BRIEFING TO THE PORTFOLIO COMMITTEEpmg-assets.s3-website-eu-west-1.amazonaws.com/170510PSIRA.pdf ·...

BRIEFING TO THE PORTFOLIO

COMMITTEE

STRATEGIC PLAN AND ANNUAL PERFORMANCE PLAN

2016/17 – 2020/21

10 MAY 2017

DELEGATION

COUNCIL MEMBERS:

• Professor Fikile Mazibuko :Chairperson of Council

• Mr. Nhlanhla Ngubane : Deputy Chairperson of Council

• Major Gen: Cynthia Philison : Council Member

• Mr. Zwile Zulu : Council Member

• Mr. Methews Oliphant : Council Member

MANAGEMENT TEAM

• Mr Manabela(Sam) Chauke : Director

• Mr Stefan Badenhorst : Acting Deputy Director Law Enforcement

• Mrs. Mmatlou Sebogodi : Deputy Director Finance and Admin

• Ms Mpho Mofikoe : Deputy Director Communications, CRM and Training

• Ms Zanele Mthembu : Senior Manager Parliamentary and

Stakeholder Liaison

2

PRESENTATION OVERVIEW

PART A: STRATEGIC OVERVIEW

– Our Mandate

– Strategic Priorities

– Strategic Objectives

– Strategic Outcome Oriented Goals

PART B: PROGRESS AND GAINS

– Key Achievements

PART C: PREDETERMINED STRATEGIC OBJECTIVES

– Programme 1: Administration

– Programme 2: Law Enforcement

– Programme 3: Communications, Registration (CRM) and Training

PART D: MEDIUM TERM BUDGET

– Revenue Budget

– Expenditure Budget

– Economic Classification of Budget

3

MATTERS RAISED

COUNCIL

Oversight Activities :

Council continues to discharge its oversight mandate not only through

set meeting but also through outreach and stakeholder engagements

nationally. (KZN, Limpopo, Eastern Cape, Mpumalanga, Western

Cape).

Finalised the process of appointing the Deputy Director: Law

Enforcement. Offer pending finalisation of vetting processes.

Discussed and approved the Strategic Plan, Annual Performance Plan

and budget for FY 2017-2018.

Reviewed and approved 24 corporate policies of the Authority for the

FY 2016-17.

5

COUNCIL

Oversight Activities (cont..):

Launched the Panel of Expert: a major step towards developing the

Transformation Project and facilitating a broad and inclusive process to

develop a Transformation Charter by 30 June 2017.

Official launched new PSiRA offices at Umthatha and supporting

Management to establish offices in the Northern Cape, Mpumalanga,

Northern KwaZulu-Natal and Bloemfontein.

Initial courtesy and handover meeting on 04 April 2017 with new

Executive Authority, Honourable Minister of Police Fikile Mbalula, and his

core support team. Outgoing Honourable Minister N. Nhleko attended with

his senior support staff.

6

PROGRESS KEY PROJECTS

Key Service Delivery Projects:

Taking service delivery initiatives to remote areas and other provinces where

we don’t have regional presence by setting-up temporary operations (i.e.

Bloemfontein – Free State, George – Western Cape)

Improved Operational Efficiencies:

Improved registration turnaround times through the process individual

applications within 20 day and business applications within 15 days.

Improved industry regulation:

More than 1 900 businesses registration were withdrawn for various

contraventions and amendment of Code of Conduct regulations – increased

fines.

50% increase in finalized investigations, 39% increase in dockets compiled

and 93% of prosecutions finalised versus target of 80%.

7

KEY ACHIEVEMENTS

Improved Industry Training:

More capacity building workshops were conducted with the objective of

improving compliance and expediting the implementation of the

formulation/establishment of minimum entry qualifications for the industry.

Effective Law Enforcement Strategy and Stakeholder Awareness

Initiatives:

The number of active (employed) individual Security Officers has increased

from 488 666 to 498 435 during the 2016/17 financial year.

Industry Training and Registration as a Professional Body:

SAQA conducted site inspections for registration of PSiRA as a professional

body and the notice of registration is expected to be published in the Gazette

by no later than 12 May 2017.

PSiRA will therefore be commencing with the review of the current Grades

qualifications and realignment of proposed skills programmes into

occupational qualifications.8

KEY ACHIEVEMENTS

Progress on the Bill:

Attended a meeting at the Presidency to report on the part of the Bill

that was causing delays , awaiting further communication.

