PORTFOLIO COMMITTEE ON BASIC EDUCATION – 9 MARCH 2010
THREE-YEAR STRATEGIC PLAN
FOR THE FINANCIAL YEARS: 2010 TO 2013
ONE-YEAR SERVICE DELIVERY PLAN
FOR THE FINANCIAL YEAR: 2010/11
HONOURABLE MEMBERS OF THE
EDUCATION PORTFOLIO COMMITTEE:
Ms FI Chohan, Chairperson
Ms N Gina
Ms MT Kubayi
Mr ZS Makhubele
Mr KD Mataboge
Ms AC Mashishi
Ms FF Mushwana
Ms G Saal
Ms NW Madikizela-Mandela
Ms N Mkhulisi
Dr JC Kloppers-Lourens
Mr DC Smiles
Ms A Mda
Ms L Adams
Mr AM Mpontshane
Ms HS Msweli
Mr MH Hoosen
Mr NM Kganyango
Mr RB Bhoola
Ms C Dudley
ANC
ANC
ANC
ANC
ANC
ANC
ANC
ANC
ANC
ANC
DA
DA
COPE
COPE
IFP
IFP
ID
UDM
MF
ACDP
TABLE OF CONTENTS:
1. INTRODUCTION
Accounting Officer – Mr M Govender
2. SUMMARY OF PROGRAMMES - OPERATIONAL
Accounting Officer – Mr M Govender
3. SUMMARY OF PROGRAMMES - BUDGET
Chief Financial Officer – Mr J Moshakga
4. CONCLUSION
Accounting Officer – Mr M Govender
1.
INTRODUCTION:
As we enter 2010 with the theme “Perfecting the Art
of Teaching”, it gives us great pleasure to present
our
THREE-YEAR STRATEGIC PLAN
FOR THE FINANCIAL YEARS: 2010 TO 2013
&
ONE-YEAR SERVICE DELIVERY PLAN
FOR THE FINANCIAL YEAR: 2010/11
5
Perfecting the art of teaching
 The ELRC is devoted to enable educators to deliver a
standard of education that is reflective of our
transformation as a nation.
 A sound investment in our educators is ultimately an
investment in our children.
 The ELRC through its core services and special projects
forms an integral part of our country’s primary goal to
improve the overall quality of education in South Africa.
6
Perfecting the art of teaching
 ELRC aims to ensure quality in teaching and learning by:
 being Prudent through efficient use of resources
 being Compliant with laws and the will of the people
 ELRC negotiates Policies that ensures professionalism and
service delivery in public education
 The Social Contract of the Unions is self realised and
achieved:
 through the organised profession’s commitment to quality
education
 through the establishment of a partnership with the other
role players in education
7
VISION
To strive towards the continuous maintenance and promotion of
labour peace, accomplished in the spirit of parties to the
Council working together and contributing towards the
transformation and development of quality South African Public
Education Sector.
MISSION
To be the leading provider of quality, effective, efficient and
non-partisan administration and facilitative mechanisms for
labour peace and for the development of a quality South African
Public Education Sector.
8
EXECUTIVE SUMMARY
The core business of the ELRC is primarily Dispute Resolution
Services and Collective Bargaining. In 2008 the ELRC expanded
the scope of its constitution to include bargaining and dispute
resolution for the FETC sector.
On the 17th February 2009 Collective Agreement 1 of 2009:
Further Amendment of the ELRC constitution as certified by the
Registrar of Labour on 25th April 2007 and as ratified by
Collective Agreement 6 of 2007 was signed. The Founding
Agreement: Further Education and Training Colleges sector
interim Bargaining Unit within the ELRC was signed on the 9th
June 2009. In 2009 the Registrar of Labour Relations had
approved the variation of the scope of Council to include the
FETC bargaining.
9
EXECUTIVE SUMMARY (Continued…)
It is envisaged that with the new scope as approved by the
Registrar of Labour Relations, the ELRC will become a true
bargaining sector and thus in future will include the noneducators for both Basic and Higher Education.
