure that departments and public entities remain within budget. We are totally committed to protecting public funds and combating fraud and corruption. Provincial Treasury has mechanisms in place to allocate and monitor expenditure on a monthly basis so as to check that funds are spent prudently and in line with government priorities. Treasury s performance in the last financial year indicates that we have made significant strides towards reaching our goal to be the centre of excellence in financial and fiscal management in the country. While challenges prevail, we draw inspiration from former President Nelson Mandela s words that it always seems impossible until it s done Signed by Ms BF Scott MEC for Finance KZN Provincial Treasury 2014/15 Annual Report - 3 -

5 A.2: INTRODUCTION BY THE HEAD OF DEPARTMENT The year under review has had various important milestones in the history of public administration in this country. The most important of them all was reaching 20 years of democratic government. In the case of KwaZulu-Natal, this was marked by celebrations in various parts of the province highlighting the key achievements that this government has made over the past 20 years of democratic government, helping to change the lives of the communities. By the same token, the country will be celebrating 15 years of democratic local government and we, in KZN Treasury, are proud of our involvement with municipalities in this province over many years through our Municipal Support Programme (MSP). In line with the provision of the Constitution, Section 154 (1), the KZN Treasury established The Municipal Support Programme in order to strengthen its support to municipalities. This section of the Constitution requires provincial and national governments to support and strengthen the capacity of municipalities to manage their own affairs, to exercise their powers and to perform their functions. To this end, the Provincial Treasury developed this focused programme. The main objective of MSP is to support municipalities where their financial stability is threatened and implement turnaround strategies that would ensure that municipalities remain financially viable. This programme has been successfully implemented in a number of municipalities in KwaZulu- Natal. Moreover, in 2013, KZN Treasury entered into a partnership with the South African Institute of Chartered Accountants (SAICA) by making a R16 million investment in the Thuthuka Bursary Fund that is managed by SAICA. Through this initiative, bursaries were offered to qualifying African and Coloured Grade 12 learners in KwaZulu-Natal province who wish to pursue a career as Chartered Accountants but do not have the financial resources to do so. This initiative saw students recruited from all 61 municipal areas of the province to study towards Chartered Accountancy at various tertiary institutions. Upon completion of their studies, they will be deployed to their respective municipal areas (from where they were recruited) in order to serve in financial management positions. This is a strategic investment that KZN Treasury has made in a bid to ensure that we improve financial management in the public sector, particularly in municipalities. KZN Provincial Treasury 2014/15 Annual Report - 4 -

6 It is for this reason that, as KZN Treasury, we are proud of the hard work that has gone into strategies of ensuring the financial viability of our municipalities. It is these types of strategies and investments that KZN Treasury is driving in order to ensure that when we celebrate 15 years of democratic local government, we can boast about the number of clean audits that municipalities get. At KZN Treasury, we remain focused, as we have been during 2014/15 financial year, on improving governance at all levels of the public administration through various strategic financial management initiatives, as a result the department has had 5 Clean Audit Opinion in a row including the year under review and this indicates how serious the department takes good governance. Signed by Mr LS Magagula Head: Provincial Treasury KZN Provincial Treasury 2014/15 Annual Report - 5 -

7 A.3: Vision, Mission and Values a) Vision Be the centre of excellence in financial and fiscal management in the country. b) Mission We, the KZN Provincial Treasury, seek to enhance the KwaZulu-Natal Provincial Government service delivery by responding to the expectations of all stakeholders in the value chain as a key driver through:- Optimum and transparent allocation of financial resources whilst enhancing revenue generation and financial management practices in compliance with applicable legislation and corporate governance principles; Our competent and dedicated employees who are at centre of ensuring best value of our stakeholders. c) Values The core values of the department are as follows: Responsibility Efficiency Service Excellence Financial Discipline Professionalism Integrity Respect Loyalty A.4: Legislative and Other Mandates The department is governed by the following pieces of legislation and policy directives: The Constitution of the Republic of South Africa, 1996 (Act No. 108 of 1996) Public Finance Management Act (Act No. 1 of 1999, as amended). Municipal Finance Management Act (Act No. 56 of 2003) Promotion of Access to Information Act (Act No. 2 of 2000) KZN Provincial Treasury 2014/15 Annual Report - 6 -

