Source document: https://docs-lawep.s3.us-east-2.amazonaws.com/1694422524447.pdf (Seychelles)
2022 ANNUAL PERFORMANCE REPORT Table of Contents Annual Performance Reports Page Overview of Revenue and Expenditure for the year ended 31st December 2022 1 – 23 • Annex 1: End of Year Public Sector Investment Plan Report 1 - 32 Actual Revenue and Expenditure • Actual Revenue For 2022 • Actual Expenditure For 2022 Summary of the Fiscal Report the year ended 31st December 2022 Details of Current Receipts for the year ended 31st December 2022 Details of Expenditure for the year ended 31st December 2022 Statement of Actual Outstanding Public Debt Statement of Outstanding Guaranteed as at 31st December 2022 Statement of Actual Official Reserves Statement of Assets and Liabilities as at 31st December 2022 1 – 20 1 2-9 10-18 1 1 1 1 MDAs Annual Performance Report 1 - 549 OVERVIEW OF REVENUE AND EXPENDITUR FOR THE YEAR ENDED 31ST DECEMBER 2022 Overview of the fiscal performance for the year ended 31st December 2022 By the Ministry of Finance, National Planning and Trade 1.
Executive Summary In accordance with Article 154 (8) of the Constitution of the Republic of Seychelles, Section 31 and 32 of the PFM Act.

The Ministry is hereby submitting the Government Annual Performance Report for the year ended 31st December 2022.

Economic performance in 2022 was positive and marked the continued recovery of key sectors such as tourism, which recorded an 82 per cent growth in arrivals.
Budgetary performance by the end of 2022 was, as a whole, better than the forecast, with a primary surplus of 0.7 per cent of GDP recorded.

2.

Debt 2022 Outcome The better than forecasted fiscal consolidation, as highlighted above, had a positive impact on the debt stock given the lower financing gap.

By the end of 2022, the debt to GDP ratio decreased to 68.8%1 compared to 79.8% in 2021.

This is also partly attributed to a more favorable exchange rate in 2022 as opposed to the previous year.
The table below highlights the debt to GDP ratio over the past four years.

Through a disciplined fiscal consolidation, steady economic recovery and a stronger exchange rate, the country has managed to swiftly restore its debt to a sustainable level.

Table 1: Debt to GDP ratio 2019-2022 (% of GDP) Description Domestic External 2019 Act.

31.8 25.1 57.0 2020 Act.

43.7 46.4 90.1 2021 Act.

44.3 35.5 79.8 2022 Prel.


37.6 31.2 Total Debt 68.8 Source: MoFNPT, Debt Management Division In terms of debt composition, the debt stock comprises principally of Government debt, 95.3%, whilst guaranteed debt makes up for the remaining portion.

The debt profile is also mainly concentrated with domestic debt.

1 This is the unaudited figures and does not take into account the SDR allocation 1 Table 2: Debt Stock as at the end 2022 (SCR’ M) Description Domestic 2022 o.w.

Government o.w.
Government o.w.

Guarantees % of GDP 37.6 34.8 2.8 31.2 30.7 0.4 68.8 Source: MoFNPT, Debt Management Division % Share 54.7 50.6 4.1 45.3 44.7 0.7 100.0 9,815 9,085 730 8,140 8,023 117 17,955 o.w.

Government o.w.

Guarantees Total Debt External Despite the remarkable recovery in debt level post COVID-19 pandemic, risks to debt sustainability still prevails.

Public debt is projected to continue on its downward trajectory in the medium term, though at a slower pace.

3.
3.

Summary of Fiscal Performance as at 31st December 2022 Table 3 below provides an extract of the main lines under the Summary of the Fiscal Report.
Table 3: Extract of the Summary of the Fiscal Table for the Year ended 31st December 2022 Summary of Fiscal Total revenue and grants Total revenue Tax Nontax Grants (linked with the BoP) Expenditure and net lending Wages and salaries Goods and services Capital expenditure Social program of Government Transfers to Public Enterprises Benefits and approved programmes of ASP Others Interest due Development Grant Net lending Contingency Primary balance, Accrual basis (GFS) Including grants In percent of GDP 2 2022 (SR’000) Budget (EOY) Actual % Diff (15,127) 35,798 (299,663) -1.1 184,367 0.7% -4% -4% -5% 4% -38% 9% 7% 6% 26% 15% 0% 5% 9% 4% -3% 119% 28% 162% Summary of Fiscal Excluding grants In percent of GDP Overall balance, Accrual basis (GFS) In percent of GDP 2022 (SR’000) Budget (EOY) Actual % Diff (481,273) -1.7% (927,304) 72,333 0.3% (415,966) 115% 55% -3.3% -1.6% Source: MoFNPT, Financial Planning & Control Division Total revenue (including grants) recorded as at the end of December 2022 was SCR 8.8bn against an end of year budget of SCR 9.2bn.
This represents an under-performance of SCR 412m or 4%.

This was mainly attributed to the under-performance under ‘Business tax’ and ‘Other tax’.

Non Tax revenue over performed by SR 51.35 m or 4 % compared to the EOY estimates which was mainly under fees and charges.

Actual expenditure and net lending totaled up to SCR 9.22bn compared to the end of year end of year budget of SCR 10.1bn resulting in an under-spending of SCR 923m or 9%.
The 2022 expenditure was lower than the 2021 level by SCR 611.8m or 6%.

Despite the lower revenue figures, the corresponding lower expenditure figures resulted in a primary surplus of SCR 184.4m or 0.7 % of the GDP.

This compares positively to the forecasted primary deficit of -1.1%.

4.

Revenue performance for the year ended 31st December 2022 4.1 Tax Revenue For the 2022 fiscal year, total tax revenue amounted to SCR 7.39bn, equivalent to 31.4 per cent of GDP.
When compared to the EOY revised Budget, total tax receipts fell short by about SCR 394m or 5 per cent.

Despite falling short of the Budget in 2022, tax performance on a year-on-year basis was stronger by about SCR 671m, or 10 per cent, over 2021(see Table 4) indicating continued recovery in tax collections following the pandemic and in line with economic growth.

This highlights the added optimism in the underlying growth assumptions for 2022.
MFAD will ensure that future forecasts remain more balanced, so as to minimise variances.

The largest under-performance was observed in Business tax by SCR 237.7m, accounting for almost of the total shortfall in tax revenue for 2022.

Foreign exchange fluctuations as a result of the pandemic, inflated Business tax payments in 2021, and this was not fully accounted for in the 2022 2 3� estimate.

The second highest under-performer in level terms was VAT by about SR 85m, equivalent to 3 per cent.
This was driven by Domestic VAT, where strong recovery assumptions did not fully materialise, despite recording a surplus in Import VAT.

Other tax fell short of the EOY revised Budget by about SR 44m as a result of lower ‘Stamp duty’ payments than anticipated.

Excise tax also under-performed by about SR 40m given increased petroleum refunds and continued shortfalls in the ‘LMG tobacco’ line.
Income tax also fell below the budget as a result of lower collections from the ‘Central government’ line, given stagnant wages, staff turnover and higher than expected retirements, resulting in a 1 per cent\, or SR 13m, shortfall.

3 On the other hand, Tourism marketing tax (TMT) and Custom duties (CD)performed above the EOY Budget estimate by about SCR 15m on average.
High visitor arrivals and the continued recovery of tourism activities increased TMT collections, while a rebound in imported alcohol and motor vehicle levy improved the performance of CD.
Table 4: Quarter 4 2022 Budget projections and actual outcomes (SCR’000) TAX REVENUE Income Tax Custom Duties Excise Tax VAT Business Tax Corporate Social Responsibility Tax Tourism Marketing Tax Other Tax Property Tax 2022 EOY Budget Actual 1,099,241 1,085,994 285,613 302,408 1,456,576 1,415,817 3,050,620 2,964,762 1,445,153 1,207,476 % Diff -1% 6% -3% -3% -16% 7,108 10,352 46% 67,675 337,797 35,976 82,110 294,073 29,270 21% -13% -19% TOTAL: TAX REVENUE 7,786,363 7,392,261 -5.1% Source: Ministry of Finance and Macroeconomic Forecasting & Analysis Division estimates.
Figure 1: Quarter 4 2022 Tax Revenue Deviation against Budget 140,000 SCR'000 VAT 100,000 60,000 20,000 -20,000 -60,000 -100,000 -140,000 -180,000 ET PIT CD TMT CSR BT SCR'000 140,000 100,000 60,000 20,000 PT -20,000 TMT -60,000 -100,000 -140,000 -180,000 Source: Ministry of Finance and Macroeconomic Forecasting & Analysis Division estimates 4 Table 5: Tax revenue growth rates 2018-2022 (per cent) TAX REVENUE Actuals 2018 2019 2020 2021 2022 Income Tax Social Security Tax Arrears Custom Duties Excise Tax GST (Goods and Services) Value Added Tax Business tax Corporate Social Responsibility Tax (CSCRT) Tourism Marketing Tax (TMT) Other Tax Property tax 1.0 7.2 0.0 0.0 -0.6 10.6 -2.4 8.2 -84.4 10.8 3.9 16.8 1.5 0.9 2.3 11.8 1.8 17.2 22.4 9.2 0.0 0.0 4.9 0.0 -17.1 -8.5 -40.5 -18.3 -13.8 -6.3 -13.9 -42.5 0.0 0.7 -150.5 -12.9 -4.8 35.7 9.8 21.0 -40.1 -2.9 -7.1 5531.0 5.4 -99.1 33.8 17.3 -72.2 27.6 -17.1 -83.0 37.5 -5.1 -34.0 TOTAL: TAX REVENUE 10.5 1.8 -14.2 5.5 10.0 Source: Ministry of Finance and Macroeconomic Forecasting & Analysis Division estimate 4.1.1 Income Tax [-SCR 13m, -1per cent] Total Income tax collections came in very close to the end of year revised Budget estimate with a slight under-performance of 1 per cent, equivalent to SCR 13m.
The main driver behind this under- performance has been the ‘Central Government’ sector whereby the effect of wage freeze, delays in recruitment, staff turnover and retirements has been greater than expected, resulting in continued shortfalls in income tax payments.

In comparison to 2021, this sector has contracted by about 4 per cent or SCR 11m, which is also the under-performance by the end of 2022.
Better than expected performance in the ‘Other Public sectors’ by about SCR 9.4m, has almost fully offset the aforementioned shortfall.

It is probable that this sector has seen an increase in employment as a result in staff movements from the Central Government – MFAD is investigating this.

Table 6.
Quarter 4 2022 Income tax projections and actual outcomes (SCR’000) INCOME TAX Q4 2022 2022 EOY Budget Actual % Diff Budget Actual Central Government Other Public Sectors Private Sectors 22,873 2,863 59,761 26,074 14% 9,141 219% 83,043 39% 256,689 89,355 753,197 245,302 98,842 741,850 % Diff -4% 11% -2% TOTAL: INCOME TAX 85,497 118,258 38% 1,099,241 1,085,994 -1% Source: Ministry of Finance and Macroeconomic Forecasting & Analysis Division estimates 5 Income tax from the ‘Private sector’ has remained steady in 2022 with a total outturn of SCR 742m.
While this represents a slight under-performance of 2 per cent vis a vis the end of year Budget, it does amount to a growth of 9 per cent, or ST 61m over 2021 (Figure 2 below).

Looking at the fourth quarter of 2022, Income tax performed strongly, and surpassed the initial budget estimate by about SCR 32m, as a result of higher than anticipated end of year salary payments.
Figure 2: Income tax collections 2022 vs 2021 75,000 SCR'000 SCR'000 Private Sectors 60,000 45,000 30,000 15,000 0 -15,000 Central Government Other Public Sectors 75,000 60,000 45,000 30,000 15,000 0 -15,000 Source: Ministry of Finance and Macroeconomic Forecasting & Analysis Division estimates 4.1.2 Custom Duties [SCR 16.8m, 6 per cent] By the end of the year 2022, Custom duties receipts were about SCR 16.8m or 6 per cent above the EOY revised Budget estimate.
This was mainly attributed to strong collections in ‘Levy’ and ‘Alcohol’ by about SCR 7m respectively.

The solid performance in Levy is linked to a pick-up in the demand for imported motor vehicles for the year (as is also seen in Excise tax).

In addition, the demand for imported alcoholic products has also seen an increase during the year.

MFAD is awaiting latest custom data to confirm the increasing trends in both quantity and value of imports.
While most of the remaining lines were relatively in line with Budget, ‘Livestock Trust Fund’ fell short of the Budget by about SCR 4.6m or 16 per cent.

This may be attributed to forecasting issues for that line and MFAD is working towards improving such.
6 Table 7: Quarter 4 2022 Custom Duties projections and actual outcomes (SCR’000) CUSTOM DUTIES Q4 2022 2022 EOY Budget Actual % Diff Budget Actual % Diff Direct imports 46,536 85,400 84% 290,613 302,658 -100% Alcohol Textiles and textile articles Tobacco Prepared Food Others Levy (Additional Levies) Documentary Charges Livestock Trust Fund 13,997 31,057 122% 80% 2,627 1,459 1,234 -43% 709 61% 2,843 1,764 16,810 27,235 62% 13,808 482% 2,374 -674% 1,098 (191) -34% 6,021 9,090 100,116 107,300 7,141 7,004 3,930 3,248 12,462 12,478 102,552 104,417 39,946 32,548 4,327 3,514 23,818 28,471 7% 2% -17% 0% 2% 23% 23% 0% Custom Duties Exemptions -3,939 813 -121% -5,000 -248 -95% TOTAL: CUSTOM DUTIES 42,598 86,213 102% 285,613 302,410 6% Source: Ministry of Finance and Macroeconomic Forecasting & Analysis Division estimates.
Figure 3: Quarter 4 2022 Custom Duties Net Outcome (actual minus Budget) 20,000 SCR'000 SCR'000 20,000 15,000 10,000 5,000 0 -5,000 l o h o c A l 15,000 10,000 5,000 0 -5,000 ) s e v e L l a n o i t i d d A ( Source: Ministry of Finance and Macroeconomic Forecasting and Analysis Division estimates.
By the end of the fourth quarter of 2022, Custom Duties was about SCR 44m above the end of year forecast equivalent to 102 per cent.

Here again, the over-performance stems largely from stronger than anticipated collections ‘Alcohol’, ‘Levy’ and ‘Others’ by SCR 17m, SCR 11.4m and SCR 10.4m 7 respectively.

Tax receipts from imported alcohol, ‘Levy’ and ‘Others’ has been relatively resilient year-to-date for reasons afore-mentioned.
‘Livestock Trust Fund’ recorded the largest under- performance for the quarter by about SCR 3m for reasons mentioned above.

All other lines tracked relatively closely with Budget.

4.1.3 Excise Tax [-SCR 40.8m, -3 per cent] For the year ending 2022, Excise tax collections were about SCR 40.8m or 3 per cent below the EOY revised Budget.

This was mainly attributed to under-performances in excise on Petroleum and locally- manufactured tobacco by about SCR 24m each.
Excise tax collections for ‘Petroleum’ has tracked below the Budget throughout the year, and is partly attributed to a recovery assumption made for the line which did fully materialise, coupled with significant ‘fuel refunds’ made throughout the year.

It must be noted that growth in petroleum excise amounted to 11 per cent on a year-on-year basis.

In regards to ‘LMG tobacco’, there has been a persisting downward trend in collections over the past 12 months.
According to the Revenue commission, there has been an increase in the amount of cigarettes being sold to the Duty-free outlets and consequently tax collections on LMG tobacco has declined significantly.

MFAD is working with the SCRC, and other stakeholders, on a way forward to address this issue.

Excise tax on imported ‘Motor vehicles’ on the other hand, overshot the Budget by about SCR 11m or 12 per cent.
Recovery in motor vehicle sales have been even stronger than anticipated – receipts more than doubled that of 2021This is attributed to the pick-up in the importation of motor vehicles year-to- date and this trend will be confirmed once MFAD receives the complete import data set for the year.

The remaining tax lines recorded relatively minor deviations from the EOY Budget.
Table 8: Quarter 4 2022 Excise Tax projections and actual outcomes (SCR’000) EXCISE TAX Excise Imports Alcohol Petroleum Motor Vehicles Tobacco Excise LMG LMG- Alcohol LMG-Tobacco Sugar Tax Imported LMG Q4 2022 2022 EOY Budget Actual % Diff Budget Actual % Diff 206,644 263,930 65,824 53,145 135,065 160,583 36,586 17,007 937 1,427 28% 24% 19% 115% -34% 1,000,366 236,496 663,967 95,379 4,525 980,989 230,666 639,888 106,623 3,813 85,502 33,018 52,483 92,657 48,614 44,043 8% 47% -16% 404,369 199,360 205,009 380,482 198,055 182,428 6,553 1,399 5,154 14,064 7,416 6,648 115% 430% 29% 51,841 25,639 26,202 54,346 28,689 25,657 -2% -2% -4% 12% -16% -6% -1% -11% 5% 12% -2% TOTAL: EXCISE TAX 298,699 370,651 24% 1,456,576 1,415,817 -3% Source: Ministry of Finance and Macroeconomic Forecasting & Analysis Division estimates.
8 30,000 25,000 20,000 15,000 10,000 5,000 0 -5,000 -10,000 -15,000 Figure 4: Quarter 4 2022 Excise Tax Net Outcome (actual minus Budget) SCR'000 SCR'000 30,000 25,000 20,000 15,000 10,000 5,000 0 -5,000 -10,000 -15,000 o c c a b o T - G M L G M L - x a T r a g u S d e t r o p m I - x a T r a g u S o c c a b o T l o h o c A l - Source: Ministry of Finance and Macroeconomic Forecasting and Analysis Division estimates.
On a quarterly basis however, Excise tax was well above the Budget estimate by about SCR 72m or 5 with cent per over-performances recorded under all the tax lines except imported and LMG tobacco.

This is suggestive of timing issues for those lines, whereby collections were clumped mostly towards the end of the year compared to Budget profile based on historical trends.
4.1.4 Value Added Tax [-SCR 85.9m, -3 per cent] VAT revenue for 2022 was SCR 2.96bn, which represents a slight under-performance of SCR 85.9m or 3 per cent compared to the EOY Budget 2022.

However, in comparison to 2021 collection, VAT has increased by 28 per cent, therefore the under-performance can be largely explained by added optimism in the Budget estimate for this line.

Figure 5 overleaf illustrates the steady recovery in VAT year on year.
9 3,500,000 3,000,000 2,500,000 2,000,000 1,500,000 1,000,000 500,000 0 Figure 5: Growth in VAT year on year 2019-2022 (SCR’000) SCR'000 SCR'000 28% -18% 10% 3,500,000 3,000,000 2,500,000 2,000,000 1,500,000 1,000,000 500,000 0 2019 2020 2021 2022 Source: Ministry of Finance and Macroeconomic Forecasting and Analysis Division estimates.
Despite the high Budget expectation, VAT on Imported Goods over-performed by 3 per cent buoyed by strong import growth, while Domestic VAT was 6 per cent below expectations, with all sub-lines except for two (Real Estate and Others) experiencing under-performances.

The largest deviation was in Real Estate, with collections 29 per cent above forecast, and Financial and Insurance activities which under-performed by 24 per cent.
In terms of over-performers, Real Estate VAT experienced large unexpected inflows in November and December, attributed to an increase in commercial rent transactions.

With regards to under-performers, shortfall in the Financial and Insurance service lines can be partially explained by ongoing issues involving one insurance company that was not properly collecting VAT, as well as higher refunds to International Corporate Service Providers (ICSP).
As for Construction, the under-performance was also accompanied by a decline in collection year-on- year suggesting a contraction within the commercial construction sector (since non-commercial construction is VAT exempt).

This could be due to a slowdown in projects or lax compliance.

MFAD is investigating the issue further.

With regards to LMG Tobacco, while production is rising, an increasing share of the products are being sent to duty free shops and a therefore tax exempt.
Tourism VAT, despite displaying smaller deviations compared to other lines, contributes the most to the general EOY under-performance in level terms.

This sub-line was mostly affected by high refunds to accommodation establishments that were in the process of renovating their premises.

It is important to note however that although collection was lower vis-à-vis the Budget, VAT tourism grew by 55 per cent year on year, and demonstrates the recovery in tourism activities (Figure 7).
10 Table 9: Quarter 4 2022 Value added Tax projections and actual outcomes (SCR’000) VALUE ADDED TAX Q4 2022 2022 EOY Budget Actual % Diff Budget Actual % Diff VAT - Domestic LMG- Alcohol LMG- Tobacco Construction Services - Tourism Services - Financial and Insurance activities 40,566 52,034 Services - ICT and Telecommunication 3,618 Real Estate 48,359 Wholesale Retail - Others 40,717 Others 475,617 471,449 21,787 21,351 7,413 10,101 33,573 16,290 225,299 232,830 22,925 40,441 29,439 39,764 60,560 -1% 2% -27% -51% 3% -43% -22% 714% -18% 49% 1,969,513 1,855,012 101,153 38,216 104,605 976,690 94,989 171,878 60,535 201,471 219,976 94,992 32,987 84,997 934,829 72,530 153,670 77,797 180,964 222,246 -6% -6% -14% -19% -4% -24% -11% 29% -10% 1% VAT - Imported Goods 194,181 321,269 65% 1,083,607 1,111,868 3% VAT - Exemptions -2,500 -2,118 -15% -2,500 -2,118 -15% TOTAL: VAT 667,298 790,601 18% 3,050,620 2,964,762 -3% Source: Ministry of Finance and Macroeconomic Forecasting & Analysis Division estimates.
Figure 6: Quarter 4 2022 Value Added Tax Net Outcome (actual minus Budget) 180,000 SCR'000 SCR'000 180,000 150,000 120,000 90,000 60,000 30,000 0 -30,000 150,000 120,000 90,000 60,000 30,000 0 -30,000 VAT - Domestic VAT - Imported Goods Source: Ministry of Finance and Macroeconomic Forecasting and Analysis Division estimates.
11 Figure 7: Growth in VAT Tourism year on year 2019-2022 (SCR’000) 1,000,000 SCR'000 SCR'000 1,000,000 55% 800,000 600,000 400,000 200,000 0 19% -42% 800,000 600,000 400,000 200,000 0 2019 2020 2021 2022 Source: Ministry of Finance and Macroeconomic Forecasting and Analysis Division estimates.

4.1.5 Business Tax [-SCR 237.7m, -16 per cent] In Q4 2022 Business tax collections amounted to SCR 220.7m, about SCR 154m or 41 per cent below projections.
Most lines consistently under-performed throughout the quarter but particularly in December which accounts for about half of the quarter’s shortfall.

The majority of this under- performance is attributed to the ‘companies’ line which undershot the projection by SCR 109m or 37 per cent, while sole traders and partnerships fell short of projections by SCR 34.5m and SCR 4m respectively.
Table 10: Quarter 4 2022 Business Tax projections and actual outcomes (SCR’000) Q4 2022 2022 EOY BUSINESS TAX Companies Sole Traders Partnerships Trusts Withholding Tax Others Residential Dwelling TOTAL: BUSINESS TAX EOY Budget 295,200 44,670 8,057 -1 22,079 1 5,360 375,367 Actual 186,12 9 10,174 3,995 0 15,248 0 5,178 220,72 4 12 % Diff EOY Budget -37% 1,195,535 -77% -50% -100% -31% -100% -3% 89,164 27,596 21 109,259 1 23,577 -41% 1,445,153 % Diff -15% -43% -19% 6% -9% -97% -8% -16% Actual 1,012,76 5 51,062 22,381 22 99,645 0 21,600 1,207,47 6 Source: Ministry of Finance and Macroeconomic Forecasting and Analysis Division estimates For 2022 as a whole, Business tax amounted to SCR 1.2bn, which is about SCR 237m or 16 per cent below the 2022 projection.
The main driver of this is the ‘companies’ line (accounting for 83 per cent of this tax), which fell short of the projection by SCR 182m or 15 per cent.

Collections were also low in the ‘sole traders’ line at 43 per cent or SCR 38m short of the forecast while ‘partnerships’ and ‘withholding tax’ underperformed by SCR 5m and SCR 9m respectively.

Analysis has revealed that 2022 Business tax projections were over-estimated as a result of inflated collections in 2021.
While generally businesses’ turnovers grew by 3 per cent in 2021 over 2020, their taxable incomes were 26 per cent lower.

Over 2020, businesses experienced high unrealized exchange gains due to the rapidly rising exchange rate.

This consequently inflated their taxable income which led to higher Business tax collections in 2021.

On the other hand, the reverse is true with regards to 2022 collections, where foreign exchange rates returned to pre-pandemic levels over 2021.
Adjustments made to the base did not fully account for this change, which resulted in higher refunds over 2022.

MFAD will undertake a thorough review of these issues to ensure lower discrepancies in forward forecasts of this tax line.
Figure 8: Quarter 4 2022 Business Tax, Net Outcome (actual minus Budget) 10,000 SR' 000 SR' 000 10,000 -10,000 -20,000 -30,000 -40,000 -50,000 -60,000 -70,000 13 -10,000 -20,000 -30,000 -40,000 -50,000 -60,000 -70,000 4.1.6 Corporate Social Responsibility Tax [SCR 3.2m, 46 per cent] CSR tax arrears collections in 2022 amounted to about SR 10.4m, about 46 per cent above the Budget estimate.
MFAD is working with SRC to ascertain the amount of future arrear payments given that these relate to previous years and so hard to estimate using economic approaches.
Table 11: Quarter 4 2022 CSCR projections and actual outcomes (SCR’000) 2022 EOY Q4 2022 CORPORATE SOCIAL RESPONSIBILITY TAX Budget Actual % Diff Budget Actual % Diff (CSCR) - 819 - 7,108 10,352 46% TOTAL: CORPORATE SOCIAL RESPONSIBILITY TAX - 819 - 7,108 10,352 46% Source: Ministry of Finance and Macroeconomic Forecasting & Analysis Division estimate 4.1.7 Tourism Marketing Tax [SCR 14.4m, 21 per cent] TMT collection for 2022 was SCR 82.1m, which is SCR 14.4m or 21 per cent higher than forecasted.
Similarly, Q4 also over-performed, though by a significantly higher margin of 545 per cent.

The higher performance can be attributed to strong double digit growth in both the Tourism and ICT sectors.
Table 12: Quarter 4 2022 TMT projections and actual outcomes (SCR’000) TOURISM MARKETING TAX Q4 2022 2022 EOY Budget Actual %Diff Budget Actual %Diff Tourism Marketing Tax (TMT) 3,670 23,672 545% 67,675 82,110 21% TOTAL: TOURISM MARKETING TAX 3,670 23,672 545% 67,675 82,110 21% Source: Ministry of Finance and Macroeconomic Forecasting & Analysis Division estimates 4.1.8 Property Tax [ -SR 9.7m, -27 per cent] Property tax collections in 2022 amounted to SR 26.2m, resulting in an under-performance of about SR 9.7m, or 27 per cent, against the EOY revised Budget.
Property tax remains a new tax and the taxable base has not yet fully been established.

On a year-on-year basis, collections are lower in 2022 than in 2021 by about 34 per cent as a result of late payments from 2020.

MFAD is working with the SRC to better forecast this tax line.
14 Table 13: Quarter 4 2022 Property Tax projections and actual outcomes (SCR’000) PROPERTY TAX Q4 2022 2022 EOY Budget Actual % Diff Budget Actual % Diff Property Tax 20,618 15,529 -25% 35,976 26,226 -27% TOTAL: PROPERTY TAX 20,618 15,529 -25% 35,976 26,226 -27% Source: Ministry of Finance and Macroeconomic Forecasting and Analysis Division estimates Figure 9: Quarter 4 2022 Tourism Marketing Tax, Corporate Social responsibility Tax and Property Tax Net Outcome (actual minus Budget) 12,000 SR' 000 SR'000 12,000 8,000 4,000 0 -4,000 -8,000 TMT CSR PT 8,000 4,000 0 -4,000 -8,000 Source: Ministry of Finance and Macroeconomic Forecasting and Analysis Division estimates 4.1.9 Other Tax [-SCR 43.7m, 13 per cent] OT collection was SCR 294.1m in 2022, which is lower than Budget expectations by SCR 43.7m or 13 per cent.
This is attributed to a 32 per cent shortfall in Stamp Duty.

On a quarterly basis, Q4 collection was SCR 65.7m, which represents an under-performance of 30 per cent.

The main reason for this negative deviation is again Stamp Duty.

As noted previously, Stamp Duty is generally unpredictable therefore deviations are frequent.

In 15 addition, the Registration Division has noticed a decrease in the number of land transfers documents presented.
Moreover, many land transfers qualify for the exemptions from payment of Stamp Duty granted in relation to first time land owners.

In terms of Stamp Duty from businesses, the Division has observed delays, which may materialise in 2023.
Table 14: Quarter 4 2022 Other Tax projections and actual outcomes (SCR’000) OTHER TAX OT - Ministry of Finance Trade/Ind Licences Licences and Other Licence Registration Road Tax and Other Licences Telecommunications Licences Hotel Licences Liquor and Toddy Licences Radio Broadcasting Licences Q4 2022 2022 YTD Budget Actual % Diff Budget Actual 2,685 463 27,204 12,517 -206 58 55 3,002 1,237 34,645 10,772 179 85 100 12% 167% 27% -14% -187% 48% 83% 11,914 11,406 4,557 4,040 128,252 124,996 62,902 67,446 689 381 273 278 1,705 1,660 % Diff -4% 13% -3% -7% 81% -1% 3% SUB TOTAL 42,776 50,022 17% 213,971 206,528 -3% Ministry of Environment, Energy & Climate Change Environment Trust Fund OT - Department of Legal Affairs Stamp Duty OT - Department of Transport Vehicle Testing 2,451 551 -78% 7,343 5,443 -26% 46,123 19,287 -58% 106,934 73,127 -32% 2,201 2,381 8% 9,550 8,975 -6% TOTAL: OTHER TAX 93,550 72,241 -23% 337,797 294,073 -13% Source: Ministry of Finance and Macroeconomic Forecasting and Analysis Division estimates.
16 Figure 10: Quarter 4 2022 Other Tax Net Outcome (Actual minus EOY Budget) 10,000 SCR'000 SCR'000 5,000 5,000 0 -5,000 -10,000 -15,000 -20,000 -25,000 -30,000 OT - MoF OT - MoENRT Vehicle Testing Stamp Duty 0 -5,000 -10,000 -15,000 -20,000 -25,000 -30,000 Source: Ministry of Finance and Macroeconomic Forecasting and Analysis Division estimates.

4.2 Non -Tax revenue Non-tax revenues are receipts other than taxation that are generated through the provisions of goods and services by the Government.
For the year 2022 this revenue category recorded an over- performance of SCR 51.3 m (4.13%) with a total of SCR 1,295.58m actual receipts compared with end of year estimate of SCR 1,244.23m.

This represents an improved collection of 36.98% compared to the 2021 level.

4.2.1 Fees & Charges For the year 2022 total actual collection under fees and charges amounted to SCR 388.98m against the end of year estimate of SCR 346.81m.
This represents an over performance of 12.16% compared to the 2022 end of year estimates and 6.14% compared to the 2021 actual.

Similarly, to the previous year, the highest individual contributor to total fees and charges was from the department of Immigration and Civil Status contributing up to 44% (SCR 171m) out of the total SCR 388m collected as fees and charges.
Main lines which recorded a surplus compared to the planned collection included disembarkation fees from the Ministry of Transport as a result of the lifting of travel restrictions allowing for more travelling into the country.

Receipts of up to 63% (SCR 23m) more than the budgeted sum was collected for this budget line.

Receipts from waste collection from the Landscape and Waste Management Agency recorded an increase of SCR 3.74m (71%) over the budgeted figure for same.
This was as a result of an upward revision in the rate being charged for this service.

Likewise, the budgeted line for ‘Court fees and fines’ recorded an over-performance of SCR 4.2 million (22%) over its budgeted figure.

The review of the ‘Court Fees and Costs Act’ brought about an upward revision in the fees for the Magistrates court.

This coupled together with an increased number of fines imposed from the employment tribunal resulted in higher performance from this budget line.
17 Receipts from ‘Passport Fees’ recorded more than double the budgeted figure of SCR 4.59 million with an over-performance of 125.7% resulting in total collection of SCR 10.36m.

This was as a result of more passport applications being recorded which was also a result of the re-opening of borders and overall reduced travel restrictions globally.

Despite the net increase in fees and charges, some budget lines recorded lower receipts as compared to their forecasted figures.
The budget line for passenger service fees recorded up to SCR 5.3m (36.57%) less than its forecasted figure of SCR 15 million.

This was as a result of a change in rate for the fees being charged in an effort to increase the arrival figures into the country.

Property Transfer fees recorded up to 30.78% (SCR 3.04m) less than its budgeted figure as a result of lower collection of sanction fees by the respective Department.
4.2.2 Dividends Dividends received from Public Enterprises for the year 2022 totaled to SCR 790.47m representing an increase of SCR 349.36m compared to 2021 amount of SCR 441.13m.

Highest contributors to total dividend collection were from the Nouvobanq which paid a total of SCR 269.1m as dividend and the Seychelles Petroleum Company which paid out a total of SCR 250m.

Collectively, these account for up to 65.67% of total dividend collected for the year 2022.
The higher collection of total dividends as compared to the previous year is largely explained by the lifting of restrictions from the Central Bank of Seychelles which prevented commercial banks to pay dividend to their shareholder with the aim of keeping the banks well capitalized amid the COVID- 19 pandemic uncertainties.

The below table shows total receipts of dividends against their forecasted budgets.
Table 15: Dividend Income 2022 (SR’000) DIVIDEND INCOME - Seychelles International Mercantile Banking Corporation Ltd (Nouvobanq) - Seychelles Petroleum Company - Land Marine Ltd - Indian Ocean Tuna Limited - Seychelles Civil Aviation Authority - Afrexim Bank - Island Development Company - Seychelles Commercial Bank -Financial Servcies Authority -Seychelles Fishing Authority -Ile Du Port Handling Services -Seychelles Cable System Company 2022 YTD Budget SCR ‘000 269,100 Actual SCR ‘000 269,100 200,000 8,540 44,553 15,000 375 5,000 2,880 80,000 75,000 16,194 40,621 250,000 8,540 34,471 15,000 - 11,000 5,091 65,779 75,000 15,870 40,621 % Diff 0% 25% 0% -23% 0% -100% 120% 77% -18% 0% -2% 0% TOTAL: DIVIDEND INCOME 790,472 757,263 4% Source: MoFNPT, Financial Planning & Control Division 18 With the ongoing dissolution of the Societe Seychelloise D'investissement (SSI), dividend of Euro 1.5m received from the Indian Ocean Tuna Ltd company for the year 2022 relating to profit of 2021 was not transferred to government accounts.
The same was transferred to SSI and has now in 2023 been transferred to government which will be reflected in the revised figures for 2023.