The accompanying operational plans and budgets have been
developed to include Dispute Resolution Services and Collective
Bargaining for the now current sectors which include:
 Basic Education (PART B – page 17)
 Higher Education and Training (PART C – page 203)
10
ELRC - PRESENT
EXECUTIVE COMMITTEE
Finance Sub
Committee
Legal Sub
Committee
Budget Sub
Committee
Investment Sub
Committee
Basic Education
Bargaining Chamber
Interview Sub
Committee
H R Sub
Committee
Higher Education and
Training Bargaining
Chamber
25
Delegates
Employer
25
Delegates
Trade
Unions
380 000 Educators
10
Delegates
Employer
10
Delegates
Trade
Unions
8 000 Lecturers
ELRC - FUTURE
EXECUTIVE COMMITTEE
Finance
Sub
Committee
Budget Sub
Committee
Investment
Sub
Committee
Basic Education
Bargaining
Chamber
Educators
Bargaining
Unit
PS Employees
in Education
Bargaining Unit
H R Sub
Committee
Legal Sub
Committee
Interview Sub
Committee
Higher Education and
Training Bargaining
Chamber
Lecturers
and Managers
Bargaining
Unit
Support Staff
Bargaining Unit
11
ELRC
SERVICES
SUPPORT SERVICES
1 Management, Intervention and Facilitation Services
2 Compliance and Investigation Services
3 Governance Support Services
4 Mobilising Employees Services
5 Research and Development
6 Training and Development
7 Media and Communication
8 Finance and Accounting Services
9 Facilities Management Services
CORE SERVICES
DISPUTE RESOLUTION
SERVICES
Basic
Education
Higher
Education
and Training
COLLECTIVE BARGAINING
Basic Education
Provincial
National
Higher
Education and
Training
National
2.
SUMMARY OF PROGRAMMES page10
The activities of the Council are organised in the following five
programmes:
Programme
Sub-programme
1.
Dispute Resolution
Services
1.1 Dispute Resolution Services
1.2 Training and Development
2.
Collective
Bargaining
2.1 National
2.2 Provincial
2.3 Dispute Prevention Support Services
2.4 Governance Support Services
3.
Executive Services
3.1Management, Intervention and Facilitation
Services
3.2 Compliance and Investigation Services
3.3 Mobilising Employees Services
3.4 Research and Development
3.5 Media and Communication
4.
Corporate Services
4.1 Finance and Accounting Services
4.2 Facilities Services
5.
Capital Expenditure
5.1 Procurement of equipment and furniture
12
13
Programme 1:
Dispute Resolution Services
Programme 1.1:
Dispute Resolution Services – page 18
Strategic Objectives
 To resolve grievances and disputes in education
 To ensure compliance with ELRC constitution
 To promote the prevention of grievances and disputes
 Establishment of quality control for awards
 To ensure compliance with LRA
Programme 1:
Dispute Resolution Services
14
Programme 1.2:
Training and Development – page 29
Strategic Objectives
 To coordinate training of Negotiators and Dispute Resolution
Practitioners with the relevant knowledge & skills to carry out
their responsibilities effectively and efficiently.
 To coordinate the development of Panellists to carry out their
duties effectively in order to increase productivity and efficiency.
15
Programme 2:
Collective Bargaining Services
Programme 2.1:
Collective Bargaining – National – Page 35
Strategic Objectives


To conclude collective agreements in public education
To ensure compliance with LRA
16
Programme 2.1:
Collective Bargaining Services – National
Operational Objectives









Task Team reports
Collective Bargaining
Quarterly report
Communication to ELRC stakeholder (The Negotiator
Publication)
ELRC research reports workshops
Ratification of Collective Agreements
Vote Weights
Research
Annual Conference
17
Programme 2.2:
Collective Bargaining Services – Provincial – page 43
Strategic Objectives
 To conclude collective agreements specific to the province
 To ensure compliance with the ELRC Constitution.
 To promote consultations iro National Education Policy Act.
 To ensure implementation of national policies and collective
agreements.
