STRATEGIC PLAN, ANNUAL PERFORMANCE PLAN AND BUDGET 2015 TO 2020 MUNICIPAL DEMARCATION BOARD

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Presentation transcript:

STRATEGIC PLAN, ANNUAL PERFORMANCE PLAN AND BUDGET 2015 TO 2020 MUNICIPAL DEMARCATION BOARD BRIEFING TO THE PORTFOLIO COMMITTEE ON COOPERATIVE GOVERNANCE AND TRADITIONAL AFFAIRS DELEGATION Ms MJJ Thupana Chairperson: Municipal Demarcation Board Mr AM Adam Deputy Chairperson: Municipal Demarcation Board Mr MH Manjezi Acting Chief Executive Officer Mr A Ramagadza Executive Manager: Operations and Research Ms MS Mahlangu Acting Chief Financial Officer

OUTLINE OF PRESENTATION PURPOSE OF THE PRESENTATION INSTITUTIONAL ARRANGEMENTS LEGISLATIVE MANDATE OF THE BOARD MDB VISION, MISSION AND VALUES BROAD PROCESS AND TIMEFRAMES 2015 TO 2020 STRATEGIC PLAN EMERGING RISKS KEY CHALLENGES 2015/16 ANNUAL PERFORMANCE PLAN BUDGET OVER THE MTEF BUDGET FORECAST AND UTILIZATION OF THE RESERVES CONCLUDING REMARKS

PURPOSE OF THE PRESENTATION To enable the Portfolio Committee to discharge its mandate of oversight on Budget Vote 4, specifically on the Municipal Demarcation Board To present to the Portfolio Committee: MDB Strategic Plan for period 2015-2020; The Annual Performance Plan for the 2015/16 financial year; The budget allocation of the institution; Challenges encountered by the institution.

INSTITUTIONAL ARRANGEMENTS THE BOARD The Board is led by an Executive Chairperson, and discharges its duties through subcommittees of the Board which are: Executive Committee Policy and Research Committee Boundaries, Powers and Functions Committee Remuneration and Human Capital Committee Audit and Risk Committee ADMINISTRATION The administration supports the Board and is led by a Chief Executive Officer who is an Accounting Officer. The institution has four programmes which are: Operations Research and Knowledge management Finance Corporate Services

LEGISLATIVE MANDATE Section 155(3)(b) of the Constitution Section 4(a) of the Municipal Demarcation Act 27 of 1998 (“MDA”) Section 4 of the Municipal Structures Act 117 of 1998 (“MSA”) provides for categorisation of municipalities Determination of municipal outer boundaries Schedule 1 to the MSA – MDB, after consultation with the Electoral Commission must delimit wards for purposes of local elections Delimitation of municipal ward boundaries Section 85 of MSA provides for the MDB to assess municipal capacity when determining boundaries Impact analysis and evaluation: Opportunity to evaluate impact of Board decisions Assessment of municipal capacity Section 4(b) of the MDA Opportunity to follow through on implementation of municipal boundary redeterminations Rendering of advisory services to stakeholders

MDB VISION, MISSION AND VALUES The leading demarcation and spatial knowledge hub. Mission To produce municipal and ward boundaries that are functional beyond reproach and contributes towards a responsive spatial configuration, including municipal capacity assessments that lay the foundation for a developmental local government. Values Independence Fairness, transparent and integrity Stakeholder engagement Knowledge sharing Good Governance

2015 to 2020 Strategic Plan

KEY STRATEGIC GOALS Organisational review & re-alignment Determination & re-determination of municipal boundaries Delimit wards to facilitate local government elections Municipal Capacity Assessments Research & Knowledge management Public participation and stakeholder engagement Good Governance

2015 - 2020 STRATEGIC GOALS Strategic Outcome Orientated Goals Determine and re-determine municipal outer boundaries Delimit wards to facilitate local elections. Assess the capacity of municipalities Goal Statement Determine and re-determine municipal boundaries to enhance spatial and economic integration in line with the demarcation criteria. Provide pre-and post-demarcation coordination and support to ensure efficient and sustainable implementation of the Board determinations Advise service delivery departments of changes to municipal boundaries. Delimit wards for all municipalities that qualify to have wards into wards during 2016 and 2021 in terms of Schedule 1 to the Local Government: Municipal Structures Act, 1998. Handover of finalised wards to the IEC to facilitate the local elections. Conduct capacity assessments of municipalities to inform boundary determinations and adjustment of functions between district and local municipalities. Revise the capacity assessment model.