Progress on Pretoria Offices

The Adjudication process was finalised after site inspection, the process

will be concluded in the 1st quarter of the new financial year.

9

STRATEGIC OVERVIEW

Director (CEO): Mr Manabela Chauke

STRATEGIC PLAN REVIEW PROCESS

The strategic mandate of PSiRA originates from the Act and

the regulations issued in terms of the Act.

The Authority developed its 5-year Strategic

Plan covering the period 2016/17 - 2020/21

in accordance with National Treasury

guidelines.

The various KPIs set in the Strategic Plan

took into consideration the National

Development Plan and other key policies and

regulations critical to the fulfilment of the

Authority’s mandate.

11

LEGISLATIVE MANDATE

The primary objectives of PSiRA are to regulate the private security

industry and to exercise effective control over the practice of the

occupation of security service provider in the public and national

interest and in the interest of the private security industry itself.

SUMMARY OF THE MANDATE:

Promote a legitimate Industry subject to the Constitution and other laws of the Country;

Ensure the Industry act in public and national interest;

Determine and enforce minimum occupational conduct by service providers;

Ensure transparent, fair, objective and timeous registration process;

Ensure compliance through active monitoring and investigation of service providers; and

Promote services that responds to the need of users and of the community,

12

STRATEGIC GOALS

The achievement of the following goals

remains relevant:

To ensure excellent service delivery (effective

regulation) in the security industry;

Stakeholder and Customer Relationship

Management;

Ensure good governance across the

organisation;

Private Security Industry Stewardship through

Research and Development

The results of the situation analysis conducted necessitated

the revision of all of the planned strategic overview of the

five-years to 2021.

13

STRATEGIC OBJECTIVES

Ensure effective financial management;

Ensure efficient and effective Processes and Systems;

To improve performance of the organisation;

Increased monitoring and investigation of security serviceproviders to ensure compliance with existing legislation;

Increased awareness on the functions and role of PSiRA and itsstakeholders within the security industry;

Improve the integrity and the turnaround time of registration;

Promote and ensure compliance with minimum professionaltraining standards by the SSPs; and

Conduct Research and Development policy direction for the privatesecurity industry.

14

The Authority has identified the following strategicobjectives:

STRATEGIC OUTCOME ORIENTED GOALSP

ro

gram

me

1 Administration

Responsible for the

overall strategic

management and

support service for the

Authority.

Pro

gram

me 2

Law Enforcement

Responsible for enforcing

compliance with

minimum standards of

occupational conduct by

security service

providers and legal

services to ensure

efficiency in the

prosecution of

contraventions of the

PSiRA Act.

Pro

gram

me 3

Communications, Registration (CRM) and Training

Responsible for

Stakeholder Management,

core business and

Communication,

Registration and Customer

Relation Management,

Industry Training,

Research and

Development.

The goals continue to be guided by our three programs, namely, Administration,

Law Enforcement and Communications, Registrations (CRM) and Training.

15

OUTCOME PER PROGRAMME

Programme 1

Administration

Programme 2

Law Enforcement

Programme 3

Communications,

Registration (CRM)

and Training

Objective 5: Increased awareness on the functions and role PSiRA and its stakeholders within the security industry

Objective 6: Improve the integrity and turnaround time of registration

Objective 7: Promote and ensure compliance with minimum professional training standards by the SSPs

Objective 8: Research conducted to influence policy direction for the PSiRA and the private security industry

Objective 4 : Increased monitoring and investigation of security service providers to enforce compliance with existing legislation

Objective 1: Effective financial management

Objective 2: Ensure Efficient and Effective Process and Systems

Objective 3: To improve performance of the organisation

16

PREDETERMINED OBJECTIVES

STRATEGIC AND ANNUAL PERFORMANCE

PROGRAMME 1ADMINISTRATION

Deputy Director: Mrs Mmatlou Sebogodi

PROGRAMME 1 - OVERVIEW

Purpose : Provide leadership, strategic management and administrative

support to the Authority

Measurable

Objectives

: The programme aims to ensure effective leadership,

management and administrative support to the Authority

through continuous refinement of organisational strategy and

structure in line with appropriate legislation and best practices

There are three sub- programmes:

Sub-Programme: Finance and Administration

Sub-Programme: Business Information Technology

Sub-Programme: Human Capital

19

PROGRAMME 1: ADMINISTRATION

Strategic Goal 3 : Ensure good governance across the organisation

Strategic Objective : Effective financial management

Key Performance Indicators (KPI’s)Baseline2016/17

ANNUAL TARGETS

2017/18 2018/19 2019/20

(a)• Unqualified audit opinion with reduced audit findings • Unqualified

audit opinion

• Unqualified audit

opinion with no

significant audit

findings

• Unqualified audit

opinion with no

significant audit

findings

• Clean audit opinion

(b) % of revenue collected 70% revenue

collected80% revenue



collected

SUB-PROGRAMME: FINANCE AND ADMINISTRATION2017 – 2021 STRATEGIC OBJECTIVE ANNUAL TARGETS

20

SUB-PROGRAMME: FINANCE AND ADMINISTRATION2017 – 2018 QUARTERLY TARGETS (APP)

KEY PERFORMANCE INDICATORS (KPI’s)

REPORTING PERIOD

ANNUAL TARGET

2017/2018

QUARTERLY TARGETS

Quarter 1 ( Apr – Jun)

Quarter 2( Jul – Sep)

Quarter 3

( Oct –Dec)

Quarter 4

( Jan –Mar)

(aUnqualified audit

opinion with

reduced audit

findings

Quarterly

• Unqualified audit opinion with reduced audit findings

20%

Review of

compliance,

controls and

corporate

governance

Unqualified

opinion with

reduced audit

findings by

20%

Develop

and

implement

external

Audit

Action plan

Review and

implementati

on of internal

controls

(b)% Revenue

collection

Quarterly 80% revenue collected

40% revenue collected





21

SUB-PROGRAMME 2: BUSINESS INFORMATION SYSTEMS2017 – 2021 STRATEGIC OBJECTIVE ANNUAL TARGETS

Strategic Goal 3: Ensure good governance across the organisation

Strategic Objective : Efficient and effective processes and systems


ANNUAL TARGETS2017/18 2018/19 2019/20

(a) Critical IT infrastructure restored within the set timeline 36 hours

Average of 36 hours

Average of 36 hours

Average of 36 hours


22

SUB-PROGRAMME 2: BUSINESS INFORMATION SYSTEMS2017 – 2018 QUARTERLY TARGETS (APP)


REPORTING PERIOD

ANNUAL TARGET

2017/ 2018

ANNUAL TARGETS


Quarter 2

( Jul –Sep)

Quarter 3 ( Oct – Dec)

Quarter 4

( Jan –Mar)

(a) Critical IT infrastructure restored within the set timeline

QuarterlyAverage of 24 hours

Action plan outlining

preparation for disruptions

Average of 24 hours

Action plan outlining

preparation for IT BC

disruptions

Average of 24 hours


23

SUB-PROGRAMME 3: HUMAN CAPITAL2017 – 2021 STRATEGIC OBJECTIVE ANNUAL TARGETS

Strategic Goal 3: Ensure good governance across the organisation

Strategic Objective : To improve the performance of the organisation


ANNUAL TARGETS

2017/18 2018/19 2019/20

(a) • % of implementation of the performance management system

100% 100% 100% 100%


24

SUB-PROGRAMME 2: HUMAN CAPITAL 2017 – 2018 QUARTERLY TARGETS (APP)


REPORTING PERIOD

ANNUAL TARGET

2017/ 2018

ANNUAL TARGETS


Quarter 2

( Jul –Sep)


Quarter 4( Jan – Mar)

(a)% of

implementation of

the performance

management

system

Quarterly 100% 100% 100% 100% 100%


25

PROGRAMME 2LAW ENFORCEMENT

Acting Deputy Director: Mr Stefan Badenhorst


Purpose : Ensure that there are effective regulations in the security

industry and enforcement of law and compliance to the

regulations

Measurable

Objectives

: The programme aims to ensure that Security ServiceProviders comply with the regulations by doing regularinspections for both security officers and security businesses.

Ensure that those who are not complying with the regulations are charged and prosecuted.

There are three sub- programmes:

Sub-Programmes: Enforcement

Sub-Programmes: Compliance

Sub-Programmes: Legal Services and Prosecution

27

PROGRAMME 2: LAW ENFORCEMENT

Strategic Goal 1 : Strategic Goal 1 : To ensure excellent service delivery (effective regulation) in the security industry

Strategic Objective : Increased monitoring and investigation of security service providers to enforce compliance with applicable legislation