 To promote consultation on matters of mutual interest
18
Programme 2.2:
Collective Bargaining Services - Provincial
Eastern Cape – page 45
Operational Objectives
 HIV & AIDS and Employment Wellness
 Dispute Prevention and Dispute Resolution
 Curriculum Development
 Realignment of schools
 Early Childhood Development (ECD) and Adult Basic Education
and Training (ABET)
19
Programme 2.2:
Collective Bargaining Services – Provincial
Free State – page 56
Operational Objectives
 Safety of educators
 Advertising and filling of posts
 Further Education and Training Institutions
 Skills development plan
20
Programme 2.2:
Collective Bargaining Services – Provincial
Gauteng – page 62
Operational Objectives
 Adult Basic Education and Training (ABET)
 National curriculum statement (NCS)
 Performance management
 Temporary educators
21
Programme 2.2:
Collective Bargaining Services – Provincial
KwaZulu-Natal - 71
Operational Objectives
 Appointments in terms of amendments to EEA
 Distribution of Curriculum Transformation Post
 Pay, Grade, and Accelerated Progressions
 Educators Development Structured Upgrading Programmes
(NPDE/ACE/etc)
 PMDS for Office Based Educators
 Seminars on Challenges in Employment Equity and Affirmative
Action Policies
 Phasing out of Mainstream Educators
22
Programme 2.2:
Collective Bargaining Services – Provincial
Limpopo – page 83
Operational Objectives
 Provincial Collective Agreements
 Filling of vacant posts
 Advertisement and filling of posts
 ABET and ECD
23
Programme 2.2:
Collective Bargaining Services – Provincial
Mpumalanga – page 92
Operational Objectives
 Post provisioning norms (MTEF)
 Filling of posts
 HIV/AIDS
 Curriculum development
24
Programme 2.2:
Collective Bargaining Services – Provincial
Northern Cape – page 98
Operational Objectives
 Early childhood development (ECD)
 Teacher development
 Inclusive Education/LSEN
 Further Education and Training
 National Teaching Awards
25
Programme 2.2:
Collective Bargaining Services – Provincial
North West – page 108
Operational Objectives
 School Health and Occupational safety
 Educator Professional and Curriculum Development
 HIV/AIDS and Educator Wellness
 ECD, ABET and LSEN
 Training and capacitating of negotiators
 School safety
26
Programme 2.2:
Collective Bargaining Services – Provincial
Western Cape – page 116
Operational Objectives
 Safe school environment
 Training on:
 Negotiation Skills (Mutual Gains)
 The New Dispute Procedure and Labour Law
 Excess educators
 Transformation and Restructuring
 Internal dissemination of Arbitration Awards
27
Programme 2.3:
Dispute Prevention Support Services
Strategic Objectives – page 122
 To provide support (shop stewards) in the prevention and
resolution of disputes.
Programme 2.4:
Governance Support Services
Strategic Objectives – page 125
 To provide tools & information to stakeholders to govern
the Council effectively & efficiently.
Programme 3:
Executive Services
Programme 3.1:
Management, Intervention and Facilitation Services
Page 140
Strategic Objectives
 To ensure the sound management of the Council
 To intervene and facilitate matters of national importance /
that threatens labour peace
 To evaluate and improve effectivenes of risk management,
control and governance process
28
Programme 3:
Executive Services
29
Programme 3.2:
Compliance and Investigation Services – page 145
Strategic Objectives
 To ensure the sound financial management of the Council.
 To ensure adherence to relevant national laws & regulations, best
practice and the established policies & procedures.
Programme 3:
Executive Services
Programme 3.3:
Mobilising Employees Services (HR) – page 150
Strategic Objectives
 To effectively mobilise employees to deliver the best services
 To attract, develop & retain a highly qualified and diverse
workforce.
 To create a culture that promotes excellence throughout the
Council.
30
Programme 3:
Executive Services
31
Programme 3.4:
Research and Development – page 162
Strategic Objectives
 To Conduct market research and needs analyses for the education
sector to improve access to and quality of education
 To engage in research to support the quality initiatives (NEG &
DR) in public education.