4.2.3 Other non- tax For 2022, other non-tax revenue was lower than the year budget by SCR 18.13m or 33.73%.

An actual amount of SCR 35.61m was recorded against an end of year budget of SCR 53.74m.
the under- performance relates to no collection from Land Marine relating to royalties (SR 12.8m) as this was removed when Land Marine negotiated the new contract with the Seychelles Ports Authority.

4.2.4 Proceeds from Sale of Assets As at the end of December 2022, proceeds from sales of Government assets were SCR 80.5m or 6.83% less than the year end budget of SCR 86.42m.

The figure however was SCR 8.6m higher than actual of 2021.
The under-performance is largely as a result of lower collection from ‘long term lease – land and buildings’ from the Ministry of Land Use and Housing as compared to the budgeted amount.

A total of SCR 62.42m was forecasted to be collected whilst only SCR 47.4m was actually collected.

To note however, the amount collected was still SCR 2.2m higher than the actual of 2021.

4.3 Grants Total grant receipts for the year 2022 totaled to SCR 112m or 38% lower than end of year estimates of SCR 181.6.
This is due to lower execution of grants funded projects, such as the Marine Police facility which was not materialized as planned, thus a saving of SR 15.7m, lower execution by SR 14m under the La Digue Hospital project and SR 23m lower execution under the 11th EDF project.

5.
5.

Expenditure performance for the year ended 31st December 2022 (Details as per annex 1 c) Total actual expenditure and net lending recorded for the year 2022 was SCR 9.2bn compared to the end of year budget of SCR 10.1bn resulting in an under-spending of SCR 923.8m or 9.1%.

Compared to the total spending of SCR 9.82bn in 2021, the total 2022 expenditure is lower by SCR 611.7m or 6 %.
5.1 Wages & Salaries Total expenditure under wages and salaries for the year ended 2022 was SCR 2.79bn representing 10.7% of GDP.

This represents an outturn of 7 % or SCR 216m below the end of year budget of SCR 3.01bn.

Compared to 2021, expenditure under wages was SR 31m or 1% higher.

The planned performance under the IMF supported programme was for a wage bill of 10.8 % of GDP in 2022, the actual performance of 10.7% is linked to the saving under wages in nominal terms.
The savings under the wages and salaries were mostly linked with delays in recruitment, caused by the recruitment process and also the skills gap on the local market.

In addition, some Ministries, Departments, and Agencies (MDAs) were still in the process of restructuring which contributed to the lower execution.

If compared to the approved 2022 budget the saving is SR 298.9m, as part of the mid- year review exercise a total of SR 62.6 m was cut due to delay recruitment.
19 The below table shows the largest contributing MDAs to the overall lower execution.
Table 16: MDA’s with significant savings under wages and salary 2022 & 2021 (SR’000) Wages and Salaries Saving (End of year budget estimates- Actual Expenditure) Ministry of Education Seychelles Revenue Commission Health Care Agency 2022 Saving 2021 Saving 2020 Saving 39,261 (7%) 16,058 (15%) 34,993 (7%) 41,852(8%) 13,902 (14 %) 17,598 (4%) 32,650 (6%) 10,526 (10%) 15,678 (3%) Source: MoFNPT, Financial Planning & Control Division The three MDAs with the highest savings at year end 2022 remains similar to previous years.
To note however, two MDAs who in the past consistently recorded significant savings from wages and salaries have recorded significantly lower savings for the year end 2022; the Department of Defence and the Ministry of Land & housing.

It is however still observed that despite pressure from MDA’s to provide more funding for recruitment, MDA’s are not able to recruit and thus funds are tied up, which Government could have re- allocated towards other key Government priorities.
5.2 Goods & Services Total spending in terms of Goods and Services amounted to SCR 3.1bn representing 12% of GDP, against a revised budget of SCR 3.3bn thus resulting in an underspending of SCR 197.3m (or 6%).

In comparison to the 2021 actual expenditure of SCR 2.8bn for goods and services the 2022 outturn represents an increase of SCR 297.6m or 11%.
Delay in the implementation of activities as well in delays in ensuring the procurement process is completed in time were some of the factors that contributed to the lower execution against the revised budget.
MDAs with the highest savings under Goods and Services for the year 2022 are as follows; Table 17: MDA’s with significant savings under goods & services for the year 2022 (SR’000) of and Information MDA’s Department Communication Ministry of Foreign Affairs and Tourism Ministry of Education Ministry of Lands and Housing Ministry of Agriculture, Climate Change and Environment Agency Development for National Human Resources 2022 2021 6,204 25,749 19,700 7,419 8,575 7,857 53,241 22,200 11,399 9,320 55,072 77,653 20 Figure 11: Percentage of MDA’s with saving under Goods & Services >10m 8% >5m,<10m 13% >2m,<5m 15% >500K,<2m 8% <500K 56% Source: MoFNPT, Financial Planning & Control Division Total savings overall from the goods and services budget has reduced slightly against the figure for 2021 suggesting an improvement in the execution of the budget line.
The total savings of SCR 197.3 m (6%) of 2022 is seen to be lower than SCR 240.1 (7.8%) million in 2021.

5.3 Capital Expenditure The total Central Government Investment Programme’s EOY budget in 2022 totaled to SCR 800.6m whilst the actual expenditure for the year was SCR 594m.

This represents an uspending of SCR 26% or SCR 207.6 which is largely attributed to underspending in nominal terms under Domestic finance project.
Annex 1 the End of year report for PSIP, provides a more detailed performance assessment.

5.4 Social programs of Government A total spending of SCR 268m was recorded under the “social programs of Government” for the year 2022.

This is lower than the figures which was recorded for the year end 2021 which stood at SCR 468m.

The decrease in expenditure is mostly due to restructuring of the social programs of government.
Expenditure within social programs of government accounted for up to 1% of GDP which is again lower than the corresponding figure for 2021 which stood at 1.9% of GDP.

21 5.5 Benefits and approved programs of Agency for Social Protection (ASP) Benefits and approved programs of ASP recorded an actual spending of SCR 1.37bn representing 5.2% of GDP for the year 2022, lower that the revised budget of SR 1.44 bn resulting in an underspending of SR 75.1m or 5.2%.
Compared to the year 2021 expenditure of SR1.41bn under this category, the 2022 figure shows a decrease of SR 45.2m (3.19%).

The reduction is partly linked with further movement of benefits from the ASP to MDAs in 2022 including SPTC travel concession and the day care scheme.

With the reform under the home care programs, there was a change in the standard operating procedures for home carers which resulted in lower expenditure from this budget line.
Significant savings were recorded under social safety net in 2022, a total expenditure of SCR 9.5m against an end of year budget of SCR 40.68m which resulted in a saving of SCR 31.1m or 76.6%.

This sharp reduction is seen consistent with reduction in the previous period which when queried with the ASP was explained by an improved linking with other MDA’s in terms of sharing of information which has helped curb on abuse.
To note that, the comparison between the years 2021 and 2020 showed a sharp decrease of SCR 55.9m or 72%.

5.6 Transfers to Public Enterprises Total subventions transferred to Public Enterprises for the year 2022 amounted to SCR 276.9m.

The following organization was assisted under this vote in 2022.
• Air Seychelles- SCR 207.3m – • Seychelles Postal Services Company – SCR 8m • Seychelles Public Transport Corporation – SCR 53.78m • The Guy Morel Institute –SCR 500k • Seychelles Parks and Gardens Authority – SCR 7.3m 5.7 Development Grants A total expenditure of SCR 121.9m was recorded in 2022 against the end of year budget estimates of SCR 157.5m.

This represents a saving of SCR 35.6m or 22.6%.

The amount transferred was as follows; PUC (SCR 60m), SPTC (SCR 8.5m), and PMC (SCR 53.4m).
The lower execution is explained largely by lower expenditure recorded for the Seychelles Public Transport Corporation for the acquisition of buses.

5.8 Interest Payments Total interest payments for the year 2022 was SCR 600.3m out of which SCR 208.9m was on external debt and SCR 391.4m on domestic debt.

This represents an underspending of SCR 27.3m or 4.35% which is partly due to more favorable foreign exchange rate.
22 5.9 Net Lending Total net lending was recorded as negative SCR 15.1m for the year 2022.

This compares to a positive figure of SCR 41.4 m for the year end 2021.

The reason for the significant change is to do with more repayments coming in as compared to outflow payments.

However, there was an under performance relating to payments relating to PUC which was SR 101.4m or 51% lower compared to the revised budget.
With the inflows in this category be more than the outflows this has resulted in a negative expenditure.

5.10 Contingency The actual spending under the contingency budget was SCR 35.8m against a revised budget of SCR 50m.

This represents an underspending of SCR 13.2m.

23 Progress Report of Capital Projects being implemented by Ministries, Departments and Budget Dependent Agencies as at end of December 2022 1 Ministry of Finance, National Planning & Trade FINANCIAL PLANNING AND CONTROL DIVISION 1.
Introduction The total Public Sector Investment Program (PSIP) for fiscal year 2022 was initially budgeted at SCR 1.53 billion which is SCR 466.16 million less than the total Public Sector Investment Program (PSIP) budget for the fiscal year 2021 which was at SCR1.99 billion.
Following the mid-year review during the year 2022, the allocation was revised from SCR 1.53 billion to SCR 828.18 million, and further revised to SCR 800.64 million to reflect end of year figures, and this represents an overall budget cut of SCR 726.1 million as at end of year.
The below table shows the allocation of the 2022 original and revised budget and corresponding expenditure percentages for each source financing: Budget Component Original Budget (SCR) Local Financing Foreign Loan Financing Foreign Grant Financing 433.46 Million 311.10 Million 782.12 Million 1.1 Scope of the Report Revised Budget (SCR) Mid- Year 548.38 Million 73.84 Million 205.96 Million Revised Budget (SCR) End of Year 548.38 Million 70.65 Million 181.61 Million Table 1 Actual Spending (SCR) Execution Rates Against Original Budget Execution Rates Against Revised Budget (Mid-Year) Execution Rates Against Revised Budget (End of Year) 425.38 Million 56.53 Million 112.03 Million 98.14% 77.57% 77.57% 18.17% 76.56% 80.01% 14.32% 54.39% 61.69% The report covers the expenditure of all MDAs having been allocated capital expenditure budget through the Public Sector Investment Program touching on the status of major projects being implemented by MDAs across government.
1.2 Overview of the Foreign Loan and Foreign Grant status Out of the total revised allocation for foreign loan of SCR 70.65million, as at December 2022 spending was SCR56.53million or 80.01% of the total revised loan amount of which SCR45.99 million is the expenditure from the Department of Blue Economy and SCR 10.54 million from the Health Care Agency.
For the foreign grant total revised allocation of SCR 181.61 Million, as at December 2022, a total of SCR 112.03 million or 61.69 % was recorded as expenditure.
MDAs where most of the expenditures were recorded were as follows: • • • • • Health Care Agency with a total of SCR 24.06 M Department of Defence with a total of SCR 4.56M Department Climate Change with a total of SCR 22.35 M Department of Blue Economy with a total of SCR 20.97 M Department of Trade with a total of SCR 24.80 M 2 1.3 Overall status of project implementation under local budget The original PSIP budget under local financing for the year 2022 stood at SR 433.46 million.
The total revised budget for the local component of the 2022 local financing allocation stood at SCR 548.38 million.

This is SCR 114.92 million more than the original local financing budget.
The total revised budget for the local component of the PSIP 2022 which stood at SCR 548.38 million is SCR.102.7 million more than the revised budget for the local component of the PSIP 2021 figure which was SCR.445.68 Million The graph below shows the analysis on execution rates using the revised budget for 2021 and 2022.
Graph 1 Analysis on execution rates using the revised budget 90.00% 80.00% 70.00% 60.00% 50.00% 40.00% 30.00% 20.00% 10.00% 0.00% Execution rate for 2021 Execution rate for 2022 The original PSIP budget under local financing for the year 2021 stood at SR 490.58M and the year-end budget for 2021 had been reduced to SR 440.60M, and the original PSIP budget under local financing for the year 2022 stood at SR 433.46M, and the year-end budget for 2022 had been increased to SR 477.80M.
The table below shows the trend in year-end budgets against executions over the last five years.

Table 2 Year Year End Budget 2018 677.83M 2019 504.23M 2020 611.36M 2021 440.60M 2022 477.80M Total Expenditure 422.31M 362.03M 488.89M 355.60M 425.38M Execution rates 62.30% 71.80% 79.97% 80.71% 89.03% 3 It is worth nothing that similar to other years, as at year-end, unspent funds for certain projects are transferred to suspense accounts used for selected ongoing projects in the following year.
This is particularly the case for projects that are ongoing as at year-end, however for one reason or another, the funds for projects were not completely utilised and the same project was not budgeted for in the following year.

The following table shows the expenditure for the year 2022 against the original, revised and year-end budget taking into account amounts paid into suspense accounts.
The year-end budget for 2021 has also been provided: Table 3 Budget Total Expenditure Execution Rates % Amounts transferred to 2023 suspense account Actual Execution rates % Original Budget 2022 433,465,653.11 425,383,117.45 98.14% 107,718,575.06 Revised Budget 2022 548,380,963.21 425,383,117.45 77.57% 107,718,575.06 Year-end Budget 2022 477,803,942.54 425,383,117.45 89.03% 107,718,575.06 Year-end Budget 2021 440,602,561.61 355,597,556.10 80.71% 59,629,298.21 73.28% 57.93% 66.48% 67.17% The Capital Expenditure spending levels as at end of December 2022 was higher in percentage than spending of the same period in the year 2021.
Out of the year end local PSIP budget of SCR 440.602M in 2021, up to SCR355.597M or 80.71% were spent as at 31st December 2021 and out of the year end local PSIP budget of SCR 477.80M in 2022, up to SCR425.38M or 89.03% were spent as at 31st December 2022.

The actual execution rates for 2022, which excludes the amounts transferred to 2023 suspense account, as at year end, is lower than the rate for 2021( 67.17% in 2021 and 66.48% in 2022).
Focussing on the main capital intensive MDAs shows that there has been varying differences in performance across the MDAs as at fourth quarter 2022 as compared to the same period of the previous year in 2021.

The Department of Climate Change, Health Care Agency and Ministry of Education recorded lower spending percentages.

The Seychelles Infrastructure Agency, Ministry of Local Government and the SLTA recorded a higher expenditure percentage as compared to the performance of the previous year.
The table below shows the percentage expenditure for the capital intensive MDAs comparatively for December 2022 versus that of December 2021: Table 4 Ministry of Education Seychelles Infrastructure Agency Department of Climate Change SLTA Ministry of Local Government Health Care Agency 40.66M 206.73M 8.08M 22.53M 23.81M 38.09M 31.51M 161.06M 5.89M 18.45M 17.26M 30.01M 77.50% 77.91% 72.89% 81.88% 72.47% 78.78% 54.99M 161.27M 8.91M 26.99M 24.55M 49.13M 39.19M 140.14M 5.78M 26.04M 21.55M 26.45M 71.28% 86.90% 64.82% 96.48% 87.79% 53.85% MDA Revised budget 2021 Actual expenditure % spent end of December 2021 Revised budget 2022 Actual expenditure % spent end of December 2022 4 The graph shows the percentage expenditure for PSIP against the 2022 revised budget and year end budgets for the capital intensive MDAs.
Graph 2 Budget vs.

Spent Revised Local PSIP Budget December Year End Balance Expenditure % Spent 161,266,185 180,000,000 160,000,000 140,000,000 120,000,000 100,000,000 80,000,000 60,000,000 54,986,389 49,126,886 40,000,000 20,000,000 71.28% 86.90% 53.85% 0 Education 24,550,000 26,993,991 8,910,000 64.82% 87.79% 96.48% SLTA Seychelles Infrastructure Agency HCA Dept of Climate Change Ministry of Local Government 5 2.
Seychelles Infrastructure Agency As per the PPBB statement of the Seychelles Infrastructure Agency, its mandate is to provide public infrastructure for the government and people of Seychelles through efficient procurement and management of projects; and to facilitate affordable housing opportunities to ensure all families become homeowners The total revised PSIP allocation for the Seychelles Infrastructure Agency for the year 2022 totals up to SCR 162.73 million.
The allocation are as follows:    Local budget: SCR.

161.27 million Foreign Loan: nil Foreign Grant: SCR 1.47 million The Seychelles Infrastructure Agency spent a total of SCR 140.14 million or 86.90% of its local revised allocation as at end of December 2022 and spent a total of SCR 140.14 million or 95% of its year end budget allocation of SR 146.76 million as at 31st December 2022.

Main budget lines from which spending was recorded includes the Lease of Independence House SCR.
25.88 million and SCR.

45.35 million from Special Housing development Projects.

Most of the major projects being undertaken by the agency are ongoing projects.

Below list the main projects being undertaken by the Agency for the year 2022 with their corresponding status as at December 2022.
Project Name / Description Date Awarded / started Contractor Original Contract Sum Revised Contract Sum Expenditure Expected date of completion Amount left to pay on contract Status 46 Units Kan Gard Development PLS Re-roofing Project, Marie Jeanne and Moulinie Estate 25 units Foret Noire Port Glaud 26-Mar-18 Allied Builders 14,762,153.34 18,839,738.93 17,478,121.60 Jan-23 1,361,617.33 Progress of work remains slow on site, project hand over date has been amended to 31st December based on latest discussions with the contractor.
22-Nov-19 Robust Construction 886,308.80 694,418.33 624,976.50 Completed Completed 2nd quarter of 2021.

- 05-Jun-18 Allied Builders 26,989,246.33 30,030,177.58 26,598,626.12 30-Apr-23 3,431,551.46 Phase 2 of the project ongoing and progressing satisfactorily.

work is on track for planned delivery date.


6 18 Units ex Onezime Anse Aux Pins 11-Jun-18 Ascent Projects 19,358,917.00 24,571,449.58 20,401,853.72 30-Jun-22 4,169,595.86 27-May-19 Qingjian 16,206,936.00 21,906,780.40 20,978,084.26 12-Aug-22 928,696.14 International 19-Jun-19 Allied Builders 32,407,888.25 40,614,796.60 34,793,256.13 10-Oct-22 5,821,540.47 All 3 blocks of the project are now completed and allocated.

The third block was allocated in August 2022.


SIA is working with the contractor to complete the project final account The project was completed and allocated in August 2022.

SIA is now preparing the project final account The project is completed and was allocated in October 2022. extension of sewer line is currently ongoing so that the units can be connected to the PUC main treatment plant.
18 units danzil Belombre 24 units Cascade ex PMU 24 units ex Albert Pte Larue 24 Units ex Feba, Bel Air Ex Police quarters Grand Anse Praslin 24 Units Ex- SACOS (Remize) Anse Royale Union Vale Housing project 24 units 09-Mar-18 27-Mar-18 16-Feb-18 FABSCO Construction Turnkey Solutions Qingjian International 01-Mar-19 Sai-Fu Enterprise 01-Apr-18 FABSCO Construction O-NIVO Construction 8 Units lower Les Mamelles 15-Oct-18 16 units Kan Gard Mont Fleuri Self-financing blocks Perseverance 36 units Pascale Village - Creuve Coeur Land Bank (BV) extension phase 2.
21-Feb-18 01-Dec-17 China Shenyang Turnkey Solutions 18-Nov-19 R&E Contractor 21,618,841.00 28,629,100.80 27,857,017.61 Completed 772,083.19 Completed.

Full Retention Released 34,952,932.62 34,952,932.62 34,060,659.83 Completed 15,642,791.00 14,996,436.45 13,419,060.37 Completed - - Completed.

Completed.

20,843,951.00 25,676,593.31 19,575,082.56 Completed 6,101,510.75 Completed.
21,618,841.00 26,175,058.39 29,872,286.60 01-Mar-23 605,490.48 5,788,234.00 8,083,067.33 6,660,659.09 Completed 1,422,408.24 14,575,089.00 15,642,393.59 15,185,158.98 Completed 457,234.61 Contractor progress has picked up significantly.

The project remains behind schedule however the contractor input on site is now satisfactory.

SIA is working with the contractor and considering the application of contractual penalties.

Project completed and the units has been allocated.
Final account is being finalise by ID.

Still discussing final account and contractual claims with contractor.

Defect liability period.

Completed 21,239,756.80 22,636,324.31 21,307,471.70 Completed 1,478,720.00 1,625,236.84 1,375,752.29 Completed - - Completed.

Completed.
Full Retention Released 7 La Gogue Land Bank (AE) Ex Mellon land bank Lo Lanmar BV Machabe land bank Improvement of Access Gradient Carana Land Bank Extension Phase 1 L'union Estate Land Bank Ex Zelia Land Bank Sorento professionals Land bank phase 1 Access road consolation (PR5078, PR5841) Ex Hodoul + Dame le Roie LB Completion Pti Lavil LB (Phase I & II) Independence house renovation Ex Holden Pierre Phase II 6th floor on independence house 15-Dec-19 Allied Builders 5,790,930.67 8,073,509.86 7,507,845.82 TBC 565,664.03 Completed 23-Sep-19 14-Oct-19 13-Jan-20 O-NIVO Construction Dyna Construction GM Construction 11,936,168.48 13,278,715.84 10,057,420.74 Completed 502,871.04 Completed.
1,635,509.82 1,813,521.64 1,711,567.99 Completed 101,953.65 Project Completed.

1,744,394.80 1,207,777.92 1,087,000.13 Completed 120,777.79 Completed.

Retention due in 2023.

16-Oct-20 Malcolm's 1,736,825.00 1,736,825.00 1,375,931.00 22-Dec-22 360,894.00 Completed Builders 10-Sep-20 Malcolm's 864,000.00 864,000.00 732,591 Completed - Completed.
Full Retention Released 06-Mar-20 13-Nov-20 08-May-20 10-Feb-20 29-May-20 Builders Ascent Projects TCH Construction All Season Construction ATL Construction All Season Construction 361,256.00 475,235.02 451,364.02 Completed 23,871.00 Completed.

Retention Money Pending.

1,283,144.57 1,283,144.57 1,205,619.55 13-Aug-21 77,525.02 Completed,.

9,116,580.15 9,116,580.15 5,936,410.29 15-Sept-22 3,180,169.86 Project works completed.
Previously raised concerns from neighbouring residents has been addressed and closed.

1,054,700.00 1,192,016.60 653,281.93 30-Oct-21 315,660.00 315,660.00 278,413.65 Completed - - - Completed.

Completed.

Completed.

01-May-19 Allied Builders 2,566,882.58 2,741,512.67 2,729,610.29 Completed 29-Jul-19 21-Jul-20 All Weather Builders Benoiton Construction 5,839,377.43 12,208,708.64 10,957,274.68 Completed 1,251,433.96 Completed.
Retention Money Pending 7,208,057.00 10,771,575.60 9,961,773.34 Completed - Completed.

Full Retention Released H&R Design 1,348,230.00 1,550,464.50 515,860.00 15-Dec-23 832,370.00 The project implementation has been very problematic with the contractor having many issues.

Work is now on track, however contractual penalties are being applied.
8 Plot T2525 (Ex- Desaubin) Ex-ION SMB Plot & Ex-Kashugy Phase II operating costs 180 units social housing project (UAE) (costs in US$) Construction of 2 Bedroom House & access Rd Nouvelle Vallee Nageon Estate Re- Development phase I - Anne Auguste Construction of 6 affordable units at Bel Air Construction of 6 affordable units Corsair Belombre Construction of 6 affordable housing units at Belonie, St. louis Construction of 8 affordable housing units at Roche Caiman Construction of 9 affordable housing units at Glacis EX- Ferrari 21-Feb-14 & Build GIBB Seychelles 15-Jul-19 TRL Construction 25-Jul-19 Sylview Dalcon Builders Sep-22 Dubai Civil Engineering TCH Properties Ltd Dubai Civil Engineering China Shenyang Corp 07-Apr-15 Mahe Design & Build 32,305,764.64 34,925,025.69 34,907,444.63 Completed 15-Jul-15 Mahe Design 68,875,844.17 62,293,468.80 61,873,468.80 Completed 947,000.00 1,338,070.38 1,338,070.38 Ongoing - - - Completed.
Completed.

Completed.

2,563,904.00 3,085,220.38 2,879,531.80 Completed 205,688.58 Completed.

Retention Money Pending.

1,091,082.00 1,215,895.90 1,159,774.33 1,159,774.33 56,121.57 Completed.

Retention Money Pending.

6,893,809.00 6,893,809.00 3,093,549.45 08-May-23 3,800,259.55 6,460,225.00 6,460,225.00 2,293,263.40 23-Jun-23 4,166,961.60 5,996,565.00 5,996,565.00 2,497,889.66 10-Apr-23 3,498,675.34 7,030,598.00 7,030,598.00 1,833,890.20 18-Apr-23 5,196,707.80 Project is ongoing and progressing well.
Currently on tract with program of works.

The project is ongoing with mainly site improvement work in progress.

Work is progressing generally satisfactory albeit slightly behind schedule, however, we anticipate to make up the lost time.

Project is ongoing and progressing well.

Currently on tract with program of works Project is ongoing and progressing well.

Currently on tract with program of works October 2023 The project is in the procurement stage.
Bids has been received from pre-qualified bidder list and the tender recommendation has been submitted to the Donor for approval.
9 Construction of 16 affordable units at Corgate Estate Mont Fleuri Construction of 16 affordalble units at Perseverance Consultancy for the design of infrastructure on Ile Aurore Construction of road to serve 16 new land bank plots at la gogue, anse etoile Nageon estate redevelopment phase ii Salazie land bank 8 plots 22-Aug Onivo Construction 22-Sep Qingjian International 17,573,921.00 17,573,921.00 2,507,344.33 08-Jul-23 15,066,576.67 11,513,076.00 11,513,076.00 4,550,696.40 26-Jul-23 6,962,379.60 Jan-2023 10 The project is ongoing with mainly site improvement work in progress.
Work is progressing generally satisfactory albeit slightly behind schedule, however, we anticipate to make up the lost time.

Work progressing well, the contractor is currently slightly ahead of schedule.

Following high-level discussions on the existing Ile Aurore master plan, it was agreed that a new masterplan should be worked on to create a more sustainable environment on the island.

The re-design of the masterplan is currently underway.
it is only after this new masterplan is complete that the design of the infrastructure will be tendered.

this is expected to be sometime in 2023.

Estimated cost: SCR 6,000,000.00.

Design of road and in-house estimate completed.

Estimated cost: SCR 9,500,000.00.

Will tender in 1st quarter 2023.

Currently working with housing department to confirm requirements for each individual family.

Design and scope completed.

Estimated cost: SCR 8,000,000.

Expected to tender in 1st quarter 2023.


Project has been designed and in-house estimate is ready.

Being funded under 2023 budget.

On tender.

Estimated cost: SCR 4,500,000.00.

3.


Ministry of Education The mandate of the Ministry of Education as per its PPBB statement is to play a key role in shaping a quality education system that meets the needs of all learners, supports their participation in society, promotes and enhances lifelong learning and contributes to the Development of the knowledge society in Seychelles.
The revised PSIP allocation for the Ministry of Education for the year 2022 totals up to SCR 54.98 million for construction, upgrading and renovation of Schools representing different projects to be undertaken in different public schools across the country.
The total revised PSIP allocation are as follows:    Local budget: SCR 54.98 million Foreign Loan: nil Foreign Grant: nil The Ministry of Education recorded a total of SCR 39.19million or 71.28% of its revised budget as capital expenditure against the local PSIP budget as at end of December 2022 and recorded a total of SCR 39.19 million or 96% of its end of year local PSIP budget of SCR40.86 million as at 31st December 2022.
Main projects being implemented by the Ministry are listed below with the corresponding status as at end of December 2022.
Project Name / Description Construction of Belonie Secondary school Date Awarded / started 12-Jun-19 Contractor Original Contract Sum Revised Contract Sum Expenditure Sai Fu Enterprise 24,024,677.90 27,448,194.50 27,868,454.97 Expected date of completion Completed Amount left to pay on contract 3,696,968.70 Construction of new Anse Royale Crèche Construction of steel frame building at MOE Headquarters 7-Aug-19 A&H BUILDERS 17-Nov-21 Wellpoint Development Pty Ltd 15,000,976.49 17,176,415.64 19,718,375.74 34,502.24 12,397,503.58 - 9,315,673.22 Completed 4,941,455.89 Status Work Completed.
Construction started on the 13th of July 2020.

QS is finalising external work variation to compile the file for approval.

MOE has visited the site and provided a list of additional works required for the opening of the school in January 2023.

The Architect is currently working on the drawings.

The project has been stalled at 85% progress.

Interim 9 is paid.

The contractor is unable to complete the project due to the rise in the cost of materials.

Completed.
Completed.

Variations and Additional work (1.2% above the contract sum) have been approved and payment is being processed.
11 Screeding of walkway/Lobby and construction of new trap door at Aux Cap Primary Tilling works at Baie Lazare Primary General renovation works-Block B1 & B2 at Bel Eau Primary Electrical reticulation works at Bel Ombre Primary Rehabilitation works at Grand Anse Praslin Urgent refurbishment of isolation room and concrete water tank at La Retraite Primary Rectification of damaged classroom at Mont Fleuri Primary Electrical works at Anse Royale Secondary Electrical reticulation at Beau Vallon Secondary 28-Mar-22 Rafa Builders 84,250.00 121,710.00 139,966.50 Completed 0.00 Full payment is paid.
13-May-22 15-Dec-21 All Weather Builders Bhakti Builders 21-Mar-22 Zoriel Power System 65,960.00 - 75,854.00 Completed 0.00 Full payment is paid.

2,314,595.35 2,378,625.35 2,659,361.07 Completed 68,188.74 Retention payment remains to be paid.

77,925.00 300,959.80 285,911.81 Completed 15,047.99 Retention payment remains to be paid.
5-May-22 DO's Contractor 297,900.00 29-Apr-22 Easy Built Construction 59,735.00 7-Jan-22 Rafa Builders 71,981.00 20-Dec-21 Allied Maintenance 2,206,110.00 22-Mar-22 Promo Electricals Ltd 750,925.00 - - - - - 297,900.00 Completed 0.00 Full payment is paid.

59,735.00 Completed 0.00 The project file is closed.

82,778.15 Completed 0.00 The project file is closed.

2,410,175.18 Completed 126,851.33 Retention remains to be paid.

713,378.75 Completed 37,546.25 Retention remains to be paid.
12 14-Apr-22 Rafa Builders 85,114.00 - 92,987.05 Completed 4,894.06 Remains only retention to be paid.

66,650.00 80,050.00 92,057.50 Completed 0.00 Full payment is paid.
Renovation work to server room area near computer lab & electrical works in computer Lab at SIAD Reinstate Director's and Secretary's office at SIAH Solar Heater works at the Youth hostel Renovation to fencing at SMA Renovation and upgrading of reception and waiting area at MOE HQ Urgent refurbishment of the sewer line at HQ at MOE HQ 4-Feb-22 4-Mar-22 28-Jan-22 Allied Maintenance Smart house International AMB Building Contractor 146,000.00 597,530.00 28-Jan-22 Progressive Builders 288,285.00 15-Mar-22 Rafa Builders 90,000.00 Renovation works at SQA HQ 19-Oct-21 Prime Builders 460,550.00 Repair of the roof at the walkway and install new flashing at Bel Ombre Primary 24-May-22 CT Edge Maintenance Contractor 54,162.00 - - - - - - 159,505.00 Completed 8,395.00 652,801.53 Completed 34,357.98 0.00 TBC 331,527.75 103,500.00 Completed 0.00 The final payment is in process.
There is additional work.

The file is being prepared to seek approval.

Completed.

The file for additional work has been sent for approval.

Payment is processing.

Only retention remains to be paid.

The project is now on standstill at 70% progress.

The contractor is unable to complete the project.

QS has already evaluated the work done and the file requesting for termination of the contract has been sent for approval.

Payment for Progressive Builders is paid.


Proposed direct bidding with WellPoint for the remaining works as they have just completed a project satisfactorily at HQ.

The project file is closed.

467,214.81 TBC 62,417.69 54,162.00 Completed 0.00 Standstill at 89.6% progress.

There is additional work to be undertaken so that the initial project is completed.

Furthermore, due to structural defect decision has to be taken as to the way forward.

The project file is closed.
13 Fixing gas leakage in Chemistry Lab at SALS Electrical works at Aux Cap Primary The proposed installation of aluminum doors and windows at Glacis Primary Repair of roof and ceiling at Mont Fleuri Primary Screeding works at Anse Royale Secondary Refurbishment of LPG gas plumbing at Anse Royale Secondary at Anse Boileau Secondary Proposed computer lab at Beau Vallon Secondary Renovation works- Air tightening classroom block, admin, deputy head offices, and staff room at Plaisance Secondary Construction of security kiosk at La Rosiere & Bel Eau Primary 19-May-22 21-Sept-22 9-Jun-22 Sanjee Maintenance Allied Maintenance All Weather Builders 235,675.00 770,400.00 2,392,448.00 - - 223,891.25 Completed 11,783.75 The final payment is paid.
Remains retention to be paid.

825,394.56 8-Nov-22 1,925,920.64 The contract has not yet been signed.

Awaiting the appointment of a legal representative.

Ongoing at 5% progress.

Variation due to the closing of the cavity at openings has been foreseen.

389,657.52 171,000.00 223,500.00 315,750.00 3,990,200.00 Submitted to the tender board for final approval.

The file is being reviewed.

To be submitted for the tender process.

The file is being prepared for tendering.


The scope of work is being revised due to duplication of work.

Evaluation of bids by Evaluation Committee.

149,645.00 In the tender process.