8 Annual Division of Revenue Act Provincial Appropriation Act Preferential Procurement Policy Framework Act (Act No. 5 of 2000) Intergovernmental Relations Framework Act (Act No. 13 of 2005) Borrowing Powers of Provincial Governments Act (Act No. 48 of 1996) Government Immovable Asset Management Act (Act No. 19 of 2007) Public Audit Act (Act No. 25 of 2004) Provincial Tax Regulation Process Act (Act No. 53 of 2001) KwaZulu-Natal Gaming and Betting Act (Act No. 08 of 2010) KwaZulu-Natal Gaming and Betting Tax Act (Act No. 9 of 2010) 4.1 Constitutional Mandates Sections 213, 215, 216, 217, 218, 219, 226, and 228 of the Constitution of the Republic of South Africa (Act 208 of 1996) deal with general financial matters for the national and provincial spheres of government. These sections require the national legislation to give effect to the following; i. To establish a national treasury, ii. To introduce generally recognised accounting practices, iii. To introduce uniform treasury norms and standards, iv. To prescribe measures to ensure transparency and expenditure control in all spheres of government, and v. To set the operational procedures for borrowing, guarantees, procurement and oversight over the various national and provincial revenue funds. 4.2 Legislative Mandates The following pieces of legislation that give mandate and outline the key responsibilities on the department are as follows: Public Finance Management Act (Act No. 1 of 1999, as amended) and its regulations The Act promotes the objective of good financial management in order to maximise delivery through the efficient and effective use of limited resources. The key objectives of the Act may be summarised as being to: a) Modernisethe system of financial management; b) Enable public sector managers to manage, but at the same time be more accountable; KZN Provincial Treasury 2014/15 Annual Report - 7 -

9 c) Ensure the timely provision of quality information; and d) Eliminate waste and corruption in the use of public assets Municipal Finance Management Act (Act No. 56 of 2003) Chapter 2 of MFMA outlines the general functions of National and Provincial Treasuries. Section 5(3) and (4) of the MFMA highlight the supervisory responsibilities of Provincial Treasuries in relation to ensuring sound and sustainable management of the fiscal and financial affairs of municipalities and municipal entities by establishing norms and standards and other requirements. To the extent necessary, to comply with its responsibilities in terms of the MFMA, a provincial treasury: a) must monitor: i. compliance with the MFMA by municipalities and municipal entities in the province; ii. iii. iv. the preparation by municipalities in the province of their budgets; the monthly outcome of those budgets; and submission of reports by municipalities in the province as required in terms of the MFMA; b) may assist municipalities in the province in the preparation of their budgets; c) may exercise any powers and perform any duties delegated to it by the National Treasury in terms of the MFMA; and d) may take appropriate steps if a municipality or municipal entity in the province commits a breach of the MFMA Promotion of Access to Information Act (Act No. 2 of 2000) Section 14 requires the department to produce a manual with detailed information about the department s procedure to access it, the form to be used and which information is readily available and which needs to be requested. Section 32 of the Act stipulates that the department must submit an annual report to the Minister of Justice detailing requests received, those acceded or rejected and reasons for rejection Annual Division of Revenue Act a) This Act provides for the equitable division of revenue anticipated to be raised nationally among the national, provincial and local spheres of government. b) It promotes better co-ordination between policy, planning, budget preparation and execution processes between and within the different spheres of government. KZN Provincial Treasury 2014/15 Annual Report - 8 -

10 c) It promotes predictability and certainty in respect of all allocations to provinces and municipalities in order that such governments may plan their budgets over a multi-year period. d) It promotes transparency and equity in the resource allocation process. e) It promotes accountability by ensuring that all allocations are reflected on the budgets of receiving provinces and municipalities Provincial Appropriation Act These Acts provide for the appropriation of money from the Provincial Revenue Fund for the requirements of the Province Preferential Procurement Policy Framework Act (Act No. 5 of 2000) This act gives effect to Section 217 (3) of the Constitution by providing a framework for the implementation of procurement policy. The framework for the implementation of preferential procurement policy requires all organs of state to have their preferential procurement policy and implement them within a prescribed set of criteria that applies preference points system with emphasis to previously disadvantaged groups Intergovernmental Relations Framework Act (Act No. 13 of 2005) The object of this act is to provide within the principle of co-operative government set out in Chapter 3 of the Constitution a framework for the national government, provincial governments and local governments, to facilitate co-ordination in the implementation of policy and legislation, including: (a) Coherent government; (b) Effective provision of services; (c) Monitoring implementation of policy and legislation; and (d) Realisation of national priorities Provincial Borrowing Powers Act (Act No. 48 of 1996) This Act provides for norms and conditions in respect of the borrowing powers of Provincial governments and for matters incidental thereto. KZN Provincial Treasury 2014/15 Annual Report - 9 -

