Managing Public Accounts and Revenues Effectively
Many Government Departments/Municipalities/Councils/Metros are facing a governance crisis and poor service delivery capability. Fiscal decentralization, the devolution of revenue mobilization and spending powers to lower levels of government, has become a main theme of local governance in recent years. Government departments/municipalities/Councils/Metros need to be given access to adequate resources to do the job with which they are entrusted. However, the revenues mobilized by most local authorities in Africa are generally not sufficient to develop and supply adequate services for the fast-growing population.
After the UN’s Third International Conference on Financing for Development in 2015 the following Action plan (Addis Ababa Action Agenda) was released by the Heads of State and Government and High Representatives:
“We recognize that significant additional domestic public resources, supplemented by international assistance as appropriate, will be critical to realizing sustainable development and achieving the sustainable development goals. We commit to enhancing revenue administration through modernized, progressive tax systems, improved tax policy and more efficient tax collection. We will work to improve the fairness, transparency, efficiency and effectiveness of our tax systems, including by broadening the tax base and continuing efforts to integrate the informal sector into the formal economy in line with country circumstances. In this regard, we will strengthen international cooperation to support efforts to build capacity in developing countries, including through enhanced official development assistance (ODA). We welcome efforts by countries to set nationally defined domestic targets and timelines for enhancing domestic revenue as part of their national sustainable development strategies, and will support developing countries in need in reaching these targets.”
Domestic public resources for all countries, public policies and the mobilization and effective use of domestic resources are central to the pursuit of sustainable development. Significant additional domestic resources, supplemented by international assistance, will be critical to realizing sustainable development and achieving the SDGs. Raising domestic public resources is a central to achievement of the agenda. In the AAAA, countries commit to improving the fairness, transparency, efficiency and effectiveness of their tax systems, including by broadening the tax base and strengthening tax administration.
Countries collecting less than 15 percent of GDP in taxes must increase their revenue collection to meet basic needs of citizens and businesses. This level of taxation is an important tipping point to make a government/ municipality viable and put it on a path to growth (IMF, 2016).
- Linking Planning, Budgeting and Revenue Mobilization
- Addressing Challenges and Solutions for Revenue Collection
- Implementing Measures Intended to Improve Revenue Mobilization
- Reducing Revenue Mobilization Costs
- Contributing to the preparation of a strategic plan/IDP
- Preparing of an operational plan/SDBIP for A Domestic Government /Municipality/Council
- Applying Budgetary Control Measures Within a Unit Within A Domestic Government / Municipality/ Council
- Linking the Strategic (IDP) And Operational Plan (SDBIP) with The Budget in terms of Revenue Mobilizations
- Understanding the management of REAL and the Mobilisation Of Revenue
- Performance Management as Part of the Budget Cycle
- District Managers
- Town Clerks
- Chief Financial Officers
- Mayors and Municipal Managers
- Policy Facilitators
- Integrated Development Planners
- Strategic Planners and Manager
- Senior Development Managers
- Financial Managers Development and Communication Managers
- Financial and Financial Risk Managers
- Regional Directors and Councillors
- Revenue Managers
- Directors and Board Members responsible for Resources
This course is rated at an NQF level 5. Five (5) credits towards a Higher Certificate in Management. A Competency certificate can be earned, subject to successful completion of the POE/ Assessment in the specified period stipulated at the event. If a participant chooses not to complete the assessment, he/she will receive a certificate of attendance only.
This workshop is aligned to the following unit standard(s)
- Apply the principles of ethics in a municipal environment – SAQA US 116343
- Conduct stakeholder consultation around municipal finance programmes – SAQA US 116348
- Contribute to the strategic planning process in a South African municipality – SAQA US 116358
- Discuss the selected legislative regulatory framework governing the public sector management and administrative environment – SAQA US 119334
Our Accreditation Partner
In terms of the Higher Education Act, all courses and programmes offered by Business Schools resort under the Council on Higher Education’s Quality Committee (CHE QC) for assessment and quality-assurance purposes. All courses offered by Southern Business School are registered through the prescribed higher education processes and are subject to internal quality assurance processes as far as moderation, assessment and accreditation are concerned. When short courses are aligned to modules of formal academic programmes of Southern Business School, or SAQA Registered Unit standards, they are credit-bearing short courses. This status is also described in the Criterion Guideline document for Short Courses” from SAQA
Dr Peter RasM-Tech, M Phil, PhD
Peter Ras completed five qualifications, one in undergraduate with the focus on economics and public administration. In all his post graduate studies which include a MBA, MPhil in Entrepreneurship the main focus was on business management and business strategy. The Phd included various disciplines such as economics, business economics, business strategy and supply chain management. After the completion of his Phd he is focussing on socio-economic research and solving social development issues. He has successfully supervised seven master students, addressed 30 international conferences and published 15 accredited articles in international journals. He has been invited on various occasions to be a guest speaker at International conferences. He has a passion to work with people and his hobby is to lecture and empower people with knowledge.
Jacobus (Rautie) RautenbachB Admin (Economics and Strategy)
Mr Rautenbach spend 42 years in the public sector environment, before becoming a consultant he was Chief Director Finance at the South African Defence Force, where he was the Primary Financial Advisor to the Chief of the SANDF. He oversaw all the Financial Process inclusive of the Execution of the Strategic Plan and Budget, and the establishment of a Governance and Risk Framework for Finances. Some highlights in his career was when he led a team to Australia, New Zealand, Britain and Sweden to establish ground rules for the implementation of the PFMA. Rautie represented specific interactions with National Treasury, Public Service and Public Works. Rautie Facilitates workshops on public finance for several Universities and Business Schools in the last 12 years.