14 Construction of security kiosk at Perseverance Secondary & Anse Etoile Primary Construction of security kiosk at Takamaka & Anse Boileau Primary Renovations to laboratory and technical block inclusive of electrical reticulation at Pointe Larue Secondary Renovation of Anse kerlan crèche Construction of new toilet block at Plaisance Primary Replacement of damaged roofing inclusive of the damaged roof structure to Baie Lazare crèche, multipurpose hall, and primary block.
(Approximate area=3200m2).

Phase 1 Construction of a new security kiosk at Mont Fleuri Crèche 359,590.00 359,590.00 5,000,000.00 30-Nov-22 JNC Contractor 1,292,135.00 - 0.00 23-Mar-23 1,485,955.25 1,165,160 6,000,000.00 In the tender process.

In the tender process.

Documents have been tendered out.

Awaiting bid submission from Contractor.

Contract has been awarded.

Awaiting for the Contractor to sign the Contract.

Evaluation of bids by Evaluation Committee.


Evaluation of bids by Evaluation Committee.

200,000.00 Evaluation of bids by Evaluation Committee.
15 Reinstate existing offices at MOE HQ- SIA section Renovation work at La Rosiere Primary- Old block Renovation work at SIAH –Anse La Mouche Construction of soak-away Pit at La Retraite Primary Repair of sewage line at toilets facing main store at MOE HQ Networking in Computer lab in 5 Secondary Schools Construction of ceiling and rectification work to ceiling water tank at Pointe Larue Primary.
Electrical Surveying at SIAD Cladding works in Admin & Operator office at HQ 29-Nov-22 Multifix Maintenance 336,042.40 - 67,208.48 14-Jan-23 268,833.92 Ongoing at 20% progress.

Advanced payment is paid.

12,000,000 5,000,000 25-Jul- 22 Easy Built Construction 38,000.00 TBC Chris Plumbing 36,800.00 564,382.50 68,800.00 4-Aug-22 Allied Maintenance JOCO's Cleaning & Maintenance 23,000.00 36,750.00 - - - - File is being prepared.

File is being prepared.

43,700.00 Completed 0.00 Full payment is paid.


36,800.00 Completed 0.00 Full payment is paid.

The file is being revised as there was a duplicate ion of works to one which had also been submitted by DICT.

2.

Layout proposed initially does not meet the requirement of the client.

3.

Action: DICT and SIA to merge scope of works for tender.

Completed.

Paid under School maintenance vote.

0.00 Completed 26,450.00 34,912.50 Completed 1,837.50 Payment is outstanding.
Awaiting the appointment of a legal representative.

Remains retention to be paid.

In addition to the above table, the following projects which had been budgeted for in 2022 did not see commencement.

They are: • New La Digue School: The project concept is still being reviewed so that the most effective option for the school can be implemented.

To note, only a portion of funding was available in the budget if the project were ready to start, there would have been a large funding gap.
16 • Technical and Vocational Training Centre: The government’s decision to cancel the proposed project on Ile Soleil and to transform an existing school to serve the purpose of which Perseverance secondary has been identified.

• Beau Vallon Secondary school-Road Access: Encroachment by private property on the project site, Ministry of land and Housing only finalised the negotiation with the private individual towards end of 2022, project is currently on tender.
• New Infrastructure for SIAH: Delays for the client to finalise their requirements, scope of the project has been completely reviewed and scaled down.

Phase one was only finalised in • • 4th Quarter of 2022.

The project is currently on tender.

To note, phase 2 is still being discussed and we anticipate going out with tender towards June 2023.

Plaisance Secondary: The project was tendered in 2022.
Delays in tender procedures due to SIA internal limitation, same has been addressed and project will be implemented.

Electrical works at Aux Cap Primary: The project started in 2022.

However, with the passing away of the electrical contractor, there were legal implications and the project is at standstill.

In the interest of the project a decision has been taken to now retender the project while the legal issues are finalised.
• Refurbishment of LPG gas plumbing at Anse Royale Secondary at Anse Boileau Secondary: Delays in the tender procedure.

The project was tendered in 2021.

In view of the specialized • work, it was advised by the committee to get add more specialists.

Construction of security kiosk at Perseverance Secondary & Anse Etoile Primary: The project was tendered in June 2022.Delays in tendering procedures.

Selective tendering was not approved by the civil works committee.
Projects to be re-tendered (open tender).

• Renovation to laboratory and technical block inclusive of electrical reticulation at Pointe Larue Secondary: Project tendered in the third quarter.

Delays in the tender procedure.

• • Screeding works at Anse Royale Secondary: Project tendered in the second quarter.

Delays in the tender procedures.

Construction of security kiosk at La Rosiere & Bel Eau Primary: The project was tendered in June 2022.Delays in tendering procedures.
Selective tendering was not approved by the civil works committee.

Projects to be re-tendered (open tender).

Construction of security kiosk at Takamaka & Anse Boileau Primary: The project was tendered in June 2022.Delays in tendering procedures.

Selective tendering was not approved by the civil works committee.

Projects to be re-tendered (open tender).

Construction of new security kiosk at Mont Fleuri Creche: The project was tendered in June 2022.Delays in tendering procedures.
Selective tendering was not approved by the civil works committee.

Projects to be re-tendered (open tender).

• • • Renovation work at La Rosiere Primary-Old block: Project has been reviewed to adopt new requirement.

Delay to finalise design in view of SIA internal workload.

Same has now been addressed and.

Phase 1 being the demolition and partial reconstruction of the old block is currently being tendered.
• Networking in Computer lab in 5 Secondary Schools: Additional information is required form Ministry of Education and Department of Information Communication Technology.

17 Ministry of Local Government The mandate of the Ministry as per its PPBB statement is to oversee the affairs of the districts and to empower the local communities.
Its role is to ensure good governance through citizen’s engagement, inclusiveness and empowerment towards development with transparency and accountability as well as maintaining linkages between the central and local government.

The total revised PSIP allocation for the Ministry of Local Government for the year 2022 stands at SCR 24.55 million.
Up to SCR 20 million of this budget has been allocated to district small projects to which all districts are allocated an equal amount of funds to be used to cater for projects within the communities.

Projects from this capital vote are approved by the ‘Vetting Committee’ set up within the Ministry.
The Ministry of Local Government has spent a total of SCR 21.55 million or 87.79% of its local revised budget allocation as at end of December 2022 and spent a total of SCR 21.55 million or 88% of its end of year budget allocation of SCR 24.55million as at end of December 2022.

4.1 District Small projects The table below shows the status of the districts small projects as at the end of December 2022.

A total value of SCR 12,235,061.80 worth of projects had been completed as at the end of December 2022.
Small Projects carried over from 2021 Status Completed In progress Contract terminated Number 53 18 6 Small Projects for 2022 Status Completed In progress Tendering Stage Requesting Planning Approval Undergoing Planning Process Number 96 26 30 7 26 18 MNA Office Status Completed Number 2 Value SCR.116,100.00 Ready to Start 2 SCR890,611.00 Comments -Anse Aux Pins SCR.51.3 K -Anse Royale SCR.64.8K -Roche Caiman & La Digue Minor Emergency Status Tendering Completed In Progress Number 3 10 3 Value SCR.
771,023.00 SCR.648,186.13 SCR.

42,886.00 4.2 Major Renovation The Ministry also undertook a program for major maintenance of DA offices in different districts.

The below table shows the status of the program as at end of December 2022.
Date Awarded / started 11/22/2021 7/12/2021 10/15/2021 Project Name / Description Renovation of Anse Kerlan Mini-Hall- Grande Anse Praslin Maintenance of DA's Office- Perseverance 02 Maintenance of DA's Office and Community Center-Anse Aux Pins Contractor Original Contract Sum Revised Contract Sum Expenditure Expected date of completion Amount left to pay on contract JNC Construction Progressive Builders (Leslie Adrienne) Rafa Builders 118,700.00 167,464.00 167,464.00 1/31/2022 120,875.00 114,831.25 114,831.25 9/6/2021 223,112.50 246,032.73 246,032.73 12/10/2021 0 0 0 Status Completed Completed Completed 19 8/23/2021 DDL Builders 273,375.00 305,756.25 305,756.25 11/14/2021 0 10/18/2021 H & R New design & Build 11/15/2021 HPC Construction 224,830.00 12/13/2021 10,495.50 123,518.00 23,554.90 1/9/2022 DDL 10,000.00 10,925.00 1/6/2022 DDL 8,450.00 9,717.50 1/10/2022 10/12/2021 RAFA Builders 188,357.75 228,549.21 2/17/2022 8/23/2021 D $ D Construction 172, 150.00 68,693.38 11/14/2021 10/1/2021 Lin Architect 28,000.00 0 11/26/2021 300,853.00 190,806.35 12/6/2021 0 0 10/18/2021 10/18/2021 11/8/2021 Aubrey & Steven Construction H & R New Design & Build Budget Construction Maintenance of DA's Office- St Louis Maintenance of DA's Office and Community Center- Glacis Maintenance Work of DA's Office- Beau Vallon Renovation Work to DA's Office- Plaisance Renovation Work to DA's Office- Plaisance Maintenance of DA's Office- Takamaka Maintenance of Community Center- Plaisance New DA's Office- Mont Buxton Renovation Work to
 DA's Office –Au Cap Maintenance of DA's Office and Community Center-Anse Etoile Maintenance of DA's Office and Community Center-Anse Boileau 262,372.00 311,064.62 12/13/2021 21,950.38 Completed 826,272.50 634,301.31 634,301.31 1/31/2022 0 Completed 20 Completed Completed Completed Completed Completed Completed Completed In progress Completed Maintenance of DA's Office and Community Center- Anse Boileau General renovation and Improvement of DA's Office and Community Center- La Digue General renovation and improvement of DA’s Office and community Centre- La Digue Upgrading of Boundary Wall - St Louis Community Centre Budget Construction 75,266.60 0 0 9/20/2021 DDL Builders 1,560,210.00 2,211,382.98 2,211,382.98 6/20/2022 120,000.00 Completed DDL Builders 2/1/2022 GNC Excavation 116,288.00 61,608.80 3/15/2022 0 In progress In addition to the above table, the following projects which had been budgeted for in 2022 did not see commencement.
They are: Cascade Community Center: This project was funded by India Grant amount SR 7 Million.

The grant was not approved in 2022.

Perseverance DA’s Office and Community Center: This project was budgeted 1.5 million and was redesigned in 2022.

• • • New Bel Ombre DA’s Office: The project was budgeted SR 2 Million in 2022.

It was to tender in August 2022 but project was delayed due to the soil test that carried out to ascertain the design durability of the structure.
Project was tendered in October 2022.

More delays in regards to evaluation stage to implement the project.

4.

Health Care Agency The mandate of the Health Care Agency as per its PPBB statement is to provide preventative, primary, secondary and tertiary care through the Seychelles Hospital and the Community Health Services.

Its objective is to promote, protect and restore the health of the public by taking appropriate measures to prevent disability and death resulting from illness or other causes.
The total revised PSIP allocation for the Health Care Agency for the year 2022 sums up to SCR 92.52 million of which SCR 49.13 million relates to the revised allocation under the local component.

21 The Health Care Agency has spent a total of SCR 26.45 million or 53.85% of its revised local budget allocation as at end of December 2022 and spent a total of SCR 26.45 million or 87% of its end of year budget allocation of SCR30.25 million as at end of December 2022.
The larger part of spending were recorded under the North East Point Complex project at SCR4.8M, Air Condition Water tank Theatre at SR4.018M, Field Hospital at SCR 3.5M La Digue Logan Hospital at SCR3.4M.

The remainder of spending were spread across various projects.
Some of the main projects being implemented by the Agency are listed below with current status: Project Name / Description Contractor Original Contract Sum Revised Contract Sum Expenditure Upgrading CSSD Ascent Projects 4,895,589.93 4,170,078.20 2,522,421.28 Construction of new La Digue Hospital GICC USD 4.3 mil - Expected date of completion Phase2:30.09.22 Phase 3: 31.10.22 19/05/2023 Amount left to pay on contract 2,373,169.00 - Painting Work Praslin BSA Hospital Ascent Projects 2,283,135.25 2,148,948.02 Completed 134,187.23 Upgrading Of Health Centres-English River - Triage facility Furui Construction 3,334,926.4 2,957,219.43 377,706.97 Status Phase II Completed.
Equipment now being installed.

Ongoing.

Architecture fees of SCR 914K paid.

Completed-Final payment submitted at end of Q3.

Payment will be done in Q4.
Retention due in Q4 A sum of 499,900 was vired to cater for outstanding payment in 2022 Diagnostic Centre AC DS AIR condition & Refrigeration contractor 573,300.00 Contractor to procure accessories from S. Africa 573,300.00 Contractor has not signed contract yet New La Digue Hospital - Structutral Engineer fees Winslow Naya Consulting Other Parts Seychelles Hospital Elliah's Cleaning and Maintenance 487,300.00 280,035.01 207,264.99 Ongoing 101,260.00 101,250.00 101,250.00 - Completed.
Paid in full Network refurbishment work for HIS Space 95 5,443,764.75 1,360,941.00 4,082,823.75 Remaining balance in account showing deficit of SR 3,188,655.81 22 North East Point Hospital (Remedial Works Qingjian International 17,867,907.14 12,815,036.08 505,2871.06 New La Digue Hospital -Renovation work on isolation centre N/A Administrative Block (Red Roof) GICC BSA Hospital Renovation Civil work for change over panel Construction of Health Centres-Baie Lazare-New Brian Orr N/A Acquisition and Installation AC at OT AVI.CLIM Installation and commission of aircon & water tanks in OT MMR Refrigeration 200,000.00 BSA O2 Plant, Lab, Laundry, HB Chamber 4,264,600 vired 1,500,000 vired 1,801,000.00 vired 2,056,411.69 3,500,000 vired Ongoing-Contractor provided a final claim much lower than the calculated balance.
Additional explanation from DCEO will be required.

Retention due in 2023.

Payment of SR 1,157,010.65 to be process in Q4 Preliminary Estimate from SIA amount to 510k.

Included in PSIP commitment for 2022.

SOW in progress-Remaining balance in account 212,400.

SIA work Ongoing Ongoing- Tanks arrived Sep.

Final components have arrived and are clearing customs now (Jan 2023).
Advance to be paid in 4th Quarter North East Point Hospital (Consultant fees) Atom Engineering 540,000.00 425,000.00 115,000.00 Ongoing Awaiting for consultant to submit invoice.

Provision made in virement for payment.

23 In addition to the above table, the following projects which had been budgeted for in 2022 did not see commencement.

They are: Conversion of Administrative Block (Red Roof) into HCA Admin: Pending formalization of GICC Agreement.
Construction of Health Centers-Baie Lazare-New: In regards to this project funds was diverted to other HCA priorities; Downsizing of scope HCA finalizing their requirements.

• Diagnostic Centre AC: Annul tender process due to differing interpretation of contract with the awarded contractor.

To hand project to GICC or re-tender through limited bidding.

• Administrative Block (Red Roof): Pending formalization of GICC agreement.
• • Baie St Anne O2 Plant, Lab, Laundry, HB Chamber: Funds diverted to other HCA priorities and HCA finalizing their requirements.

• • Grand Anse Praslin-Annex & Dental Surgery: Funds diverted to other HCA priorities.

• Renovation stationary stores and w/shop: Funds diverted to other HCA priorities.

• Renovation of transport unit: Minor Renovation paid under Re current budget; funds diverted to other HCA priorities.

• Renovation of canteen: Pending formalization of GICC Agreement.
• Repair of staircase at red roof: Pending formalization of GICC Agreement.

• Renovation of casualty staff quarter: Pending formalization of GICC Agreement.

• Purchase of ambulances: Still in the preparation of prequalification documents.

All required information forwarded to Procurement oversight unit and Ministry of Foreign Affairs 5.
Department of Climate Change The mandate of the Ministry of Environment, Energy and Climate Change is to promote and co-ordinate the management and conversation of an ecologically-balanced natural environment in line with national sustainable socio-economic development objectives of the Seychelles government and beyond.

The total revised PSIP allocation for the Department of Climate Change for the year 2022 sums totals up to SCR 37.475 million with SCR8.9 million allocated for the local component.
The Department of Climate Change has spent a total of SCR 5.78 million or 64.82% of its revised local budget allocation as at end of December 2022 and has spent a total of SCR 5.78 million or 70% of its end of year budget allocation of SCR 8.31million as at end of December 2022.
24 Project Name / Description Date Awarded / started Contractor Original Contract Sum Revised Contract Sum Expenditure Expected date of completion Amount left to pay on contract Status Pointe Larue Primary School Drainage Project Anse La Mouche Phase 1 Coastal Restoration Works Anse Gaulette Coastal Rehabilitation Works (Coastal Protection Structure to reduce the effects of erosion) Malcolm Builders All Weather Builders Dubai Civil Engineering 1,028,615.00 632,340 November 2022 396,275 Completed.
Retention Liability period.

1,660.275.00 1,630,578.10 29,696.90 Completed.

Retention Liability period.

5,381,735.00 4,567,870.4 November 2022 813,864.60 Completed.

Retention Liability period.

In addition to the above table, the following projects which had been budgeted for in 2022 did not see commencement.

They are: • Quatre Bornes Drainage project: Project did not start due to wayleave issue.
CAMS met with the residents a couple of times during 2022 to agree on a compensation package with the assistance from Lands Department.

Matter is still pending.

• Quincy Drainage Project: CAMS has advised us that according to SIA, there was an issue of collusion between two Contractors, which POU/NTB has instructed SIA to resolve, therefore the matter is still pending.

It has been pushed to 2023 for implementation due to procurement delays.
• Anse Kerlan/Amitie: The project was ready to start, however the scope was changed and the project has now become a small reclamation project.

Therefore, the process needs to restart (Design, EIA, Retendering etc.)

and is now a multi-agency/ministerial project and is expected to be carried out in 2023.

7.
7.

National Sports Council The mandate of the National Sports Council (NSC) is to facilitate a more active, cohesive and healthier Seychelles for the social well-being of its citizens and create a sustainable sporting environment which enhances international relations; national and international success; economic benefits and a bolstered sense of national identity and pride.

The revised PSIP allocation for the National Sports Council for the year 2022 totals up to SCR 11 million.
25 As at end of December 2022, the National Sports Council had spent SCR 6.98 million of its revised local PSIP budget or 63.43%.

Renovation works at Palais des Sports carries the highest expenditure of 3.64M followed by Upgrading of sports infrastructure facilities at an expenditure of SCR1.5M.

The NSC has spent SR6.98 million or 63% of its end of year budget allocation of SCR11 million as at end of December 2022.
Below list the main projects being implemented by the Council and the corresponding status: Project Name / Description Date Awarded / started Contractor Original Contract Sum Revised Contract Sum Expenditure Expected date of completion Amount left to pay on contract Status Structural repair at Stad Linite 08/08/22 open tender 02/11/22/ 28/11/22 Benoiton Construction 453,072.40 23/01/2023 453,072.40 95% complete Renovation and demolition works at Anse Royale sport complex 09/11/22 open tender Re-roofing of Grand Stand at L’Union Estate Restoration of fitness trail at Roche Caiman 01/07/22 Open tender 07/07/22 Open tender Tender analysis has been sent to POU for approval 23/09/22 19/10/22 Ascent projects 1,441,262.00 (exclu VAT) 1,174,609.96 25/01/23 266,652.04 completed 19/07/2022 10/08/22 J & R Builders 414,490.00 280,729.80 19/01/23 133,760.20 85% complete Re-roofing, bracing and electrical works at Palais Des Sport 30/08/21 Open tender 14/12/21 07/02/22 O’Nivo Construction 3,373,470.93 (exclu VAT) 1,878,757.20 18/01/23 1,494,713.73 85% complete 26 Renovation works to Dormitory at L’union sports Complex – La Digue To be re-tendered using Direct biding method In addition to the above table, the following projects which had been budgeted for in 2022 did not see commencement.
They are: • Renovation works to Dormitory at L’union sport’s Complex-La Digue: This project has to be retendered due to contractors lack of documentation.

• All combats sports Training and competition area freedom square: For this project, scope of work has not been done yet.

• Renovation of Stad Popilaire: A discussion with the Land Transport Agency and Ministry of Land and Housing is ongoing in view of the project for Victoria is still in discussion.

8.
8.

Seychelles Land Transport Agency The mandate of the Seychelles Land Transport Agency (SLTA) is to provide and promote an efficient and adequate land transport system, which includes land transport services and infrastructure.

The revised PSIP allocation for the Seychelles Land Transport Agency (SLTA) for the year 2022 totals up to SCR 26.994 million.

The majority of the local budget is for Road Infrastructure Projects and Road Maintenance Projects undertaken across the country.
As at end of December, the Seychelles Land Transport Agency (SLTA) had spent SCR 26.04 million of its revised local PSIP budget of SCR26.994 million or 96.48% and has spent SR26.04 million or 99% of its end of year budget allocation of SCR26.19 million as at end of December 2022.
Below list the main projects being implemented by the agency and the corresponding status: Project Name / Description Junction & drainage improvement La Gogue road -Manressa Anse Etoile Date Awarded / started 2nd May 2019 Contractor Original Contract Sum Expenditure Expected date of completion Amount left to pay on contract Status JAS builders 1,598,123.75 1,262,283.01 Completed 335,840.74 Completed.

27 Dubai Civil Engineering & Construction 1,462,209.50 1,119,328.99 Completed 342,880.51 Completed.
TCH Pty ltd 344,799.60 287,513.16 Completed 57,286.50 NB Scape 4,462,768.99 4,261,258.16 Completed 201,510.83 Earth Development pty ltd G.C Construction 3,656,320.50 Completed - 4,441,047.25 3,957,972.70 Completed 483,074.55 8th July 2019 RJH plant hire 3,108,597.00 Completed Quaad Geomatics 82,000.00 23rd December 2022 Completed.

Completed.

Completed.

Completed.

Completed.


Preparing B.O.Q by QS to tender out phase 1 Planning approval granted waiting for wayleave.to tender out as soon as B.O.Q is ready.

Completed Completed.
13th October 2020 8th September 2020 15th March 2019 19th December 2019 22nd October 2019 Road enlargement north east point glacis Re-levelling access road caiman estate Anse Boileau Widening of Curio road Grand riviere project phase 1 Road diversion RC mission Anse Boileau Access road La Gogue dame site 3rd lane Pointe Larue Widening of road St Louis- Beau vallon Topo survey St louis - Beau vallon Topo survey turtle bay area for drainage project Topo survey Pascal village, Beau Vallon road improvement Drainage maintenance uplong St Louis main road 5TH May 2022 Caad surveys 120,000.00 120,000.00 29TH July 2022 Topographic survey completed.
Project is in design stage.

Design completed.

Now waiting for planning approval.

The necessary request was sent to da to acquire way leaves.

to tender out phase1 where wayleave has been obtained.

Construction of roundabout at Mont Fleuri 19th September 2022 Dubai Civil Engineering & Construction 1,146,897.07 750,890.82 25th February 2023 396,006.25 70% completed.
28 Widening of existing road at Bois de rose 9th May 2022 Benoiton Construction 8,694,858.90 8,694,858.90 21st November 2022 10th December 2021 O nivo construction 16th August 2022 Azemia Construction 5,160,658.42 4,487,128.41 December 2022 103,022.00 - Completed - 10th May 2022 07th July 2022 13th May 2022 17th May 2022 07th July 2022 24th October 2022 22nd October 2022 Divy Construction 470’ 250.00 Exc VAT 484’ 012.00 Inc VAT 15TH July 2022 Bhakti Builder 263’ 856.25 Exc VAT) 60’ 686.94 Inc VAT 04th August 2022 15’ 171.73 Inc VAT Tyolo Roadworks Solution JMJ maintenance Aane Building and Maintenance W & M Builders PTY LTD 248’ 950.00 13th June 2022 12’ 447.50 196,314.00 93,249.39 Mid November 2022 86,180.00 Mid-August 2022 107,280.00 - Mid-November 2022 173,144.00 43,286.00 End of November Widening of existing lane and construction of Roundabout at Plaisance Disaster mitigation- proposed plum concrete retaining wall at castor road Footpath improvement within Victoria Installation of handrail constituion avenue Installation of handrail revolution avenue Installation of crash barrier Anse la Mouche Installation of crash barrier Brillant main road Installation of crash barrier Port Glaud Installation of crash barrier Sans soucis Installation of crash barrier Curio Road Installation of crash barrier Anse Royale, Anse Baleine 100% completed as per original scope.
However we will be implementing additional work.

100% completed as per original scope.

However we will be implementing additional work.

Completed Completed.

Completed Completed.

Completed Completed.

Completed Completed Project did not materialise because of wayleave issues.
Funds directed into other projects 09th June 2022 NB Scape 71,995 Exc VAT 82, 794.25 Inc VAT 13th October 2022 Completed 29 Installation of crash barrier Takamaka, Maravi Construction of bus shelter Glacis center main road Installation /maintenance of crash barrier Valle de Mai GA & BSA Upgrading of bridge vanilla road La Digue Upgrading of bridge Anse Severe - La Digue Road pasquere Praslin- (4th phase) Concrete road resurfacing gro ros La Digue Nerick payet 173,775.00 34,755.00 End of August 2022 08th March 2022 WER construction 152,121.14 Inc VAT 152,121.14 Inc VAT Completed on 20th April 2022 - 14/11/22 BRASSEL HETIMIER 142,639.09 28,527.81 02/01/23 114,111.28 Completed.
Completed.

Project is ongoing.

46% Completed Was tendered out approval to award is being sought The bridge was to be reinforced instead of demolish but after discussion with the liaison officer for la digue they pointed out that there is a necessity to demolish it completely and construct a new one.
therefore proposal for a new one is also being compiled so hence forth we can compare between which option is more viable The project will be tendered out in 2023, as there was some pending wayleaves which has just been received LABCO CO PTY 1,101,475.00 24th April 2023 Awarding to the successful contractor in January.
Concrete road re- surfacing anse severe La Digue 18TH November 2022 Advanced Maintenance Services 487,250.00 06th March 2023 365,437.50 Ongoing Upgrading of Kan per road BSA 04th July 2019 W. BUILDING Contractor 1,363,110 771,574.77 - 591,535.73 Access road vanilla La Digue 31st October 2016 W. Building contractor 2, 990,650 2,809,783.45 180,866.55 Part of the road has collapsed due to heavy rainfall in an area which approval for wayleave was not obtain but however the owner finally agreed to sign the wayleave and the work is being tendered out.
as for the rest design are underway and will be available by the end of February.

The compiling of the work is almost complete but however the designs will need to be re amend due to sewage treatment works in the area 30 Road pasquere Praslin (phase3) 26th November 2020 KMC Enterprise 6, 870,840 6,160,096 710,744 The 3rd phase is ongoing.

progressing quite well.


however, as per condition of one of the wayleaves, we had to divert the road alignment to the edge of one private property, this has come with a considerable amount of extra work in the form of large retaining walls and earth works.

There have been some delays in the project due to shortage of materials on Praslin.

the project is at 95% The majority of capital projects budgeted for SLTA in 2022 have been executed.

The few that have not started were due to way-leave issues.

8.
8.

Other large projects from less capital intensive MDAs 8.1 Renovation of National Library Project previously had ongoing consultancy works for the HVAC and Mechanical Electrical and Plumbing (MEP) consultant with costs of SR 550K and SCR 1.04 million respectively.

A tender was also launched to hire the services of an interior designer and the winning bid was at the sum of SCR 340K.

Discussions were made to seek the services of GICC to evaluate if and how best they can undertake the project.
GICC is currently undertaking the renovation works which includes the Architectural design which is at 96% completed, the Mechanical Electrical and Plumbing (MEP) design is at 95%completed, demolition works is at 85% completed, New Wet walls is at 100% completed, Preparation of floor base is at 30% completed and Plumbing & Drainage 1st fixes is at 50% completed.
8.2 SBC House Project started in April 2019 with an estimated cost of SCR 220 million inclusive of furniture and equipment financed from grant allocation from the Chinese government.

Project initially expected to complete by early 2020 however due to delays with ground conditions and the lack of sufficient workers available in the country from China due to Covid 19 restrictions on movement, the project has been delayed and is now expected to complete by May 2023.
Finishing works, electrical and plumbing works is ongoing and the project is 75% completed.

31 8.3 Industrial Estate Authority Infrastructure works for the zone 20 development which originally started implementation in 2017 for a contract sum of SCR 49.2 million was put on hold to undertake the process of termination of the contract with Vijay Construction given the process for the liquidation of the company.
To date, a contract of SCR 32.9 million has been signed with Turnkey Solutions for the project infrastructure on Zone 19/20 of which the status for on-going projects is 50% completed and an extension will be given due to PUC getting delays with the overseas consignment of electrical equipment.

For the bulk infrastructure development on Eve island, a contract with All-weather builders for the sum of SCR 17,711,329.74 million has also been signed for and the status for on- going project is 50% completed.
8.4 Department of Police The project for the new La Digue police station has started at a total cost of SCR 880,000 and is progressing well.

The contractor is yet to lodge a claim for payment.

The design has been completed for the Construction of Baie Ste Anne Police Station, however pending government decision to tender out.

As per instructions, the rewiring and renovation of Central police station will be merged and implemented as one project, and is expected to be tendered in 2023.
For PSSW house Amitie Praslin, the project has been tendered and currently being submitted to POU for approval of tender recommendation.

9.

Summary and Conclusion The Capital Expenditure spending levels as at end of December 2022 was higher in percentage than spending of the same period in the year 2021.
Out of the year end local PSIP budget of SCR 440.602M in 2021, up to SCR355.597M or 80.71% were spent as at 31st December 2021 and out of the year end local PSIP budget of SCR 477.80M in 2022, up to SCR425.38M or 89.03% were spent as at 31st December 2022.

The actual execution rates for 2022, which excludes the amounts transferred to 2023 suspense account, as at year end, is lower than the rate for 2021( 67.17% in 2021 and 66.48% in 2022).
Focussing on the main capital intensive MDAs shows that there has been varying differences in performance across the MDAs as at fourth quarter 2022 as compared to the same period of the previous year in 2021.

The Department of Climate Change, Health Care Agency and Ministry of Education recorded lower spending percentages.