Programme 3:
Executive Services
Programme 3.5:
Media and Communication – page 167
Strategic Objectives
 To comply with the Public Finance Management Act in compiling
an annual and quarterly report.
 To promote dialogue with the employees in order to develop a
better understanding of the business
 To build the corporate image of the ELRC with its stakeholders
 To market the ELRC
 To comply with the Promotion to Access of Information Act
32
Programme 4:
Corporate Services
Programme 4.1:
Financial Services – page 175
Strategic Objectives
 Implement, maintain and improve internal control procedure
 Manage and regulate supply chain management processes
 To identify and manage the risk assessment and fraud prevention
plans
 Sound cash flow management
33
Programme 4:
Corporate Services
Programme 4.2: Administration Services
Page 184
Strategic Objectives
 To provide the necessary resources and to ensure the effective
utilisation of resources
 Manage and safeguard assets of the Council
 To maintain and upgrade infrastructure. Creation of a secure
working environment
34
Programme 5:
Capital Expenses
Strategic
Objectives – page 197
Strategic Objective
 To ensure timeous procurement of resources
 To manage the property of the ELRC with particular focus on
increased effectiveness, efficiency, economy, transparency and
integrity
35
36
3.
NOTES TO BUDGET
1. From the 1 July 2009 the scope of work carried out by secretariat has
changed whereby new sub programmes were added and old sub
programmes re-aligned as follows:
1.1
1.2
1.3
Executive Services will make up the following services:
1.1.1
Management, intervention and facilitation services
1.1.2
Compliance and Investigation Services
1.1.3
Mobilising employee’s services (HR)
1.1.4
Research; and
1.1.5
Media and Communication
Corporate Services (Finance/Facilities services)
Training and Development services are included under Dispute
Resolution Services.
37
NOTES TO BUDGET (Continued…)
1.4
1.5
1.6
1.7
The Dispute Prevention Services has been incorporated into
Collective Bargaining.
Governance Support is also included under Collective
Bargaining
Negotiation Support Service changed to Collective Bargaining
and will include Implementation of Acts, Agreements and
Policy Development.
Capital Expenditure
2. The income of the FETC sector is insufficient to meet their
expenditure. Consequently the Basic Education sector of the ELRC
has to subsidise the deficit in the Higher Education and Training
budget.
3. The budgeted income for 2009/2010 is based on a levy of R10 which
is the same as in the previous year.
38
NOTES TO BUDGET (Continued…)
 As at end of first quarter 30 June 2009 the reserve funds
stands at R30,489,335.
 These funds are insufficient to carry us up to year
2011/2012.
 We require an additional R19,587,144 to carryout all
functions in year 2011/12 and 2012/13.
 Savings in previous years would enable accumulation of
funds which can be used in year 2011/12 and 2012/13.