11 4.2.9 Government Immovable Asset Management Act (Act No. 19 of 2007) The department has a responsibility to implement all applicable sections of this Act in managing its immovable assets or when providing support and advisory services to the provincial departments Public Audit Act (Act No. 25 of 2004) The department has a responsibility to comply with all applicable provisions of the Public Audit Act as an auditee Provincial Tax Regulation Process Act (Act No. 53 of 2001) This Act provides the regulation of intergovernmental process that must be followed by provinces in the exercise of their power in terms of section 228 of the Constitution to impose taxes, levies and duties, the flat-rate surcharges on the tax basis of any tax, levy or duty imposed by national legislation; and to provide for connected therewith KwaZulu-Natal Gaming and Betting Act (Act No. 08 of 2010) This act provides for the regulation of gaming, horse racing and betting in the Province of KwaZulu- Natal KwaZulu-Natal Gaming and Betting Tax Act (Act No. 9 of 2010) This Act provides for the payment of taxes by persons licensed in terms of the KwaZulu-Natal Gaming and Betting Act, Policy Mandates The following policies outline the key responsibilities for the department: (a) PPP policy, this policy provides guidelines for administration and managing Public Private Partnership s transactions in the public sector environment. (b) SCM and PPPFA policy, this policy provides guidelines for the administration of a Supply Chain Management in line with broad government objectives. It also aims at promoting emerging enterprises with particular emphasis on black economic empowerment. (c) Budgeting process policies, they provide framework within which budgeting process must be managed in the public sector in line with the relevant Acts. (d) Treasury Regulations, provides procedural guidelines of implementation of the Public Finance ManagementAct (Act 1 of 1999 as amended by Act 29 of 1999). KZN Provincial Treasury 2014/15 Annual Report

12 4.4 Service Delivery Improvement Plan HR OVERSIGHT - APRIL 2014 to MARCH KwaZulu Natal - Finance TABLE Main Service for Service Delivery Improvement and Standards Main Services Actual Customers Potential Customers Standard of Service Recruitment & HR Admin Human Resource Development Human Resource Planning Staff and Prospective Graduates, Government Employees and members of the Public 100% compliance to standards contained in the Service commitment Charter Actual Achievement against Standards 100% Staff and learners Graduates 100% achievement of WSP strategies % Staff and Prospective Prospective 100% achievement of HRP strategies 98.37% EH&W Staff 0 Referrals within 5 days and 4 information seminars Policy Development Staff Prospective 8 policies and 8 seminars TABLE Consultation Arrangements for Customers Type of Arrangement Actual Customer Potential Customer Actual Achievements Consultative Forum Organised labour & representatives of every Business Unit within the n/a Conducted 4 Meetings Department. Customer surveys Treasury staff n/a 1 Survey Exit Interviews Exiting Employees n/a 15 Exit Interviews 100% and 6 information seminars 17 policies and 10 seminars KZN Provincial Treasury 2014/15 Annual Report

13 TABLE Service Delivery Access Strategy Access Strategy Actual Achievements HR Portal developed and continuously Fully updated portal maintained TABLE Service Information Tool Type of Information Actual Achievements Tool Information Seminars 16 seminars. HR Portal developed and continuously Fully updated portal maintained TABLE Complaint Mechanism Complaint Mechanism Actual Achievements Complaint procedure 100% compliant HR Customer Services 100% per charter KZN Provincial Treasury 2014/15 Annual Report

14 4.5 Organisational Environment The 2014/15 financial year was the second year that the province was affected by the Census data cuts, with these cuts first being implemented in 2013/14. This meant that the province still continued to operate in an extremely fiscally constrained environment which necessitated that departments look at reprioritisation rather than new funding to finance their spending programmes. In addition, the costcutting measures first introduced in 2009/10 continued to remain in place. The other factor that severely affected the province s fiscal resources was the fact that National Treasury announced that the country was entering a period of fiscal consolidation with the first step in this regard being that provinces were not compensated for the above-budget 2014 wage agreement and had to fund the impact of this wholly from within their existing baselines. The wage increment was budgeted at 6.4 per cent but was implemented at 7.4 per cent. This 1 per cent differential amounted to R580 million that the provincial departments in KwaZulu-Natal had to find within their baselines. Dealing with these fiscal shocks required Provincial Treasury to: Monitor expenditure more closely to ensure that the province does not overspend its budget, Continue to implement the cost-cutting measures to eliminate unnecessary spending. These measures ensured that the province delivers on its mandate despite the reduced budget. A 5. Strategic Outcome Oriented Goals The strategic goals of the Provincial Treasury are as follows: To promote sound financial and fiscal management and good governance. To place strong emphasis on fighting poverty and creating jobs in partnership with provincial departments through procurement targeting. To focus on the enhancement of broad-based BEE through effective Supply Chain Management policies. To implement a policy on zero tolerance on fraud and corruption. To ensure good financial management with the elimination of over-expenditure and the reduction of rollovers. To target government investment in service delivery. To promote sound cash management practices and improve liquidity in the province. KZN Provincial Treasury 2014/15 Annual Report

