1page 1 Strategic plan and budget of the Auditor General of South Africa for Version October 2009 SCoAG presentation

2 Mission The Auditor-General has a constitutional mandate and, as the Supreme Audit Institution (SAI) of South Africa, it exists to strengthen our country’s democracy by enabling oversight, accountability and governance in the public sector through auditing, thereby building public confidence. This is our reputation promise

3 Table of contents  Strategic Plan and Budget – Overview of AG Commitment – Simplicity, clarity and relevance of reports – Visibility of leadership – Strengthen human resources – Lead by Example – Funding – Detailed Budget – Conclusion  Audit tariffs  Audit directive

Page 4 Strategic Plan and Budget

5 Overview of AG Commitment The AGSA remains committed to the following goals in order to impact positively on all aspects of public sector accountability: –ensuring simplicity, clarity and relevance of the messages contained in all our reports, including the quality, timeliness and deepening of stakeholders’ understanding of our reports –improving the visibility of our leadership through clear communication in championing the implementation of audit recommendations –strengthening the human resource strategy with particular emphasis on the comprehensive trainee auditor scheme –leading by example on matters of risk management, internal controls and transformation –focusing on the funding model with a view to stabilising our margins and cash flow situation

6 Simplicity, clarity and relevance of our reports Regularity Audits Regularity audits continue to drive achievement of clean audit opinions –Root cause analysis –Ensure simplicity, clarity and relevance of messages in AGSA reports Quality and timeliness of our reports remain pillars of our reputation –Adopt best practice methodologies (incorporating roles and responsibilities) in order to achieve timeliness and quality of AGSA reports Auditing of Performance Information Increase AoPI focus and visibility in order to expedite reporting on the achievement of service delivery goals in phased-in approach –National & provincial departments, constitutional institutions & trading entities –Municipal metropolitan councils & the related municipal entities

7 Simplicity, clarity and relevance of our reports Performance Auditing Performance auditing themes for are –Poverty reduction –The oversight and governance of State-Owned Enterprises –Government departments’ use of consultants

Simplicity, clarity and relevance of our reports page 8 Performance measure Target Target Target % Adherence to all quality standards Excellent performance. (Regularity audits, General reports, Performance audits & special investigations; Strategic plan and budget and Annual Report) 85%86%87% ToolQuality control assessment Objective: Continual improvement of the quality & timeliness of AGSA reports

Simplicity, clarity and relevance of our reports page 9 Performance measure Target Target Target % Compliance with timeliness Audit reports (PFMA and MFMA) 90% General reports, performance audits & special investigations 95%96%97% Strategic plan and budget and Annual Report 100% ToolAudit tracking tool Objective: Continual improvement of the quality & timeliness of AGSA reports

10 Simplicity, clarity and relevance of our reports Key ChallengesMitigation Insufficient capacity to do performance audits Regular reviews by the Performance Audit Advisory Committee Quality and timely submission of annual financial statements to the AGSA Leadership visibility prior, during and post audit Compliance to financial accounting practices by auditees

11 Visibility of our leadership Our leaders will be more visible to external and internal stakeholders in order to drive the objectives of influencing improvement in audit outcomes –External interactions involve deepening of understanding of messages in our reports and monitoring of progress towards clean audit opinions –Understand & interpret audit outcomes –Discuss audit outcomes with the auditees, other stakeholders & escalate, where necessary –Monitor progress of implementation of audit findings, and analyse & escalate where necessary –Obtain feedback from stakeholders on the engagements with AGSA leadership Objective: Develop stakeholder relationships so as to influence improvement in audit outcomes

12 Visibility of our leadership Internal interactions will focus on leaders’ effectiveness in driving the –Performance-driven culture within the AGSA –Development of leadership competencies –Ongoing performance management system –Rolling out of values Objective: Achieve performance-driven culture within the AGSA

Visibility of our leadership page 13 Performance measure Target Target Target % Stakeholder satisfaction70%75%80% ToolSurvey Objective: Develop stakeholder relationships so as to influence improvement in audit outcomes

Visibility of our leadership page 14 Performance measure Target Target Target % Alignment to desired culture 70%75%80% ToolSurvey Objective: Achieve performance-driven culture within the AGSA

15 Visibility of Leadership Key ChallengesMitigation Constant disregard of AGSA’s recommendations by auditees Leadership visibility prior, during and post audit Ineffectiveness of auditee’s governance structure Expanded government structures Aligning AGSA to new structures

