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Estimates of the Provincial Revenue and Expenditure (EPRE) %u2013 2025/26 Financial YearMaintenance of Provincial Infrastructure Considering the requirements of the IDMS for the provision for lifecycle costing of assets, the maintenance and rehabilitation of existing facilities takes priority over the construction of new facilities. To this end, the prioritization of maintenance has been factored into the 2025/26 financial year as 30.8 per cent of the total Infrastructure allocations. However, although the total provincial allocation for maintenance is 30.8 per cent, the Department of Education has allocated 26.3 per cent for maintenance and has not met the 60 per cent requirement for maintenance as required by the Division of Revenue Act (DORA) nor obtained approval from DBE for noncompliance. Further, the province endeavours to develop, implement and report on an integrated maintenance strategy to benefit public sector infrastructure in the province. Provincial Infrastructure Transfers The item classified under transfers account for 25.8 per cent of the total provincial infrastructure allocations for the 2025/26 financial year and is mainly attributable to the Department of Human Settlements amounting to R1 880 billion or 77.6 per cent of the total transfers. Non-Infrastructure The item classified under %u2018non-infrastructure%u2019 refers to items/projects that do not fall within the category of buildings and other fixed structures such as HR Capacitation, project management fees and Implementing Agent costs. In terms of the 2025/26 financial year, the non-infrastructure for the province is currently sitting at 11.4 per cent of the total infrastructure allocations. Improved infrastructure delivery Going forward, targeted Infrastructure improvements will be driven through the reconfigured cluster system taking cognizance of the emerging priorities of the seventh administration which are anchored on the nine integration programs. One of the key focuses in planning is ensuring the existence of a robust project pipeline that is sound enough to secure alternative sources of funding. This will be aligned to the current proposed initiatives of National Treasury as related to alternative financing mechanisms and project preparation. The key focus in delivery is to improve the provincial delivery management capacity including dealing with inadequate contract and project management resulting in time and cost overruns, amongst all Departments, Public Entities and Implementing Agents. The value for money on projects delivered needs to be optimized thus ensuring that service delivery to the communities is optimal. This will continue to be managed and strengthened through the provincial model of Infrastructure coordination, monitoring and support as the coordination of infrastructure demands the line of sight that includes Provincial Treasury, Public Works and Infrastructure and the Office of the Premier. This model allocates three technical streams i.e. Budget Monitoring led by the Provincial Treasury, Project Monitoring and Implementation led by the Department of Public Works and Infrastructure and Service Delivery Monitoring and Site Visits led by Office of the Premier as the portfolio of projects on paper must also be tested on the ground, through service delivery site monitoring to enhance the credibility of reports. 85