15 PROGRAMME PERFORMANCE FOR THE YEAR ENDED 31 MARCH 2015 PART B: PROGRAMME PERFORMANCE B.1 Programme 1: Administration Purpose: The purpose of this programme is to provide service support to the core programmes within the department. The Strategic Objectives are: 1. To provide strategic administrative and political leadership, in order to ensure effective and efficient service delivery as mandated by government. 2. To provide strategic financial leadership support, effective financial management, human resources, corporate services, and information systems services to the department. 3. To ensure effective management of the department s financial resources in line with the statutory requirements. 4. To provide strategic human resources management support services to the department and to ensure compliance with relevant National and Provincial legislative mandates. Service Delivery Achievements: Office of the MEC Gaming and Betting The transfer of Gaming and Betting and shift of functions, budget and staff to KZN Provincial Treasury was successfully managed under leadership of the MEC and HOD. In similar vein, a financial shift of budget was facilitated for Environmental Affairs and KZN Ezemvelo Wildlife to Economic Development and Tourism. Processes for replacing the Gaming and Betting Board who was on the last lap of their term of office were started and new Board inaugurated early in 2015/16 financial year. We initiated a legal process of amending the KwaZulu-Natal Gaming and Betting Act, 2010 and Tax Act. The Legislature will shortly hold public hearings on the KwaZulu-Natal Gaming and Betting Amendment Bill, This will create a better context within which to consider applications that may have a serious negative socio-economic impact. KZN Provincial Treasury 2014/15 Annual Report

16 PROGRAMME PERFORMANCE FOR THE YEAR ENDED 31 MARCH 2015 Financial Literacy Financial Literacy initiative of KwaZulu-Natal Financial Literacy Association (KZNFLA) that started a few years ago with immense success rate within the province, nationally and beyond gradually matured and graduated into Non-profit Organisation (NPO) at the beginning of 2015/16 financial year. A board of directors was established, staff hired and operations relocated from MEC s Office to privately rented premises where the KZNFLA corporate identity as a brand is being nurtured. The partnership of the KZNFLA with Treasury continues in terms of financial support, participation in the board and events. The Association is now in a position to raise its own funds and acquire assets to further push barriers of financial literacy within the identified focus areas (In-school youth, Out of school youth, SMMEs, Government Employees, Traditional Leadership, Women and Vulnerable group). The initiative that was pioneered by the MEC for Finance in the province has increased its influence and footprint to other provinces and National Treasury. Cost Cutting Measures In view of the fiscal consolidation cuts implemented on provinces by National Treasury, the MEC successfully sought and obtained support of the Executive to implement revised cost cuttingmeasures to contain expenditure and protect service delivery in the province. The initiative culminated in Treasury Circular no PT(3) of 2015/16 that was issued to all departments and public entities. Outreach Events The MEC for Finance has re-configured the Department s Outreach Campaigns which used to be in a form of gatherings in community halls, with catering for the masses, transport, toilets, music system, among others, which usually result in a huge expenditure that is attached to this nature of the outreach. The new approach, according to the MEC, entails reaching out to NGOs and NPOs or some legitimate (registered with the provincial Department of Social Development) social formations, for example, that serve poor or challenged communities. In the list of needs, (since some of these Institutions are not funded) one or two is /are identified and attended to by the Department or a sponsor is sought to address that particular need. KZN Provincial Treasury 2014/15 Annual Report

17 PROGRAMME PERFORMANCE FOR THE YEAR ENDED 31 MARCH 2015 Infrastructure Crack Team The provision of infrastructure is integral in the realisation of government s goal to provide basic services to all South Africans. However, low capital expenditure by departments and municipalities necessitated the establishment of an infrastructure support initiative. The so-called crack team was established in 2011 to assist departments and municipalities to deliver cost effective and efficient infrastructure in the province. The panel consisted of 18 built environment professional companies which included engineers, town planners, architects, project managers, and quantity surveyors. The initial 3 year contract ended in December 2014; however a new 3 year contract has been concluded with 25 built environment professional companies. The objective of the team is to assist both provincial Departments as well as Municipalities in the identification and unblocking of bottlenecks in the delivery of the essential infrastructure services to communities. The following are some statistics with respect to the past 3 years: o 28 different deployments o 67 appointments o R63m worth of appointments o Worked in all 11 districts o No individual company received more than 14% of the appointments o On average each company received R850k worth of appointments o BEE companies received on average 48% of all appointments o Infrastructure expenditure by departments improved significantly from 2010/11 financial year (R600m under expenditure) to almost 100% expenditure in 2014/15 financial year o Infrastructure expenditure by municipalities supported by the crack team improved from 12% to 16% during the 1 st quarter of 2014/15 compared to same period 2013/14 Provincial Regional Technology Hub Project The Department has received a total amount of R120m over the MTEF from the General Budget Support (GBS) Programme (2014/15, 2015/16 and 2016/17).The project is for the establishment, financing, designing, constructing and operating of four regional innovation and technology hubs in the province. These hubs will be established in the following strategic economic nodes in KZN i.e. Pietermaritzburg, Newcastle, Port Shepstone and Richards Bay. Significant progress has been achieved at all four sites. In short: o The four regional innovations forums are established and working KZN Provincial Treasury 2014/15 Annual Report