16 Strengthen human resources A skilled, motivated, high-performing & diverse workforce is a key enabler in delivering on our mandate. Our focus will continue to be on –Reposition the recruitment process for strategic talent sourcing –Recognition-and-reward strategy and plan –Talent management strategy (grow talent from within) –The AGSA as a learning organisation –Reposition the TA scheme in line with agreed resolutions –Ensure Corporate Service MQF is applied Objective: Have a motivated, high-performing and diverse workforce

Strengthen human resources page 17 Performance measure Target Target Target % Occupancy levels80%85%90% ToolStaff occupancy rate report from PeopleSoft Objective: Have a motivated, high-performing and diverse workforce

Strengthen human resources page 18 Performance measure Target Target Target % Staff retention Bands D & E 25% improvement on baseline 30% improvement on baseline 35% improvement on ToolStaff retention rate report from PeopleSoft Objective: Have a motivated, high-performing and diverse workforce

19 Strengthen Human Resources Key ChallengesMitigation Ongoing vacancy challenge at Audit Assistant Manager and Audit Manager levels. Continuously reviewing human capital policies and procedures Implement and monitor trainee auditor scheme to focus on growing own talent Retain and attract professionals Exploring different sources to attract talent Increase AGSA branding and visibility in the labour market Ongoing review of remuneration practices Continue with the DMS initiative, where appropriate Unsatisfactory pass rate trainee auditors Consistent application of academic progress study policies Utilise DMS professionals for training and development of our trainee auditors Continue to focus on mentoring and coaching Continue to provide academic support In future, AGSA will focus on CTAs

20 Lead by example As an institution we commit to continue to be exemplary by ensuring that –Our internal controls are observed and are in line with good practices –We monitor adherence by thorough internal & external audits – Implement the AGSA’s enterprise-wide risk management framework – Enhance the internal control environment through business process reengineering – Enhance Management Information Systems (MIS) Objective: Adhere to standards of excellence in all areas

21 Lead by example AGSA will contribute to the transformation agenda of our country Develop and implement the broader transformation plan, focusing on Economic development, Poverty eradication and Employment Objective: Maximise the AGSA’s contribution to transformation

Lead by example page 22 Performance measure Target Target Target % Corrective actions implemented and no high-risk findings 100% implementation of corrective actions and no high-risk findings 100% implementation of corrective actions and no high-risk findings 100% implementation of corrective actions and no high-risk findings ToolIndependent review conducted by our internal and external auditors Objective: Adhere to standards of excellence in all areas

Lead by example page 23 Performance measure Target Target Target % Achievement of BBBEE plan 100% implementation of annual BBBEE plan 100% implementation of annual BBBEE plan ToolAudit of implementation plan Objective: Maximise the AGSA’s contribution to transformation

24 Funding We will continue running the organisation economically, efficiently and effectively We will focus on Horizontal and sectoral auditing Optimising contract work vs own hours mix Managing working capital including debt collection Ensure cost-effective operations Implementing and tracking the impact of the revised funding model

25 Funding Key ChallengesMitigation Continued erosion of AGSA margins Monitoring and Controlling overheads and contract work Declining working capital Ability of local and provincial government to settle their accounts on time Increased outstanding debt Streamlining debt collection Engaging political heads Exploring legal debt collection process

Funding page 26 Performance measure Target Target Target % Net surplus Target 5%6% ToolAnalysis of the income statement Objective: Execute the AGSA mandate economically, efficiently & effectively

Funding page 27 Performance measure Target Target Target Working capital ratio 1:11.15:11.2:1 ToolAnalysis of the income statement Objective: Execute the AGSA mandate economically, efficiently & effectively

Page 28 Detailed Budget 2010/11

29 Projected income statement

30 Net surplus as % of audit income Budget 31 March 2010 Budget 31 March 2011 Forecast 31 March 2012 Forecast 31 March 2013 Target net surplus % 4%5%6% Net surplus as per income statement R66 millionR69 millionR75 millionR81 million Net surplus as % of audit income 4% Note: The AGSA continues to strive to achieve the target net surplus % through continuous cost cutting measures and increasing own hours revenue

31 Overhead analysis Budget Operating costs31 March 2010 R’m 31 March 2011 R’m Movement R’m % Staff remuneration - support197,604211,20113,5977% Other personnel costs35,52144,6789,15726% Contract work irrecoverable18,12027,0368,91649% Accommodation47,97058,95410,98423% Liaison29,14221,536(7,606)(26%) Professional assistance79,73772,647(7,090)(9%) Technological services32,61638,2135,59717% Auxiliary services14,46818,7544,28630% Other38,72651,87613,15034% Total493,904544,89550,99110%