2015 - 2020 STRATEGIC GOALS cont… Strategic Outcome Orientated Goals Strengthen Research and Knowledge Management Improved Public Engagement and Communication Sound Financial Management and Good Governance Goal Statement Initiate research & form partnerships to develop and exchange spatial research data that will inform decision making on boundary matters. Coordinate and process data to produce information that will add value to the planning processes of municipalities. Create platforms to strengthen public participation and broad citizen engagement in the demarcation processes. Strengthen partnerships with key stakeholders to improve coordination and integration. Create awareness and understanding of the MDB mandate. Rebrand the organization in line with its new vision, mission & values. Ensure effective management, planning and efficient use resources to accomplish strategic goals. Create an environment that ensures adherence to laws, regulations, organizational policies, processes, systems and practices. Develop and nurture capabilities to ensure a pool of skills to drive implementation of the MDB strategy.

2015 - 2020 STRATEGIC OBJECTIVES Medium term target 2015/16 2016/17 2017/18 2018/2019 2019/2020 1 Determination and re-determination of municipal boundaries 100% of requests for boundary re-determinations considered and processed Municipal boundary re-determination policy and procedures. developed Pre-section 26 consultations with stakeholders to validate proposed re-determinations finalized Section 26 process, including publication inviting and receiving views and representation published Municipal boundary re-determinations completed 2 Delimit wards to facilitate local government elections 100% of wards for the 2016 local government elections finalised Report on the evaluation of the ward delimitation process prepared Review of the ward delimitation Policy and procedures finalised Draft plan for the 2021 ward delimitation completed Commencement of the ward delimitation process

2015 - 2020 STRATEGIC OBJECTIVES Medium term target 2015/16 2016/17 2017/18 2018/2019 2019/2020 3 Capacity Assessments Develop and design a new and relevant capacity assessment model Administer and manage capacity assessment service providers Develop and build an in-house capacity assessment capability Conduct capacity assessments in-house Implement lessons learned from previous capacity assessments 4 Knowledge Development and partnerships with other similar research institutions Develop research themes and research plan Create and write policy documents for research knowledge management Establish relationships with similar organizations and international demarcation boards Creation, implementation and handover of repository and database to further knowledge management Conduct annual systems review and updating of repository and database

2015 - 2020 STRATEGIC OBJECTIVES Medium term target 2015/16 2016/17 2017/18 2018/2019 2019/2020 5 Ensure Good Governance and Sound Financial Management Improve system of internal controls and an internal audit rating 2 Improve system of internal controls and an internal audit rating 1 (fully effective and adequate systems of internal control)   Clean audit Diversify sources of revenue and secure four revenue streams Effective management of secured funding Diversify sources of revenue and secure five additional revenue streams

2015 - 2020 STRATEGIC OBJECTIVES Medium term target 2015/16 2016/17 2017/18 2018/2019 2019/2020 6 Public awareness and stakeholder engagement Leverage Stakeholder relations and create MDB specific stakeholder platforms   Develop internal and external communication channels Maintain and monitor internal and external communication channels Strategic brand building Re-branding Annual brand building

2015 - 2020 STRATEGIC OBJECTIVES Medium term target 2015/16 2016/17 2017/18 2018/2019 2019/2020 7 Human Resources Management Develop a revised organizational structure and secure funding  Implement revised organizational structure   Monitor revised organisational structure and its effectiveness Monitor revised organisational structure and its effectiveness Develop and implement a credible performance management system Continuously implement a credible performance management system  Continuously implement a credible performance management system.  Continuously implement a credible performance management system   Establish a continuous development programme for staff and management   Implement the development programme for staff and management Monitor and implement the development programme for staff and management