CCEM/ CT
39
NOTES TO BUDGET (Continued…)
 Reserve funds as at 30 June 2009 30,489,335
 Less: Transfer for 2009/10 and 2010/11 26,648,476
 Total funds remaining end of March 2011
3,840,859
 Funds required in 2011/12 and 2012/13 19,587,144
CCEM/ CT
SUMMARY OF BUDGET – page 12
Subprogramme
Income Received
Transfers from Reserve Funds
Expenditure
Outcome
Audited
2007/08
Expenditure
Outcome
Audited
2008/09
Estimate
Actual
Budget
2009/10
2010/11
2011/12
36 792 195
51 281 729
45 600 000
45 600 000
45 600 000
45 600 000
9 523 722
18 120 332
9 550 657
13 566 024
-
-
Medium-term expenditure estimate
MTEF
MTEF
MTEF
2012/13
EXPENDITURES
26 992 328
35 599 939
55 123 722
63 720 332
55 150 657
59 166 024
CORE SERVICES
22 349 490
30 812 465
46 435 223
50 374 549
46 854 327
50 140 061
2 917 451
3 995 536
7 561 566
9 634 855
8 268 732
9 095 605
2 917 451
-
3 628 371
367 165
6 585 228
976 337
8 419 386
1 215 469
7 960 216
308 516
8 756 237
339 368
15 155 398
18 021 185
24 091 489
28 499 248
28 413 840
29 855 526
2.1 Collective Bargaining (National)
2 324 411
1 464 774
3 565 240
5 874 248
5 404 639
5 945 103
2.2 Collective Bargaining (Provincial)
4 863 655
2.3 Dispute Prevention Support Services
7 967 333
4 886 677
11 669 734
6 678 938
13 847 312
7 581 539
13 847 312
8 159 063
13 847 312
8 960 003
13 847 312
699 037
462 114
1 087 409
1 196 150
1 002 826
1 103 109
4 276 641
8 333 629
13 694 759
12 240 446
10 171 755
11 188 931
569 233
1 941 146
5 760 271
2 420 100
2 662 110
2 928 321
4.2. Compliance and Investigation Services
1 845 182
2 323 852
1 400 000
1 540 000
1 694 000
1 863 400
4.3. Mobolising Employees Services
1 002 214
1 045 729
1 855 497
2 364 180
1 800 000
3 310 574
2 692 396
2 961 636
860 012
1 167 406
2 370 309
2 989 772
3 123 249
3 435 574
4 642 838
4 642 838
4 787 474
4 787 474
7 343 828
5 624 828
12 159 209
7 159 209
7 296 330
7 296 330
8 025 963
8 025 963
6. Capital expense
1 719 000
5 000 000
7. Subsidy to Higher Education from Reserve funds
Total
1 344 671
1 186 574
1. Dispute Resolution Services
1.1 Dispute Resolution Services
1.2 Training & Development Services
2. Collective Bargaining
2.4. Governance Support Services
SUPPORT SERVICES
4. Executive Services
4.1. Management, Intervention and Facilitation Services
4.4 Research Services
4.5. Media and Communication
5. Corporate Services
Finance, Accounting and Facilities Services
9 799 867
15 681 790
-
1 980 000
-
-
1 000 000
-
-
1 000 000
-
40
ALLOCATION OF BUDGET TO VARIOUS
PROGRAMMES – page 13
41
42
Programme 1.1:
Dispute Resolution Services
Summary of Budget – page 19
Subprogramme
1.1 Dispute Resolution
1.2 Dispute Prevention
1.3 Administration
1.4 Compensation of Employees
Total
Expenditure Expenditure
Outcome
Outcome
Audited
Audited
2007/08
2008/09
2 042 109
2 329 195
120 812
1 885
444 315
873 456
734 050
2 917 451
3 628 371
Estimate
Actual
Budget
2009/10
4 098 726
255 000
373 200
1 858 302
6 585 228
Medium-term expenditure estimate
MTEF
MTEF
MTEF
2010/11
4 508 599
280 500
410 520
3 219 767
8 419 386
2011/12
3 826 550
246 050
345 872
3 541 744
7 960 216
2012/13
4 209 205
270 655
380 459
3 895 918
8 756 237
43
Programme 1.1:
Dispute Resolution Services
Allocation of Funds – page 19
44
Programme 1.2:
Training and Development
Summary of Budget – page 29
Subprogramme
Training of negotiators & dispute
practitioners
Compensation of Employees
Total
Expenditure Expenditure
Outcome
Outcome
Audited
Audited
2007/08
2008/09
367 165
0
367 165
