What we do

The Provincial Treasury delivers services mainly to provincial departments, public entities and municipalities in the Western Cape. Our services to our clients allow them to deliver frontline services to citizens.

In terms of Section 18 of the Public Finance Management Act, 1999 (Act of 1999) and Section 5 (4) of the Municipal Finance Management Act, 2003 (Act 56 of 2003), the Provincial Treasury is instructed to assist its clients to improve service delivery.

The Department’s focus is to build on joint planning, coordination and delivery between provincial departments, municipalities, national government and other key interested parties.

To conduct research on various methodologies for domestic resource mobilisation, and advice on the most appropriate approach to revenue and the fiscal framework for the provincial fiscal strategy. Continuous monitoring of revenue and cash trends, advice on the sustainability and management of provincial and municipal funding sources

• Four (4) Research reports on the Provincial and Local Government Fiscal System
• Four (4) Provincial Revenue reports
• Eight (8) Cash Management reports
• Four (4) reports on the performance of the WCGRB  

To promote effective resource allocation within the provincial budget and its effective implementation through research, analysis and advice to key fiscal and budgetary stakeholders that informs budget policy and enables recommendations on budget allocations which reflect the priorities of government and are based on programme effectiveness. 

• Twenty-eight (28) Provincial budget policy assessment reports
• Publication of the Provincial Economic Review and Outlook in October 2017
• Publication of the Medium Term Budget Policy Statement in November 2017

To promote effective resource allocation within municipal budgets and its effective implementation through research, analysis and advice that informs the preparation of municipal budgets to promote allocations which reflect the priorities of government and based on programme effectiveness. 

• Thirty (30) Municipal budget policy assessment reports 
• 100% Quarterly Performance Reports received, assessed 
• Publication of the Municipal Economic Review and Outlook in October 2017

To improve the conformance, credibility and sustainability of the provincial budget by assessing expenditure composition and trends within departments and table an approved Estimates of Provincial Revenue and Expenditure.  To monitor the implementation of the budget by assessing conformance, accountability, data integrity, and efficiency.

• Twenty-eight (28) Provincial budget assessment reports
• One (1) Expenditure review
• Four (4) Quarterly reports on the implementation of the budget

To improve municipal budgets through monitoring and support municipalities and municipal entities and to report on it monthly and quarterly.

• Three hundred and seventy-two (372) monthly IYM assessments reports on the implementation of the municipal budget
• Thirty (30) Municipal budget assessment reports
• Four (4) reports on MFMA implementation 
• One (1) assessment on selected municipal budget expenditure items.

To instil IDMS-principles in departments to improve delivery on planning, construction, and maintenance of projects.

• Twenty-eight (28) asset management plans assessed 
• Seventy-two (72) Infrastructure expenditure reports assessed
• Ten (10) infrastructure project delivery assessments
• Four (4) Quarterly reports on the implementation of infrastructure budgets to Cabinet 
• One (1) developed and tested municipal infrastructure delivery management system(s) in municipalities

To render an effective data and information management service by providing financial and performance information on a central repository to enable proper decision-making and credible publications. 

• Four (4) datasets managed
• Three (3) budget process plans managed

To provide policy direction and facilitating the management of supply chain and asset management systems and practices through better procurement planning, capacity building, and business process enhancement, for efficiency gains and enhancing relationships with suppliers.

• Twenty-six (26) interventions performed to asset departments with the continuous improvement of their supply chain and asset management systems
• One hundred and sixty-nine (169) SCM/AM and SCM systems assessed reports
• Three (3) interventions for strategic sourcing implementation 
• Twelve (12) Supplier engagement sessions to develop and educate suppliers

To provide policy guidance and facilitating the management of supply chain and asset management practices through better procurement planning, capacity building, business process enhancement, for efficiency gains and enhancing relationships with suppliers.

• Ten (10) municipal SCM and MAM Virtuous Cycle assessment reports
• Fifteen (15) municipalities assisted with the implementation of the model policy for infrastructure procurement
• Twelve (12) structured municipal training interventions
• Five (5) municipalities assisted with asset management business process
• Five (5) Municipal Districts assisted with localisation of procurement

To provide for the implementation, management and oversight of provincially operated financial systems through training of users in accordance with their system profiles, effective user account management, optimal utilisation of systems for migration to the IFMS.

• One hundred and forty-seven (147) institutions provided with user account management service i.r.o provincially operated financial systems
• Thirteen (13) votes assisted with the planning and preparation i.r.o all provincially operated financial systems for migration to the IFMS
• Fourteen (14) votes assisted in providing and analysing data

To improve the application of accounting standards and financial reporting within municipalities by providing support and training to municipalities.

• Thirty (30) Municipalities supported with the accounting reporting framework
• Thirty (30) reports submitted for MGRO engagements  
• Thirty (30) municipalities supported with mSCOA implementation

To improve the application of accounting practices in line with the reporting frameworks, prepare provincial consolidated financial statements and prepare for financial governance reform by training and building capacity within departments.

• Fourteen (14) votes assessed against the applicable accounting and norms and standards requirements
• Five (5) accounting training interventions
• Publication and tabling of the ACFS, one month after receipt of audit report on the ACFS
• Four (4) CGRO Cabinet submissions coordinated
• Two (2) quarterly governance engagements with departments

To develop, monitor and advise on norms and standards of corporate governance by supporting the development, implementation and enforcement of a generic set of corporate governance standards.

• Ten (10) municipal support initiatives on integrated capacity building and training
• Twenty-eight (28) municipal MGRO assessment reports
• Twelve (12) municipal support initiatives on Governance, Risk and Control
• Six (6) municipalities and departments supported with financial delegation framework and policies.