2015 - 2020 STRATEGIC OBJECTIVES Medium term target 2015/16 2016/17 2017/18 2018/2019 2019/2020   Human Resources Management Develop a remuneration strategy and framework Implement a remuneration strategy and framework Monitor the reviewed remuneration strategy and framework Implement Integrated Human Resources Plan

2015 - 2020 STRATEGIC OBJECTIVES Medium term target 2015/16 2016/17 2017/18 2018/2019 2019/2020 8 Ensure good and sustainable corporate governance Submit proposed amendments and Regulations to Minister Implement and Monitor legislative compliance Implement Monitor legislative compliance   Review the Combined Assurance Model Policies reviewed and new policies drafted Review/draft new policies

EMERGING RISKS Risk Mitigation Insufficient human and financial resources Review organisational structure; Ensure optimal utilisation of existing personnel. Inadequate public and stakeholder engagement in demarcation processes Establishing provincial presence; Explore better ways of enhancing collaboration with stakeholders. Litigation in dispute of demarcation decisions Enhance stakeholder engagement; Conduct thorough background research and consistent application of demarcation criteria.

KEY CHALLENGES Strategy and mandate incompatible with current resources and capabilities Very lean organizational structure e.g. only 35 approved posts, 8 of which are on contract. Resultant over reliance on consultants; Slow adaptation to the local government sector dynamics. Negative public perception. Lack of a provincial footprint creates disconnection with the public.

2015/16 Annual Performance Plan

PROGRAMMES SUPPORTING IMPLEMENTATION OF STRATEGY The implementation of the strategy is supported by three programmes as follows: Programme 1: Operations The programme gives effect to the institution’s legislative mandate of determining and re-determining municipal boundaries, appropriate categorisation of municipalities, advisory service on the alignment of service delivery boundaries to municipal boundaries and delimitation of municipal wards for local government elections. Programme 2: Research and Knowledge management The programme will conduct municipal capacity assessment to support decisions made by the Board on boundary demarcations. The programme included knowledge development and management to facilitate optimal decision making and to position the Board as a knowledge hub on all matters involving spatial planning and boundary demarcations.

PROGRAMMES SUPPORTING IMPLEMENTATION OF STRATEGY Programme 3: Financial Management and Accounting This programme leads financial strategy of the institution and contributes toward resourcing of planned programmes. Focus over the next five years will be: Optimising financial resources from traditional sources and to secure new opportunities; Enhance accountability and reporting measures by delivering statutory reporting requirements and management information; Contribute towards value for money through effective supply chain management services; Compliance to PFMA legislation, regulations & MDB policies and procedures. Programme 4: Corporate Services This programme provides corporate services to all the other programmes within the organisations including: Human Capital & Administration Communications & Stakeholder Management Legal Services and Board Secretariat Information Technology

2015 ANNUAL PERFORMANCE TARGETS Programme 1 Strategic Objective Performance indicator 2015/16 Annual Target Activities 2015/16 Budget Determination and re-determination of municipal boundaries. All requests for boundary re-determinations processed. 1.1 100% of requests for boundary re-determinations considered and processed. Conduct formal investigations and/or public meetings by 30 June 2015. Publish Section 21 notices after resolution by the Board. Publish Section 21(5) notices by 31 July 2015. R22 473 869  Delimit wards to facilitate local government elections. Delimit wards for all municipalities that qualify to have wards. 2.1 100% of wards for the 2016 local government elections finalised. Ward consultative meetings conducted for qualifying municipalities. Consider and map all submissions received and publish notices for ward objections by 30 May 2015. Publication of final wards by 30 September 2015, and for municipalities affected by Section 22 request by 30 November 2015.  