18 PROGRAMME PERFORMANCE FOR THE YEAR ENDED 31 MARCH 2015 o o o The provincial steering committee is established and working Potential tenants and investors have been identified per site and have been approached Management options have been developed for each site Progress on the Kokstad projects There are two main structures each housing 8 light industrial (back side) and 8 commercial (front side) spaces. The size of each space (industrial and commercial) is 48m². There are no fittings except electricity points in each space. The industrial space have roll-up doors whilst the commercial space has normal doors. The project is completed on time and on budget. On average the project employed about 34 previously unemployed Kokstad youth for a minimum of three months each. The professional team and contractor were Kokstad based companies. No outside companies and/or skills were used. About 80% of all materials were sourced in Kokstad. The Shayamoya Eco Complex is located next to the road from Underberg into Kokstad. It is located next to the Shayamoya village. The park consists of the following facilities: 1. Tranquillity centre (water feature and grass area) 2. Amphitheatre (open theatre, 250 people capacity) 3. Open Fitness area (open gym) 4. Kiddies Play area 5. Green House 6. Offices The project also rehabilitated the nearby wetland and a stream. The project employed on average about 12 previously unemployed youth from the Shayamoya village, with an estimated 28 at peak construction. The project had a local project liaison officer which was from the Shayamoya village that mobilized the community to take ownership of the park. The professional team was from Kokstad. Although the contractor was from Johannesburg the company moved its operation to Kokstad for the project. It s estimated that about 65% of all materials were sources in Kokstad. Nhlalakahle Electrification Project Over the years there has been growth in the number of informal settlements in and around the Msunduzi Municipality s municipal boundary as people migrate from rural areas to the city in seek of employment or other business opportunities. This has led to an increase in the number KZN Provincial Treasury 2014/15 Annual Report

19 PROGRAMME PERFORMANCE FOR THE YEAR ENDED 31 MARCH 2015 of illegal electrical connections in informal settlements as settlement dwellers steal electricity from nearby distribution boxes. Desperation has led the settlement dwellers to illegally connect electricity to their dwellings by illegally redirecting electricity from nearby electrical sources into their shacks. The lives of people are in danger as they go about their daily business. This has led to Msunduzi Council deciding to formally forward applications for funding to electrify these areas. The objectives of the project included the following: o Improved network reliability o Public lighting installed o Compliance with Statutory Legislation o Temporary job creation o Enhanced quality of life by providing safe access to electricity o Increase Council revenue from electricity sales The project was completed on time and on budget (R5.5M). Administrative achievements A further rationalization was implemented in the Office of the MEC regarding the following: o cut down number of public events o minimal support staff to accompany the MEC o cut on overnight accommodation o abolishing of vacant posts o no use of marquees Office of the Head of Department This sub-programme provides support to the Executive Authority in providing strategic and political direction to provincial department, municipalities and public entities. Some achievements of the Office of the Head of Department are: (a) The Office of the Head of Department continues to ensure that the department fulfils its mandate in terms of the PFMA & MFMA. This includes facilitating the tabling of the MTEF and Budget Adjustment process to Cabinet (b) The HOD continues without fail to emphasise the need to save by continuing with the implementation of the cost cutting measures that have bared fruit and be embraced at a National level (c) The Head of department also continues to be very instrumental in the implementation of key projects that have an impact on financial management and social governance in KZN Provincial Treasury 2014/15 Annual Report

20 PROGRAMME PERFORMANCE FOR THE YEAR ENDED 31 MARCH 2015 KZN, such as the Provincial Recovery Plan, Contract Management and E-Procurement Tool (d) The Head of department provides strategic leadership in policy development through his co-chairmanship of the Economic Sector and Infrastructure Development Cluster and his participation in various policy discussion on financial management and economic development (e) The office of the HOD had been very instrumental in driving certain programmes namely which had received a good success over the 2014/15 financial year: o Minimum Competency Regulation o Municipal Finance Internship Programme o Operation SukumaSakhe Through the Minimum Competency Regulation, the Office of the HOD had been active in ensuring that KZN Municipalities conform with the Minimum Competency Regulation in tracking the level of compliance by municipal managers, chief financial officers and supply chain managers and a significant positive shift in a number of affected officials within municipalities have attained the required minimum competencies Municipal Finance Internship Programme, which seeks to assist municipalities to develop the knowledge and skills of the interns employed under this programme in areas such as strategic planning and management, municipal budgeting and finance. The office of the HOD had been able to roll out a very successful MFMA Induction programme aimed at finance interns and new officials with the budget and treasury office in municipalities. This induction programme gave participants an exposure on municipal finance management The Head of Department s active role in OSS Champion of Ethekwini District saw an increase in the number of established war rooms, wherein 96 war rooms were established in the Ethekwini District Through the school adoption programme, the HOD managed to donate 10 used computers in order to enhance technological skills to primary school learners and also procured 250 school shoes and socks as a donation to the identified poor learners from different school in Ethekwini Districts (f) The HOD has also been active in his participation in the financial government summits which are convened in conjunction with the Office of the Premier as part of the strategy to reduce the over-indebtedness of government employees, these summits have been KZN Provincial Treasury 2014/15 Annual Report