The Seychelles Infrastructure Agency, Ministry of Local Government and the SLTA recorded a higher expenditure percentage as compared to the performance of the previous year.
32 ACTUAL REVENUE AND EXPENDITURE (In accordance with article 154 (8) (a) of the Constitution) ACTUAL REVENUE AND EXPENDITURE FOR 2022 Under Section154 (8) of the Constitution DESCRIPTION Actual 2022 R ('000) MINISTRY OF FINANCE, ECONOMIC PLANNING AND TRADE Central Government Other Public Sectors Private Sectors INCOME TAX SOCIAL SECURITY TAX MINISTRY OF FINANCE Government arrears Sff Arrears SFF ARREARS Custom Duties MINISTRY OF FINANCE, ECONOMIC PLANNING AND TRADE Customs Duties Alcohol (Beverages Spirits and Vinegar) Petroleum (Mineral Products) Textiles and textile articles Motor Vehicles ( Vehicles, Aircraft, vessels) Tobacco Prepared Food ( Prepared Foodstuffs) Others Levy (Additional Levies) Documentary Charges Livestock Trust Fund Customs Duties Exemptions TOTAL : CUSTOM DUTIES EXCISE TAX Excise Tax Direct Imports Alcohol (Beverages Spirits and Vinegar) Petroleum (Mineral Products) Motor Vehicles ( Vehicles, Aircraft, vessels) Tobacco Imported Excise Tax-Locally manufactured goods Alcohol Tobacco Sugar Tax Imported Beverages LMG Beverages TOTAL : EXCISE TAX 245,302 98,842 741,850 1,085,994 - - - 107,300 - 7,141 - 3,248 12,462 104,417 39,945 4,325 23,818 (248) 302,408 980,989 230,666 639,888 106,623 3,813 380,482 198,055 182,428 54,346 28,689 25,657 1,415,817 1 DESCRIPTION Actual 2022 R ('000) GOODS AND SERVICES TAX (GST) GST arrears TOTAL: GOODS AND SERVICES TAX VALUE ADDED TAX VAT- Domestic LMG- Alcohol LMG- Tobacco Construction Services - Tourism Services - Financial and Insurance activities Services
 - ICT and Telecommunication Real Estate Wholesale Retail - Others Others VAT- Imported Goods VAT EXEMPTION TOTAL: VALUE ADDED TAX BUSINESS TAX MINISTRY OF FINANCE, ECONOMIC PLANNING AND TRADE -Companies -Sole Traders -Partnerships -Trusts -Witholding Tax -Others - Residential Dwelling TOTAL: BUSINESS TAX CORPORATE RESPONSIBILITY TAX MINISTRY OF FINANCE, ECONOMIC PLANNING AND TRADE -Corporate Social Responsibility Tax (CSR) TOTAL: CORPORATE RESPONSIBILITY TAX TOURISM MARKETING TAX MINISTRY OF FINANCE,
 ECONOMIC PLANNING AND TRADE -Tourism Marketing Tax (TMT) TOTAL: TOURISM MARKETING TAX PROPERTY TAX MINISTRY OF FINANCE, ECONOMIC PLANNING AND TRADE Foreign Owned Property Tax 656 656 2,966,880 1,855,012 94,992 32,987 84,997 934,829 72,530 153,670 77,797 180,964 222,246 1,111,868 (2,118) 2,964,762 1,012,765 51,062 22,381 22 99,645 0 21,600 1,207,476 10,352 10,352 82,110 82,110 29,271 2 DESCRIPTION OTHER TAX MINISTRY OF FINANCE, ECONOMIC PLANNING AND TRADE Actual 2022 R ('000) Trade/Ind Licences Licences and Other Licence Registration Road Tax and Other Licences Telecommunications Licences Casino Licences Hotel Licences Liquor and Toddy Licences Radio Broadcasting Licences FSA fees SUB TOTAL DEPARTMENT OF ENVIRONMENT, ENERGY AND CLIMATE CHANGE Environment Trust Fund SUB TOTAL DEPARTMENT OF LEGAL AFFAIRS Stamp Duty ROAD TRANSPORT COMMISSION Vehicle Testing TOTAL : OTHER TAX TOTAL : TAX REVENUE FEES AND CHARGES Curator fees DEPARTMENT OF AGRICULTURE Agricultural Products Livestock Products Market Fees Import/Export Certificates Bio- Security Fines Dog Control Fines SUB TOTAL SEYCHELLES LAND TRANSPORT AGENCY Road Maintenance receipts SUB TOTAL SEYCHELLES MARITIME SAFETY AUTHORITY Smsa Audit fees Examinations and Endorsements Registration, Survey and Certification Maritime licensing fees SUB TOTAL 3 11,406 4,557 124,996 62,902 - 689 273 1,705 - 206,528 5,443 5,443 73,127 8,975 294,073 7,392,917 148 569 470 1,040 779 60 106 3,025 3,606 3,606 48 867 2,358 - 3,273
 DESCRIPTION Actual 2022 R ('000) MINISTRY OF TRANSPORT Passenger Service Fee Disembarkation Fee Travel Advizory fee SUB TOTAL ROAD TRANSPORT COMMISSION Conversion fee Vehicle Testing Parking Coupons Highway Code Books Heavy Vehicle Fees Others - Instructor's fees SUB TOTAL MINISTRY OF FINANCE, ECONOMIC PLANNING AND TRADE Trades Tax Division (Customs Fees and Fines) Storage SRC Processing Fees Tax and Customs Agents Registration Fees SUB TOTAL DEPARTMENT OF LEGAL AFFAIRS Sale of Laws of Seychelles Sale of Gazette
 and collection fees Trade Marks Company Registration Fees Mortgage Registration Fees Land Adjucation Fees SUB TOTAL MINISTRY OF LOCAL GOVERNMENT AND COMMUNITY AFFAIRS Burial Services Fees SUB TOTAL SEYCHELLES METEOROLOGICAL AUTHORITY Meteorological Data Fees SUB TOTAL MINISTRY OF EDUCATION Others Sales of Uniform Polytechnic-School Fees School Meal Fees ACCA Exam Supervision Fees SUB TOTAL 4 9,665 59,451 - 69,116 450 - 1,670 81 55 2 2,258 1,724 856 354 47 3,999 165 1,241 2,797 5,106 2,220 11 11,539 180 180 2 2 231 1,127 199 1,598 - 3,156 Actual 2022 R ('000) - 7,755 199 7,953 142 621 - 763 1,032 14,685 208 73 1,119 8,636 3,027 1,598 - 30,377 213 153 7 - 6,842 7,215 6,123 6,123 15 74 89 3,234 4,086 1,388 4,911 13,618 DESCRIPTION DEPARTMENT OF EMPLOYMENT Unemployment Relief Scheme Attestation Fees Appeal/negotiation and Retention SUB TOTAL DEPARTMENT OF FOREIGN AFFAIRS Sale of Flags Authentication of Documents Translation Fees SUB TOTAL HEALTH CARE AGENCY Prescription Fees Medical Fees Dental Fees Innoculation/Vaccination Pharmacy Haemodyllis Miscellaneous COVID-PCR Test Health Travel Authorization Fee SUB TOTAL MINISTRY OF LANDS AND HOUSING Survey Fees Maps and Prints Miscellaneous Sand and Gravel Fees Property Transfer Fees SUB TOTAL PLANNING AUTHORITY Planning Fees SUB TOTAL DEPARTMENT OF INFORMATION COMMUNICATIONS TECHNOLOGY Systems Development/ Information Technology Telecommunication Type Approval Fee SUB TOTAL DEPARTMENT OF POLICE Police Miscellaneous Service of
 Special Police/National Guards Provision of Security Criminal Fees & Fines SUB TOTAL 5 DESCRIPTION Actual 2022 R ('000) OFFICE OF THE PRESIDENT State Hosue Entrance Fees SUB TOTAL DEPARTMENT OF IMMIGRATION & CIVIL STATUS Civil Status Fees ID Card Fees Marriage Fees Immigration Fees Passport Fees Residence Permit Fees Citizenship Fees Administration SUB TOTAL THE JUDICIARY Court fees and Fines Attorney Licence Fees SUB TOTAL INSTITUTE OF EARLY CHILDHOOD DEVELOPMENT Registration fee for childming services SUB
 TOTAL SEYCHELLES BUREAU OF STANDARDS Micro Laboratory Environmental Laboratory Food Chemical Laboratory Chemical Laboratory Gas Cylinder Testing Centre Construction Material Laboratory National Metrology Laboratory Legal Metrology Unit Standardisation QMS Certification QMS Training CISTID Services Fish Inspection Other Income SUB TOTAL SEYCHELLES QUALIFICATION AUTHORITY Certify True Copy of Qualifications Evaluation of Qualifications Recognition of Prior Learning SUB TOTAL 6 13 13 112 2,682 2,347 150,109 10,358 3,371 459 1,927 - 171,365 23,378 215 23,593 4 4 2,251 887 1,361 69 989 1,772 305 488 14 3 85 - 1,867 - 10,089 73 712 176 961 DESCRIPTION AGENCY FOR NATIONAL HUMAN RESOURCES DEVELOPMENT Actual 2022 R ('000) Tertiary Fees Breaching of Contract SUB TOTAL LANDSCAPE AND WASTE MANAGEMENT AGENCY Waste Collection Cleaning and Landscaping Sale/Hire of Plants SUB TOTAL ENTERPRISE SEYCHELLES AGENCY (ESA) Processing Fees Trade Fairs SUB TOTAL DEPARTMENT OF TOURISM Kiosk Rental Sales of Booklets SUB TOTAL SEYCHELLES MEDICAL & DENTAL COUNCIL Registration Fee SUB TOTAL SEYCHELLES FIRE AND RESCUE AGENCY Fire Safety Training Sale of Fire incident report Standby with LPG Tanker SUB TOTAL NATIONAL SPORTS COUNCIL Medical Fees Sale of Sports Equipment Sports events Hire of buses Sale of Sports award tickets SUB TOTAL SEYCHELLES NATIONAL YOUTH COUNCIL Youth Service Bureau -miscellaneous SUB TOTAL 757 408 1,165 8,984 - 210 9,195 20 347 367 7 0 7 - - 194 2 144 - 341 14 9 251 32 - 305
 28 28 7 DESCRIPTION Actual 2022 R ('000) DEPARTMENT OF DEFENCE Provision of Security Services SUB TOTAL DEPARTMENT OF EMPLOYMENT Processing Fees SUB TOTAL DEPARTMENT OF ENVIRONMENT, ENERGY AND CLIMATE CHANGE CITES Tree Felling & lighting fires processing fees Sale of Coco de mer tag Environmental Fine Giant Tortoise Royalty Conservation environmental levy Sale of Plants SUB TOTAL NATIONAL INSTITUTE FOR CULTURE , HERITAGE AND THE ARTS Photocopy/Printing Fees/internet Music & Dance Fees Museum Entrance Fees
 Mission Lodge Entrance Fees Heritage Site Activities Fees SUB TOTAL VARIOUS MINISTRIES Sale of Tender Documents Misc.
Minor Receipts Sale of booklets Processing fees appeals SUB TOTAL 613 613 16 16 75 102 514 27 172 255 - 1,144 109 99 971 1,271 22 2,472 297 459 94 10 860 TOTAL : FEES AND CHARGES 388,976 OTHER NON TAX RENTS AND ROYALTIES DEPARTMENT OF AGRICULTURE Rent of Agricultural Land Rent of Staff Housing Rent of Veterinary Clinic SUB TOTAL THE JUDICIARY Rental of Canteen SUB TOTAL 799 59 35 893 66 66 8 DESCRIPTION Actual 2022 R ('000) HEALTH CARE AGENCY Quarantine Facility Services Rent of Snack Shop Rent of Staff Quarters SUB TOTAL MINISTRY OF LANDS AND HOUSING Short term Rent of Land and Buildings Coral Fill Royalty Royalties from Land Marine Royalties from Quarries Rent of Independence House Deep Sea Extraction and Sales SUB TOTAL ENTERPRISE SEYCHELLES AGENCY (ESA) Rental of Building SUB TOTAL INDUSTRIAL ESTATES AUTHORITY Rent SME Building Providence Transaction fee SUB TOTAL NATIONAL SPORTS COUNCIL Rental of Sports facilities SUB TOTAL MINISTRY OF LOCAL GOVERNMENT AND COMMUNITY AFFAIRS Rent of facilities Rent of Offices Rent of Day-care centres Sale of Tenders SUB TOTAL Mayor of Victoria - Kiosk Rental SEYCHELLES NATIONAL YOUTH COUNCIL Rental of Hall SUB TOTAL DEPARTMENT OF DEFENCE Leased of Offices SUB TOTAL MINISTRY OF TRANSPORT Royalties from Land Marine SUB TOTAL 9 90 15 86 191 3,064 - - - 108 3,172 2,021 2,021 5,651 5,171 10,822 544 544 1,328 242 1,118 2,687 12 - - - - - - DESCRIPTION Actual 2022 R ('000) NATIONAL INSTITUTE FOR CULTURE , HERITAGE AND THE ARTS NAC Rental of Shops Rental of International Conference
 Centre Rental of Music Stadium Facilities Rental of land -NCPA Rental of Museum Restaurant Rental of Museum Conference Room Rental of Restaurant - Domaines de Val des Pres Rental of Kiosks - Domain de Val des Pres Lease of Heritage Properties- Bel Ombre Lease of Heritage Properties- La Pleine Ste Andre Lease of Heritage Properties -Domaines de Val des Pres Rental of national theatre SUB TOTAL TOTAL: RENTS AND ROYALTIES INCOME OF PUBLIC SERVICES INTEREST MINISTRY OF FINANCE, ECONOMIC PLANNING AND TRADE
 Interest from Seychelles Trading Company Interest from Development Bank of Seychelles Interest from Public Utilities Company SUB TOTAL TOTAL: INTEREST STATUTORY TRANSFERS MINISTRY OF FINANCE, ECONOMIC PLANNING AND TRADE Central Bank of Seychelles (CBS) TOTAL: OTHER NON TAX DIVIDENDS INCOME MINISTRY OF FINANCE, ECONOMIC PLANNING AND TRADE - Seychelles International Mercantile Banking Corporation Limited -Seychelles Petroleum Company - Land Marine Ltd - Seychelles Ports Authority - Indian Ocean Tuna Limited - Seychelles Civil Aviation Authority - Afrexim Bank - Island Development Company - Seychelles Commercial Bank - Development Bank of Seychelles -Financial Servcies Authority - Societe Seychelloise D'investissement -Seychelles Fishing Authority -Ile Du Port Handling Services Seychelles Cable System Company -African Insurance Corporation TOTAL : DIVIDENDS INCOME 10 307 732 - 22 130 20 - 218 28 546 120 41 2,164 22,572 - 3,340 9,702 13,042 13,042 - 35,614 269,100 250,000 8,540 - 34,471 15,000 - 11,000 5,091 - 65,779 - 75,000 15,870 40,621 - 790,472 DESCRIPTION Actual 2022 R ('000) PROCEEDS FROM SALE OF ASSETS MINISTRY OF LANDS AND HOUSING Long Term Lease - Land & Building Sale of State Lands Sale of Plots (Land Bank) SUB TOTAL INDUSTRIAL ESTATE AUTHORITY Long Term Lease - Land & Building SUB TOTAL Long term lease - Mayor of Victoria MINISTRY OF FINANCE, ECONOMIC PLANNING AND TRADE Sale of Assets SUB TOTAL TOTAL : PROCEEDS FROM SALE OF ASSETS TOTAL : NON TAX REVENUE
 TOTAL: CURRENT RECEIPTS CURRENT RECEIPTS Income Tax SSF Arrears Trades Tax Excise Tax GST Value Added Tax Business Tax CorporateSocial Responsibility Tax Tourism Marketing Tax (TMT) Property Tax Other Tax Fees and Charges Dividends Income Other Non Tax Sale of Assets TOTAL CURRENT RECEIPTS 47,411 2,532 5,872 55,814 19,838 19,838 64 4,800 4,800 80,517 1,295,578 8,688,495 1,085,994 - 302,408 1,415,817 656 2,964,762 1,207,476 10,352 82,110 29,271 294,073 388,976 790,472 35,614 80,517 8,688,495 11 ACTUAL
 REVENUE AND EXPENDITURE FOR 2022 Under Section154 (8) of the Constitution DESCRIPTION EXPENDITURE TOTAL OUTLAYS Office of the President Department of Legal Affairs Department of Defence Department of Public Administration Department of Information Communications Technology Department of The Blue Economy Department of Information The Judiciary The Legislature Office of the Auditor General Office of the Ombudsman Office of the Public Service Appeals Board Office of the Curator Constitutional Appointments Authority Electoral Commission Department of Fisheries Department of Culture Ministry of Fisheries Ministry of Finance, Economic Planning and Trade Ministry of Foreign Affairs and Tourism Ministry of Internal Affairs Ministry of Education Ministry of Lands and Housing Ministry of Local Government and Community Affairs Ministry of Health Ministry of Transport Ministry of Employment and Social Affairs Ministry of Agriculture ,Climate Change and Environment Ministry of Youth, Sports and Family Ministry of Investment, Entrepreneurship and Industry Office of the Mayor of Victoria TOTAL: MINISTRIES/ DEPARTMENTS REGULATORY BODIES Institute of Early Childhood Development Seychelles Licensing Authority Fair Trading Commission National Bureau of Statistics Seychelles Revenue Commission Procurement Oversight Unit National Tender Board Tax & Customs Agent Board Rev Tribunal Seychelles Investment Board Postal Regulatory Agency Public Enterprise Monitoring Commission Government Audit Committee Financial Intelligence Unit Seychelles Bureau of Standards Seychelles Qualifications Authority Tertiary Education Commission Planning Authority Seychelles Energy Commission Public Officers' Ethics Commission Seychelles Human Rights Commission Seychelles Media Commission Public Health Authority Industrial Estate Authority Seychelles Nurses & Midwives Council Health Professional Council Seychelles Medical and Dental Council Anti-Corruption Commission Road Transport Commission Seychelles
 Maritime Safety Authority Seychelles Meteorological Authority Seychelles Intelligence Service Information Commission Truth, Reconcilation and National Unity Commission Office of the Commissioner of Public Persons TOTAL: REGULATORY BODIES Actual 2022 R ('000) 69,751 45,588 334,630 14,890 64,275 - - 90,307 40,357 16,225 2,252 1,167 3,985 1,678 13,802 - - 84,697 110,453 242,420 575,639 854,874 75,373 107,823 76,498 12,524 63,534 264,002 30,792 12,778 6,397 3,216,709 35,917 15,752 12,978 18,998 140,660 - 3,789 1,129 6,503 7,824 735 19,028 24,322 7,940 1,686 15,883 5,332 - 7,878 2,315 61,256 51,209 1,314 1,118 818 76,615 20,362 11,384 15,297 13,071 2,695 15,768 599,574 12 DESCRIPTION PUBLIC BODIES PROVIDING ESSENTIAL GOVERNMENT SERVICES Actual 2022 R ('000) Seychelles Tourism Board National Institute of Technology, Science & Innovation Seychelles Infrastructure Agency Seychelles Fire & Rescue Services Agency Seychelles Land Transport Agency Seychelles Agricultural Agency Enterprise Seychelles Agency Agency for Social Protection Agency for National Human Resources Development Landscape & Waste Management Agency Seychelles National Youth Council Health Care Agency National Aids Council National Council For Children National Council for the Elderly National Council for the Disabled National Sports Council Social Workers Council National Arts Council National Botanical Gardens Foundation Creative Industry and National Events Agency Creole Institute of Seychelles Seychelles
 Heritage Foundation Seychelles Broadcasting Corporation National Biosecurity Agency National Institute for Culture , Heritage and the Arts Agency for Prevention of Drug Abuse & Rehabilitaton TOTAL: ORGANISATIONS FULFILLING SOCIAL FUNCTIONS TOTAL OUTLAYS CURRENT OUTLAYS: WAGES AND SALARIES MINISTRIES/DEPARTMENTS Office of the President Department of Legal Affairs Department of Defence Department of Public Administration Department of Information Communications Technology Department of The Blue Economy
 Department of Information The Judiciary The Legislature Office of the Auditor General Office of the Ombudsman Office of the Public Service Appeals Board Office of the Curator Constitutional Appointments Authority Electoral Commission Department of Fisheries Department of Culture Ministry of Fisheries Ministry of Finance, Economic Planning and Trade Ministry of Foreign Affairs and Tourism Ministry of Internal Affairs Ministry of Education Ministry of Lands and Housing Ministry of Local Government and Community Affairs Ministry of Health Ministry of Transport Ministry of Employment and Social Affairs Ministry of Agriculture ,Climate Change and Environment Ministry of Youth, Sports and Family Ministry of Investment, Entrepreneurship and Industry Office of the Mayor of Victoria TOTAL: MINISTRIES/ DEPARTMENTS REGULATORY BODIES Institute of Early Childhood Development Seychelles Licensing Authority Fair Trading Commission National Bureau of Statistics Seychelles Revenue Commission Procurement Oversight Unit - - 180,219 80,343 164,356 - 8,545 25,027 164,063 238,357 18,775 1,110,425 3,288 13,590 - - 65,599 427 - - - - - 107,131 - 110,737 - 2,290,882 6,107,165 16,279 28,157 165,222 11,340 19,708 - - 35,269 13,056 10,876 1,226 575 1,136 571 4,978 - - 8,142 54,147 73,419 326,247 484,577 28,568 35,810 36,914 6,573 39,847 53,732 16,417 6,929 1,223 1,480,938 3,136 10,705 8,298 7,152 94,236 - 13 DESCRIPTION National Tender Board Tax & Customs Agent Board Rev Tribunal Seychelles
 Investment Board Postal Regulatory Agency Public Enterprise Monitoring Commission Government Audit Committee Financial Intelligence Unit Seychelles Bureau of Standards Seychelles Qualifications Authority Tertiary Education Commission Planning Authority Seychelles Energy Commission Public Officers' Ethics Commission Seychelles Human Rights Commission Seychelles Media Commission Public Health Authority Industrial Estates Authority Seychelles Nurses & Midwives Council Health Professional Council Seychelles Medical
 and Dental Council Anti-Corruption Commission Road Transport Commission Seychelles Maritime Safety Authority Seychelles Meteorological Authority Seychelles Intelligence Service Information Commission Truth, Reconcilation and National Unity Commission Office of the Commissioner of Public Persons TOTAL: REGULATORY BODIES PUBLIC BODIES PROVIDING ESSENTIAL GOVERNMENT SERVICES Seychelles Tourism Board National Institute of Technology, Science & Innovation Seychelles Infrastructure Agency Seychelles Fire & Rescue Services Agency Seychelles Land Transport Agency Seychelles Agricultural Agency Enterprise Seychelles Agency Agency for Social Protection Agency for National Human Resources Development Landscape & Waste Management Agency Seychelles National Youth Council Health Care Agency National Aids Council National Council For Children National Council for the Elderly National Council for the Disabled National Sports Council Social Workers Council National Arts Council National Botanical Gardens Foundation Creative Industry and National Events Agency Creole Institute of Seychelles Seychelles Heritage Foundation Seychelles Broadcasting Corporation National Biosecurity Agency National Institute for Culture , Heritage and the Arts Agency for Prevention of Drug Abuse & Rehabilitaton TOTAL: ORGANISATIONS FULFILLING SOCIAL FUNCTIONS OTHER WAGES AND SALARIES GRATUITIES COMPENSATION FOR CONTINUOUS SERVICE CONSTITUTIONAL APPOINTMENTS PENSION SCHEME CONTRIBUTION Actual 2022 R ('000)
 1,329 238 4,376 - 4,618 485 12,143 13,118 4,318 1,351 10,592 2,370 - 3,331 1,159 39,721 4,797 891 237 237 10,817 5,330 6,777 7,903 6,953 1,118 8,365 - 276,102 - - 32,201 52,891 21,360 - 3,975 14,148 3,802 12,004 8,228 461,376 1,439 8,534 - - 15,696 176 - - - - - 53,764 - 45,042 - 734,636 46,955 66,974 88,848 98,773 TOTAL WAGES AND SALARIES 2,793,225 14 DESCRIPTION CURRENT OUTLAYS: GOODS AND SERVICES MINISTRIES/DEPARTMENTS Office of the President Department of Legal Affairs Department of Defence Department
 of Public Administration Department of Information Communications Technology Department of The Blue Economy Department of Information The Judiciary The Legislature Office of the Auditor General Office of the Ombudsman Office of the Public Service Appeals Board Office of the Curator Constitutional Appointments Authority Electoral Commission Department of Fisheries Department of Culture Ministry of Fisheries Ministry of Finance, Economic Planning and Trade Ministry of Foreign Affairs and Tourism Ministry of Internal Affairs Ministry of Education Ministry of Lands and Housing Ministry of Local Government and Community Affairs Ministry of Health Ministry of Transport Ministry of Employment and Social Affairs Ministry of Agriculture ,Climate Change and Environment Ministry of Youth, Sports and Family Ministry of Investment, Entrepreneurship and Industry Office of the Mayor of Victoria TOTAL: MINISTRIES/ DEPARTMENTS REGULATORY BODIES Institute of Early Childhood Development Seychelles Licensing Authority Fair Trading Commission National Bureau of Statistics Seychelles Revenue Commission Procurement Oversight Unit National Tender Board Tax & Customs Agent Board Rev Tribunal Seychelles Investment Board Postal Regulatory Agency Public Enterprise Monitoring Commission Government Audit Committee Financial Intelligence Unit Seychelles Bureau of Standards Seychelles Qualifications Authority Tertiary Education Commission Planning Authority Seychelles Energy Commission Public Officers' Ethics Commission Seychelles Human Rights Commission Seychelles Media Commission Public Health Authority Industrial Estates Authority Seychelles Nurses & Midwives Council Health Professional Council Seychelles Medical and Dental Council Anti-Corruption Commission Road Transport Commission Seychelles Maritime Safety Authority Seychelles Meteorological Authority Seychelles Inteligence Service Information Commission Truth , Reconcilation and National Unity Commission Office of the Commissioner of
 Public Persons TOTAL REGULATORY BODIES Actual 2022 R ('000) 49,603 17,432 144,118 3,550 44,567 - - 39,975 27,300 5,349 1,026 591 2,849 1,107 8,823 - - 9,207 31,477 167,492 232,065 330,564 20,875 50,206 38,596 5,706 23,026 166,910 14,029 5,196 4,829 1,446,470 32,452 5,047 4,681 11,846 46,424 - 2,460 891 2,127 3,206 250 6,885 10,451 3,621 194 5,292 1,422 - 4,524 1,155 19,218 4,462 424 881 581 65,799 7,332 4,606 6,984 6,117 1,576 7,402 - 268,308 15 DESCRIPTION Actual 2022 R ('000) PUBLIC BODIES PROVIDING ESSENTIAL GOVERNMENT SERVICES Seychelles Tourism Board National Institute of Technology, Science & Innovation Seychelles Infrastructure Agency Seychelles Fire & Rescue Services Agency Seychelles Land Transport Agency Seychelles Agricultural Agency Enterprise Seychelles Agency Agency for Social Protection Agency for National Human Resources Development Landscape & Waste Management Agency Seychelles National Youth Council Health Care Agency National Aids Council National Council For Children National Council for the Elderly National Council for the Disabled National Sports Council Social Workers Council National Arts Council National Botanical Gardens Foundation Creative Industry and National Events Agency Creole Institute of Seychelles Seychelles Heritage Foundation Seychelles Broadcasting Corporation National Biosecurity Agency National Institute for Culture , Heritage and the Arts Agency for Prevention of Drug Abuse & Rehabilitaton TOTAL: ORGANISATION FULFILLING
 SOCIAL FUNCTIONS OTHER GOODS AND SERVICES GOVERNMENT OVERSEAS TRAVEL EXECUTIONS FOR ELECTIONS PROFESSIONAL AND CONSULTANCY SERVICES UNFORESEEN VISIT OF DIGNITARIES ADVERTISEMENT AND PUBLICITY RECRUITMENT AND PASSAGE OF EXPATRIATE CLEANING SERVICES NATIONAL DAY CELEBRATIONS NATIONAL THEME HOMECARER SECRETARIAT TOTAL: GOODS AND SERVICES CAPITAL PROJECTS MINISTRIES/DEPARTMENTS Office of the President Department of Legal Affairs Department of Defence Department of Public Administration Department of Information
 Communications Technology Department of The Blue Economy Department of Information The Judiciary The Legislature Office of the Auditor General Office of the Ombudsman Office of the Public Service Appeals Board Office of the Curator Constitutional Appointments Authority Electoral Commission Department of Fisheries Department of Culture Ministry of Fisheries Ministry of Finance, Economic Planning and Trade - - 7,837 25,767 116,512 - 4,087 10,880 160,261 226,309 10,540 587,997 1,849 5,056 - - 42,925 251 - - - - - 48,566 - 57,935 - 1,306,772 4,156 - 27,264 2,461 86 - 68,813 3,814 - 3,128,144 3,868 - 25,290 - - - - 15,063 0 - - - - - - - - 67,348 24,828 16 DESCRIPTION Ministry of Foreign Affairs and Tourism Ministry of Internal Affairs Ministry of Education Ministry of Lands and Housing Ministry of Local Government and Community Affairs Ministry of Health Ministry of Transport Ministry of Employment and Social Affairs Ministry of Agriculture ,Climate Change and Environment Ministry of Youth, Sports and Family Ministry of Investment, Entrepreneurship and Industry Office of the Mayor of Victoria TOTAL: MINISTRIES/DEPARTMENTS REGULATORY BODIES Institute of Early Childhood Development Seychelles Licensing Authority Fair Trading Commission National Bureau of Statistics Seychelles Revenue Commission Procurement Oversight Unit National Tender Board Tax & Customs Agent Board Rev Tribunal Seychelles Investment Board Postal Regulatory Agency Public Enterprise Monitoring
 Commission Government Audit Committee Financial Intelligence Unit Seychelles Bureau of Standards Seychelles Qualifications Authority Tertiary Education Commission Planning Authority Seychelles Energy Commission Public Officers' Ethics Commission Seychelles Human Rights Commission Seychelles Media Commission Public Health Authority Industrial Estates Authority Seychelles Nurses & Midwives Council Health Professional Council Seychelles Medical and Dental Council Anti-Corruption Commission Road Transport Commission
 Seychelles Maritme Safety Authority Seychelles Meteological Authority Seychelles Intelligence Service Information Commission Truth, Reconcilation and National Unity Commission Office of the Commissioner of Public Persons TOTAL REGULATORY BODIES PUBLIC BODIES PROVIDING ESSENTIAL GOVERNMENT SERVICES Seychelles Tourism Board National Institute of Technology, Science & Innovation Seychelles Infrastructure Agency Seychelles Fire & Rescue Services Agency Seychelles Land Transport Agency Seychelles Agricultural Agency Enterprise Seychelles Agency Agency for Social Protection Agency for National Human Resources Development Landscape & Waste Management Agency Seychelles National Youth Council Health Care Agency National Aids Council National Council For Children National Council for the Elderly National Council for the Disabled National Sports Council Social Workers Council National Arts Council National Botanical Gardens Foundation Creative Industry and National Events Agency Creole Institute of Seychelles Seychelles Heritage Foundation Seychelles Broadcasting Corporation Actual 2022 R ('000) 1,508 17,327 39,733 25,930 21,807 989 245 661 43,360 346 652 345 289,301 329 - - - - - - - - - - - - 753 - 141 - 1,540 - 23 - 2,317 41,950 - - - - 7,701 - 410 - - - - 55,164 - - 140,181 1,685 26,483 - 484 - - 44 7 61,051 - - - - 6,978 - - - - - - 4,800 17 DESCRIPTION National Biosecurity Agency National Institute for Culture , Heritage and the Arts Agency for Prevention of Drug Abuse &
 Rehabilitaton TOTAL: PUBLIC BODIES PROVIDING ESSENTIAL SERVICES TOTAL : CAPITAL EXPENDITURE SOCIAL PROGRAMS OF GOVERNMENT Pensions Special Pensions payment Children's Special Fund Seychelles Red Cross Society Contribution to Religious Organisations Contribution to CEPS Contribution to Political Parties Contribution to CARE Sey Savings Bank (New Born Savings Scheme) Empowerment and Social Protection Programme Seychelles Chamber of Commerce & Industry National Grants for other Non-for- Profit Organizations ADF
 Schemes SMEs Scheme SEEREP Incentive Scheme Housing Finance Scheme Home Improvement/Re-roofing scheme for Pensioners Youth Employment Scheme Youth Enterpreneurship Scheme Seychelles News Agency Residential Care Services-Roman Catholic Church Seychelles Medical & Dental Council La Digue Development Fund/Advisory Board Women Trust Fund Health Professional Council Seychelles Heritage Scheme Culture and Arts Trust Fund Disabled Trust Fund Sports Trust Fund Innovation Trust Fund IOT Gratuity Laptop Scheme SME seed capital 13th Month Assistance 250th Victoria Celebrations Land Compensation Tribunal Covid-19 Micro and Small Business Support Fund -DBS Wage Grant-COVID 19 Seychelles Employee Transition Scheme PMC and HFC Housing Loan Repayment Scheme La Digue Business Association Praslin Business Association PV Rebate scheme Education Loan Scheme Contribution to Unisey Temporary financial assistance TOTAL: SOCIAL PROGRAMS OF CENTRAL GOVT SUBVENTIONS TO PUBLIC ENTERPRISES Air Seychelles Seychelles Postal Services Company Seychelles Public Transport Corporation Island Development Company Seychelles National Parks Authority National Information Services Agency L'Union Estate Seychelles Fishing Authority The Guy Morel Institute Seychelles Trading Company Seychelles Parks and Gardens Authority TOTAl SUBVENTIONS TO PUBLIC ENTERPRISES Actual 2022 R ('000) - 7,760 - 249,473 593,939 71,944 48,162 5,878 1,500 500 2,377 6,455 1,212 286 375 500 4,895 - 33,896 1 9,568 2,465 2,544 703 3,128
 4,211 - - - - - 991 444 398 104 6,048 2,163 5,000 - - - - - - - - - 199 - 5,000 47,253 268,198 207,302 8,000 53,783 - - - - - 500 - 7,300 - 276,885 18 DESCRIPTION BENEFITS AND APPROVED PROGRAMMES OF ASP Retirement Benefits Invalidity Benefits Disability Benefits Supplementary Benefits Emergency Housing Assistance Scheme Post Secondary Students Bursary Sickness Benefits Maternity Benefits Funeral Benefits Survivors Benefits Orphans Benefits Injury Benefits Semi- Orphan Benefits Apprenticeship Scheme Home
 Carers Scheme Unemployment Relief Scheme Vulnerable Home Repair Scheme SPTC Travel Concessions Inter Island Transpor Scheme- Students Inter Island Transpor Scheme- Medical Referals Inter Island Transport Scheme- Pensioner Dedicated Fund For School Daycare Scheme Foster Care Scheme Social Safety Net Employment re skilling Home Carer Training TOTAL: BENEFITS AND APPROVED PROGRAMS OF ASP OTHERS Subscription to International Organisations Capital Subscriptions to Int'l Orgs TOTAL: OTHER PUBLIC DEBT INTEREST Foreign Domestic TOTAL: INTEREST TOTAL: CURRENT OUTLAYS 1.
NET LENDING PUC On-lending PUC Repayments DBS -On-lending DBS - Repayments STC - On Lending STC SFA -On lending SFA -repayments SNPA- On Lending SNPA -repayments IDC - On-lending IDC -repayments 2.
DEVELOPMENT GRANTS TO PUBLIC ENTERPRISES SPTC - Domestic Financing SPTC - Foreign Financing Property Management Corporation Public Utilities Corporation-Local Public Utilities Corporation - Foreign Financing TOTAL: DEVELOPMENT GRANTS TOTAL: CAPITAL OUTLAYS CONTINGENCY Actual 2022 R ('000) 830,573 101,677 139,481 1,688 - - 4,333 994 1,624 10 498 214 13,078 - 262,267 - - - - - 44 - - 3,699 9,539 - - 1,369,720 43,448 - 43,448 208,905 391,428 600,333 8,479,953 (15,127) 97,213 (45,272) - (49,068) - - - - - - - (18,000) 4,443 4,066 53,423 60,001 - 121,932 700,744 35,798 19 DESCRIPTION GRAND TOTAL EXPENDITURE PUBLIC DEBT AMORTISATION Foreign Domestic TOTAL: AMORTISATION GRAND TOTAL OUTLAYS (including amortisation) CAPITAL EXPENDITURE Grant Financing Cash Grant Benefit in Kind Loan Financing Domestic Financing Memorandum item: COMPENSATION FOR LAND ACQUISITION CAPITAL EXPENDITURE DOMESTIC EXPENDITURE LOANS EXPENDITURE GRANTS EXPENDITURE Actual 2022 R ('000) 9,216,495 541,443 2,546,227 3,087,670 12,304,165 593,939 112,033 91,835 20,199 56,523 425,382 593,939 425,382 56,523 112,033 20 DETAILS OF CURRENT RECEIPTS FOR THE YEAR ENDED 31ST DECEMBER 2022 (In accordance with article 154 (8) (b) of the Constitution) ESTIMATED REVENUE AND EXPENDITURE Under Section154 (8) of the Constitution DESCRIPTION BUDGET 2022 R ('000) Revised 2022 R ('000) EOY 2022 R ('000) Actual 2022 R ('000) Variance R ('000) Diff % MINISTRY OF FINANCE, ECONOMIC PLANNING AND TRADE Central Government Other Public Sectors Private Sectors INCOME TAX SOCIAL