ANNUAL TARGETS

2017/18 2018/19 2019/20

(a) Number of security businesses inspected to enforce

compliance with applicable legislation 5 375 5 400 5 680 5 965

Number of security officers inspected to enforce compliance

with applicable legislation30 698 31 000 32 600 34 230

% of investigations finalized against non-compliant SSP’s77% 83% 85% 88%

% of criminal cases opened against non-compliant SSP’s93% 93% 95% 95%

Number of security businesses licensed to possess firearms

inspected1 136 1 200 1 300 1 400

% of cases of non-compliant SSP’s prosecuted per year

90% 90% 90% 92%

Number of new draft regulations compiled New Indicator

2 2 2

PROGRAMME 2: LAW ENFORCEMENT2017 – 2021 STRATEGIC OBJECTIVE ANNUAL TARGETS

28



2017 - 2018 QUARTERLY TARGETS (APP)


REPORTING PERIOD

ANNUAL TARGET2017/18

QUARTERLY TARGETS




Quarter 4

( Jan –Mar)

(a) Number of security businesses

inspected to enforce compliance

with applicable legislation

Quarterly5 400 1 485 1 485 1 215 1 215

Number of security officers

inspected to enforce compliance

with applicable legislation

Quarterly31 000 8 520 8 520 6 980 6 980

% of investigations finalized

against non-compliant SSP’sQuarterly 83% 40% 60% 75% 83%

% of criminal cases opened

against non-compliant SSP’sQuarterly 93% 93% 93% 93% 93%

Number of security businesses

licensed to possess firearms

inspectedQuarterly 1 200 330 330 270 270

% of cases of non-compliant

SSP’s prosecuted per yearQuarterly 90% 60% 70% 80% 90%

Number of new draft regulations

compiled

Quarterly

2

Propose regulations that

need to be drafted &

presented to EXCO for approval

Research on the subject

matter in which regulations

must be drafted

Compile draft regulations

Submit draft regulations and obtain

director approval29

PROGRAMME 3COMMUNICATIONS,

REGISTRATION & TRAINING

Deputy Director: Ms. Mpho Mofikoe


Purpose : Provide effective stakeholder engagement.

Ensure that training standards are adhered to and the

registration process is done in accordance with the PSiR Act.

Measurable

Objectives

: Ensure effective and meaningful stakeholder communication.

Ensure that all training institutions are aligned to the required

standard of training.

Ensure that the registration process is effective and authentic.

Continuous research to support core business initiatives and

policy development.

There are four sub-programmes within this programme:

Sub-Programme: Communications and Stakeholder Management

Sub-Programme: Industry Registration (CRM)

Sub-Programme: Industry Training

Sub-Programme: Industry Research and Development

31

PROGRAMME 3: COMMUNICATIONS, CRM & TRAINING

SUB PROGRAMME 1: COMMUNICATIONS AND STAKEHOLDER MANAGEMENT

2017 – 2021 STRATEGIC OBJECTIVE ANNUAL TARGETS

Strategic Goal 3 : Industry Stewardship, Stakeholder and CustomerRelations Management

Strategic Objective : Increased awareness on the functions and role of PSiRA industry and its stakeholders within the security industry

Strategic OutcomeKey Performance Indicators (KPI’s)

Baseline2016/17

ANNUAL TARGETS2017/18 2018/19 2019/20

(a) Increased awareness onthe functions and role of PSiRA industry and its stakeholders within the security industry

Number of public awareness programmes on PSiRA’s role and functions

90 Public Awareness

Programmes

140 Public Awareness

Programmes


Programmes


Programmes

32

SUB-PROGRAMME : COMMUNICATIONS AND STAKEHOLDER MANAGEMENT

2017 – 2018 QUARTERLY TARGETS (APP)


REPORTING PERIOD

ANNUAL TARGET

2017/ 2018

ANNUAL TARGETS


Quarter 2

( Jul –Sep)


Quarter 4

( Jan –Mar)

(a) Number of public awareness programmes on PSiRA’s role and functions

Quarterly140 Public awareness

programmes

45 Public awareness

programmes

35 Public awarenessprogramm

es

35 Public awareness

programmes

35 Public awareness

programmes


33


SUB PROGRAMME 3: COMMUNICATIONS AND STAKEHOLDER MANAGEMENT2017 – 2021 STRATEGIC OBJECTIVE ANNUAL TARGETS

Strategic Goal 3 : Stakeholder and Customer Relationship Management

Strategic Objective : Improve the integrity and the turnaround time of registration

Key Performance Indicators (KPI’s)Baseline

2016/2017ANNUAL TARGETS

2017/18 2018/19 2019/20

(a) Average turnaround time of applications for registration meeting all the requirements for security businesses (working days)