21 PROGRAMME PERFORMANCE FOR THE YEAR ENDED 31 MARCH 2015 conducted in various Districts of KwaZulu Natal and through these financial education summit the province has seen a reduction in a number of emolument orders issued to government employees across all KZN Provincial Departments. (g) Lastly the HOD has set the tone for good financial management in Treasury, hence the department has received 5 Clean Audit Opinions from AG. Office of the CFO The objectives of this unit are to render financial and supply chain management functions to Provincial Treasury. Some achievements of the Office of the CFO include the following: The Treasury internal control unit has been responsible for the reviewing of all invoices submitted for payment by external service providers. The unit has been able to prevent, detect and correct any internal control deficiencies. Revenue collected in the 2014/15 financial year increased due to the transfer of Gaming and Betting function from Office of the Premier to Provincial Treasury. An average of 98% of all invoices received were settled within prescribed 30 days period as per treasury regulations. The department continued to maintain an error free asset register, there were no audit findings raised in this area of work. The CFO office has facilitated the departmental audit and received fifth consecutive clean audits, and it is optimistic that a sixth clean audit will be achieved for the 2015/16 audit. All audit issues raised during the previous audit were resolved timeously. The budget of the department was managed successfully and there was no over spending. Corporate Services This sub-programme contains various support services to ensure that the service delivery units of Provincial Treasury have the required telecom system, transport fleet, etc. to support their operations. Besides this, though, the Human Resource Management unit within Provincial Treasury provides strategic human resources management and development support services to the department and ensures compliance with relevant national and provincial legislative mandates. KZN Provincial Treasury 2014/15 Annual Report

22 PROGRAMME PERFORMANCE FOR THE YEAR ENDED 31 MARCH 2015 Human Resource Management Achievements for 2014/2015 are as follows: During 2014/2015, the Human Resource Management Directorate fulfilled all of its legislative mandates and delivered an efficient and professional Human Resources function to the department. The Unit s success in HR legislative compliance was further recognized through the MPAT assessment administered by the Office of the Presidency, where the Unit was identified as a top performer in respect of KPA3 Human Resource Management at both a National and Provincial level. The unit has successfully implemented all planned Human Resource Planning strategies for the year, thereby ensuring a well capacitated and healthy workforce that is appropriately skilled and empowered. The unit has exceeded its requirements in terms of empowering the organisation as a whole on all Human Resource related knowledge and information in terms of the number of policies that were developed and work-shopped. The organisation as a whole is 100 per cent compliant to all requirements of the performance management and development system, which is efficiently and professionally implemented and monitored by the Human Resources Directorate. Succession planning within the department, aimed at increasing the pool of female candidates, has been successfully implemented and monitored in respect of the following scarce skilled posts; the Provincial Accountant-General; the Senior Manager and Deputy Manager Banking within the Financial Assets and Liabilities Unit. The Employee Health and Wellness Section within HRM continues to make a visible impact on the lives of employees by undertaking a door to door campaign in 2014, with noticeable improvements in the planning of the Departments Wellness and Sports days. Monthly articles instilling responsible life style disease management as well as encouraging physical fitness and awareness are distributed throughout the Organization and have been extremely well received. There had been a significant reduction in the number of grievances and misconduct cases within the Department which is largely attributed to the monthly articles that stem from the Labour Desk of the Directorate as well as engagements at Line Directorate meetings to KZN Provincial Treasury 2014/15 Annual Report

23 PROGRAMME PERFORMANCE FOR THE YEAR ENDED 31 MARCH 2015 empower both staff and management on the managing of sound employer/employee relations. The Unit continues with strategies to rigorously reduce its vacancy rate and at the same time improve EE targets of women in management and people with disabilities. There has been an improvement in all 3 areas since the last reporting period viz vacancy rate of 14%, 38% women at SMS and 1.02% People with disabilities. Integrated efforts of the sections within HRM during 14/15 has ensured a strong drive for policy compliance, eradication of fraud and corruption, responsible sick leave management, well aligned Departmental structures, adequately skilled employees and a healthy and well informed workforce. Provincial Treasury s partnership with SAICA on the Thuthuka Bursary Fund, where Treasury is sponsoring 100 previously disadvantaged students studying to become Chartered Accountants is in its third year since inception. The program is yielding positive results which at the end will ensure the necessary skills within departments, municipalities and entities, to assist with prudent financial and fiscal management. The department has budgeted R16 million for this project. In line with this initative the Department is in the process of obtaining SAICA accreditation to become a training office in order to implement the Training Accountant Program in The Department continues with its empowerment strategy for women in the form of the management training program for unemployed Chartered Accountants who are employed for a three year duration and empowered with the necessary management competencies and skills at MMS and SMS level, thereby empowering them to compete equally for management vacancies within the Department and the open labour market at large. A further three candidates were recruited during KZN Provincial Treasury 2014/15 Annual Report