 SECURITY TAX MINISTRY OF FINANCE Government arrears Sff Arrears SFF ARREARS Custom Duties MINISTRY OF FINANCE, ECONOMIC PLANNING AND TRADE Customs Duties Alcohol (Beverages Spirits and Vinegar) Petroleum (Mineral Products) Textiles and textile articles Motor Vehicles ( Vehicles, Aircraft, vessels) Tobacco Prepared Food ( Prepared Foodstuffs) Others Levy (Additional Levies) Documentary Charges Livestock Trust Fund Customs Duties Exemptions TOTAL : CUSTOM DUTIES EXCISE TAX Excise Tax Direct Imports Alcohol
 (Beverages Spirits and Vinegar) Petroleum (Mineral Products) Motor Vehicles ( Vehicles, Aircraft, vessels) Tobacco Imported Excise Tax-Locally manufactured goods Alcohol Tobacco Sugar Tax Imported Beverages LMG Beverages 290,870 110,555 760,442 256,569 94,031 753,550 256,689 89,355 753,197 245,302 98,842 741,850 (11,387) 9,488 (11,347) -4% 11% -2% 1,161,867 1,104,150 1,099,241 1,085,994 (13,247) -1% - - - - - - - - - - - - - - - 0% 0% 0% 92,768 - 9,054 - 3,520 14,096 94,110 49,995 3,735 26,791 (5,000) 98,364 7,130 - 5,097 13,355 103,140 30,798 3,538 28,673 (5,000) 100,116 - 7,004 - 3,930 12,478 102,552 32,548 3,514 28,471 (5,000) 107,300 - 7,141 - 3,248 12,462 104,417 39,945 4,325 23,818 (248) 7,184 - 137 - (682) (16) 1,865 7,398 811 (4,653) 4,752 7% 0% 2% 0% -17% 0% 2% 23% 23% -16% - (19,377) (5,830) (24,079) 11,244 (712) (23,887) (1,306) (22,581) 2,505 3,050 (545) -2% -2% -4% 12% -16% -6% -1% -11% 5% 12% -2% TOTAL : EXCISE TAX 1,553,436 1,462,564 1,456,576 1,415,817 (40,759) -3% GOODS AND SERVICES TAX (GST) GST arrears TOTAL: GOODS AND SERVICES TAX VALUE ADDED TAX VAT- Domestic LMG- Alcohol
 LMG- Tobacco Construction Services - Tourism Services - Financial and Insurance activities Services - ICT and Telecommunication Real Estate Wholesale Retail - Others Others VAT- Imported Goods VAT EXEMPTION - - 600 600 604 604 656 656 52 52 9% 9% 2,956,040 3,083,888 3,053,120 2,966,880 (86,241) -3% 1,791,187 107,021 49,741 109,062 815,167 95,910 164,602 63,906 191,751 194,028 - 1,164,853 - (5,000) 1,985,792 106,783 41,548 103,989 982,879 99,780 155,320 76,493 200,900 218,100 1,969,513 101,153 38,216 104,605
 976,690 94,989 171,878 60,535 201,471 219,976 1,855,012 94,992 32,987 84,997 934,829 72,530 153,670 77,797 180,964 222,246 (114,501) (6,160) (5,229) (19,608) (41,861) (22,459) (18,208) 17,262 (20,508) 2,270 -6% -6% -14% -19% -4% -24% -11% 29% -10% 1% 1,098,096 1,083,607 1,111,868 28,261 3% (2,500) (2,500) (2,118) 382 -15% TOTAL: VALUE ADDED TAX 2,951,040 3,081,388 3,050,620 2,964,762 (85,859) -3% 2 DESCRIPTION BUDGET 2022 R ('000) Revised 2022 R ('000) EOY 2022 R ('000) Actual 2022 R ('000) Variance R ('000) Diff % BUSINESS TAX MINISTRY OF FINANCE, ECONOMIC PLANNING AND TRADE -Companies -Sole Traders -Partnerships -Trusts -Witholding Tax -Others - Residential Dwelling TOTAL: BUSINESS TAX CORPORATE RESPONSIBILITY TAX MINISTRY OF FINANCE, ECONOMIC PLANNING AND TRADE -Corporate Social Responsibility Tax (CSR) TOTAL: CORPORATE RESPONSIBILITY TAX TOURISM MARKETING TAX MINISTRY OF FINANCE, ECONOMIC PLANNING AND TRADE -Tourism Marketing Tax (TMT) TOTAL: TOURISM MARKETING TAX PROPERTY TAX MINISTRY OF FINANCE, ECONOMIC PLANNING AND TRADE (182,770) (38,102) (5,215) 1 (9,614) (1) (1,977) (237,677) -15% -43% -19% 6% -9% -97% -8% -16% - - 7,108 7,108 7,108 7,108 10,352 10,352 3,244 46% 3,244 46% 68,142 68,142 68,136 68,136 67,675 67,675 82,110 82,110 14,435 21%
 14,435 21% Foreign Owned Property Tax 50,000 50,000 35,976 29,271 (6,706) -19% OTHER TAX MINISTRY OF FINANCE, ECONOMIC PLANNING AND TRADE Trade/Ind Licences Licences and Other Licence Registration Road Tax and Other Licences Telecommunications Licences Casino Licences Hotel Licences Liquor and Toddy Licences Radio Broadcasting Licences FSA fees 11,430 4,501 124,462 71,880 - 105 340 1,751 - 11,933 4,047 128,462 78,303 - 382 278 1,660 - 11,914 4,040 128,252 67,446 - 381 278 1,660 - 11,406 4,557 124,996 62,902 -
 689 273 1,705 - (508) 517 (3,256) (4,544) - 308 (4) 45 - -4% 13% -3% -7% 0% 81% -1% 3% 0% SUB TOTAL 214,468 225,064 213,971 206,528 (7,442) -3% DEPARTMENT OF ENVIRONMENT, ENERGY AND CLIMATE CHANGE Environment Trust Fund SUB TOTAL DEPARTMENT OF LEGAL AFFAIRS 5,326 5,326 7,355 7,355 7,343 7,343 5,443 5,443 (1,900) -26% (1,900) -26% Stamp Duty 123,131 95,499 106,934 73,127 (33,807) -32% ROAD TRANSPORT COMMISSION Vehicle Testing TOTAL : OTHER TAX TOTAL : TAX REVENUE FEES AND CHARGES Curator fees DEPARTMENT OF AGRICULTURE Agricultural Products Livestock Products Market Fees Import/Export Certificates Bio- Security Fines Dog Control Fines SUB TOTAL 9,821 352,747 9,565 337,483 9,550 337,797 8,975 294,073 (574) (43,725) -6% -13% 7,863,234 7,843,141 7,786,363 7,392,917 (393,447) -5% - 600 700 736 450 277 100 - 600 700 812 450 50 150 - 600 700 812 450 50 150 2,863 2,762 2,762 148 148 100% 569 470 1,040 779 60 106 3,025 (31) (230) 228 329 10 (44) -5% -33% 28% 73% 20% -29% 263 10% 3 DESCRIPTION SEYCHELLES LAND TRANSPORT AGENCY Road Maintenance receipts SUB TOTAL SEYCHELLES MARITIME SAFETY AUTHORITY Smsa Audit fees Examinations and Endorsements Registration, Survey and Certification Maritime licensing fees SUB TOTAL MINISTRY OF TRANSPORT Passenger Service Fee Disembarkation Fee Travel Advizory fee SUB TOTAL ROAD TRANSPORT COMMISSION Conversion fee Vehicle Testing Parking Coupons Highway Code Books Heavy Vehicle Fees Others - Instructor's fees SUB TOTAL MINISTRY OF FINANCE,
 ECONOMIC PLANNING AND TRADE Trades Tax Division (Customs Fees and Fines) Storage SRC Processing Fees Tax and Customs Agents Registration Fees SUB TOTAL DEPARTMENT OF LEGAL AFFAIRS Sale of Laws of Seychelles Sale of Gazette and collection fees Trade Marks Company Registration Fees Mortgage Registration Fees Land Adjucation Fees SUB TOTAL MINISTRY OF LOCAL GOVERNMENT AND COMMUNITY AFFAIRS Burial Services Fees SUB TOTAL SEYCHELLES METEOROLOGICAL AUTHORITY Meteorological Data Fees SUB TOTAL MINISTRY OF EDUCATION
 Others Sales of Uniform Polytechnic-School Fees School Meal Fees ACCA Exam Supervision Fees SUB TOTAL DEPARTMENT OF EMPLOYMENT Unemployment Relief Scheme Attestation Fees Appeal/negotiation and Retention SUB TOTAL DEPARTMENT OF FOREIGN AFFAIRS Sale of Flags Authentication of Documents Translation Fees SUB TOTAL BUDGET 2022 R ('000) Revised 2022 R ('000) EOY 2022 R ('000) Actual 2022 R ('000) Variance R ('000) Diff % 4,500 4,500 30 1,500 2,200 - 3,730 15,000 36,478 - 51,478 600 - 1,500 200 150 5 2,455 1,170 950 300 50 2,753 143 639 6,530 3,744 1,056 5 - 12,117 150 150 15 15 300 1,100 70 1,079 2,549 - 5,706 139 5,845 100 550 - 650 3,606 3,606 48 867 2,358 - 3,273 9,665 59,451 - 69,116 450 - 1,670 81 55 2 2,258 1,724 856 354 47 3,999 165 1,241 2,797 5,106 2,220 11 (894) (894) -20% -20% 18 (633) 158 - 60% -42% 7% 0% (457) -12% (5,335) 22,973 - -36% 63% 0% 17,638 34% (150) - 170 (119) (95) (3) -25% 0% 11% -60% -63% -64% (197) -8% 554 (94) 54 (3) 1,245 22 602 (3,734) 1,362 1,164 6 47% -10% 18% -6% 45% 15% 94% -57% 36% 110% 106% 11,539 (578) -5% 180 180 2 2 231 1,127 199 1,598 - 3,156 - 7,755 199 7,953 142 621 - 763 30 30 20% 20% (14) -90% (14) -90% (69) 27 129 520 -23% 2% 185% 48% 607 24% - 2,049 59 2,108 42 71 - 0% 36% 43% 36% 42% 13% 0% 113 17% 4,500 4,500 - 1,500 3,500 2,000 7,000 15,000 36,478 7,948 59,426 600 - 1,500 200 150 5 2,455 1,170 950 300 35 2,738 143 639 6,530 3,744 1,056 5 4,500 4,500 30 1,500 2,200 - 3,730 15,000 36,478 - 51,478 600 - 1,500 200 150 5 2,455
 1,170 950 300 50 2,753 143 639 6,530 3,744 1,056 5 12,117 12,117 103 103 15 15 300 1,100 70 4,454 5,924 - 5,706 139 5,845 100 550 1 651 150 150 15 15 300 1,100 70 1,079 2,549 - 5,706 139 5,845 100 550 - 650 4 DESCRIPTION BUDGET 2022 R ('000) Revised 2022 R ('000) EOY 2022 R ('000) Actual 2022 R ('000) Variance R ('000) Diff % HEALTH CARE AGENCY Prescription Fees Medical Fees Dental Fees Innoculation/Vaccination Pharmacy Haemodyllis Miscellaneous COVID-PCR Test Health Travel Authorization Fee SUB TOTAL
 MINISTRY OF LANDS AND HOUSING Survey Fees Maps and Prints Miscellaneous Sand and Gravel Fees Property Transfer Fees SUB TOTAL PLANNING AUTHORITY Planning Fees SUB TOTAL DEPARTMENT OF INFORMATION COMMUNICATIONS TECHNOLOGY Systems Development/ Information Technology Telecommunication Type Approval Fee SUB TOTAL DEPARTMENT OF POLICE Police Miscellaneous Service of Special Police/National Guards Provision of Security Criminal Fees & Fines SUB TOTAL OFFICE OF THE PRESIDENT State Hosue Entrance Fees SUB TOTAL DEPARTMENT OF IMMIGRATION & CIVIL STATUS Civil Status Fees ID Card Fees Marriage Fees Immigration Fees Passport Fees Residence Permit Fees Citizenship Fees Administration SUB TOTAL THE JUDICIARY Court fees and Fines Attorney Licence Fees SUB TOTAL INSTITUTE OF EARLY CHILDHOOD DEVELOPMENT Registration fee for childming services SUB TOTAL 1,244 13,642 105 200 2,585 3,000 1,500 - - 22,276 265 212 123 - 9,885 1,013 13,642 105 200 1,002 7,771 1,500 1,300 - 26,532 265 212 123 - 9,885 1,013 13,642 105 200 1,002 7,771 1,500 1,300 - 26,532 265 212 123 - 9,885 10,485 10,485 10,485 5,000 5,000 20 62 82 2,500 6,000 2,300 - 5,000 5,000 20 62 82 2,500 6,000 2,300 5,000 5,000 5,000 20 62 82 2,500 6,000 2,300 5,000 1,032 14,685 208 73 1,119 8,636 3,027 1,598 - 30,377 213 153 7 - 6,842 7,215 6,123 6,123 15 74 89 3,234 4,086 1,388 4,911 19 1,043 103 (127) 117 865 1,527 298 - 3,844 (52) (59) (116) - (3,043) 2% 8% 98% -64% 12% 11% 102% 23% 0% 14% -20% -28% -95% 0% -31% (3,270) -31%
 1,123 22% 1,123 22% (5) 11 6 -25% 18% 8% 734 (1,914) (912) (89) 29% -32% -40% -2% 10,800 15,800 15,800 13,618 (2,182) -14% 5 5 5 5 13 13 8 8 164% 164% 112 2,682 2,347 150,109 10,358 3,371 459 1,927 - 171,365 23,378 215 23,593 4 4 (53) 542 (1,237) 6,693 5,769 502 459 1,917 -32% 25% -35% 5% 126% 18% 100% 19166% 14,592 9% 4,240 20 22% 10% 4,259 22% (8) (8) -65% -65% - - 164 2,140 3,584 116,400 4,589 2,869 - 10 164 2,140 3,584 143,416 4,589 2,869 - 10 164 2,140 3,584 143,416 4,589 2,869 - 10 129,757 156,773
 156,773 19,139 195 19,334 12 12 19,139 195 - 19,334 12 12 19,139 195 - 19,334 12 12 5 DESCRIPTION SEYCHELLES BUREAU OF STANDARDS BUDGET 2022 R ('000) Revised 2022 R ('000) EOY 2022 R ('000) Actual 2022 R ('000) Variance R ('000) Diff % Micro Laboratory Environmental Laboratory Food Chemical Laboratory Chemical Laboratory Gas Cylinder Testing Centre Construction Material Laboratory National Metrology Laboratory Legal Metrology Unit Standardisation QMS Certification QMS Training CISTID Services Fish Inspection Other Income SUB TOTAL SEYCHELLES QUALIFICATION AUTHORITY Certify True Copy of Qualifications Evaluation of Qualifications Recognition of Prior Learning SUB TOTAL AGENCY FOR NATIONAL HUMAN RESOURCES DEVELOPMENT Tertiary Fees Breaching of Contract SUB TOTAL LANDSCAPE AND WASTE MANAGEMENT AGENCY Waste Collection Cleaning and Landscaping Sale/Hire of Plants SUB TOTAL ENTERPRISE SEYCHELLES AGENCY (ESA) Processing Fees Trade Fairs SUB TOTAL DEPARTMENT OF TOURISM Kiosk Rental Sales of Booklets SUB TOTAL SEYCHELLES MEDICAL & DENTAL COUNCIL Registration Fee SUB TOTAL SEYCHELLES FIRE AND RESCUE AGENCY Fire Safety Training Sale of Fire incident report Standby with LPG Tanker SUB TOTAL NATIONAL SPORTS COUNCIL Medical Fees Sale of Sports Equipment Sports events Hire of buses Sale of Sports award tickets SUB TOTAL 1,500 1,500 467 40 683 1,452 258 397 18 10 50 - 2,296 2,251 887 1,361 69 989 1,772 305 488 14 3 85 - 1,867 - 751 (613) 894 29 306 319 47 91 (4) (8) 35 - (428) -
 50% -41% 191% 72% 45% 22% 18% 23% -22% -75% 70% 0% -19% 0% 8,671 10,089 1,418 16% 100 326 108 533 1,145 936 2,081 5,240 - 150 5,390 18 250 268 - 6 6 360 360 262 5 200 467 175 15 250 75 50 565 73 712 176 961 757 408 1,165 8,984 - 210 9,195 20 347 367 7 0 7 - - 194 2 144 - 341 14 9 251 32 - 305 (27) 386 68 -27% 119% 63% 428 80% (389) (528) -34% -56% (916) -44% 3,744 - 60 71% 0% 40% 3,804 71% 2 97 100 13% 39% 37% 1 0 1 8% 0% 8% (360) -100% (360) -100% (68) (3) (56) -26% -58% -28% (127) -27% (161) (6) 1 (43)
 (50) -92% -42% 0% -57% -100% (260) -46% 1,500 1,500 467 40 683 1,452 258 397 18 10 50 - 2,296 - 8,671 100 188 70 358 1,145 936 2,081 5,240 - 150 5,390 15 203 218 - 6 6 360 360 262 5 75 342 175 15 250 75 50 565 1,500 1,500 467 40 683 1,452 258 397 18 10 50 - 2,296 - 8,671 100 326 108 533 1,145 936 2,081 5,240 - 150 5,390 18 250 268 - 6 6 360 360 262 5 200 467 175 15 250 75 50 565 6 DESCRIPTION SEYCHELLES NATIONAL YOUTH COUNCIL Youth Service Bureau -miscellaneous SUB TOTAL DEPARTMENT OF DEFENCE Provision of Security Services SUB TOTAL DEPARTMENT OF EMPLOYMENT Processing Fees SUB TOTAL DEPARTMENT OF ENVIRONMENT, ENERGY AND CLIMATE CHANGE CITES Tree Felling & lighting fires processing fees Sale of Coco de mer tag Environmental Fine Giant Tortoise Royalty Conservation environmental levy Sale of Plants SUB TOTAL NATIONAL INSTITUTE FOR CULTURE , HERITAGE AND THE ARTS Photocopy/Printing Fees/internet Music & Dance Fees Museum Entrance Fees Mission Lodge Entrance Fees Heritage Site Activities Fees SUB TOTAL VARIOUS MINISTRIES Sale of Tender Documents Misc.
Minor Receipts Sale of booklets Processing fees appeals SUB TOTAL BUDGET 2022 R ('000) Revised 2022 R ('000) EOY 2022 R ('000) Actual 2022 R ('000) Variance R ('000) Diff % - 3 3 113 113 12% 12% 23% 23% (34) (34) -69% -69% 45 11 229 (73) (98) (245) - 150% 12% 80% -73% -36% -49% 0% 1,276 1,276 1,276 1,144 (131) - (554) (305) 199% 81% 195% -30% -93% (99) -4% (470) 256 49 8 (157) -61% 126% 108% 375% -15% TOTAL : FEES AND CHARGES 324,812 346,808 346,808 388,976 42,168 12% OTHER NON TAX RENTS AND ROYALTIES DEPARTMENT OF AGRICULTURE Rent of Agricultural Land Rent of Staff Housing Rent of Veterinary Clinic SUB TOTAL THE JUDICIARY Rental of Canteen SUB TOTAL HEALTH CARE AGENCY Quarantine Facility Services Rent of Snack Shop Rent of Staff Quarters SUB TOTAL MINISTRY OF LANDS AND HOUSING Short term Rent of Land and Buildings Coral Fill Royalty Royalties from Land Marine Royalties from Quarries Rent of Independence House Deep Sea Extraction and Sales SUB TOTAL 700 29 60 789 60 60 - 72 224 296 2,000 - - - 167 700 29 60 789 60 60 - 72 224 296 2,000 - - - 167 700 29 60 789 60 60 - 72 224 296 2,000 - - - 167 799 59 35 893 66 66 90 15 86 99 30 (25) 14% 104% -42% 104 13% 6 6
 10% 10% 90 (58) (138) 100% -80% -61% 191 (105) -35% 3,064 - - - 108 1,064 - - - (59) 53% 0% 0% 0% -36% 2,167 2,167 2,167 3,172 1,005 46% 7 DESCRIPTION BUDGET 2022 R ('000) Revised 2022 R ('000) EOY 2022 R ('000) Actual 2022 R ('000) Variance R ('000) Diff % ENTERPRISE SEYCHELLES AGENCY (ESA) Rental of Building SUB TOTAL INDUSTRIAL ESTATES AUTHORITY Rent SME Building Providence Transaction fee SUB TOTAL NATIONAL SPORTS COUNCIL Rental of Sports facilities SUB TOTAL MINISTRY OF LOCAL GOVERNMENT AND COMMUNITY
 AFFAIRS Rent of facilities Rent of Offices Rent of Day-care centres Sale of Tenders SUB TOTAL Mayor of Victoria - Kiosk Rental SEYCHELLES NATIONAL YOUTH COUNCIL Rental of Hall SUB TOTAL DEPARTMENT OF DEFENCE Leased of Offices SUB TOTAL MINISTRY OF TRANSPORT Royalties from Land Marine SUB TOTAL NATIONAL INSTITUTE FOR CULTURE , HERITAGE AND THE ARTS NAC Rental of Shops Rental of International Conference Centre Rental of Music Stadium Facilities Rental of land -NCPA Rental of Museum Restaurant Rental of Museum Conference Room Rental of Restaurant - Domaines de Val des Pres Rental of Kiosks - Domain de Val des Pres Lease of Heritage Properties- Bel Ombre Lease of Heritage Properties- La Pleine Ste Andre Lease of Heritage Properties -Domaines de Val des Pres Rental of national theatre SUB TOTAL TOTAL: RENTS AND ROYALTIES INCOME OF PUBLIC SERVICES INTEREST MINISTRY OF FINANCE, ECONOMIC PLANNING AND TRADE Interest from Seychelles Trading Company Interest from Development Bank of Seychelles Interest from Public Utilities Company SUB TOTAL TOTAL: INTEREST STATUTORY TRANSFERS MINISTRY OF FINANCE, ECONOMIC PLANNING AND TRADE 1,981 1,981 5,633 - 5,633 1,099 1,099 300 240 400 940 - - 68 68 12,800 12,800 324 489 268 24 120 99 360 408 38 783 288 3,199 29,032 - 10,218 21,384 31,602 31,602 2,500 2,500 5,633 - 5,633 750 750 300 240 400 940 - - - - 12,800 12,800 324 489 268 24 120 99 360 408 38 783 288 80 3,279 2,500 2,500 5,633 - 5,633 750 750 300 240 400 940 - - - - 12,800 12,800
 324 489 268 24 120 99 360 408 38 783 288 80 3,279 2,021 2,021 5,651 5,171 10,822 544 544 1,328 242 1,118 2,687 12 - - - - - - 307 732 - 22 130 20 - 218 28 546 120 41 2,164 (479) -19% (479) -19% 18 5,171 5,189 0% 100% 92% (206) -27% (206) -27% 1,028 2 718 343% 1% 179% 1,747 186% 12 100% - - - - 0% - 0% 0% (12,800) -100% (12,800) -100% (17) 243 (268) (2) 10 (79) (360) (190) (10) (237) (168) (39) (1,116) -5% 50% -100% -8% 8% -80% -100% -47% -27% -30% -58% -49% -34% 29,215 29,215 22,572 (6,643) -23% - 6,886
 17,644 24,530 24,530 - 6,886 17,644 24,530 24,530 - 3,340 9,702 13,042 13,042 - (3,546) (7,942) 0% -51% -45% (11,488) -47% (11,488) -47% Central Bank of Seychelles (CBS) TOTAL: OTHER NON TAX - - - - - 0% 60,635 53,744 53,744 35,614 (18,131) -34% 8 DESCRIPTION BUDGET 2022 R ('000) Revised 2022 R ('000) EOY 2022 R ('000) Actual 2022 R ('000) Variance R ('000) Diff % DIVIDENDS INCOME MINISTRY OF FINANCE, ECONOMIC PLANNING AND TRADE - Seychelles International Mercantile Banking Corporation Limited -Seychelles Petroleum Company - Land Marine Ltd - Seychelles Ports Authority - Indian Ocean Tuna Limited - Seychelles Civil Aviation Authority - Afrexim Bank - Island Development Company - Seychelles Commercial Bank - Development Bank of Seychelles -Financial Servcies Authority - Societe Seychelloise D'investissement -Seychelles Fishing Authority -Ile Du Port Handling Services Seychelles Cable System Company -African Insurance Corporation TOTAL : DIVIDENDS INCOME PROCEEDS FROM SALE OF ASSETS MINISTRY OF LANDS AND HOUSING Long Term Lease - Land & Building Sale of State Lands Sale of Plots (Land Bank) SUB TOTAL INDUSTRIAL ESTATE AUTHORITY Long Term Lease - Land & Building SUB TOTAL Long term lease - Mayor of Victoria MINISTRY OF FINANCE, ECONOMIC PLANNING AND TRADE Sale of Assets SUB TOTAL TOTAL : PROCEEDS FROM SALE OF ASSETS TOTAL : NON TAX REVENUE TOTAL: CURRENT RECEIPTS CURRENT RECEIPTS Income Tax SSF Arrears Trades Tax Excise Tax GST Value Added Tax Business Tax
 CorporateSocial Responsibility Tax Tourism Marketing Tax (TMT) Property Tax Other Tax Fees and Charges Dividends Income Other Non Tax Sale of Assets 100,000 250,000 9,400 - 25,200 15,000 375 4,000 1,000 - 100,000 - 75,000 10,300 - 590,275 62,415 2,000 6,000 70,415 12,118 12,118 269,100 200,000 8,540 - 44,553 15,000 375 5,000 2,880 - 80,000 - 75,000 16,194 40,621 269,100 200,000 8,540 - 44,553 15,000 375 5,000 2,880 - 80,000 - 75,000 16,194 40,621 757,263 757,263 62,415 2,000 6,000 70,415 13,500 13,500 62,415 2,000
 6,000 70,415 13,500 13,500 269,100 250,000 8,540 - 34,471 15,000 - 11,000 5,091 - 65,779 - 75,000 15,870 40,621 - 790,472 47,411 2,532 5,872 55,814 19,838 19,838 64 - 50,000 - - (10,082) - (375) 6,000 2,211 - (14,221) - - (324) (0) - 33,209 0% 25% 0% 0% -23% 0% -100% 120% 77% 0% -18% 0% 0% -2% 0% 0% 4% (15,004) 532 (128) -24% 27% -2% (14,601) -21% 6,338 47% 6,338 47% 64 100% 1,650 2,500 2,500 4,800 2,300 92% 1,650 84,183 2,500 86,415 2,500 86,415 4,800 80,517 2,300 92% (5,898) -7% 1,059,905 1,244,231 1,244,231 1,295,578 51,348 4% 8,923,139 9,087,372 9,030,594 8,688,495 (342,099) -4% 1,161,867 - 289,070 1,553,436 - 2,951,040 1,436,933 - 68,142 50,000 352,747 324,812 590,275 60,635 84,183 1,104,150 - 285,095 1,462,564 600 3,081,388 1,446,617 7,108 68,136 50,000 337,483 346,808 757,263 53,744 86,415 1,099,241 - 285,613 1,456,576 604 3,050,620 1,445,153 7,108 67,675 35,976 337,797 346,808 757,263 53,744 86,415 1,085,994 - 302,408 1,415,817 656 2,964,762 1,207,476 10,352 82,110 29,271 294,073 388,976 790,472 35,614 80,517 (13,247) - 16,795 (40,759) 52 (85,859) (237,677) 3,244 14,435 (6,706) (43,725) 42,168 33,209 (18,131) (5,898) -1% 0% 6% -3% 9% -3% -16% 46% 21% -19% -13% 12% 4% -34% -7% TOTAL CURRENT RECEIPTS 8,923,139 9,087,372 9,030,594 8,688,495 (342,099) -4% 9 DETAILS OF EXPENDITURE FOR THE YEAR ENDED 31ST DECEMBER 2022 (In accordance with article 154 (8) (b) of the Constitution) ESTIMATED REVENUE AND EXPENDITURE Under Section154 (8) of the Constitution BUDGET
 REVISED EOY Actual Variance DESCRIPTION 2022 R ('000) 2022 R ('000) 2022 R ('000) 2022 R ('000) R ('000) Diff % EXPENDITURE TOTAL OUTLAYS Office of the President Department of Legal Affairs Department of Defence Public Service Bureau Department of Information Communications Technology Department of The Blue Economy Department of Information The Judiciary The Legislature Office of the Auditor General Office of the Ombudsman Office of the Public Service Appeals Board Curatelle Office Constitutional Appointments
 Authority Electoral Commission Department of Fisheries Department of Culture Ministry of Fisheries Ministry of Finance, Economic Planning and Trade Ministry of Foreign Affairs and Tourism Ministry of Internal Affairs Ministry of Education Ministry of Lands and Housing Ministry of Local Government and Community Affairs Ministry of Health Ministry of Transport Ministry of Employment and Social Affairs Ministry of Agriculture ,Climate Change and Environment Ministry of Youth, Sports and Family Ministry of Investment, Entrepreneurship and Industry Office of the Mayor of Victoria TOTAL: MINISTRIES/ DEPARTMENTS REGULATORY BODIES Institute of Early Childhood Development Seychelles Licensing Authority Fair Trading Commission National Bureau of Statistics Seychelles Revenue Commission Procurement Oversight Unit National Tender Board Tax & Customs Agent Board Rev Tribunal Seychelles Investment Board Postal Regulatory Agency Public Enterprise Monitoring Commission Government Audit Committee Financial Intelligence Unit Seychelles Bureau of Standards Seychelles Qualifications Authority Tertiary Education Commission Planning Authority Seychelles Energy Commission Public Officers' Ethics Commission Seychelles Human Rights Commission Seychelles Media Commission Public Health Authority Industrial Estate Authority Seychelles Nurses & Midwives Council Health Professional Council Seychelles Medical and Dental Council Anti-Corruption Commission Road Transport Commission Seychelles
 Maritime Safety Authority Seychelles Meteorological Authority Seychelles Intelligence Service Information Commission Truth, Reconcilation and National Unity Commission Office of the Commissioner of Public Persons TOTAL: REGULATORY BODIES 69,732 53,896 343,631 16,584 71,308 - - 86,558 40,478 17,868 2,729 1,342 5,195 1,757 13,991 - - 103,017 148,965 274,441 610,928 929,089 93,518 117,021 85,910 15,882 68,759 300,565 31,468 13,303 6,250 3,524,187 37,229 17,062 13,604 19,623 167,072 - 3,903 1,480 6,710 - 8,169 813
 19,064 24,424 8,141 2,195 16,500 22,388 - 8,026 2,515 65,626 66,647 1,378 1,271 918 82,132 21,086 12,259 15,064 14,742 2,725 15,997 - 678,764 69,751 45,588 334,630 14,890 64,275 - - 90,307 40,357 16,225 2,252 1,167 3,985 1,678 13,802 - - 84,697 110,453 242,420 575,639 854,874 75,373 107,823 76,498 12,524 63,534 264,002 30,792 12,778 6,397 3,216,709 35,917 15,752 12,978 18,998 140,660 - 3,789 1,129 6,503 7,824 735 19,028 24,322 7,940 1,686 15,883 5,332 - 7,878 2,315 61,256 51,209 1,314 1,118 818 76,615 20,362 11,384 15,297 13,071 2,695 15,768 599,574 (19) 8,308 9,001 1,694 7,034 - - (3,750) 121 1,643 477 175 1,210 79 190 - - 18,320 38,512 32,021 35,289 74,216 18,145 9,198 9,412 3,358 5,225 36,563 676 526 (147) 307,478 1,312 1,311 626 625 26,412 - 114 351 207 - 346 79 36 102 202 509 617 17,056 - 149 201 4,370 15,438 63 152 100 5,517 724 875 (233) 1,672 30 230 - 79,190 0% 15% 3% 10% 10% 0% 0% -4% 0% 9% 17% 13% 23% 5% 1% 0% 0% 18% 26% 12% 6% 8% 19% 8% 11% 21% 8% 12% 2% 4% - -2% 11% 1% 1% 0% 12% 69,732 53,896 358,390 16,584 71,308 - - 86,558 40,478 17,868 2,729 1,342 5,195 1,757 13,991 - - 106,737 151,542 274,512 611,705 929,089 93,518 117,106 85,910 15,941 68,759 302,840 31,468 13,303 6,250 3,548,508 37,229 17,062 13,604 19,623 167,072 - 3,903 1,480 6,710 - 8,169 813 19,064 24,424 8,141 2,195 16,500 23,258 - 8,026 2,515 65,626 66,647 1,378 1,271 918 82,132 21,086 12,259
 15,064 14,742 2,725 15,997 - 679,634 70,832 133,993 355,970 17,434 62,052 - - 77,174 40,478 19,868 2,929 1,127 6,095 1,757 13,991 - - 108,066 162,372 293,512 700,558 1,026,171 95,018 138,421 109,704 14,718 87,934 230,197 34,942 14,103 6,250 3,825,667 38,129 17,062 13,904 20,123 231,613 - 3,903 1,480 6,710 - 8,969 813 19,064 24,104 8,141 2,195 16,500 25,723 - 8,026 2,515 66,426 55,174 1,378 1,271 918 18,517 21,386 12,459 15,064 13,594 2,725 15,997 - 673,882 10 BUDGET REVISED EOY Actual Variance DESCRIPTION
 2022 R ('000) 2022 R ('000) 2022 R ('000) 2022 R ('000) R ('000) Diff % PUBLIC BODIES PROVIDING ESSENTIAL GOVERNMENT SERVICES Seychelles Tourism Board National Institute of Technology, Science & Innovation Seychelles Infrastructure Agency Seychelles Fire & Rescue Services Agency Seychelles Land Transport Agency Seychelles Agricultural Agency Enterprise Seychelles Agency Agency for Social Protection Agency for National Human Resources Development Landscape & Waste Management Agency Seychelles National Youth Council Health Care Agency National Aids Council National Council For Children National Council for the Elderly National Council for the Disabled National Sports Council Social Workers Council National Arts Council National Botanical Gardens Foundation Creative Industry and National Events Agency Creole Institute of Seychelles Seychelles Heritage Foundation Seychelles Broadcasting Corporation National Biosecurity Agency National Institute for Culture , Heritage and the Arts Agency for Prevention of Drug Abuse & Rehabilitaton TOTAL: ORGANISATIONS FULFILLING SOCIAL FUNCTIONS TOTAL OUTLAYS CURRENT OUTLAYS: WAGES AND SALARIES MINISTRIES/DEPARTMENTS Office of the President Department of Legal Affairs Department of Defence Public Service Bureau Department of Information Communications Technology Department of The Blue Economy Department of Information The Judiciary The Legislature Office of the Auditor General Office of the Ombudsman Office of the Public Service Appeals Board Curatelle Office Constitutional Appointments Authority Electoral Commission Department of Fisheries Department of Culture Ministry of Fisheries Ministry of Finance, Economic Planning and Trade Ministry of Foreign Affairs and Tourism Ministry of Internal Affairs Ministry of Education Ministry of Lands and Housing Ministry of Local Government and Community Affairs Ministry of Health Ministry of Transport Ministry of Employment and Social Affairs Ministry of Agriculture ,Climate Change and
 Environment Ministry of Youth, Sports and Family Ministry of Investment, Entrepreneurship and Industry Office of the Mayor of Victoria TOTAL: MINISTRIES/ DEPARTMENTS REGULATORY BODIES Institute of Early Childhood Development Seychelles Licensing Authority Fair Trading Commission National Bureau of Statistics Seychelles Revenue Commission - - 480,178 83,296 164,240 - 8,694 27,474 220,921 247,181 20,161 1,133,839 3,846 13,929 - - 72,835 654 - - - - - 132,731 - 122,712 - 2,732,691 7,232,241 17,906 37,679 175,130 13,628 21,737 - - 35,809 14,504 14,506 1,607 751 2,152 556 5,163 - - 8,507 70,164 83,644 343,433 543,838 34,697 42,944 40,005 7,740 45,561 63,069 17,720 9,305 1,225 1,652,978 4,665 11,623 9,181 8,256 120,294 - - 210,072 81,262 165,189 - 8,694 26,774 220,121 247,181 19,811 1,214,548 3,846 13,929 - - 70,335 654 - - - - - 108,444 - 118,712 - - 209,999 81,262 165,189 - 8,694 26,774 220,121 247,181 19,811 1,212,273 3,846 13,929 - - 70,335 654 - - - - - 108,444 - 118,712 2,509,571 6,737,713 2,507,223 6,710,174 16,806 32,379 175,130 12,778 20,537 - - 35,916 13,666 12,506 1,407 751 1,252 556 5,163 - - 8,507 66,264 77,644 340,833 523,838 33,197 38,944 37,605 7,740 42,861 63,069 17,720 8,086 1,225 1,596,378 3,765 11,568 8,881 7,756 110,294 16,806 32,379 175,130 12,778 20,537 - - 35,916 13,666 12,506 1,407 751 1,252 556 5,163 - - 8,507 66,264 77,644 340,833 523,838 33,197 38,944 37,605 7,740 42,861 63,069 17,720 8,086 1,225 1,596,378 3,765 11,568 8,881 7,756 110,294 11 - -
 180,219 80,343 164,356 - 8,545 25,027 164,063 238,357 18,775 1,110,425 3,288 13,590 - - 65,599 427 - - - - - 107,131 - 110,737 - 2,290,882 6,107,165 16,279 28,157 165,222 11,340 19,708 - - 35,269 13,056 10,876 1,226 575 1,136 571 4,978 - - 8,142 54,147 73,419 326,247 484,577 28,568 35,810 36,914 6,573 39,847 53,732 16,417 6,929 1,223 1,480,938 3,136 10,705 8,298 7,152 94,236 - - 29,781 919 833 - 149 1,746 56,058 8,825 1,037 101,848 558 339 - - 4,736 227 - - - - - 1,313 - 7,975 - 216,342 603,009 527 4,222
 9,908 1,438 830 - - 647 610 1,630 182 175 116 (15) 184 - - -3% 4% 0% 0% 4% 18% 5% 4% 7% 14% 8% 2% 15% 7% 15% 7% 14% 0% 7% 17% 7% 7% 8% 15% BUDGET REVISED EOY Actual Variance DESCRIPTION 2022 R ('000) 2022 R ('000) 2022 R ('000) 2022 R ('000) R ('000) Diff % Procurement Oversight Unit National Tender Board Tax & Customs Agent Board Rev Tribunal Seychelles Investment Board Postal Regulatory Agency Public Enterprise Monitoring Commission Government Audit Committee Financial Intelligence Unit Seychelles Bureau of Standards Seychelles Qualifications Authority Tertiary Education Commission Planning Authority Seychelles Energy Commission Public Officers' Ethics Commission Seychelles Human Rights Commission Seychelles Media Commission Public Health Authority Industrial Estates Authority Seychelles Nurses & Midwives Council Health Professional Council Seychelles Medical and Dental Council Anti-Corruption Commission Road Transport Commission Seychelles Maritime Safety Authority Seychelles Meteorological Authority Seychelles Intelligence Service Information Commission Truth, Reconcilation and National Unity Commission Office of the Commissioner of Public Persons TOTAL: REGULATORY BODIES PUBLIC BODIES PROVIDING ESSENTIAL GOVERNMENT
 SERVICES Seychelles Tourism Board National Institute of Technology, Science & Innovation Seychelles Infrastructure Agency Seychelles Fire & Rescue Services Agency Seychelles Land Transport Agency Seychelles Agricultural Agency Enterprise Seychelles Agency Agency for Social Protection Agency for National Human Resources Development Landscape & Waste Management Agency Seychelles National Youth Council Health Care Agency National Aids Council National Council For Children National Council for the Elderly
 National Council for the Disabled National Sports Council Social Workers Council National Arts Council National Botanical Gardens Foundation Creative Industry and National Events Agency Creole Institute of Seychelles Seychelles Heritage Foundation Seychelles Broadcasting Corporation National Biosecurity Agency National Institute for Culture , Heritage and the Arts Agency for Prevention of Drug Abuse & Rehabilitaton - 1,331 309 4,771 - 5,706 485 13,049 13,735 4,646 1,818 11,909 3,385 - 3,494 1,159 49,436 5,228 921 175 300 12,485 6,245 7,393 8,263 7,929 1,111 8,718 - 328,020 - - 40,697 54,086 22,100 - 5,380 16,247 5,588 14,078 9,147 496,369 1,403 9,837 - - 18,953 176 - - - - - 56,986 - 46,816 - - 1,331 309 4,771 - 4,906 485 13,049 13,397 4,646 1,818 11,909 3,385 - 3,494 1,159 46,836 5,228 921 175 300 11,261 5,945 7,193 8,263 9,077 1,111 8,718 - 311,951 - - 37,385 54,086 21,397 - 4,549 15,547 4,788 13,078 8,797 496,369 1,403 9,837 - - 16,453 176 - - - - - 56,986 - 46,672 - - 1,331 309 4,771 - 4,906 485 13,049 13,397 4,646 1,818 11,909 3,385 - 3,494 1,159 46,836 5,228 921 175 300 11,261 5,945 7,193 8,263 9,077 1,111 8,718 - 311,951 - - 37,385 54,086 21,397 - 4,549 15,547 4,788 13,078 8,797 496,369 1,403 9,837 - - 16,453 176 - - - - - 56,986 - 46,672 - - 1,329 238 4,376 - 4,618 485 12,143 13,118 4,318 1,351 10,592 2,370 - 3,331 1,159 39,721 4,797 891 237 237 10,817 5,330 6,777 7,903 6,953 1,118 8,365 - 276,102 - - 32,201 52,891 21,360 - 3,975 14,148 3,802 12,004 8,228