Average of 15 days

Average of 15 days

Average of 10 days

Average of 10 days

Average turnaround time of applications for registration meeting all the requirements for security officers (working days)

Average of 15 days

Average of 15 days

Average of 10days

Average of 10 days

(b) % of new registration certificates

rolled out (on active Security Officers) 52% 60% 65% 35%

% of new registration certificates rolled out (on active Security Businesses) 31% 60% 65% 35%

34


SUB PROGRAMME 1: COMMUNICATIONS AND STAKEHOLDER MANAGEMENT2016 – 2017 QUARTERLY TARGETS (APP)


REPORTING PERIOD

ANNUAL TARGET

2017 / 2018

QUARTERLY TARGETS




Quarter 4( Jan –Mar)

(a) Average turnaround time of applications for registration meeting all the requirementsfor security businesses (working days)

Quarterly Average of 15 days

Average of 15 days

Average of 15 days

Average of 15 days

Average of 15 days

Average turnaround time of applications for registration meeting all the requirementsfor security officers (working days)

Quarterly Average of 15 days

Average of 15 days

Average of 15 days

Average of 15 days

Average of 15 days

% of new registration certificates rolled out (on active Security Officers)

Quarterly 60% 10% 40% 20% 30%

% of new registration certificates rolled out (on active Security Businesses)

Quarterly 60% 30% 40% 20% 10%

35



Strategic Goal 2 : Stakeholder and Customer Relationship Management

Strategic Objective : Promote compliance with minimum professional training standards by the SSPs


ANNUAL TARGETS

2017/18 2018/19 2019/20

(a)• Number of capacity building activities for

SSP training institutions

6 Capacity building activities




(b) • % of the number of training security service

providers currently registered with PSiRA

properly accredited and stipulated in the

training policy.

48% of currently registered

training SSP accredited

50% of currently registered training

SSP accredited

60% of currently registered


70 % of currently registered


36




REPORTING PERIOD

ANNUAL TARGET2017 / 2018

QUARTERLY TARGETS


Quarter 2( Jul –Sep)


Quarter 4( Jan –Mar)

(a)• Number of capacity building

activities for SSP training

institutions

Quarterly 12ConsumerAwareness

Programmes

2ConsumerAwareness

Programmes

4ConsumerAwareness

Programmes

4ConsumerAwareness

Programmes

2ConsumerAwareness

Programmes

(b) • % increase of the number of

training security service

providers currently registered

with PSiRA properly accredited

and stipulated in the training

policy.

Quarterly50 % training

securityservice

5% training securityservice




37



Strategic Goal 2 : Private Security Industry Stewardship through Research and Development

Strategic Objective : Research conducted to influence policy direction for PSiRA and the private security industry


ANNUAL TARGETS2017/18 2018/19 2019/20

(a) ) Number of completed research per year 2 Research Topics

2 Research Topics

2 Research Topics

2 Research Topics

Number of completed surveys 1 Surveys 4 Surveys 4 Surveys 4 Surveys

Number of policy documents completed per year

2 Policies 2 policydocumentscompleted

2 policydocumentscompleted

2 policydocumentsCompleted

Number of partnerships established 1 Partnershipestablished

1 Partnershipestablished



38


SUB PROGRAMME 1: COMMUNICATIONS AND STAKEHOLDER MANAGEMENT

2017 – 2018 QUARTERLY TARGETS (APP)


REPORTING

PERIOD

ANNUAL TARGET2017 / 2018

QUARTERLY TARGETSQuarter

1 ( Apr –

Jun)Quarter 2

( Jul – Sep)Quarter 3

( Oct – Dec)Quarter 4

( Jan – Mar)

(a) Number of completed research per year

Quarterly 4 Research Topics

Research in

progress

1 Research Topic

Research in progress

1 Research Topic

Number of completed surveys

Quarterly 4 Surveys 1 Survey 1 Survey 1 Survey 1 Survey

Number of policy documents completed per year

Quarterly 4 Policy documents completed

Proposedpolicy

initiative presented to EXCO

Approved policy in place

Proposedpolicy

initiative presented to

EXCO

Approved policy in place

Number of partnerships established

Quarterly 1 Partnershipestablished

Identifythe

learning institution

Draft a proposal for

Excoconsideration

of the partnership

Engage the learning

institution on the proposed partnership

Formalise the partnership

with the identifiedlearning

institution

39

BUDGET

2016/17 – 2020/21

BUDGET OVERVIEW

The MTEF sets out planned expenditure and performance at the time oftabling the budget;

Aligned to the National Development Plan 2030 and outline PSIRA’scontribution to governments Outcome 12 and the key service deliverygoals;

Performance, personnel and finances are discussed in each Programme,in respect of the impact they have on each Programmes plans;

Aligned to the current approved Budget Programme Structure of thePSIRA.