24 PROGRAMME PERFORMANCE FOR THE YEAR ENDED 31 MARCH 2015 PROGRAMME ONE: ADMINISTRATION 1.1 Office of the MEC: To provide strategic administrative and political leadership, in order to ensure effective and efficient service delivery as mandated by government. Programme / Subprogramme Attendance of Budget Council meetings Attendance of Provincial Cabinet and Legislature meetings Publications Articles and news bulletins published for free Media briefings on service delivery Performance Measures 75% Attendance of schedule Budget Council Meetings 90% attendance of Provincial Cabinet and Legislature meetings scheduled Number of publications Free Publicity (news bulletins and articles) Media briefings on service delivery 1 st Qtr Planned 1 st Qtr Actual 2 nd Qtr Planned 2 nd Qtr Actual 3 rd Qtr Planned 3 rd Qtr Actual 4 th Qtr Planned 4 th Qtr Actual Target for 2014/15 as per APP Actual 2014/ Office of the HOD: To ensure effective leadership, management and technical support to the Provincial Treasury through continuous refinement of organisational strategy and structure in compliance with appropriate legislation and best practice Programme / Subprogramme Cabinet memoranda on budget performance approved by the MEC and tabled at Cabinet per quarter Tabling of MTEF, Adjustment budget in terms of PFMA at the Legislature and Cabinet Representation of KZN in National Meetings Performance Measures Cabinet memoranda on budget performance approved by the MEC and tabled at Cabinet Facilitate and Coordinate the tabling of MTEF, Adjustment budget in terms of PFMA at the Legislature and Cabinet Represent KZN at the National Budget Council 1 st Qtr Planned 1 budget performanc e report to Cabinet 1 st Qtr Actual 1 budget performanc e report to Cabinet 2 nd Qtr Planned 1 budget performanc e report to Cabinet 2 nd Qtr Actual 1 Budget performanc e report to Cabinet NA NA NA NA Attend all national budget council meetings 1 Technical Committee on Finance(TC F) Meeting Attend all national budget council meetings 1 Budget Council Meeting 3 rd Qtr Planned 1 budget performanc e report to Cabinet Budget Adjustment tabled at the Legislature and Cabinet Attend all national budget council meetings 3 rd Qtr Actual 1 Budget performanc e report to Cabinet Budget Adjustment tabled at the Legislature and Cabinet 1 Budget Council Lekgotla 4 th Qtr Planned 1 budget performance report to Cabinet Table EPRE tabled at the Cabinet Attend all national budget council meetings 4 th Qtr Actual 1 Budget performance report to Cabinet EPRE tabled at the Legislature 1 Budget Council Meeting and 1 TCF Meeting Target for 2014/15 as per APP 4 Budget performance reports to Cabinet EPRE and Adjustment Budget tabled to Legislature and Cabinet Attend all national budget council meetings Actual 2014/15 4 Budget performance reports to Cabinet EPRE and Adjustment Budget tabled to Legislature and Cabinet Attended all National Budget Council meetings as invited KZN Provincial Treasury 2014/15 Annual Report

25 PROGRAMME PERFORMANCE FOR THE YEAR ENDED 31 MARCH Office of the CFO: To ensure effective management of the departmental financial resources in line with statutory requirements Programme / Subprogramme Financial Management Support Plan Financial Management Support Plan Number of reports produced Implemented Financial Reform Performance Measures Compile budget submission and strategic planning documents (EPRE; APP*4; AR; PP; ADJ Est; CF; SP & MTEF) Provide legislative financial reports ( IYM*12; QPR*4 & AFS*1) Supply Chain Management compliance reports Updated asset register Asset count 1 st Qtr Planned 1 st Qtr Actual 2 nd Qtr Planned 2 nd Qtr Actual 3 rd Qtr Planned 3 rd Qtr Actual 4 th Qtr Planned 4 th Qtr Actual Target for 2014/15 as per APP Actual 2014/ N/A N/A 1 0 N/A Human Resource Management and Development: To provide optimal Human resource services to the Department Programme / Subprogramme HR Charter Performance Measures % of HR services as per HR Charter 1 st Qtr Planned 1 st Qtr Actual 2 nd Qtr Planned 2 nd Qtr Actual 3 rd Qtr Planned 3 rd Qtr Actual 4 th Qtr Planned 4 th Qtr Actual Target for 2014/15 as per APP Actual 2014/15 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% HR Service Seminars Number of HR seminars 2 sessions 2 HR Seminars 2 sessions 3 sessions 2 sessions 3 sessions 2 sessions 2 sessions 8 sessions 10 sessions HR Seminars (EWP) HR Policy Sessions HR Resource, Workplace Skills and Employment Equity Plans Number of EWP seminars Number of policies developed/ Reviewed and seminars conducted % achieved from the Human Resource Plan and Workplace Skills Plan 1informatio n seminar 2 policies and 2 seminars 100% 2 EWP Seminars 3 Policies and 2 Seminars HRP=98%; WSP=95% 1 seminar 2 policies and 2 seminars 100% 2 information seminars 5 policies and 3 seminars HRP =98.5%; WSP=117% 1 seminar 2 policies and 2 seminars 100% 1 information seminar 3 policies and 3 seminars HRP=97%; WSP=118 % 1 seminar 2 policies and 2 seminars 100% 1 information seminar 4 policies and 2 seminars HRP=100%; WSP=104% 4 information seminars 6 information seminars 8 policies and 8 seminars 100% 15 policies and 10 seminars HRP=98.38% & WSP=108.50% KZN Provincial Treasury 2014/15 Annual Report