 461,376 1,439 8,534 - - 15,696 176 - - - - - 53,764 - 45,042 - - 1 71 395 - 288 - 906 280 327 467 1,318 1,015 - 163 - 7,115 430 31 (63) 63 444 615 416 360 2,124 (8) 352 - 35,849 - - 5,184 1,195 37 - 574 1,400 986 1,074 569 34,993 (36) 1,303 - - 757 - - - - - - 3,221 - 1,630 - 0% 0% 23% 8% 0% 6% 0% 7% 2% 7% 26% 11% 30% 0% 5% 0% 15% 8% 3% -36% 21% 4% 10% 6% 4% 23% -1% 4% 0% 11% 0% 0% 14% 2% 0% 0% 13% 9% 21% 8% 6% 7% -3% 13% 0% 0% 5% 0% 0% 0% 0% 0% 0% 6% 0% 3% 0% TOTAL: ORGANISATIONS FULFILLING SOCIAL FUNCTIONS
 797,862 787,522 787,522 734,636 52,886 7% OTHER WAGES AND SALARIES GRATUITIES COMPENSATION FOR CONTINUOUS SERVICE CONSTITUTIONAL APPOINTMENTS 38,115 48,870 92,831 45,503 63,444 90,531 45,503 63,444 90,531 PENSION SCHEME CONTRIBUTION 133,442 113,780 113,780 46,955 66,974 88,848 98,773 (1,452) -3% (3,530) -6% 1,684 2% 15,007 13% TOTAL WAGES AND SALARIES 3,092,118 3,009,110 3,009,110 2,793,225 215,885 7% 12 BUDGET REVISED EOY Actual Variance DESCRIPTION 2022 R ('000) 2022 R ('000) 2022 R ('000) 2022 R ('000) R ('000) Diff % CURRENT OUTLAYS: GOODS AND SERVICES MINISTRIES/DEPARTMENTS Office of the President Department of Legal Affairs Department of Defence Public Service Bureau Department of Information Communications Technology Department of The Blue Economy Department of Information The Judiciary The Legislature Office of the Auditor General Office of the Ombudsman Office of the Public Service Appeals Board Curatelle Office Constitutional Appointments Authority Electoral Commission Department of Fisheries Department of Culture Ministry of Fisheries Ministry of Finance, Economic Planning and Trade Ministry of Foreign Affairs and Tourism Ministry of Internal Affairs Ministry of Education Ministry of Lands and Housing Ministry of Local Government and Community Affairs Ministry of Health Ministry of Transport Ministry of Employment and Social Affairs Ministry of Agriculture ,Climate Change and Environment Ministry of Youth, Sports and Family Ministry of Investment,
 Entrepreneurship and Industry Office of the Mayor of Victoria TOTAL: MINISTRIES/ DEPARTMENTS REGULATORY BODIES Institute of Early Childhood Development Seychelles Licensing Authority Fair Trading Commission National Bureau of Statistics Seychelles Revenue Commission Procurement Oversight Unit National Tender Board Tax & Customs Agent Board Rev Tribunal Seychelles Investment Board Postal Regulatory Agency Public Enterprise Monitoring Commission Government Audit Committee Financial Intelligence Unit Seychelles
 Bureau of Standards Seychelles Qualifications Authority Tertiary Education Commission Planning Authority Seychelles Energy Commission Public Officers' Ethics Commission Seychelles Human Rights Commission Seychelles Media Commission Public Health Authority Industrial Estates Authority Seychelles Nurses & Midwives Council Health Professional Council Seychelles Medical and Dental Council Anti-Corruption Commission Road Transport Commission Seychelles Maritime Safety Authority Seychelles Meteorological Authority Seychelles Inteligence Service Information Commission Truth , Reconcilation and National Unity Commission Office of the Commissioner of Public Persons 48,810 20,177 137,984 3,806 50,771 - - 39,866 25,974 5,362 1,322 591 3,943 1,201 8,829 - - 9,597 34,959 193,241 234,368 350,265 28,294 53,527 46,406 6,978 25,898 175,485 13,749 5,217 5,024 1,531,645 33,464 5,495 4,723 11,867 51,778 - 2,572 1,171 1,938 3,263 328 6,015 10,254 3,496 377 4,591 1,449 - 4,532 1,356 18,790 7,075 456 1,096 618 70,871 4,641 5,066 6,801 5,665 1,614 7,280 - 49,603 17,432 144,118 3,550 44,567 - - 39,975 27,300 5,349 1,026 591 2,849 1,107 8,823 - - 9,207 31,477 167,492 232,065 330,564 20,875 50,206 38,596 5,706 23,026 166,910 14,029 5,196 4,829 1,446,470 32,452 5,047 4,681 11,846 46,424 - 2,460 891 2,127 3,206 250 6,885 10,451 3,621 194 5,292 1,422 - 4,524 1,155 19,218 4,462 424 881 581 65,799 7,332 4,606 6,984 6,117 1,576 7,402 - (793) 2,745 (6,134) 256 6,204 - - (109) (1,327) 13 296 (0)
 1,094 94 5 - - 389 3,482 25,749 2,304 19,700 7,419 3,321 7,810 1,272 2,872 8,575 (280) 21 196 85,175 1,013 448 42 21 5,354 - 112 280 (188) - 58 79 (870) (197) (126) 183 (701) 27 - 9 201 (428) 2,613 33 215 37 5,073 (2,690) 460 (183) (452) 37 (123) - -2% 14% -4% 7% 12% 0% 0% 0% -5% 0% 22% 0% 28% 8% 0% 0% 0% 4% 10% 13% 1% 6% 26% 6% 17% 18% 11% 5% -2% 0% 4% 6% 3% 8% 1% 0% 10% 0% 4% 24% -10% 0% 2% 24% -14% -2% -4% 48% -15% 2% 0% 0% 15% -2% 37% 7% 20% 6% 7% -58% 9% -3% -8% 2% -2% 0% 48,810 20,177 137,984 3,806
 50,771 - - 39,866 25,974 5,362 1,322 591 3,943 1,201 8,829 - - 9,597 34,959 193,241 234,368 350,265 28,294 53,527 46,406 6,978 25,898 175,485 13,749 5,217 5,024 1,531,645 33,464 5,495 4,723 11,867 51,778 - 2,572 1,171 1,938 3,263 328 6,015 10,254 3,496 377 4,591 1,449 - 4,532 1,356 18,790 7,075 456 1,096 618 70,871 4,641 5,066 6,801 5,665 1,614 7,280 - 48,810 20,177 131,619 3,806 40,315 - - 39,866 25,974 5,362 1,322 376 3,943 1,201 8,829 - - 9,394 33,559 206,241 223,885 350,265 28,294 54,027 47,006 6,978 26,348 94,275 13,749 4,798 5,024 1,435,443 33,464 5,440 4,723 11,867 51,778 - 2,572 1,171 1,938 3,263 328 6,015 10,368 3,496 377 4,591 1,449 - 4,532 1,356 16,990 7,925 456 1,096 618 6,032 4,641 5,066 6,801 5,665 1,614 7,280 - 13 DESCRIPTION 2022 R ('000) 2022 R ('000) 2022 R ('000) 2022 R ('000) R ('000) Diff % TOTAL REGULATORY BODIES 212,911 278,642 278,642 268,308 10,333 4% BUDGET REVISED EOY Actual Variance PUBLIC BODIES PROVIDING ESSENTIAL GOVERNMENT SERVICES Seychelles Tourism Board National Institute of Technology, Science & Innovation Seychelles Infrastructure Agency Seychelles Fire & Rescue Services Agency Seychelles Land Transport Agency Seychelles Agricultural Agency Enterprise Seychelles Agency Agency for Social Protection Agency for National Human Resources Development Landscape & Waste Management Agency Seychelles National Youth Council Health Care Agency National Aids Council National Council For Children National Council for the Elderly National
 Council for the Disabled National Sports Council Social Workers Council National Arts Council National Botanical Gardens Foundation Creative Industry and National Events Agency Creole Institute of Seychelles Seychelles Heritage Foundation Seychelles Broadcasting Corporation National Biosecurity Agency National Institute for Culture , Heritage and the Arts Agency for Prevention of Drug Abuse & Rehabilitaton TOTAL: ORGANISATION FULFILLING SOCIAL FUNCTIONS OTHER GOODS AND SERVICES GOVERNMENT OVERSEAS TRAVEL
 EXECUTIONS FOR ELECTIONS PROFESSIONAL AND CONSULTANCY SERVICES UNFORESEEN VISIT OF DIGNITARIES ADVERTISEMENT AND PUBLICITY RECRUITMENT AND PASSAGE OF EXPATRIATE CLEANING SERVICES NATIONAL DAY CELEBRATIONS NATIONAL THEME HOMECARER SECRETARIAT - - 7,868 25,245 105,515 - 3,315 11,226 215,333 233,104 11,014 513,771 2,443 4,092 - - 42,882 478 - - - - - 44,658 - 57,389 - - - 9,881 25,425 116,797 - 4,145 11,226 215,333 234,104 11,014 623,387 2,443 4,092 - - 42,882 478 - - - - - 44,658 - 57,533 - - 9,881 25,425 116,797 - 4,145 11,226 215,333 234,104 11,014 623,387 2,443 4,092 - - 42,882 478 - - - - - 44,658 - 57,533 - - 7,837 25,767 116,512 - 4,087 10,880 160,261 226,309 10,540 587,997 1,849 5,056 - - 42,925 251 - - - - - 48,566 - 57,935 - 1,278,333 1,403,399 1,403,399 1,306,772 5,000 - 24,056 3,000 1,000 - 69,859 5,000 - - 4,000 3,992 - 26,624 2,500 400 - 70,334 4,056 - - - 4,000 3,992 26,624 2,500 400 - 70,334 4,056 - - 4,156 - 27,264 2,461 86 - 68,813 3,814 - - - 2,044 (342) 285 - 59 347 55,072 7,795 474 35,391 594 (964) - - (44) 227 - - - - - (3,908) - (402) - 96,627 0% 0% 21% -1% 0% 0% 1% 3% 26% 3% 4% 6% 24% -24% 0% 0% 0% 47% 0% 0% 0% 0% 0% -9% 0% -1% 0% 7% (156) -4% 3,992 100% (640) -2% 39 314 - 1,521 243 - - 2% 78% 0% 2% 6% 0% 0% TOTAL: GOODS AND SERVICES 3,034,602 3,325,592 3,325,592 3,128,144 197,448 6% CAPITAL PROJECTS MINISTRIES/DEPARTMENTS Office of the President Department of Legal Affairs Department of Defence Public Service Bureau Department of Information
 Communications Technology Department of The Blue Economy Department of Information The Judiciary The Legislature Office of the Auditor General Office of the Ombudsman Office of the Public Service Appeals Board Curatelle Office Constitutional Appointments Authority Electoral Commission Department of Fisheries 4,116 1,340 30,517 - - - - 10,776 838 - - - - - - - 3,868 - 25,290 - - - - 15,063 0 - - - - - - - 248 1,340 5,226 - - - - (4,287) 838 - - - - - - - 6% 100% 17% 0% 0% 0% 0% -40% 100% 0% 0% 0% 0% 0% 0% 0%
 4,116 1,340 45,275 - - - - 10,776 838 - - - - - - - 4,116 76,137 49,221 - - - - 1,500 - - - - - - - - 14 BUDGET REVISED EOY Actual Variance DESCRIPTION 2022 R ('000) 2022 R ('000) 2022 R ('000) 2022 R ('000) R ('000) Department of Culture Ministry of Fisheries Ministry of Finance, Economic Planning and Trade Ministry of Foreign Affairs and Tourism Ministry of Internal Affairs Ministry of Education Ministry of Lands and Housing Ministry of Local Government and Community Affairs Ministry of Health Ministry of Transport Ministry of Employment and Social Affairs Ministry of Agriculture ,Climate Change and Environment Ministry of Youth, Sports and Family Ministry of Investment, Entrepreneurship and Industry Office of the Mayor of Victoria TOTAL: MINISTRIES/DEPARTMENTS REGULATORY BODIES Institute of Early Childhood Development Seychelles Licensing Authority Fair Trading Commission National Bureau of Statistics Seychelles Revenue Commission Procurement Oversight Unit National Tender Board Tax & Customs Agent Board Rev Tribunal Seychelles Investment Board Postal Regulatory Agency Public Enterprise Monitoring Commission Government Audit Committee Financial Intelligence Unit Seychelles Bureau of Standards Seychelles Qualifications Authority Tertiary Education Commission Planning Authority Seychelles Energy Commission Public Officers' Ethics Commission Seychelles Human Rights Commission Seychelles Media Commission Public Health Authority Industrial Estates Authority
 Seychelles Nurses & Midwives Council Health Professional Council Seychelles Medical and Dental Council Anti-Corruption Commission Road Transport Commission Seychelles Maritme Safety Authority Seychelles Meteological Authority Seychelles Intelligence Service Information Commission Truth, Reconcilation and National Unity Commission Office of the Commissioner of Public Persons TOTAL REGULATORY BODIES PUBLIC BODIES PROVIDING ESSENTIAL GOVERNMENT SERVICES Seychelles Tourism Board National Institute of Technology,
 Science & Innovation Seychelles Infrastructure Agency Seychelles Fire & Rescue Services Agency Seychelles Land Transport Agency Seychelles Agricultural Agency Enterprise Seychelles Agency Agency for Social Protection Agency for National Human Resources Development Landscape & Waste Management Agency Seychelles National Youth Council Health Care Agency National Aids Council National Council For Children National Council for the Elderly National Council for the Disabled National Sports Council Social Workers Council National Arts Council National Botanical Gardens Foundation Creative Industry and National Events Agency - 88,634 50,319 3,627 36,504 54,986 32,027 24,634 1,900 1,223 - 64,286 - - - 420,485 - - - - 5,000 - - - - - - - - 772 - - - 18,424 - - - - 54,345 - - - - 10,500 - - - - - - 89,041 - - 162,806 1,751 26,994 - - - - - - 94,792 - - - - 11,000 - - - - - 90,165 58,649 3,627 133,240 132,068 32,027 41,450 22,694 - 16,025 72,853 3,474 - - 737,246 - - - - 59,540 - - - - - - - - - - - - 20,889 - - - - 42,022 - - - - 10,500 - - - - - - 132,951 - - 431,613 3,965 36,625 - - - - - - 123,699 - - - - 11,000 - - - - 15 - 84,914 47,742 3,556 35,727 54,986 32,027 24,550 1,900 1,164 - 62,011 - - - 396,164 - - - - 5,000 - - - - - - - - 772 - - - 17,554 - - - - 54,345 - - - - 10,500 - - - - - - 88,171 - - 162,733 1,751 26,994 - - - - - - 92,517 - - - - 11,000 - - - - - 67,348 24,828 1,508 17,327 39,733 25,930 21,807 989 245 661 43,360 346 652 345 289,301 329 - - - - - - -
 - - - - - 753 - 141 - 1,540 - 23 - 2,317 41,950 - - - - 7,701 - 410 - - - - 55,164 - - 140,181 1,685 26,483 - 484 - - 44 7 61,051 - - - - 6,978 - - - - - 17,566 22,914 2,048 18,399 15,254 6,097 2,743 911 919 (661) 18,651 (346) (652) (345) 106,863 (329) - - - 5,000 - - - - - - - - 19 - (141) - 16,014 - (23) - (2,317) 12,395 - - - - 2,799 - (410) - - - - 33,007 - - 22,552 66 511 - (484) - - (44) (7) 31,465 - - - - 4,022 - - - - Diff % 0% 21% 48% 58% 52% 28% 19% 11% 48% 79% -100% 30% -100% -100% -100% 27%
 -100% 0% 0% 0% 100% 0% 0% 0% 0% 0% 0% 0% 0% 2% 0% -100% 0% 91% 0% -100% 0% -100% 23% 0% 0% 0% 0% 27% 0% -100% 0% 0% 0% 0% 37% 0% 0% 14% 4% 2% 0% -100% 0% 0% -100% -100% 34% 0% 0% 0% 0% 37% 0% 0% 0% 0% DESCRIPTION Creole Institute of Seychelles Seychelles Heritage Foundation Seychelles Broadcasting Corporation National Biosecurity Agency National Institute for Culture , Heritage and the Arts Agency for Prevention of Drug Abuse & Rehabilitaton TOTAL: PUBLIC BODIES PROVIDING ESSENTIAL SERVICES BUDGET REVISED EOY Actual Variance 2022 R ('000) 2022 R ('000) 2022 R ('000) 2022 R ('000) R ('000) - - 31,087 - 18,507 - 656,496 - - 6,800 14,507 - 318,650 - - 6,800 14,507 - 316,302 - - 4,800 - 7,760 - 249,473 - - 2,000 - 6,747 - 66,829 Diff % 0% 0% 29% 0% 47% 0% 21% TOTAL : CAPITAL EXPENDITURE 1,526,693 828,176 800,637 593,939 206,698 26% SOCIAL PROGRAMS OF GOVERNMENT Pensions Special Pensions payment Children's Special Fund Seychelles Red Cross Society Contribution to Religious Organisations Contribution to CEPS Contribution to Political Parties Contribution to CARE Sey Savings Bank (New Born Savings Scheme) Empowerment and Social Protection Programme Seychelles Chamber of Commerce & Industry National Grants for other Non-for- Profit Organizations ADF Schemes SMEs Scheme SEEREP Incentive Scheme Housing Finance Scheme Home Improvement/Re-roofing scheme for Pensioners Youth Employment Scheme Youth Enterpreneurship Scheme Seychelles News Agency Residential Care Services-Roman
 Catholic Church Seychelles Medical & Dental Council La Digue Development Fund/Advisory Board Women Trust Fund Health Professional Council Seychelles Heritage Scheme Culture and Arts Trust Fund Disabled Trust Fund Sports Trust Fund Innovation Trust Fund IOT Gratuity Laptop Scheme SME seed capital 13th Month Assistance 250th Victoria Celebrations Land Compensation Tribunal Covid-19 Micro and Small Business Support Fund -DBS Wage Grant-COVID 19 Seychelles Employee Transition Scheme PMC and HFC Housing Loan
 Repayment Scheme La Digue Business Association Praslin Business Association PV Rebate scheme Education Loan Scheme Contribution to Unisey Temporary financial assistance TOTAL: SOCIAL PROGRAMS OF CENTRAL GOVT SUBVENTIONS TO PUBLIC ENTERPRISES Air Seychelles Seychelles Postal Services Company Seychelles Public Transport Corporation Island Development Company Seychelles National Parks Authority National Information Services Agency L'Union Estate Seychelles Fishing Authority The Guy Morel Institute Seychelles Trading Company Seychelles Parks and Gardens Authority 78,443 78,340 7,000 1,500 1,500 2,377 6,500 - 1,000 459 500 9,050 3,000 50,000 1,000 18,000 5,000 5,000 1,000 3,372 3,250 - - 400 - 1,000 1,000 400 400 500 390 5,000 5,000 - - - - - - - - - - 8,000 5,000 303,381 95,526 8,000 38,200 - - - - - - - 7,300 TOTAL: SUBVENTIONS TO PUBLIC ENTERPRISES 149,026 16 80,609 44,781 7,000 1,500 1,500 2,377 6,500 1,212 286 459 500 7,838 4,863 50,000 9 18,000 5,000 5,000 1,000 3,372 3,250 - - - - - 1,000 400 400 500 6,068 3,000 5,000 - - - - - - - - - - 2,000 5,000 48,736 317,160 - 208,206 8,000 49,273 - - - - 7,300 - 272,780 80,609 44,781 7,000 1,500 1,500 2,377 6,500 1,212 286 459 500 7,838 4,863 50,000 9 18,000 5,000 5,000 1,000 3,372 3,250 - - - - - 1,000 400 400 500 6,068 3,000 5,000 - - - - - - - - - - 2,000 5,000 48,736 317,160 - - 208,206 8,000 49,273 - - - - 7,300 - 272,780 71,944 48,162 5,878 1,500 500 2,377 6,455 1,212 286 375 500 4,895 - 33,896 1 9,568 2,465 2,544 703
 3,128 4,211 - - - - - 991 444 398 104 6,048 2,163 5,000 - - - - - - - - - 199 - 5,000 47,253 268,198 207,302 8,000 53,783 - - - - - 500 - 7,300 - 276,885 8,665 (3,380) 1,122 - 1,000 - 46 - - 84 - 2,943 4,863 16,104 8 8,432 2,535 2,456 297 244 (961) - - - - - 9 (44) 2 396 20 837 - - - - - - - - - - 11% -8% 16% 0% 67% 0% 1% 0% 0% 18% 0% 38% 100% 32% 90% 47% 51% 49% 30% 7% -30% 0% 0% 0% 0% 0% 1% -11% 1% 79% 0% 28% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% (199) -100% 2,000 - 1,483 48,963 100% 0% 3% 15% 904 - (4,510) - - -
 - - (500) - - - (4,106) 0% 0% -9% 0% 0% 0% 0% 0% -100% 0% 0% 0% -2% DESCRIPTION 2022 R ('000) 2022 R ('000) 2022 R ('000) 2022 R ('000) R ('000) Diff % BENEFITS AND APPROVED PROGRAMMES OF ASP BUDGET REVISED EOY Actual Variance Retirement Benefits Invalidity Benefits Disability Benefits Supplementary Benefits Emergency Housing Assistance Scheme Post Secondary Students Bursary Sickness Benefits Maternity Benefits Funeral Benefits Survivors Benefits Orphans Benefits Injury Benefits Semi- Orphan Benefits Apprenticeship Scheme Home Carers Scheme Unemployment Relief Scheme Vulnerable Home Repair Scheme SPTC Travel Concessions Inter Island Transpor Scheme- Students Inter Island Transpor Scheme- Medical Referals Inter Island Transport Scheme- Pensioner Dedicated Fund For School Daycare Scheme Foster Care Scheme Social Safety Net Employment re skilling Home Carer Training 820,593 109,380 141,780 2,880 - - 9,600 2,400 1,440 89 591 240 11,700 - 299,399 - - - - - 67 - - 4,026 40,680 - - 820,593 109,380 141,780 2,880 - - 9,600 2,400 1,440 89 591 240 11,700 - 299,399 - - 67 - - 4,026 40,680 820,593 109,380 141,780 2,880 - - 9,600 2,400 1,440 89 591 240 11,700 - 299,399 - - 67 - - 4,026 40,680 830,573 101,677 139,481 1,688 - - 4,333 994 1,624 10 498 214 13,078 - 262,267 - - - - - 44 - - 3,699 9,539 - - (9,980) 7,703 2,299 1,192 - - 5,267 1,406 (184) 79 93 26 (1,378) - 37,131 - - - - - 23 - - 327 31,141 - - -1% 7% 2% 41% 0% 0% 55% 59% -13% 89% 16% 11% -12% 0% 12% 0% 0% 0% 0% 0%
 34% 0% 0% 8% 77% 0% 0% TOTAL: BENEFITS AND APPROVED PROGRAMS OF ASP 1,444,865 1,444,865 1,444,865 1,369,720 75,145 5% OTHERS Subscription to International Organisations Capital Subscriptions to Int'l Orgs TOTAL: OTHER PUBLIC DEBT INTEREST Foreign Domestic 47,255 - 47,255 - - 52,765 - 52,765 - 52,765 - 52,765 - 43,448 - 43,448 9,317 - 18% 0% 9,317 18% 198,191 519,717 199,963 427,631 199,963 427,677 208,905 391,428 (8,942) 36,249 TOTAL: INTEREST 717,909 627,594 627,640 600,333 27,307 TOTAL: CURRENT OUTLAYS
 8,789,157 9,049,866 9,049,912 8,479,953 569,959 1.
NET LENDING PUC On-lending PUC Repayments DBS -On-lending DBS - Repayments STC - On Lending STC SFA -On lending SFA -repayments SNPA- On Lending SNPA -repayments IDC - On-lending IDC -repayments 2.
DEVELOPMENT GRANTS TO PUBLIC ENTERPRISES SPTC - Domestic Financing SPTC - Foreign Financing Property Management Corporation Public Utilities Corporation-Local Public Utilities Corporation - Foreign Financing 120,336 264,577 (76,436) - (61,806) - - - - - - - (6,000) 14,500 31,831 62,803 60,000 - 90,517 207,865 (64,462) - (46,887) - - - - - - - (6,000) 14,500 21,192 62,803 60,000 - 81,264 198,612 (64,462) - (46,887) - (6,000) 14,500 20,192 62,803 60,000 - (15,127) 97,213 (45,272) - (49,068) - - - - - - - (18,000) 4,443 4,066 53,423 60,001 - -4% 8% 4% 6% 119% 51% 30% 0% -5% 0% 0% 0% 0% 0% 0% 0% -200% 96,391 101,399 (19,190) - 2,182 - - - - - - - 12,000 10,057 16,126 9,380 (1) - 69% 80% 15% 0% 0% TOTAL: DEVELOPMENT GRANTS 169,133 158,494 157,494 121,932 35,562 23% TOTAL: CAPITAL OUTLAYS 1,816,162 1,077,187 1,039,395 700,744 338,651 33% 17 BUDGET REVISED EOY Actual Variance DESCRIPTION 2022 R ('000) 2022 R ('000) 2022 R ('000) 2022 R ('000) R ('000) Diff % CONTINGENCY 50,000 50,000 50,000 35,798 (14,202) -28% GRAND TOTAL EXPENDITURE 10,655,319 10,177,053 10,139,307 9,216,495 894,409 9% PUBLIC DEBT AMORTISATION Foreign Domestic 606,907 1,366,622 538,422 2,497,069 538,422 2,547,973 541,443 2,546,227 TOTAL: AMORTISATION 1,973,529 3,035,492 3,086,396 3,087,670 (3,021) 1,747 (1,274) GRAND TOTAL OUTLAYS (including amortisation) 12,628,848 13,212,545 13,225,703 12,304,165 893,134 -1% 0% 0% 7% CAPITAL EXPENDITURE 1,526,693 1,526,693 800,637 593,939 206,698 26% Grant Financing Cash Grant Benefit in Kind Loan Financing
 Domestic Financing Memorandum item: COMPENSATION FOR LAND ACQUISITION 782,126 782,126 - 311,102 433,466 782,126 252,329 529,796 311,102 433,466 181,609 139,030 42,579 70,647 548,381 112,033 91,835 20,199 56,523 425,382 69,576 47,196 22,380 14,124 122,999 38% 34% 53% 20% 22% CAPITAL EXPENDITURE DOMESTIC EXPENDITURE LOANS EXPENDITURE GRANTS EXPENDITURE 1,526,693 433,466 311,102 782,126 1,526,693 433,466 311,102 782,126 800,637 548,381 70,647 181,609 593,939 425,382 56,523 112,033 206,698 122,999 14,124 69,576 26%
 22% 20% 38% 18 STATEMENT OF ACTUAL OUTSTANDING PUBLIC DEBT (In accordance with article 154 (8) (c) of the Constitution) STATEMENT OF ACTUAL OUTSTANDING PUBLIC DEBT (In accordance with Article 154 (8) (c) of the Constitution) EXTERNAL DEBT Bilateral Multilateral Commercial External Bond BALANCE AS AT 31ST DECEMBER 2022 SR BALANCE AS AT 31ST DECEMBER 2021 SR 1,096,551,554 5,099,833,829 228,485,744 1,168,790,860 1,336,043,864 5,153,794,018 254,911,493 1,211,644,718 SUB - TOTAL: EXTERNAL DEBT 7,593,661,987 7,956,394,093 DOMESTIC DEBT Treasury Bonds Others 6,102,384,000 690,414,288 4,955,936,000 761,189,995 SUB - TOTAL: DOMESTIC DEBT 6,792,798,288 5,717,125,995 GRAND TOTAL: PUBLIC DEBT 14,386,460,275 13,673,520,088 1 STATEMENT OF OUTSTANDING GUARANTEES AS AT 31ST DECEMBER 2022 (In accordance with article 154 (8) (d) of the Constitution) STATEMENT OF OUTSTANDING GUARANTEES ISSUED BY GOVERNMENT OF SEYCHELLES AND OUTSTANDING AS AT 31ST DECEMBER 2022 (In accordance with Article 154 (8) (d) of the Constitution) 31ST DECEMBER 2022 SR 31ST DECEMBER 2021 SR FOREIGN Commercial Bilateral Multilateral TOTAL DOMESTIC Commercial 121,493,305 121,493,305 118,957,744 7,064,404 126,022,148 815,562,612 812,407,579 GRAND TOTAL 937,055,917 938,429,727 STATEMENT OF GUARANTEES ISSUED BY THE GOVERNMENT OF SEYCHELLES DURING THE FINANCIAL YEAR ENDED 31ST DECEMBER 2021 LENDER BENEFICIARY/PURPOSE FX SR'000 External Loans Guaranteed Sub Total: External Loans Newly Guaranteed Domestic Loans
 Guaranteed Sub Total: Domestic Loans Newly Guaranteed Grand Total: New Guarantees 0 STATEMENT OF GUARANTEES ISSUED BY THE GOVERNMENT OF SEYCHELLES DURING THE FINANCIAL YEAR ENDED 31ST DECEMBER 2022 LENDER BENEFICIARY/PURPOSE FX SR'000 Guarantees renewed Guaranteed called up Nil Nil 1 STATEMENT OF ACTUAL OFFICIAL RESERVES (In accordance with article 154 (8) (e) of the Constitution) STATEMENT OF ACTUAL OFFICIAL RESERVES HELD BY THE CENTRAL BANK OF SEYCHELLES (In accordance with Article 154 (8) (e) of the
 Constitution) CBS Gross External Reserves Less: IMF Purchases Outstanding Other encumbered reserves Net International Reserves 31ST December 2022 Actual (USD'm) 31ST December 2021 Actual (USD'm) 639.08 9.26 158.31 471.51 702.15 14.92 158.68 528.55 1 STATEMENT OF ASSETS AND LIABILITIES AS AT 31ST DECEMBER 2022 (In accordance with article 154 (8) (f) of the Constitution) STATEMENT OF ASSETS AND LIABILITIES AS AT 31ST DECEMBER 2022 (In accordance with Article 154 (8) (f) of the Constitution) ASSETS 31ST DECEMBER 2022 SR 31ST DECEMBER 2021 SR Cash and Bank Balances 1,774,860,929 2,310,577,000 Remittances Investments Advances Imprest LIABILITIES 19,037,577 (2,872,184) 13,397,034 (2,343,408) 997,919,316 1,014,786,376 3,603,968 3,831,186 2,792,549,606 3,340,248,188 Short Term Borrowings 2,443,938,178 3,635,613,151 Deposits Other Funds 13,791,517 16,058,589 - - Trading and Operating Accounts 456,414,298 338,201,042 Consolidated Fund (121,594,386) (649,624,595) 2,792,549,606 3,340,248,187 The 2022 figures are provisional and may be modified to include audit and other adjustment entries.
1 2022 ANNUAL PERFORMANCE REPORT Ministries, Departments and Agencies ANNUAL PERFORMANCE REPORT (In accordance with Section 31 of the Public Finance Management Act, 2012) Annual Performance Report Ministries, Departments and Agencies PRESIDENT’S OFFICE PORTFOLIO Office of the President ……………………..………………………………………………………....................... ..2 Public Service Bureau ………………………………………………………………………………………… ……..9 The Attorney General’s Chamber.…………………………………………………………………............. …….16 Registration Division……………………………………………………………………………………………… ..22 Department of Defence……………………………………………………………………………............. ………27 Seychelles Intelligence Service………………………………………………………………………..……….......32 Office of the Mayor of Victoria…………………………………………………………………………………….36 Seychelles National Institute for Culture, Heritage and the Arts……………………………………………..39 VICE-PRESIDENT’S OFFICE PORTFOLIO Department of Information Communications Technology…………………………………………................53 Information Commission……………………………………………………………………………………….......60 .
Seychelles Media Commission …………………………………………………………………………………….63 Seychelles Broadcasting Corporation ……………………………………………………………………………66 DESIGNATED MINISTER’S PORTFOLIO Department of Fisheries……………………………………………………………………………..................…72 Department of Blue Economy……………………………………………………………………………………..76 CONSTITUTIONALLY APPOINTED AUTHORITIES PORTFOLIO The Judiciary………………………………………………………………………………………………………..83 The Legislature……………………………………………………………………………………………..………89 Office of the Auditor General……………………………………………………………………………............95 Office of the Ombudsman………………………………………………………………………………………..100 Office of the Public Service Appeals Board………………………………………………………….………….103 Office of the Curator ………………………………………………………………………………………………105 Constitutional Appointments Authority………………………………………………………………………….109 Electoral Commission………………………………………………………………………………....................112 OTHER STATUTORY BODIES PORTFOLIO Seychelles Human Rights Commission……………………………………………………………………......120.
Anti-Corruption Commission Seychelles……………………………………………………………..............124 Truth and Reconciliation National Unity Commission………………………………………………………………………………………………………..127 FINANCE, ECONOMIC PLANNING AND TRADE PORTFOLIO Department of Finance ………………………………………………………….………………………….......131 Department of National Planning ……………………………………………….……………………….…..144 Department of Trade ……………………………………………………………………….............................149 Fair Trading Commission......................................................................................................................153 Seychelles Revenue Commission………………………………………………………………………............160 National Tender Board…………………………………………………………………………………………..169 Tax and Customs Agent Board………………………………………………………………………………….173 Public Enterprise Monitoring Commission…………………………………………………………..…........176 Government Audit Committee……………………………………………………………………....................181 National Bureau of Statistics…………………………………………………………………………….……...185 Financial Intelligence Unit……………………………………………………………………….....................190 YOUTH, SPORTS & FAMILY PORTFOLIO Department of Youth & Sports……………………………………………………………………………….....198 Department of Family…………………………………………………………………………..........................203 Seychelles National Youth Council…………………………………………………………………………….214 National Sports Council……………………………………………………………………………..………….219 National Council for Children…………………………………………………………………………………225 INTERNAL AFFAIRS PORTFOLIO Office of the Internal Affairs
 Minister…………………………………………………………………….…..232 Seychelles Prison Service......................................................................................................................239 Department of Police……………………………………………………………………………………………245 Disaster Risk Management Division………………………………………………….................................254 Department of Immigration & Civil Status…………………………………………………………………..259 Seychelles Fire & Rescue Services Agency…………………………………………………………………..266 EDUCATION PORTFOLIO Ministry of Education…………………………………………………………………………………………..274 Seychelles Qualifications Authority…………………………………………………………………………..290 Institute of Early Childhood Development……………………………………………………………..……296 Tertiary Education Commission………………………………………………………………………………306 Agency for National Human Resource Development………………………………………………………312 LANDS AND HOUSING PORTFOLIO Ministry of Lands and Housing………………………………………………………………….............319 Seychelles Infrastructure Agency…………………………………………………………………………....328 Planning Authority…………………………………………………………………………………………….335 LOCAL GOVERNMENT AND COMMUNITY AFFAIRS PORTFOLIO Ministry of Local Government and Community Affairs……………………………………………..……….345 HEALTH PORTFOLIO Ministry of Health.…………………………………………………………………………………………..…….354 Health Care Agency ………………………………………………………………….......................................363 Public Health Authority………………………………………………….……………………………………….372 Seychelles Nurses and Midwives Council………………………………………………………………………378
 Health Professional Council………………………………………………………………………..……………383 National AIDS Council……………………………………………………………………………………………387 Seychelles Medical and Dental Council……………………………………………………………….……….390 FOREIGN AFFAIRS & TOURISM PORTFOLIO Department of Foreign Affairs…………………………………………………………………………………..394 Department of Tourism………………………………………………………………………............................403 TRANSPORT PORTFOLIO Ministry of Transport ………..……………………………………………………….…………………………..416 Seychelles Land Transport Agency…………………………………………………………………..……….....422 Road Transport Commission……………………………………………………………………………………..428 Seychelles Maritime Safety Authority…………………………………………………………………..432 AGRICULTURE, CLIMATE CHANGE AND ENVIRONMENT PORTFOLIO Department of Agriculture……………………………………………..........................................................440 Department of Environment, Climate Change and Energy ………………………….……………………...455 Seychelles Energy Commission………………………………………………………..………………………..466 .
Landscape and Waste Management Agency…………………………………………………………………..473 Seychelles Meteorological Authority……………………………………………………………………..……480 EMPLOYMENT AND SOCIAL AFFAIRS PORTFOLIO Department of Employment…………………………………………………………………………………..486 Department of Social Affairs…………………………………………………………………………………493 Agency for Social Protection…………………………………………………………………………..…….501 Social Workers Council……………………………………………………………………………………….507 INVESTMENT, ENTREPRENEURSHIP AND INDUSTRY PORTFOLIO Ministry of Investment, Entrepreneurship and Industry…………………………………………………510 Enterprise Seychelles Agency………………………………………………………………………............517 Industrial Estate Authority…………………………………………………………………………………..524 .
Seychelles Bureau of Standards…………………………………………………………………………….529 Seychelles Investment Board…………………………………………………………………....................538 Seychelles Licensing Authority………………………………………………………………………………543 PRESIDENT’S OFFICE PORTFOLIO 1 Office of the President 1.
Summary of Preliminary Outturn SR'000s Budget Revised Budget Preliminary Outturn Compensation of Employees 2022 Use of Goods and Services P1:Governance, Management and Administration P2: Executive Office P3:Cabinet Office P4: Office of the Former President Total 45,460 17,257 5,513 2,602 70,832 45,460 16,457 5,213 2,602 69,732 44,858 16,181 6,637 2,074 69,751 6,408 34,582 6,465 2,611 796 16,279 9,716 4,027 1,279 49,603 Variance Revised Budget to Outturn 1.3% 1.7% -27.3% 20.3% 0.0% Capital 3,868 - - - 3,868 2.
Strategic Overview of Entity Mandate Provide strategic policy direction, co-ordinate, monitor, and conduct advisory oversight of government ministries, departments and agencies to ensure efficient service.

