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Department: Provincial Treasury Provincial Treasury, in alignment with the P-MTDP, will play an active role in supporting provincial departments to implement the Local Economic Development Procurement Framework. Ongoing assistance will also be extended to departments for the implementation of the Framework for Infrastructure Delivery and Procurement Management (FIDPM), fostering integrated infrastructure planning, procurement, and delivery throughout the infrastructure value chain. In line with P-MTDP objectives, municipalities will receive targeted support to strengthen their financial management systems. This will focus on key areas such as revenue generation, expenditure control, asset management, and liability oversight, all guided by the Financial Management Compliance Monitoring Mechanism (FMCMM) to ensure adherence to best practices and regulatory standards. This integrated approach aims to improve governance, enhance efficiency, and ensure sustainable development through strategic financial and infrastructure management. 1.8 Budget decisions The department remains committed to aligning budget decisions with provincial priorities, with a strong focus on enhancing support and oversight of departments, municipalities, and public entities. This approach ensures that resources are directed toward areas requiring greater attention through rigorous reprioritisation. The department has been very prudent when it comes to %u2018non-core%u2019 items and will continue to do so over the 2025 MTEF. The department implemented budget cuts to address cost pressures in the Broadband project, in alignment with the provincial call to sustain the project given funding constraints. Additionally, the funds that were previously ring-fenced for the revised organizational structure within Goods and Services were reclassified to Compensation of Employees (CoE) for the capacitation of the key functions mainly under Asset and Liability as well as the Municipal Financial Governance programme. The department also received additional funding to address the CoE shortfall resulting from the new wage agreement. 2 REVIEW OF THE CURRENT FINANCIAL YEAR (2024/25) 2.1 Key achievements Provincial Treasury continued to implement the four identified key strategic priorities for the 6th administration, namely: Fiscal Consolidation; Supply Chain Management reforms; Infrastructure Support, as well as Provincial and Municipal Governance and Accountability In respect to Fiscal consolidation, the department remains committed to ensuring the province's longterm financial health. Several strategies are being actively implemented to achieve this goal, and the following progress can be reported to date: %uf0b7 The department continues to support efforts in controlling the unsustainable growth of personnel costs, ensuring that personnel expenditure remains balanced and sustainable. This includes the approval of the vacant posts through the Provincial Coordinating Monitoring Team (PCMT). %uf0b7 PT continues to support departments with revenue collection and has played a pivotal role with the establishment of an inter-governmental workgroups with a focused approach to assess the needs and strengthen revenue collection at the major revenue departments. This support includes developing revenue implementation plan in a programme and project management approach with the revision of revenue plans in the short term, over the medium term and in the long-term. PT is also facilitating Chief Financial Officer (CFO) forum meetings, organizing adhoc sessions and engaging all relevant stakeholders that will support departments with revenue implementation. As a result, eight departments have to date exceeded their revenue targets, 778