2015 ANNUAL PERFORMANCE TARGETS Programme 2 Strategic Objective Performance indicator 2015/16 Annual Target Activities 2015/16 Budget Capacity Assessments Date by which to develop a new capacity assessment model. 3.1 New capacity model developed by 30 September 2015. Review existing models and models of other departments. Test model and evaluate results from the pilot study. Report on challenges and constraints. R2 810 590  Knowledge Development and partnerships with other similar research institutions. Number of partnerships established with other similar research institutions 4.1 Four partnerships established with other similar research institutions. Identify and contact organisations conducting similar research both local and international. Write report on progress towards establishing partnerships for knowledge sharing. Co-produce a national event on knowledge sharing for spatial planning.   Demarcation Review Symposium 4.2 Demarcation Review Symposium held. Conceptualization and identify resources for symposium. Host symposium and compile evaluation report to inform policy and future practices.

2015 ANNUAL PERFORMANCE TARGETS PROGRAMME 3 Strategic Objective Performance indicator 2015/16 Annual Target Activities 2015/16 Budget Ensure Good Governance and sound financial management Opinion of the Auditor General on Annual Financial Statements 5.1 Clean audit (Unqualified audit without emphasis of matter) Clean audit (Unqualified audit without emphasis of matter). R7 837 339    Internal audit rating 5.2 Internal audit rating 2 (audit objectives met with housekeeping matters) Internal audit rating 2 (audit objectives met with housekeeping matters). Number of risk management reports 5.3 Four quarterly risk management reports produced Quarterly risk assessments conducted and reports produced. Number of findings on non-compliance with cost containment measures 5.4 Zero instances of non-compliance with National Treasury cost containment measures Zero instances of non-compliance with National Treasury cost containment measures. Number of sources of revenue 5.5 One (1) additional source of revenue or funding Secure One (1) additional source of revenue or funding. Frequency of Organisational and Financial Performance Monitoring Reporting 5.6 One (1) Organisational and Financial Performance Monitoring Report issued Quarterly Organisational and Financial Performance Monitoring work sessions conducted and report produced.

2015 ANNUAL PERFORMANCE TARGETS PROGRAMME 4 Strategic Objective Performance indicator 2015/16 Annual Target Activities 2015/16 Budget Public awareness and stakeholder engagement Number of MDB stakeholder engagement platforms created for public engagement. 6.1 Six (6) MDB Stakeholder engagement platforms created. R1 556 601    Number of internal communication activities. 6.2 Four (4) internal communication activities Quarterly internal newsletters published Number of external communication activities. 6.3 Four (4) external communication activities One educational DVD developed. Three corporate publications. One social media education campaign on Board mandate and roles. Number of media analysis reports. 6.4 Four (4) media analysis reports Four (4) media analysis reports. Number of perception surveys. 6.5 Two (2) Perception surveys One (1) internal survey completed. One (1) external perception survey completed. Number of brand building campaigns. 6.6 One (1) media campaign Ward handover media campaign.

2015 ANNUAL PERFORMANCE TARGETS PROGRAMME 4 cont….. Strategic Objective Performance indicator 2015/16 Annual Target Activities 2015/16 Budget Human Resources Management Date by which an optimally functioning organisational structure is in place. 7.1 Approval of the proposed, revised organisational structure by 30 June 2015. Resourcing of the approved structure. Migration of staff members to new positions and change management. Preparation for filling of positions in the structure. (Once assurance of finance has been received from NT). R11 009 037    Percentage of employees on establishment having performance contracts in place. 7.2 100% of staff having performance management contracts in place. Ensure that all staff members have performance management contracts in place. Frequency of conducting Performance Assessments. 7.3 Conduct performance assessments twice a year per staff member.