Explanation of Results for priorities not achieved Strategic Priorities in 2022 to 2024 Results Achieved (Yes/No) Strategic Priorities Programs or Sub-programs Impacted 1.

Provide support in preparing for Cabinet’s approval of national policies and legislations; 2.
Ensure effective planning and implementation of programmes and activities of the Office of the President; and 3.

Improve efficiency and effectiveness in service delivery.

Yes Yes P3 P2 Yes P1, P2, P3 Source: Report Strategic Priorities from PPBB Statement 2022 – 2024 published in 2022 Budget Book 1 3.
Budget Overview Receipts Outturn Table 1 Receipts outturn SR'000s 2021 Audited Outturn Budget 2022 Revised Budget Preliminary Outturn Variance Revised Budget to Outturn Receipts transferred to Consolidated Fund State House Entrance Fees Total - - - - - - 5 5 5 13 13 13 164.0% 164.0% 164.0% 2 Justification: The Office decided to open State House building (Grand Kaz) and the grounds in May 2022 to the public for guided tours organised by the National History Museum two times per week.
Visits for all residents are free while non-residents pays an entrance fee.

The preliminary outturn is higher than what was projected, an indication of higher interest by visitors for such visits than expected.

The aim is to show the public where the President runs its office and where important decisions for the country are made.
Consolidated Expenditure Outturn Table 2 Consolidated expenditure outturn R'000s 2021 Audited Outturn 2022 Budget Revised Budget Preliminary Outturn Programmes P1:Governance, Management and Administration P2: Executive Office P3:Cabinet Office P4: Office of the Former President Total Economic Classification CURRENT EXPENDITURE Compensation of Employees Wages and Salaries in Cash Wages and Salaries in Kind Use of Goods and Services Office Expenses Transportation and Travel cost Maintenance and Repairs Materials and Supplies Other Uses of Goods and Services Minor Capital Outlays CAPITAL EXPENDITURE Non-financial Assets Building and Infrastructure Machinery and Equipment Other Fixed Assets Non-produced Assets 33,670 13,830 4,566 1,651 53,717 52,549 20,766 20,766 - 31,783 11,326 4,638 6,542 58 8,089 1,130 1,168 1,168 1,168 - - - 45,460 17,257 5,513 2,602 70,832 66,716 17,906 17,906 150 48,810 13,557 11,864 6,864 81 10,149 6,145 4,116 4,116 4,116 - - - 45,460 16,457 5,213 2,602 69,732 65,616 16,806 16,806 150 48,810 13,557 11,864 6,864 81 10,149 6,145 4,116 4,116 4,116 - - - 44,858 16,181 6,637 2,074 69,751 65,883 16,279 16,279 - 49,603 12,404 15,392 7,490 196 8,430 5,691 3,868 3,868 3,868 - - - Variance Revised Budget to Outturn 1.3% 1.7% -27.3% 20.3% 0.0% -0.4% 3.1% 3.1% 100.0% -1.6% 8.5% -29.7% -9.1% -143.8% 16.9% 7.4% 6.0% 6.0% 6.0% 0.0% 0.0% 0.0% Total 53,717 70,832 69,732 69,751 0% 4.
Programme Performance Programme 1: Governance, Management and Administration The purpose of the programme is to undertake administrative, human resources and budget management functions of President’s Office, supporting the discharge of his duties as the Head of State and of the Vice President’s Office 3 Programme Expenditure Performance Table 3 Consolidated programme expenditure performance 2022 2021 SR'000s Audited Outturn Budget Revised Budget Preliminary Outturn Variance Revised Budget to Outturn Programmes P1:Governance, Management and Administration Total Economic Classification CURRENT EXPENDITURE Compensation of Employees Wages and Salaries in Cash Wages and Salaries in Kind Use of Goods and Services Office Expenses Transportation and Travel cost Maintenance and Repairs Materials and Supplies Other Uses of Goods and Services Minor Capital Outlays CAPITAL EXPENDITURE Non-financial Assets Building and Infrastructure Machinery and Equipment Other Fixed Assets Non-produced Assets 33,670 33,670 32,502 6,458 6,458 - 26,044 10,033 1,647 6,321 40 7,108 895 1,168 1,168 1,168 - - - 45,460 45,460 41,344 6,407 6,407 - 34,937 10,543 3,706 6,726 81 7,857 6,025 4,116 4,116 4,116 - - - 45,460 45,460 41,344 6,407 6,407 - 34,937 10,543 3,706 6,726 81 7,857 6,025 4,116 4,116 4,116 - - - 44,858 44,858 40,990 6,408 6,408 - 34,582 10,219 4,227 7,431 196 6,840 5,668 3,868 3,868 3,868 - - - Total 33,670 45,460 45,460 44,858 1.3% 1.3% 0.9% 0.0% 0.0% 0.0% 1.0% 3.1% -14.1% -10.5% -143.2% 12.9% 5.9% 6.0% 6.0% 6.0% 0.0% 0.0% 0.0%
 1.3% Programme 2: Executive Office This programme funds all activities associated with the President’s responsibilities as Head of States and of the Office of the Vice-President.
This includes liaising with all MDAs of Government, engaging with the people of Seychelles and visiting dignitaries, overseeing the planning and implementation of all events hosted and attended by the President and Vice-President, and administration of all overseas missions undertaken by the President, inclusive of accompanying members of his delegation.
The programme comprises the following sub-programmes:  Sub-programme 1 :Presidential Support Services and Special Events: Funds all activities associated with the President’s responsibilities as Head of States, and  Sub-Programme 2: Vice-President Support Services: Funds all the activities associated with the Vice- President’s responsibilities.
Performance against Programme Strategic Objectives and Measures The table below sets out the performance of the programme against the performance measures and targets set for 2021.

4 Table 4 Performance measures for programme Programme: Outcome: P2: Executive Office Efficient and effective service delivery 2022 2021 Contributing indicators Outturn Target Revised Target Outturn SP1:Presidential Support Services and Special Events Explanation of Difference between Targets and Outturn 1.
Percentage increase in compliance with budget allocations for official and priority travel.

2.

Percentage increase in level of compliance to protocol standards at official ceremonies 100% 100% 100% 60% Increase in number of trips and cost of airfares 60% 90% 90% 95% Compliance of protocol standard has been above set targets throughout the year at national and international level.

3.

Percentage increase in efficient use of paper and printer toner.
100% 95% 100% 100% Programme Expenditure Performance Table 5 Consolidated programme expenditure performance 2021 Audited Outturn 2022 Budget Revised Budget Preliminary Outturn Variance Revised Budget to Outturn SR'000s Programmes SP1:Presidential Support Services and Special Events SP2:Vice President's Support Services Total Economic Classification CURRENT EXPENDITURE Compensation of Employees Wages and Salaries in Cash Wages and Salaries in Kind Use of Goods and Services Office Expenses Transportation and Travel cost Maintenance and Repairs Materials and Supplies Other Uses of Goods and Services Minor Capital Outlays CAPITAL EXPENDITURE Non-financial Assets Building and Infrastructure Machinery and Equipment Other Fixed Assets Non-produced Assets 10,568 3,263 13,830 13,830 10,916 10,916 - 2,915 1,109 1,623 56 10 118 - - - - - - - 14,408 2,849 17,257 17,257 7,780 7,780 20 9,477 2,358 5,963 138 - 998 - - - - - - - 13,608 2,849 16,457 16,457 6,980 6,980 20 9,477 2,358 5,963 138 - 998 - - - - - - - 14,175 2,006 16,181 16,181 6,465 6,465 - 9,716 2,001 7,355 49 - 311 - - - - - - - -4.2% 29.6% 1.7% 1.7% 7.4% 7.4% 100.0% -2.5% 15.2% -23.3% 64.4% 0.0% 68.8% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 1.7% Total 13,830 17,257 16,457 16,181 5 Programme 3: Cabinet Office The purpose of the programme is to finance the Cabinet Secretariat functions.
This includes support to Cabinet meetings; communicating Cabinet decisions to government entities for action; following up on Cabinet decisions and conducting media briefings.

The programme comprises the following sub-programmes:  Sub-programme 1 Cabinet Office Secretariat: Funds the Cabinet Secretariat functions.
This includes staffing, support to Cabinet meetings, communicating Cabinet decisions to government entities for action, follow up on Cabinet decisions and conducting media briefings; and  Sub-programme 2 (Constitutional Appointees: Administers the salaries and terms and conditions of employment of all ministerial appointments and constitutional appointees; and pensions of former Cabinet members and Constitutional Appointees.
Performance against Programme Strategic Objectives and Measures The table below sets out the performance of the programme against the performance measures and targets set for 2022.

Explanation of Difference between Targets and Outturn Table 6 Performance measures for programme Programme: Outcome: P3:Cabinet Office Improved efficiency and effectiveness in service delivery.

Contributing indicators 2021 Outturn Target 2022 Revised Target Outturn SP1:Cabinet Office Secretariat 1.
Percentage increase in submission of timely and complete documents to Cabinet 2.

Increase level of follow up communication with MDAs on Cabinet decisions sent to them 3.

Fast retrieval of documents for Cabinet business 4.

Timely implementation of Statutory Instruments 5.
Increased alignment of legislative programme with Government Priorities 98% 100% 100% 100% 2 times per decision 8 times per decision 1 time per decision 1 time per decision Click of a button Click of a button Click of a button Click of a button 75% 75% 75% 75% 75% 75% 75% 75% Programme Expenditure Performance Table 7 Consolidated programme expenditure performance SR'000s Programmes SP1:Cabinet Office Secretariat SP2:Constitutional Appointees Total 2021 Audited Outturn Budget 2022 Revised Budget Preliminary Outturn Variance Revised Budget to Outturn 4,566 - 4,566 5,513 - 5,513 5,213 - 5,213 6,637 - 6,637 -27.3% 0.0% -27.3% 6 SR'000s Economic Classification CURRENT EXPENDITURE Compensation of Employees Wages and Salaries in Cash Wages and Salaries in Kind Use of Goods and Services Office Expenses Transportation and Travel cost Maintenance and Repairs Materials and Supplies Other Uses of Goods and Services Minor Capital Outlays CAPITAL EXPENDITURE Non-financial Assets Building and Infrastructure Machinery and Equipment Other Fixed Assets Non-produced Assets Total Justification: 2021 Audited Outturn Budget 2022 Revised Budget Preliminary Outturn Variance Revised Budget to Outturn 4,566 2,986 2,986 - 1,580 3 1,342 - - 234 - - - - - - - 5,513 2,995 2,995 130 2,518 7 2,131 - - 250 - - - - - - - 5,213 2,695 2,695 130 2,518 7 2,131 - - 250 - - - - - - - 6,637 2,611 2,611 - 4,027 3 3,790 - - 234 - - - - - - - -27.3% 3.1% 3.1% 100.0% -59.9% 58.7% -77.9% 0.0% 0.0% 6.5% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 4,566 5,513 5,213
 6,637 -27.3% The Cabinet Office managed to achieve the targets set for providing support in preparing for Cabinet’s approval of national policies and legislations.
However, the Office faced challenges with the increase in cost for travels for Ministers on overseas mission.

Programme 4: Office of the Former President The purpose of the programme is to maintain the dignity of the last outgoing Former President and for continuous contribution to the future development of Seychelles nationally and internationally.
Programme Expenditure Performance Table 8 Consolidated programme expenditure performance SR'000s Programmes P4: Office of the Former President Total Economic Classification CURRENT EXPENDITURE Compensation of Employees Wages and Salaries in Cash Wages and Salaries in Kind 2021 Audited Outturn Budget 2022 Revised Budget Preliminary Outturn Variance Revised Budget to Outturn 1,651 1,651 1,651 405 405 - 2,602 2,602 2,602 725 725 - 2,602 2,602 2,602 725 725 - 2,074 2,074 2,074 796 796 - 20.3% 20.3% 20.3% -9.8% -9.8% 0.0% 7 SR'000s Use of Goods and Services Office Expenses Transportation and Travel cost Maintenance and Repairs Materials and Supplies Other Uses of Goods and Services Minor Capital Outlays CAPITAL EXPENDITURE Non-financial Assets Building and Infrastructure Machinery and Equipment Other Fixed Assets Non-produced Assets Total Justification: 2021 Audited Outturn Budget 2022 Revised Budget Preliminary Outturn Variance Revised Budget to Outturn 1,245 181 26 166 9 629 235 - - - - - - 1,878 649 64 - - 1,044 120 - - - - - - 1,878 649 64 - - 1,044 120 - - - - - - 1,279 181 20 10 0 1,045 23 - - - - - - 31.9% 72.2% 68.6% -100.0% -100.0% -0.1% 81.1% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 1,651 2,602 2,602 2,074 20.3% The savings were due to the conscientious usage of allocated resources and effective cost control.
Since the Former President’s Office was set up in 2020, most of the equipment and furniture were purchased in 2021, no replacements were needed in 2022.

8 Public Service Bureau 1.


Summary of Preliminary Outturn SR'000s Budget Revised Budget Preliminary Outturn Compensation of Employees 2022 P1:Governance, Management and Administration P2:Public Administration and Compliance P3:Public Service Management and Standards Total 10,650 10,150 5,182 1,602 4,832 1,602 9,047 4,245 1,599 5,941 3,915 1,484 17,434 16,584 14,890 11,340 3,550 Use of Goods and Services 3,105 331 115 Variance Revised Budget to Outturn 10.9% 12.1% 0.2% 10.2% Capital - - - - 2.
Strategic Overview of Entity Mandate The Department of Public Administration (DPA) is mandated to serve the executive through the provision of impartial advice and provides the leadership and management of public administration and management support required to facilitate the government’s decision-making at both strategic and management levels.
In addition, it champions and leads the Public Administration Reform, notably Performance Monitoring and Evaluation (PM&E) and Performance Management System (PMS), and acts as the lead agency for government services in the areas of public service policy, orders, codes of conduct and ethics, schemes of service, establishment and salary structures, “contract administration”, office accommodation, compliance to rules and regulations, performance management, and the facilitation of capacity building.
Strategic Priorities in 2022 to 2024 Strategic Priorities 1.Strengthen accountability and performance of the public service by leading the implementation of PMS and PM&E through an enabling framework of policy, systems, revised structures and tools; 2.

Ensure that public service organisations are aligned with human resource policies and legislation by putting in place the relevant frameworks to facilitate their operations; and 3.
Ensure that organisations are adhering to the established and relevant HR policies and legislations through management audits.
Results Achieved (Yes/No) Programs or Sub- programs Impacted Ongoing P1 Ongoing P2 and P3 Explanation of Results for priorities not achieved - PMS & PM&E tools/guidelines have been rolled out in all MDAs (Standard PMS tools available) - Capacity building training sessions conducted for Accounting Officers, HR & supervisory level staff, to support RBM roll out across Government With the new administration there has been a number of re- structuring in various entities that has brought changes in the leaderships in organisations, the latter are still in a familiarisation phase with the various tools established.
There has been better working collaboration between PSB, Finance, and MDAs resulting in fewer anomalies.

NO P2 and P3 Scheduled 4 organisations to be audited but managed to complete only 3 due to staff constraints.

Source: Report Strategic Priorities from PPBB Statement 2022 – 2024 published in 2022 Budget Book 9 3.
Budget Overview Consolidated Expenditure Outturn Table 1 Consolidated expenditure outturn R'000s Programmes P1:Governance, Management and Administration P2:Public Administration and Compliance P3:Public Service Management and Standards Total Economic Classification CURRENT EXPENDITURE Compensation of Employees Wages and Salaries in Cash Wages and Salaries in Kind Use of Goods and Services Office Expenses Transportation and Travel cost Maintenance and Repairs Materials and Supplies Other Uses of Goods and Services Minor Capital Outlays CAPITAL EXPENDITURE Non-financial Assets Building and Infrastructure Machinery and Equipment Other Fixed Assets Non-produced Assets Total Justification: 2021 Audited Outturn Budget 2022 Revised Budget Preliminary Outturn Variance Revised Budget to Outturn 8,099 4,643 1,668 14,410 14,410 11,173 11,173 - 3,237 1,505 68 446 - 994 225 - - - - - - 10,650 5,182 1,602 17,434 17,434 13,628 13,628 - 3,806 1,745 67 670 - 1,138 187 - - - - - - 10,150 4,832 1,602 16,584 16,584 12,778 12,778 - 3,806 1,745 67 670 - 1,138 187 - - - - - - 9,046 4,245 1,599 14,890 14,890 11,340 11,340 - 3,550 1,806 47 438 - 712 548 - - - - - - 10.9% 12.1% 0.2% 10.2% 10.2% 11.2% 11.2% 0.0% 6.7% -3.5% 30.6% 34.7% 0.0% 37.4% -193.6% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 14,410 17,434 16,584 14,890 10.2% The Bureau’s overall performance is in line with the strategic priorities and is satisfactory.
As Government embarked on an integrated RBM roll-out in budget dependent entities, PMS and PM&E tools and guidelines were rolled out in all MDAs.

Capacity Building training sessions were further conducted for Accounting Officers, HR & Supervisory level staff to support the roll out.

There has also been better working collaboration between PSB, MoNPT, and MDAs that has resulted in an improvement in adherence to HR policies and legislation.
One major challenge was within the PM&E section especially as RBM roll-out was scaled up from a phased to government wide approach, which was a labour intensive feat.

10 4.

Programme Performance Programme 1: Governance, Management and Administration The purpose of the programme is to provide policy and management support in the public sector as well as internal to the Department.
The programme comprises the following sub-programmes:  Sub-programme 1 Administration and Human Resource Management: Provides overall management, support and advice to MDAs in human resource management and development and provides staff of the DPA with the following services: human resource and budget management, training and development, administrative support, transportation, information technology (IT) system support, procurement, stores and supplies, and asset management and maintenance services; and  Sub-programme 2 Public Sector Commission: Manages the secretariat of the Public Sector Commission which engages in activities relating to the administration of Public Sector Contracts (PSCs) of Senior and Chief Executives and advocates high performance among members of the public sector.
It has the authority to make appointments within the public sector, selecting the person who meets the job requirements and who also fits the current and future needs of an organisation.

It ensures that contract holders submit proper plans and targets, processes all requests for staff movement, payment of annual gratuity and end of contract dues.
Programme Expenditure Performance Table 2 Consolidated programme expenditure performance SR'000s Programmes SP1:Administration and human resource management SP2: Public Sector Commission Total Economic Classification CURRENT EXPENDITURE Compensation of Employees Wages and Salaries in Cash Wages and Salaries in Kind Use of Goods and Services Office Expenses Transportation and Travel cost Maintenance and Repairs Materials and Supplies Other Uses of Goods and Services Minor Capital Outlays CAPITAL EXPENDITURE Non-financial Assets Building and Infrastructure Machinery and Equipment Other Fixed Assets Non-produced Assets Total 2021 Audited Outturn Budget 2022 Revised Budget Preliminary Outturn Variance Revised Budget to Outturn 6,769 1,330 8,099 8,099 5,398 5,398 - 2,701 1,278 68 446 - 757 153 - - - - - - 8,099 9,260 1,389 10,650 10,650 7,358 7,358 - 3,291 1,547 67 670 - 906 101 - - - - - - 10,650 8,760 1,389 10,150 10,150 6,858 6858 - 3,291 1547 67 670 - 906 101 - - - - - - 10,150 7,643 1,403 9,046 9,046 5,941 5,941 - 3,105 1,601 47 438 - 614 405 - - - - - - 9,046 12.7% -1.0% 10.9% 10.9% 13.4% 13.4% 0.0% 5.7% -3.5% 30.6% 34.7% 0.0% 32.2% -301.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 10.9% 11 Justification: The overall performance was satisfactory.
The PM&E and PMS tools and guidelines were rolled out even though the Bureau had difficulty in recruiting qualified staff.

With the transition from Department of Public Administration to Public Service Bureau, three projects were put on hold, however these did not affect the programme performance.
Programme 2: Public Administration and Compliance The purpose of the programme is to (i) implement the Performance Monitoring and Evaluation (PM&E) and Performance Management System (PMS) pillars of Results-Based Management (RBM) by designing the necessary policies, structures and tools; and (ii) undertake systematic monitoring and auditing of management and administrative practices within MDAs, process and monitor benefits, manage public service human resource records; and carry out budget planning for technical co-operation, travel and housing allowance.
The programme comprises the following sub-programmes:  Sub-programme 1 Public Administration and Compliance: Implements PM&E and PMS; monitors all HR matters delegated to organisations and conducts management audits to ensure compliance to rules and regulations; processes staff movement requests that are not delegated to organisations; maintains and manages the registry system for the storage of central HR records for all government employees; and co-ordinates the allocation of office accommodation for all MDAs in consultation with the Ministry of Finance, Trade and Economic Planning (MoFTEP); and  Sub-programme 2 Administration of Employee Benefits: Verifies and certifies employee benefits, administers the government pension payroll, monitors processes from MDAs and advises them on any anomalies for rectification, and controls the allocated centralised budget for payment of benefits.
Performance against Programme Strategic Objectives and Measures The table below sets out the performance of the programme against the performance measures and targets set for 2021.

Table 3 Performance measures for programme P2:Public Administration and Compliance Improved perfomance and service delivery in MDAs Programme: Outcome: Outcome indicator Percentage of MDAs compliant to human resource legislations and Administrative Orders.
Contributing indicators 2021 Outturn Target 2022 Revised Target Outturn Explanation of Difference between Targets and Outturn 40% 40% 40% 76% Better working collaboration between PSB and Finance, and MDAs resulting in fewer anomalies.

2021 Outturn Target 2022 Revised Target Outturn Explanation of Difference between Targets and Outturn SP1:Public Administration and Compliance 1.
Percentage of MDA's non-complying with Public Service Salary Act 25% 10% 10% 20% Stricter monitoring of the MBE have contributed to increase detection of non-compliance.

2.

Percentage of MDA's non-complying with Public Service Orders and Employment Act 40% 30% 30% 13% Better working collaboration between PSB and Finance, and MDAs resulting in fewer anomalies.
12 Outcome indicator 2021 Outturn Target 2022 Revised Target Outturn Explanation of Difference between Targets and Outturn SP2:Administration of Employee Benefits 1.

Percentage of MDA's non-complying to payment of employees benefits 41% 30% N/A N/A New KPI with new mandate.
Programme Expenditure Performance Table 4 Consolidated programme expenditure performance SR'000s Programmes SP1:Public Administration and Compliance SP2:Administration of Employee Benefits Total Economic Classification CURRENT EXPENDITURE Compensation of Employees Wages and Salaries in Cash Wages and Salaries in Kind Use of Goods and Services Office Expenses Transportation and Travel cost Maintenance and Repairs Materials and Supplies Other Uses of Goods and Services Minor Capital Outlays CAPITAL EXPENDITURE Non-financial Assets Building and Infrastructure Machinery and Equipment Other Fixed Assets Non-produced Assets 2021 Audited Outturn 2022 Budget Revised Budget Preliminary Outturn Variance Revised Budget to Outturn 4,573 70 4,643 4,643 4,273 4,273 - 371 157 - - - 147 67 - - - - - - 5,072 110 5,182 5,182 4,788 4,788 - 394 126 - - - 211 58 - - - - - - 4,722 110 4,832 4,832 4,438 4,438 - 394 126 - - - 211 58 - - - - - - 4,179 66 4,245 11.5% 40.1% 12.1% 4,245 3,915 3,915 - 331 123 - - - 98 110 - - - - - - 12.1% 11.8% 11.8% 0.0% 16.1% 2.1% 0.0% 0.0% 0.0% 53.8% -91.2% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% Total 4,643 5,182 4,832 4,245 12.1% Programme 3: Public Service Management and Standards The purpose of the programme is to provide management services relating to organisational and salary design, establish standards, conduct job evaluation exercises, develop schemes of service, and engage in capacity building and functional reviews.
Performance against Programme Strategic Objectives and Measures The table below sets out the performance of the programme against the performance measures and targets set for 2022.
13 Table 5 Performance measures for programme Programme: Outcome: P3:Public Service Management and Standards A streamlined Public Service with core functions and established posts 2022 2021 Outcome indicator Outturn Target Revised Target Outturn Explanation of Difference between Targets and Outturn 25 9 15 The increase is due to mergers of organisations and re-alignment of function.
Number of structures and functions reviewed Contributing indicators N/A 2021 Outturn Target 2022 Revised Target Outturn Explanation of Difference between Targets and Outturn P3:Public Service Management and Standards 1.