41

MTEF SUMMARY – REVENUE 2017/18

Audited Outcomes: 2012/13 – 2015/16R million

2012/13 2013/14 2014/15 2015/16

160,1 130,6 134,9 216,4

Estimate:MTEF: 2016/17 – 2019/20

R million

2016/17 2017/18 2018/19 2019/20

236,6 248,6 252,4 265,8

42

Audited Outcomes: 2012/13 – 2015/16R million

2012/13 2013/14 2014/15 2015/16

128,7 137,1 148,7 184,9

Estimate:MTEF: 2016/17 – 2019/20

R million

2016/17 2017/18 2018/19 2019/20

236,6 248,6 252,4 265,8

MTEF SUMMARY - EXPENDITURE 2017/18

43

BUDGET OVERVIEW

Revenue The growth in revenue is expected to increase in line with the increase in

number of security officers and security service providers registeredincluding increases in annual and administration fees.

The rollout of new certificates is expected over the next three years and isexpected to increase revenue.

Expenditure Compensation of employees constitute the bulk of spending as the

authority plans to increase its capacity to 320 employees in 2019/20.

Budget growth over the MTEF period Revenue budget increased from R236,6 million in 2016/17 to in R265,8

million by 2019/20 at an average growth rate of 4 % per annum.

Expenditure budget is expected to grow to R265,8 mil at an averagegrowth rate of 4 % per annum.

44

MTEF BUDGET ALLOCATIONS - REVENUE

MTEF BASELINE: 2017/18 - 2019/20

Programmes 2017/18R millions

2018/19R millions

2019/20R millions

Annual Fees 116,5 123,3 126,3

Registration Fee 32,4 32,8 32,9

Course Reports 30,0 34,0 38,0

Sale of Goods 56,0 48,1 54,0

Other Income 13,7 14,2 14,6

Total Revenue 248,6 252,4 265,8

45

MTEF BASELINE: 2017/18 - 2019/20

Programmes 2017/18R millions

2018/19R millions

2019/20R millions

Administration 109,9 111,2 116,0

Law Enforcement 88,4 96,7 104,1

Communication,Registration (CRM) and Training

50,3 44,5 45,7

Total Expense 248,6 252,4 265,8

MTEF BUDGET - EXPENDITURE

46

PROGRAMME 1: BUDGET 2017/18

PROGRAMME 1:ADMIN

2016/17Budget

R’000

2017/18Budget

R’000Increase/

(Decrease)

Compensation of Employees

37 436 39 835 6%

Repairs and Maintenance 2 932 3 591 18%

Travel and Substance 1 971 1 568 (26%)

Lease payments 18 143 25 869 30%

Consultancy and Professional fees

2 074 2 028 (2%)

Other Operating Expenses 37 853 37 078 (2%)

Total 100 409 109 969 9%

47

PROGRAMME 2:LAW ENFORCEMENT

2016/17Budget

R’000

2017/18Budget

R’000

PercentageIncrease/

(Decrease)


60 569 62 439 3%

Other Operating Expenses

12 699 13 000 2%

Repairs and Maintenance 162 185 12%

Travel and Subsistence 5 823 4 710 (24%)

Lease payments 8 353 8 021 (4%)


24 25 4%

Total Programme 2 87 657 88 380 1%


48

PROGRAMME 3:COMMUNICATIONSAND TRAINING

2016/17Budget

R’000

2017/18Budget

R’000

PercentageIncrease/

(Decrease)


15 184 15 272 1%

Other Operating Expenses 28 982 31 321 7%

Travel and Subsistence 2 493 2 616 5%


1 908 1 089 (75%)

Total for Programme 3 48 567 50 298 3%


49

CAPITAL INVESTMENT PROGRAMME 2017/18

ASSET CATEGORY Budget2016/17

R’000

Budget2017/18

R’000

PercentageIncrease/

(Decrease)

Computer Equipment 2 100 2 100 0%

Software 19 800 25 200 21%

Office Equipment 300 300 0%

Office Furniture 2 755 800 (244%)

Leasehold Improvements 3 400 5 400 37%

Total Capital Expenditure

28 355 33 800 16%

50

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