2015 ANNUAL PERFORMANCE TARGETS PROGRAMME 4 cont…. Strategic Objective Performance indicator 2015/16 Annual Target Activities 2015/16 Budget Human Resources Management Number of teambuilding, leadership, change management and people management interventions. 7.4 Two (2) interventions: teambuilding, leadership, change management and people management interventions conducted.   Date by which to complete evaluation of new remuneration strategy. 7.5 New remuneration strategy evaluated by 31 March 2016. Develop new remuneration strategy and framework. Consult with key stakeholders. Implement new remuneration strategy after approval from Board. Number of wellness interventions conducted. 7.6 Four (4) employee wellness intervention conducted. Quarterly employee wellness interventions conducted. Percentage of employees developed. 7.7 100% of employees to have Personal Development Plans in place and adhered to. Ensure that all staff members have Personal Development Plans in place

2015 ANNUAL PERFORMANCE TARGETS PROGRAMME 4 cont…. Strategic Objective Performance indicator 2015/16 Annual Target Activities 2015/16 Budget Ensure good and sustainable corporate governance Date by which proposed amendments are compiled, approved by Board and submitted to Minister 8.1 Submit proposed amendments to legislation and proposed Regulations for Municipal Demarcation Act by 31 March 2016 Identify legislation requiring consolidation and amendments. Compile proposed amendments and consolidations. Draft regulations for the Municipal Demarcation Act. Submit proposed amendments and regulations to Minister. R2 702 962    Percentage of policies reviewed 8.2 100% of all policies scheduled for review Review all policies. Number of quarterly compliance reports 8.3 Four (4) Compliance reports produced Quarterly compliance reports produced. Information technology services Website visitor numbers 9.1 Increase website visitor numbers by 25%. Identify website short comings. Develop and design new website. Develop a procedure for improving website content. Launch new website and collect user feedback. Market new website. R1 670 751  Infrastructure implemented 9.2 Implement new core infrastructure. Implement and maintain infrastructure. Monitor performance.

Medium Term Expenditure Framework

BUDGET Budgeted expenditure by economic classification Audited Outcome Revised estimate Medium term Expenditure Estimates R thousand 2013/14 2014/15 2015/16 2016/17 2017/18 REVENUE Transfers - Appropriated funds 42 182 44 230 45 793 48 220 50 631 Other income 948 840 620 496 149 Total revenue 43 130 45 070 46 413 48 716 50 780   OPERATING EXPENDITURE Compensation of employees 17 990 22 651 23 653 43 534 46 843 Lease payments 2 336 3 592 3 211 5 137 Goods and Services 24 390 23 699 36 401 33 923 36 410 TOTAL OPERATING EXPENSES 44 716 49 941 63 264 82 595 88 389 OPERATING SURPLUS/ (DEFICIT) (1 586) (4 871) (16 851) (33 879) (37 610) CAPITAL EXPENDITURE Total capital investment 689 3 322 1 785 6 507 490

BUDGET FORECAST AND RESERVES (CASH)

MEDIUM TERM EXPENDITURE FRAMEWORK Utilisation of accumulated savings   Actual for 2013/14 Budget for 2014/15 Budget for 2015/16 Budget for 2016/17 Budget for 2017/18 Government Grants 42 182 000 44 230 000 45 793 000 48 220 000 50 631 000 Other Income 948 000 840 000 620 000 496 000 149 000 Total Income 43 130 000 45 172 000 46 413 034 48 716 027 50 779 808 Total Expenditure 44 716 402 49 941 341 63 264 000 82 595 000 88 879 400 Projected Surplus/Deficit for the period (annually) -1 586 402 -4 769 341 -16 850 966 -33 878 973 -37 609 192 Actual/Projected balance of accumulated reserves (cash) 25 500 000 20 730 659 3 879 693

MEDIUM TERM EXPENDITURE FRAMEWORK Key Cost Drivers Institutional capacity and capabilities commensurate with the mandate. Research activities to support Board decisions, add value to its advisory role and increase revenue streams. Public participation and stakeholder engagement. Minister’s section 22(b) proposals in line with Back to Basics.

CONCLUDING REMARKS The Board needs resources to ensure successful implementation of the strategic plan. While the 2015/16 shortfall will be funded from accumulated savings (under expenditure), the Board will not have sufficient funds over the MTEF period.

Thank you!