26 PROGRAMME PERFORMANCE FOR THE YEAR ENDED 31 MARCH 2015 B.2 Programme 2: Fiscal Resource Management This programme consists of three service delivery units, namely Economic Analysis and Infrastructure, Public Finance and Municipal Finance. The main aim of the programme is the effective management and monitoring of the provincial and local government fiscal resources and budget processes. It also includes the management of the Infrastructure Crack Team. The achievements of the teams responsible for these functions are commendable, and include the successful maintenance of the cost-cutting measures and the resultant provincial positive cash balance. These teams play a pivotal role in the continued improvement of fiscal stability in the province. Economic Analysis and Infrastructure Service Delivery Achievements This sub-programme will continue to provide an informed and well-researched fiscal framework for the allocation of resources and the monitoring of expenditure trends. The unit will also ensure efficient planning and management of infrastructure by the province. Economic Analysis The economic analysis unit continues with its mandate of providing an informed and well-researched fiscal framework for the allocation of resources, within provincial government departments. The unit has several publications which are placed on the departmental website and are accessible to stakeholders who wish to do business in the province. The unit has made tremendous strides to make available to the public current and topical economic information. This has resulted in the province being used as a benchmark target for other economic analysis units across the country. The unit s economic analysis has been of a great value to the department as the speeches of the MEC are prepared in the unit in order for the MEC to deliver speeches that are well researched. Consequently, the unit has received various nominations to participate in projects that are initiated at a provincial level, such as Luwamba project, Makhathini flats known as Makhathini Operation Phakisa, representing treasury in poverty lab project, representing treasury in the Integrated Development Plans (IDP) and Local Economic Development (LED) forums of the municipalities. Support has also been provided at municipal level. A financial literacy study has been conducted in umkhanyakude district; and the unit has been active in promoting Municipal Finance Management Act (MFMA) in the municipalities through induction workshops. The unit also participates in Operation Sukuma Sakhe (OSS) as part of service delivery acceleration in the province. KZN Provincial Treasury 2014/15 Annual Report

27 PROGRAMME PERFORMANCE FOR THE YEAR ENDED 31 MARCH 2015 Internally, the unit has made contributions towards the publications of other units, such as Municipal Finance s Close-Out Report, Public Finance s Estimates of Provincial Revenue and Expenditure (EPRE) and Human Resource Management and Development s Policy Documents. In addition the following reports were produced: o KZN Provincial GDP o KZN Provincial Risk Monitor o KZN Provincial Labour Market Review o KZN Provincial Leads and Lags Analysis The following research articles were produced: o Successful Partnerships for Economic Development o Estimation Of The Spatial Autocorrelation Function For Kwazulu-Natal o Estimating The Spatial Regression Function For Kwazulu-Natal Infrastructure Management The Cabinet adopted the implementation of the Infrastructure Delivery Management System (IDMS) in the Departments of Health and Education in 2012/13. This decision provided the platform for the roll-out and participation by these two departments in the IDMS as well as the Department of Public Works and the Provincial Treasury. The introduction of the management system ensured the overall improvement in the implementation of Infrastructure Development Improvement Plan in the province. The Infrastructure Unit roll-out of IDMS in non-traditional IDIP departments and selected municipalities; supported to National Treasury and ethekwini Municipality in piloting IDMS implementation for municipalities and participated in National Treasury s pilot IDMS training at the University of Pretoria; upgraded to web based IRM for implementation in the Departments of Education, Health and Transport; managed to access incentives for infrastructure delivery from Departments of Health and Education to the value of more than R300m; hosted first ever infrastructure asset management workshop; provide support to the provincial growth and development plan technical committee; provide support to the provincial infrastructure coordinating working group; and actively participate and support the development of the provincial infrastructure master plan KZN Provincial Treasury 2014/15 Annual Report

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