Estimate
Actual
Budget
2009/10
850 000
Medium-term expenditure estimate
MTEF
MTEF
MTEF
2010/11
935 000
126 337
976 337
280 469
1 215 469
2011/12
308 516
308 516
2012/13
339 368
339 368
45
Programme 2.1:
Collective Bargaining Services – National
Summary of Budget - page 36
Subprogramme
Expenditure Expenditure Estimate
Outcome
Outcome
Actual
Audited
Audited
Budget
2007/08
2008/09
2009/10
2.1.1 Collective Bargaining
Bargaining Meeting
511 758
Preparatory Meetings
FET Bargaining
1 342 194
FET Task Teams
Public Education Bargaining
Annual Conference
Research QLT
Implementation of Collective Agreement
Compensation of Employees
460 853
Administration
9 606
Total
2 324 411
Medium-term expenditure estimate
MTEF
MTEF
MTEF
2010/11
2011/12
2012/13
786 630
26 088
605 000
3 694 981
291 940
865 293
28 696
665 500
4 064 479
321 134
5 404 639
5 945 103
628 587
6 856
26 145
26 748
-
772 940
21 560
21 560
21 560
750 750
648 162
128 276
500 000
1 301 870
175 000
850 234
23 716
825 825
1 400 000
550 000
3 359 073
265 400
1 464 774
3 565 240
7 274 248
46
Programme 2.1:
Collective Bargaining Services – National
Allocation of Funds – page 36
47
Programme 2.2:
Collective Bargaining Services – Provincial
Summary of Budget – Page 44
Provincial Subprogrammes
Negotiation & Consultation
Eastern Cape
Free State
Gauteng
Kwazulu Natal
Limpopo
Mpumalanga
North West
Northern Cape
Western Cape
Governance
Eastern Cape
Free State
Gauteng
Kwazulu Natal
Limpopo
Mpumalanga
North West
Northern Cape
Western Cape
Administration
Total
Expenditure
Outcome
Audited
2007/08
Expenditure
Outcome
Audited
2008/09
Estimate
Actual
Budget
2009/10
Medium-term expenditure estimate
MTEF
MTEF
MTEF
145 491
19 722
14 089
22 404
27 256
12 266
10 398
11 087
10 398
17 871
26 108
3 555
2 375
4 625
5 068
1 715
1 715
1 715
1 715
3 625
4 692 056
4 863 655
236 657
77 948
12 604
16 223
38 473
16 143
14 775
16 475
21 422
22 595
435 309
61 652
34 251
47 951
68 502
54 801
41 101
44 400
38 400
44 251
379 840
56 817
26 676
41 746
64 352
49 281
34 211
37 840
31 240
37 676
327 761
43 000
21 500
36 244
56 191
49 167
30 000
31 259
33 200
27 200
360 538
47 300
23 650
39 868
61 811
54 083
33 000
34 385
36 520
29 920
54 790
8 850
519
1 297
33 044
4 920
1 670
4 210
280
149 493
22 800
12 669
17 737
25 339
20 271
15 203
12 669
10 136
12 669
121 609
16 720
13 936
6 311
6 600
22 298
16 723
13 936
11 150
13 936
136 545
16 500
16 936
6 942
6 504
22 218
18 396
15 329
17 400
16 320
150 199
18 150
18 630
7 636
7 154
24 440
20 235
16 862
19 140
17 952
4 595 230
4 886 677
6 094 136
6 678 938
7 080 089
7 581 539
7 694 757
8 159 063
8 449 266
8 960 003
2010/11
2011/12
2012/13
48
Programme 2.3:
Dispute Prevention Support Services
Summary of Budget – Page 122
Subprogramme
Compensation for full-time shop stewards
Total
Expenditure Expenditure
Outcome
Outcome
Audited
Audited
2007/08
2008/09
7 967 333
11 669 734
7 967 333
11 669 734
Estimate
Actual
Budget
2009/10
13 847 312
Medium-term expenditure estimate
MTEF
MTEF
MTEF
2010/11
13 847 312
2011/12
13 847 312
2012/13
13 847 312
13 847 312
13 847 312
13 847 312
13 847 312
Programme 2.4:
Governance Support Services
Summary of Budget – Page 125
Subprogramme
Governance Support Services
Total
Expenditure Expenditure
Outcome
Outcome
Audited
Audited
2007/08
2008/09
699 037
699 037
462 114
462 114
Estimate
Actual
Budget
2009/10
Medium-term expenditure estimate
MTEF
MTEF
MTEF
2010/11
2011/12
2012/13
1 087 409
1 087 409
1 196 150
1 196 150
1 002 826