32 Overheads Movement Explanation Staff Remuneration - Increase due to salary increase provision of 7% Other Personnel Costs - Increase in bonus provision from 1.61% to 2.35% of payroll Contract work irrecoverable - This cost is made up of various projects, for example, ICT, Human Capital, IRBA Firm Level Review etc Accommodation - Increase in rental area of 3226 square meters due to increase in headcount and increase in electricity Liaison - Decrease in planned expenditure on regional congresses Professional Assistance - More internal training planned, as opposed to more external training Technological Services - Increase in computer services (eg, networks, support etc) due to increase in headcount Auxiliary Services - Increase in cleaning services, publications, stationery and printing etc Other Expenses - Increase in (Afrosai secretariat costs, finance charges (more laptops), employee wellness program, insurance and legal fees

Page 33 Conclusion and Proposed SCoAG interventions

34 Conclusion and Proposed SCoAG interventions  This strategic plan and budget outlines the AGSA leadership’s commitment to realising our mission and vision  We are confident that we will achieve the set targets  We request SCoAG’s intervention in the following areas – Encouraging robust leadership monitoring and oversight at auditees to address audit findings – Regularly reviewing the appropriateness of our funding model – Engaging political stakeholders to assist us in the collection of outstanding fees

Page 35 Audit Tariffs

36 Recoverable hours BEOLSMMA/AMTA Available Hours2009 Annual Leave-180 Sick Leave-82 Study Leave Training Supervision of BU Activities Strategic Initiatives Admin Recoverable Hours Percentage Recoverable35%45%60%66%

37 Calculation of AGSA Hourly Tariff Hourly Tariff = (Annual Salary/Annual Recoverable hrs) * mark-up factor AGSA average mark-up factor = 2.2 Utilised 7% salary increase assumption For example: – An audit manager with an annual salary of R has a charge out for 09/10 of R824 per hour. – Assuming a 7% salary increase for 10/11 an audit manager will earn a salary of R and have a charge out of R884 per hour. – This means a fee increase of 7.28% for our auditees.

38 Calculation of SAICA Hourly Tariff SAICA mark-up factor = 2.86 Aligned recoverable hours to AGSA hours Where existing rate was higher, left at existing rate Where new rate was higher, capped increase at 7% There is a 30% differential between AGSA tariffs and SAICA tariffs For example, if we take an annual salary of R –The AGSA rate is calculated as (R405000/1320hours)*2.2 = R675 –The SAICA rate is calculated as (R405000/1320hours)*2.86 = R878 –So the auditees pay a premium of (R878-R675) = R203 per hour on this band –This equates to a premium of 30% (R203/R675)

Page 39 Audit Directive

40 Broad consultation on audit directive The Directive sets out the audit standards of the AGSA, therefore broad consultation is necessary Environmental scanning: Directive addresses lessons learnt from previous audit cycles, including readiness assessments (consultation/scanning with: auditors, AGSA senior leadership, AGSA technical specialists, NT, CFOs) Technical developments: Directive is aligned to developments in accounting and auditing (consultation with: ASB, NT, SAICA Public Sector Committee, IRBA, AGSA Technical Committee, AGSA EXCO. Also, IFAC and INTOSAI developments are considered) Consultation with SCoAG in terms of s13(1) of the PAA (planned for 16 October 2009)

41 Key elements in the Directive Applicability: all auditors of publicly funded institutions, including those that the AGSA opts not to audit itself (s4(3) of the PAA) Enforces consultation by Institutions on the appointment of auditors (s25 of PAA) Emphasises that the Audit Directive must be complied with and outlines the consequences of non-compliance Confirms that an opinion will be issued on the financial statements in terms of international auditing standards Elaborates on the AGSA phased approach to the audit of performance information and indicates the key areas of focus to be included in audit reports Confirms that while no opinion is issued on non-compliance, this remains a reportable matter Confirms that Performance Audits are undertaken in terms of INTOSAI standards Confirms that Investigations are undertaken in terms of the AGSA’s own standards and guidelines Specifies the standards applicable to audit related services and to reports on donor funds Explicitly provides details of the AGSA response in terms of International Standards on Auditing to the different accounting frameworks