1 002 826
1 103 109
1 103 109
49
Programme 3:
Executive Services
Summary of Budget – Page 139
Subprogramme
Expenditure Expenditure
Outcome
Outcome
Audited
Audited
2007/08
2008/09
4.1. Management, Intervention and Facilitation Services 569 233
Facilitation Services
4.2. Compliance and Investigation Services
1 845 182
4.3. Mobolising Employees Services
1 002 214
4.4 Research and Development
4.5. Media and Communication
860 012
Total
4 276 641
Estimate
Actual
Budget
2009/10
Medium-term expenditure estimate
MTEF
MTEF
MTEF
2010/11
2011/12
2012/13
1 941 146
5 760 271
2 420 100
2 662 110
2 928 321
2 323 852
1 045 729
1 855 497
1 167 406
8 333 629
1 400 000
2 364 180
1 800 000
2 370 309
13 694 759
1 540 000
3 310 574
1 980 000
2 989 772
12 240 446
1 694 000
2 692 396
3 123 249
10 171 755
1 863 400
2 961 636
3 435 574
11 188 931
50
Programme 3:
Executive Services
Allocation of Funds – Page 139
51
Programme 4:
Corporate Services
Summary of Budget – Page 175
Subprogramme
5.1 Building Administration
5.2 Communication
5.3 Office & Admin Expenses
5.4 Transport
5.5 Compensation of Employees
Total
Expenditure Expenditure Estimate
Outcome
Outcome
Actual
Audited
Audited
Budget
2007/08
2008/09
2009/10
475 903
665 580
899 600
228 220
171 279
223 000
2 735 755 1 885 498 1 228 000
56 615
33 044
49 000
1 146 345 2 032 072 3 225 228
4 642 838 4 787 473 5 624 828
Medium-term expenditure estimate
MTEF
MTEF
MTEF
2010/11
989 560
245 300
1 350 800
53 900
4 519 649
7 159 209
2011/12
787 316
269 830
1 208 280
59 290
4 971 614
7 296 330
2012/13
866 048
296 813
1 329 108
65 219
5 468 775
8 025 963
52
Programme 5:
Capital Expenses
Summary of Budget – Page 197
Subprogramme
6.1.Computer Equipment
6.2.Office Equipment
6.3 Furniture & Fittings
6.4 Land & Buildings
Total
Expenditure Expenditure
Outcome
Outcome
Audited
Audited
2007/08
2008/09
16 887
150 000
21 000
450 000
16 887
621 000
Estimate
Actual
Budget
2009/10
900 000
299 000
20 000
500 000
1 719 000
Medium-term expenditure estimate
MTEF
MTEF
MTEF
2010/11
5 000 000
5 000 000
2011/12
-
2012/13
-
53
4.
CONCLUSION
 With the variation of the scope of Council to include the
FETC sector the Council’s operation has been broadened
to include Basic Education and Higher Education and
Training.
 As from the 1st July 2009 operations were also
separated into 2 areas namely:
 Basic Education (PART A – page 17)
 Higher Education and Training (PART B – page 203)
54
CONCLUSION (Cont..)
 The income of the FETC sector however is insufficient
to meet their expenditure. Consequently the Basic
Education sector of the ELRC has to subsidise the deficit
in the Higher Education and Training budget. – page 15
 Higher Education and Training Income Vs. Expenditure
2500000
2146574
2000000
1500000
1000000
960000
500000
0
-500000
Income Received
Expenditure
Deficit
-1000000
-1186574
-1500000
Income Received
Expenditure
Deficit
55
CONCLUSION (Cont..)
 On Behalf of the Accounting Authority of the ELRC, the
Executive Committee and the Audit Committee
members, we convey our gratitude to you for assisting
the Council in fulfilling its responsibility for oversight of
the quality and integrity of the accounting, auditing and
reporting practices of the ELRC and other duties as were
directed by the Council from time to time.
 For all the wisdom and the valuable time spent ensuring
that the Council did not falter on its role to focus on the
qualitative aspects of financial reporting to its
stakeholders.
 THANK YOU