Number of structures and functions reviewed at the request of President’s Office 2.
Number of structural adjustments of mandates, structures, functions, processes and systems at the request of organisations N/A 15 4 0 With the new management, all structures are sent to PSB from organisations instead of President's Office .In 2022 15 structures and functions were reviewed based on submissions of organisations.

This indicator is no longer relevant and will not be tracked from 2023 onwards.
N/A 10 10 15 The increase is due to mergers of organisations and re-alignment of function Programme Expenditure Performance Table 6 Consolidated programme expenditure performance SR'000s Programmes P3:Public Service Management and Standards Total Economic Classification CURRENT EXPENDITURE Compensation of Employees Wages and Salaries in Cash Wages and Salaries in Kind Use of Goods and Services Office Expenses Transportation and Travel cost Maintenance and Repairs Materials and Supplies Other Uses of Goods and Services Minor Capital Outlays 2021 Audited Outturn Budget 2022 Revised Budget Preliminary Outturn Variance Revised Budget to Outturn 1,668 1,668 1,668 1,502 1,502 - 166 70 - - - 90 5 1,602 1,602 1,602 1,482 1,482 - 121 72 - - - 20 28 1,602 1,602 1,602 1,482 1,482 - 121 72 - - - 20 28 1,599 1,599 1,599 1,484 1,484 - 115 82 - - - - 33 0.2% 0.2% 0.2% -0.2% -0.2% 0.0% 4.6% -13.9% 0.0% 0.0% 0.0% 100.0% -17.4% 14 SR'000s CAPITAL EXPENDITURE Non-financial Assets Building and Infrastructure Machinery and Equipment Other Fixed Assets Non-produced Assets 2021 Audited Outturn Budget 2022 Revised Budget Preliminary Outturn Variance Revised Budget to Outturn - - - - - - - - - - - - - - - - - - - - - - - - Total 1,668 1,602 1,602 1,599 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.2% 15 The Attorney General’s Chambers 1.
Summary of Preliminary Outturn SR'000s Budget Revised Budget Preliminary Outturn Compensation of Employees 2022 Use of Goods and Services Capital P1:Governance, Management and Administration P2:Legal Drafting and Law Revision P3:Prosecution, Litigation, Advisory and Notarial Services Total 94,907 20,110 6,815 4,915 13,564 12,064 115,286 37,088 17,260 3,860 11,303 32,423 3,548 3,426 11,303 18,276 13,712 435 - 14,147 - - - - Variance Revised Budget to Outturn 14.2% 21.5% 6.3% 12.6% 2.
Strategic Overview of Entity Mandate The mandate of the Attorney General’s Chamber is provided under the Article 76 of the Constitution and is to act as the principal adviser to Government on all legal issues; assist in the preparation and drafting of legislation that the Government brings to the National Assembly; undertake criminal proceedings on behalf of the Republic; exercise the function of Official Notary for the Republic and represent the Government of Seychelles in any constitutional and civil proceedings before the courts.
It also prepares and publishes the Official Gazette and is the official body that publishes the laws of Seychelles.

Strategic Priorities in 2022 to 2024 Strategic Priorities 1.

Improve efficiency in provision of legal advice and drafting of legislation; 2.

Improve efficiency in dealing with criminal cases and claims against Government; 3.

Improve efficiency in dealing with notarial works by consolidating the Conveyancing/Notarial Cell; 4.
Commence the Law Revision Project (revision and consolidation of the laws of Seychelles and prepare the next edition of the Laws of Seychelles); 5.

Improve efficiency through implementation of a case management system; 6.

Set up a Law Reform, Policy and Research Cell to assist all Government MDAs with regard to the reform of the laws that they administer and the preparation of the Government’s Legislative Calendar; and 7.
Set up a Law Revision Section under the Law Revision Commissioner to continuously prepare and consolidate the laws.

Explanation of Results for priorities not achieved Results Achieved (Yes/No) Programs or Sub-programs Impacted YES YES P2 P3 YES P2 and P3 NO P2 The project began in 2021 and is yet to be finalised.
NO P1, P2 and P3 A case management system is yet to be developed and implemented but discussions for such have been initiated with key partners or organisations that can assist the chambers in implementing its own case management system.

NO P2 and P3 The development of a strategic plan is yet to be completed and the department was unable to implement the restructuring procedure.

YES P2 and P3 Source: Report Strategic Priorities from PPBB Statement 2022 – 2024 published in 2022 Budget Book 16 3.
Budget Overview Receipts Outturn Table 1 Receipts outturn SR'000s Receipts transferred to Consolidated Fund Sale of laws of Seychelles Sales of gazette and collection fees Total Justification: 2021 Audited Outturn 1,068 100 968 1,068 2022 Revised Budget 782 143 639 782 Preliminary Outturn 1,406 165 1,241 1,406 Variance Revised Budget to Outturn 79.8% 15.3% 94.3% 79.8% Budget 782 143 639 782 The increase in collection of fees relates to increased applications in trademark from private companies and the appointment of executor.
With regards to the sale of laws, public demand for set of laws was higher than forecasted.
Consolidated Expenditure Outturn Table 2 Consolidated expenditure outturn R'000s Programmes P1:Governance, Management and Administration P2:Legal Drafting and Law Revision P3:Prosecution, Litigation, Advisory and Notarial Services Total Economic Classification CURRENT EXPENDITURE Compensation of Employees Wages and Salaries in Cash Wages and Salaries in Kind Use of Goods and Services Office Expenses Transportation and Travel cost Maintenance and Repairs Materials and Supplies Other Uses of Goods and Services Minor Capital Outlays CAPITAL EXPENDITURE Non-financial Assets Building and Infrastructure Machinery and Equipment Other Fixed Assets Non-produced Assets Total 2021 Audited Outturn 2022 Budget Revised Budget Preliminary Outturn Variance Revised Budget to Outturn 10,995 4,917 10,768 26,680 26,680 17,947 17,947 1,682 8,733 2,355 174 354 - 3,903 266 - - - - - - 26,680 94,907 6,815 13,564 115,286 39,148 24,268 24,268 1,906 14,881 2,126 206 391 7 9,996 249 76,137 76,137 76,137 - - - 115,286 20,110 4,915 12,064 37,088 35,748 20,868 20,868 1,906 14,881 2,126 206 391 7 9,996 249 1,340 1,340 1,340 - - - 37,088 17,260 3,860 11,303 32,423 32,423 18,276 18,276 1,571 14,147 1,486 777 388 - 9,490 435 - - - - - - 32,423 14.2% 21.5% 6.3% 12.6% 9.3% 12.4% 12.4% 17.6% 4.9% 30.1% -277.2% 0.8% 100.0% 5.1% -74.8% 100.0% 100.0% 100.0% 0.0% 0.0% 0.0% 12.6% 17 The Chamber’s budget in 2022 was planned and executed in a positive manner where the Department managed to put into force better stock control management.
Moreover, the department managed to achieve the strategic priorities 1 to 3 even through the challenges faced in recruitment of qualified staff.

4.
4.

Programme Performance Programme 1: Governance, Management and Administration The purpose of the programme is to provide support services to the Chamber of the Attorney General including: staff recruitment; promotion and retention; the provision of competitive promotion and enhancement packages for officers; supporting talented employees through professional development to improve their performance in order to make the Chamber highly efficient and procurement of goods and services.
Programme Expenditure Performance Table 3 Consolidated programme expenditure performance 2022 2021 SR'000s Audited Outturn Budget Revised Budget Preliminary Outturn Variance Revised Budget to Outturn Programmes P1:Governance, Management and Administration Total Economic Classification CURRENT EXPENDITURE Compensation of Employees Wages and Salaries in Cash Wages and Salaries in Kind Use of Goods and Services Office Expenses Transportation and Travel cost Maintenance and Repairs Materials and Supplies Other Uses of Goods and Services Minor Capital Outlays CAPITAL EXPENDITURE Non-financial Assets Building and Infrastructure Machinery and Equipment Other Fixed Assets Non-produced Assets Total Justification: 10,995 10,995 10,995 3,420 3,420 1,682 7,575 1,628 174 354 - 3,472 266 - - - - - - 94,907 94,907 18,770 4,414 4,414 1,906 14,356 1,926 206 391 7 9,671 249 76,137 76,137 76,137 - - - 20,110 20,110 18,770 4,414 4,414 1,906 14,356 1,926 206 391 7 9,671 249 1,340 1,340 1,340 - - - 17,260 17,260 17,260 3,548 3,548 1,571 13,712 1,357 777 388 - 9,184 435 - - - - - - 14.2% 14.2% 8.0% 19.6% 19.6% 17.6% 4.5% 29.5% -277.2% 0.8% 100.0% 5.0% -74.8% 100.0% 100.0% 100.0% 0.0% 0.0% 0.0% 10,995 94,907 20,110 17,260 14.2% The department has well managed the budget under programme 1.Improved stock control procedures were introduced to better manage the department’s inventory.
18 Programme 2: Legal Drafting and Law Revision The purpose of the programme is to assist the Government and its Ministries, Departments and Agencies in drafting both primary and secondary legislation in order to implement policies; to review the laws of Seychelles; and to make them available in printed and electronic forms.

Performance against Programme Strategic Objectives and Measures The table below sets out the performance of the programme against the performance measures and targets set for 2021.
Table 4 Performance measures for programme Programme: P2:Legal Drafting and Law Revision Contributing indicators 2021 Outturn Target 2022 Revised Target Outturn P2:Legal Drafting and Law Revision 1.

Percentage of statutory instruments published in relation to the proposals received 2.
Percentage of Bills published in relation to the total proposals approved by Cabinet 75% 80% 60% 70% 80% 70% 70% 60% Explanation of Difference between Targets and Outturn The lower outturn was impacted by the other primary legislation that was unplanned at the beginning of the year and as a result of not having a complement of experienced staff for part of year.
As above - the lower outtrun was impacted by the larger bills that required a lot of resource, and the fact that the budget measures required a lot of attention towards the end of the year.
Programme Expenditure Performance Table 5 Consolidated programme expenditure performance SR'000s Programmes P2:Legal Drafting and Law Revision Total Economic Classification CURRENT EXPENDITURE Compensation of Employees Wages and Salaries in Cash Wages and Salaries in Kind Use of Goods and Services Office Expenses Transportation and Travel cost Maintenance and Repairs Materials and Supplies Other Uses of Goods and Services Minor Capital Outlays 2021 Audited Outturn 2022 Budget Revised Budget Preliminary Outturn Variance Revised Budget to Outturn 4,917 4,917 4,917 3,759 3,759 - 1,158 727 - - - 431 - 6,815 6,815 4,915 4,915 3,860 3,860 21.5% 21.5% 6,815 6,290 6,290 - 525 200 - - - 325 - 4,915 4,390 4,390 - 525 200 - - - 325 - 3,860 3,426 3,426 - 435 129 - - - 306 - 21.5% 22.0% 22.0% 0.0% 17.2% 35.7% 0.0% 0.0% 0.0% 5.8% 0.0% 19 SR'000s CAPITAL EXPENDITURE Non-financial Assets Building and Infrastructure Machinery and Equipment Other Fixed Assets Non-produced Assets Total Justification: 2021 Audited Outturn 2022 Budget Revised Budget Preliminary Outturn - - - - - - - - - - - - - - - - - - Variance Revised Budget to Outturn 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% - - - - - - 4,917 6,815 4,915 3,860 21.5% The service delivery in regards to legislative drafting was to some extent adversely impacted due to difficulties in recruiting qualified staff.
Programme 3: Prosecution, Litigation, Advisory and Notarial Services The purpose of the programme is to ensure the effective discharge of the Attorney General’s duties in the field of criminal justice system; uphold the rule of law and assist with crime control; represent the Government in civil litigation and provide the Government and its structures clear and concise advice so that public authorities or Ministries, Departments and Agencies of the Government act within the boundaries of the rule of law, thus contributing to nation-building; and provide effective land conveyancing services as the Official Notary in order to safeguard citizens’ right.
Performance against Programme Strategic Objectives and Measures The table below sets out the performance of the programme against the performance measures and targets set for 2022.

Table 6 Performance measures for programme Programme: P3:Prosecution, Litigation, Advisory & Notarial Services Contributing indicators 2021 Outturn Target 2022 Revised Target Outturn P3:Prosecution, Litigation, Advisory and Notarial Services Explanation of Difference between Targets and Outturn 1.
Percentage of criminal and civil cases disposed of per year 70% 75% 60% 30% This a result of both internal and external factors, including the retention rate of counsel and the delays in the court disposing of cases.

The court and the backlog in cases from previous years have impacted the outturn.

2.

Percentage of cases in backlog (proportion of cases not disposed of and carried forward to the next year) 30% 25% 40% 70% For the same reasons given above.
The efficiencies that have been put in place in relation to civil and criminal litigation within the Chambers will improve the disposal rate for next year.
20 Programme Expenditure Performance Table 7 Consolidated programme expenditure performance SR'000s Programmes P3:Prosecution, Litigation, Advisory and Notarial Services Total 2021 Audited Outturn Budget 2022 Revised Budget Preliminary Outturn Variance Revised Budget to Outturn 10,768 10,768 13,564 13,564 12,064 12,064 11,303 11,303 6.3% 6.3% Economic Classification CURRENT EXPENDITURE Compensation of Employees Wages and Salaries in Cash Wages and Salaries in Kind Use of Goods and Services Office Expenses Transportation and Travel cost Maintenance and Repairs Materials and Supplies Other Uses of Goods and Services Minor Capital Outlays CAPITAL EXPENDITURE Non-financial Assets Building and Infrastructure Machinery and Equipment Other Fixed Assets Non-produced Assets 10,768 10,768 10,768 - 13,564 13,564 13,564 - 12,064 12,064 12,064 - 11,303 11,303 11,303 - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - 6.3% 6.3% 6.3% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% Total 10,768 13,564 12,064 11,303 6.3% 21 Registration Division 1.
Summary of Preliminary Outturn 2022 SR'000s Budget Revised Budget Preliminary Outturn Compensation of Employees Use of Goods and Services Capital P1:Governance, Management and Administration P2:Registration Services Total 10,317 8,391 18,708 9,017 7,791 16,808 6,626 6,540 13,165 4,204 5,676 9,880 2,421 863 3,285 - - - Variance Revised Budget to Outturn 26.5% 16.1% 21.7% 2.
Strategic Overview of Entity Mandate The Registrar General’s Office falls under the purview of the Department of Legal Affairs, and is the custodian of a number of registries for land titles, business names, companies and associations amongst others.

Additionally, the Registration Division provides access to these different Registries and it collects revenue from different statutory fees.
This commitment translates into a continuous effort to provide good and timely service to its clients, including the public, non-governmental organisations, industries and businesses.

Strategic Priorities in 2022 to 2024 Strategic Priorities Results Achieved (Yes/No) Programs or Sub- programs Impacted 1.
Improve the processing time of documents through digitisation; Ongoing P2 Explanation of Results for priorities not achieved The already scanned copies of documents are being used to assist in the processing of documents internally and this has improved the processing time of those transactions..
However, here were delays in the implementation of the project due to the challenges the division faced in accessing the required IT system to facilitate the project and the availability of staff to assist the service provider with preparation of records.

2.

Improve the management of records and accessibility to registered records; Ongoing P2 The completion of the digitisation project is required to fully achieve the priority.

3.

Reduce the risks of damage of records; and Yes P2 4.
Raise more awareness on the functions of the Division and on the legal obligations of the different entities.

Yes P2 The part of the project related to treating, repairing and restoring damaged documents progressed significantly and will move to the last stage in 2023.

The scanning of documents has also had a positive effect on the outcome.

The Division has also learned the importance of preserving records.

.
.

The Division will continue the exercise with relevant stakeholders to ensure consistency in policies and service delivery.

Source: Report Strategic Priorities from PPBB Statement 2022 – 2024 published in 2022 Budget Book 22 3.
Budget Overview Receipts Outturn Table 1 Receipts outturn SR'000s Receipts transferred to Consolidated Fund Stamp Duty Trade Marks Company Registration Fees Mortgage Registration Fees Land Adjudication Fees Total Justification: 2021 Audited Outturn 112,243 102,701 2,398 5,575 1,561 8 112,243 2022 Revised Budget Preliminary Outturn 118,269 106,934 6,530 3,744 1,056 5 118,269 83,260 73,127 2,797 5,106 2,220 11 83,260 Variance Revised Budget to Outturn -29.6% -31.6% -57.2% 36.4% 110.2% 106.1% -29.6% Budget 134,466 123,131 6,530 3,744 1,056 5 134,466 Increase in company incorporation collection as a result of the revised filing fee for annual returns and annual fee for all companies.
Moreover, the Division enforced the penalties for failure to file annual returns and pay annual fees.

The increase in mortgage registration is due to the amendment under the Mortgage and Registration Act in which the schedule of fees was revised.

Decrease in stamp duty collection due to exemptions granted to first time land owners.

The number of land transfer documents presented to the Land Registrar has also decreased.
The Division also faces challenges with collection of outstanding stamp duty of which the current act makes no provision for the Stamp Duty Commissioner to charge penalties.

For trademarks, the collection was lower than anticipated with the joining of African Regional Intellectual Property Organisation (ARIPO) as the Division has to improve on internal capacity and capabilities.
Consolidated Expenditure Outturn Table 2 Consolidated expenditure outturn R'000s Programmes P1:Governance, Management and Administration P2:Registration Services Total Economic Classification CURRENT EXPENDITURE Compensation of Employees Wages and Salaries in Cash Wages and Salaries in Kind 2021 Audited Outturn 2022 Budget Revised Budget Preliminary Outturn Variance Revised Budget to Outturn 6,509 5,784 12,293 12,293 9,509 9,509 - 10,317 8,391 18,708 18,708 13,411 13,411 - 9,017 7,791 16,808 16,808 11,511 11,511 - 6,626 6,540 13,165 26.5% 16.1% 21.7% 13,165 9,880 9,880 - 21.7% 14.2% 14.2% 0.0% 23 R'000s Use of Goods and Services Office Expenses Transportation and Travel cost Maintenance and Repairs Materials and Supplies Other Uses of Goods and Services Minor Capital Outlays CAPITAL EXPENDITURE Non-financial Assets Building and Infrastructure Machinery and Equipment Other Fixed Assets Non-produced Assets Total Justification: 2021 Audited Outturn 2022 Budget Revised Budget Preliminary Outturn 2,784 1,367 35 120 - 755 507 - - - - - - 5,296 1,780 84 243 - 2,979 210 - - - - - - 5,296 1,780 84 243 - 2,979 210 - - - - - - 3,285 1,623 129 151 - 1,259 122 - - - - - - Variance Revised Budget to Outturn 38.0% 8.8% -53.9% 37.9% 0.0% 57.7% 41.9% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 12,293 18,708 16,808 13,165 21.7% There is a reduction of risk of damage to records as the treating; repairing and restoring part of the digitalisation project is 80% complete.
The Division has also started the archiving process of documents.

However, there was a delay in commencing the scanning part of the project which has impacted the objective of improving processing time.

4.

Programme Performance Programme 1: Governance, Management and Administration The purpose of the programme is to ensure that the Registration Division operates within its legal framework and meets all set targets.

It also provides administrative support to Registration Services.
The services that fall under this programme are: secretariat, administration, human resources and finance.
Programme Expenditure Performance Table 3 Consolidated programme expenditure performance 2022 2021 SR'000s Audited Outturn Budget Revised Budget Preliminary Outturn Programmes P1:Governance, Management and Administration Total Economic Classification CURRENT EXPENDITURE Compensation of Employees Wages and Salaries in Cash Wages and Salaries in Kind 6,509 6,509 6,509 4,669 4,669 - 10,317 10,317 10,317 6,315 6,315 - 9,017 9,017 9,017 5,015 5,015 - 6,626 6,626 6,626 4,204 4,204 - Variance Revised Budget to Outturn 26.5% 26.5% 26.5% 16.2% 16.2% 0.0% 24 SR'000s 2021 Audited Outturn Budget 2022 Revised Budget Preliminary Outturn Variance Revised Budget to Outturn Use of Goods and Services Office Expenses Transportation and Travel cost Maintenance and Repairs Materials and Supplies Other Uses of Goods and Services Minor Capital Outlays CAPITAL EXPENDITURE Non-financial Assets Building and Infrastructure Machinery and Equipment Other Fixed Assets Non-produced Assets Total Justification: 1,841 997 35 97 - 711 - - - - - - - 4,002 1,183 55 188 - 2,520 56 - - - - - - 4,002 1,183 55 188 - 2,520 56 - - - - - - 2,421 1,128 109 149 - 1,032 4 - - - - - - 39.5% 4.6% -97.8% 20.8% 0.0% 59.1% 92.9% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 6,509 10,317 9,017 6,626 26.5% There has been remarkable improvement in the service delivery due to the recruitment of new staff, through the in house training, capacity building and the setting out of clear procedures.
One of the main challenges faced is the slow processing time for registration of lands documents as registration is finalised only upon payment of fees.

Nonetheless, the Stamp Duty Act will be reviewed to address the late payments through introducing penalties.

The delay in implementation of the digitalisation project has also caused an impact in improving processing time of documents.
Programme 2: Registration Services The purpose of the programme is to provide registration and other relevant services to the public, non- governmental organisations, industries and businesses.

Performance against Programme Strategic Objectives and Measures The table below sets out the performance of the programme against the performance measures and targets set for 2021.
Table 4 Performance measures for programme P2:Registration Services Programme: Outcome: Contributing indicators P2:Registration Services 1.

Average time taken to register business names 1.

Improve processing time of registering of documents 2.
Improve awareness on the role and function of the registration division 2021 Outturn Target 2022 Revised Target Outturn Explanation of Difference between Targets and Outturn 15 mins 20 mins 20 mins 20 mins after payment Registration for business names only start upon effective payment of the requested services and not upon sub mission of documents 25 Contributing indicators 2.

Average time taken for incorporation of a company 3.

Average time taken for land registration 4.


Percentage of clients accessing the online system( registrations done v/s search conducted 2021 Outturn Target 2022 Revised Target 1 hour 1 hour 1 hour 20 days 15 days 15 days Outturn 1 hour after payment 15 days after payment 50% 50% 50% 50% 5.
Sensitisation on the role of the Registration Division - Launching of website/Open Day Launching of website/Open Day Ongoing process Programme Expenditure Performance Table 5 Consolidated programme expenditure performance Explanation of Difference between Targets and Outturn Registration for incorporation of a company only start upon effective payment of the requested services and not upon submission of documents Land Registration start after effective payment of the requested services and not upon submission of documents As everything is moving digital some clients still have this difficulty accessing the online platform, either due to the lack of education towards the service or for simple reason that the amount of population requesting the services does not know how to use the online platform.
Due to unforeseen factors beyond the Division’s control and for staffing issues, the launching of the website will be official during the year 2023.
SR'000s Programmes P2:Registration Services Total Economic Classification CURRENT EXPENDITURE Compensation of Employees Wages and Salaries in Cash Wages and Salaries in Kind Use of Goods and Services Office Expenses Transportation and Travel cost Maintenance and Repairs Materials and Supplies Other Uses of Goods and Services Minor Capital Outlays CAPITAL EXPENDITURE Non-financial Assets Building and Infrastructure Machinery and Equipment Other Fixed Assets Non-produced Assets Total Justification: 2021 Audited Outturn 2022 Budget Revised Budget Preliminary Outturn Variance Revised Budget to Outturn 5,784 5,784 5,784 4,840 4,840 - 943 369 - 23 - 44 507 - - - - - - 8,391 8,391 8,391 7,097 7,097 - 1,294 597 29 56 - 459 154 - - - - - - 7,791 7,791 7,791 6,497 6,497 - 1,294 597 29 56 - 459 154 - - - - - - 6,540 6,540 6,540 5,676 5,676 - 863 495 20 2 - 228 118 - - - - - - 16.1% 16.1% 16.1% 12.6% 12.6% 0.0% 33.3% 17.1% 29.3% 95.9% 0.0% 50.4% 23.3% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 5,784 8,391 7,791 6,540 16.1% The Division faced challenges in efficient service delivery due to difficulty in recruiting qualified staff as well as staff retention.
26 Department of Defence 1.

Summary of Preliminary Outturn SR'000s P1:Policy and Management P2:Deterrence Surveillance and Response Total 2022 Budget Revised Budget Preliminar y Outturn Compensatio n of Employees 126,417 139,256 129,657 76,089 Use of Goods and Services 32,839 Capital 20,729 229,553 204,376 204,974 89,133 111,279 4,562 355,970 343,631 334,630 165,222 144,118 25,290 Variance Revised Budget to Outturn 6.9% -0.3% 2.6% 2.
Strategic Overview of Entity Mandate The Constitution of the Republic of Seychelles mandates the Defence Forces as the only lawful military force for the defence of the Republic, its sovereignty, territorial integrity, national interests and people, in accordance with the Constitution and the principles of international law regulating the use of force.
The Constitutional functions of the Defence Forces (Article 163 (i)) are:  To defend Seychelles and other areas over which the Republic has claimed jurisdiction;  To assist in the fulfilment of the Republic’s international obligations;  During periods of emergency, to provide assistance to civil authorities;  In a civil disaster to assist in the restoration and maintenance of public order and security on being called out by the President, in Seychelles or in any other area over which the Republic has proclaimed its jurisdiction; and  To perform, as directed by the President, functions and services of a civil nature so as to participate to the maximum extent in the task of national development and improvement, in accordance with the Act.
Strategic Priorities in 2022 to 2024 Strategic Priorities 1.

Intensify operations to further curtail illegal activities and crimes on land and maritime space by considerably increasing frequency and reach of patrols, using more modern and adapted equipment, manning existing outposts and renew outposts on outer islands 2.
Maintain obligatory scheduled maintenance programmes for Seychelles Coast Guard vessels and Seychelles Air Force aircraft as per existing programme; Results Achieved (Yes/No) Programs or Sub-programs Impacted Yes P2 Yes P2.1 and P2.2 Explanation of Results for priorities not achieved What has been listed in the table has been achieved despite certain delays for example in Strategic Priority: 2. related to maintenance of ships and aircraft whereby the undertaking sometimes has to be brought forth to the succeeding fiscal year based on the availability of maintenance facilities overseas.
The number and frequency of patrols are somewhat restricted at times as a result of the allocated budget for fuel.

Lots has been accomplished in maritime and air operations.

The department now has a better understanding of the modus operandi of traffickers and other criminal activities at sea.

27 Strategic Priorities 3.

Improve combat readiness level with maritime operations as the focus; and Results Achieved (Yes/No) Programs or Sub-programs Impacted Yes P2 4.
Increase operational success in targeted operations undertaken in Area of Operations (AO) through revision in response strategy and adapting to evolving modus operandi of criminals.

Yes P2 Explanation of Results for priorities not achieved Numerous successful operations have brought with it favourable outcomes resulting in noticeable decrease in narcotics on the local market and less foreign vessels venturing in the waters for IUU(Illegal Unregulated Unreported) fishing or narcotic trafficking.
Because of increased patrols and interventions there is also a marked deterrence effect, whereby criminals are now reluctant to engage in illicit activities within the Force’s area of operation.

Trafficking of narcotics via the maritime route has been curtailed to an extent that it has become evident that traffickers have resorted to alternate means of importing drugs in the country Source: Report Strategic Priorities from PPBB Statement 2022 – 2024 published in 2022 Budget Book 3.
Budget Overview Receipts Outturn Table 1 Receipts outturn SR'000s Receipts transferred to Consolidated Fund Provision of Security Services Lease of Offices Total Justification: 2021 Audited Outturn 1,396 1,362 34 1,396 2022 Budget Revised Budget Preliminary Outturn 568 500 68 568 500 500 - 500 613 613 - 613 Variance Revised Budget to Outturn 22.6% 22.6% 0.0% 22.6% For the year 2022, the revenue collection under the line Provision of Security Services surpassed the budgeted forecast.
This was a result of more vessels entering the harbor and requiring that ammunitions are stored at the Defence ammunition store.
28 Consolidated Expenditure Outturn Table 2 Consolidated expenditure outturn R'000s Programmes P1:Policy and Management P2:Deterrence Surveillance and Response Total Economic Classification CURRENT EXPENDITURE Compensation of Employees Wages and Salaries in Cash Wages and Salaries in Kind Use of Goods and Services Office Expenses Transportation and Travel cost Maintenance and Repairs Materials and Supplies Other Uses of Goods and Services Minor Capital Outlays CAPITAL EXPENDITURE Non-financial Assets Building and Infrastructure Machinery and Equipment Other Fixed Assets Non-produced Assets 2021 Audited Outturn 2022 Budget Revised Budget Preliminary Outturn Variance Revised Budget to Outturn 118,757 500,330 619,087 294,166 157,147 157,147 3,142 137,019 26,247 22,928 26,487 26,189 13,701 18,325 324,921 324,921 9,631 315,291 - - 126,417 229,553 355,970 139,256 204,376 343,631 129,657 204,974 334,630 306,749 175,130 175,130 4,187 131,619 20,260 19,460 45,738 23,544 13,474 4,956 49,221 49,221 20,141 - - 29,080 313,115 175,130 175,130 4,187 137,984 23,277 22,808 45,738 23,544 13,474 4,956 30,517 30,517 18,793 - - 11,723 309,340 165,222 165,222 2,518 144,118 24,373 27,690 44,443 22,937 15,184 6,971 25,290 25,290 20,729 - - 4,562 6.9% -0.3% 2.6% 1.2% 5.7% 5.7% 39.9% -4.4% -4.7% -21.4% 2.8% 2.6% -12.7% -40.7% 17.1% 17.1% -10.3% 0.0% 0.0% 61.1% Total 619,087 355,970 343,631 334,630 2.6% 4.
Programme Performance Programme 1: Policy and Management The programme funds the controlling policy, planning and administration functions of the SPDF.

The main objective of this programme is to oversee all the functions and units of the SPDF and to provide training and development for SPDF personnel.
The programme comprises the following sub-programmes:  Sub-programme 1 Defence Administration and Planning: Provides the leadership, administration and planning function of the SPDF together with other centralised functions and services, including maintaining the SPDF’s strategic relationships internationally and locally.
The sub-programme manages the SPDF’s human resources, including recruitment, selection and record management; management of weapon logistics and transportation and undertaking disciplinary action and prosecution.

In addition, the sub-programme manages the Military Police, National Intelligence, Headquarter support and the operation of the SPDF clinic; and 29  Sub-programme 2 Military Training and Seychelles Defence Academy: Trains new recruits and existing military personnel.
Programme Expenditure Performance Table 3 Consolidated programme expenditure performance SR'000s Programmes 2021 Audited Outturn 2022 Budget Revised Budget Preliminary Outturn Variance Revised Budget to Outturn SP1:Defence Administration and Planning SP2:Military Training and Seychelles Defence Academy Total 96,588 22,169 118,757 94,264 32,153 126,417 94,264 44,992 139,256 98,303 31,354 129,657 -4.3% 30.3% 6.9% Economic Classification CURRENT EXPENDITURE Compensation of Employees Wages and Salaries in Cash Wages and Salaries in Kind Use of Goods and Services Office Expenses Transportation and Travel cost Maintenance and Repairs Materials and Supplies Other Uses of Goods and Services Minor Capital Outlays CAPITAL EXPENDITURE Non-financial Assets Building and Infrastructure Machinery and Equipment Other Fixed Assets Non-produced Assets 110,407 71,278 71,278 3,142 39,129 10,177 1,993 4,186 10,276 4,657 4,698 8,350 8,350 8,350 - - - 120,462 89,783 89,783 4,187 120,462 89,783 89,783 4,187 108,928 76,089 76,089 2,518 30,679 8,483 1,946 3,315 8,907 3,000 842 5,955 5,955 5,955 - - - 30,679 8,483 1,946 3,315 8,907 3,000 842 18,793 18,793 18,793 - - - 32,839 9,190 3,663 3,682 8,362 3,873 1,550 20,729 20,729 20,729 - - - 9.6% 15.3% 15.3% 39.9% -7.0% -8.3% -88.2% -11.1% 6.1% -29.1% -84.1% -10.3% -10.3% -10.3% 0.0% 0.0% 0.0% Total 118,757 126,417 139,256 129,657 6.9% Programme 2: Deterrence Surveillance and Response The main objectives of the programme is to defend and protect the sovereignty of the Republic of Seychelles
 and provide support to the civil institutions of Government, in case of natural or other disasters.
The programme comprises the following sub-programmes:  Sub-programme 1 Maritime Operations: Provides a safe and secure environment within the Seychelles maritime zone and beyond, in order to protect the country and its sovereignty.

The programme finances the Seychelles Coast Guard (SCG).

The programme undertakes the safeguarding of marine resources and fisheries, protection of ports, maritime safety and zone security, as well as national defence.
Activities of this programme include maritime patrol and surveillance, search and rescue, anti-piracy operation/patrol, protection of ports/harbours, protection of restricted maritime areas, radar operation and maintenance, and ship maintenance; 30  Sub-programme 2 Air Operations: Defends and protects the sovereignty of the Republic of Seychelles through the provision of air security, safeguarding the aerodromes of Seychelles, and providing assistance in other matters requiring flight support.
Activities of this programme include surveillance of the Seychelles Exclusive Economic Zone (EEZ), anti-piracy operations/patrols, search and rescue, medical evacuations, reconnaissance patrols, transportation of dignitaries, and aircraft maintenance; and  Sub-programme 3 Service Support and Specialised Services: Defends and protects the land sovereignty of the Republic of Seychelles and provides support to the civil institutions of Government, for example in case of natural or other disasters.
The activities of this programme include tactical operations such as anti-terrorist operations, presidential security, security of office bearers and VIPs, internal security duties, disaster management, and civic assistance.

The sub- programme also finances the Dog Unit, which supports the police in law enforcement and drug tracking.
Programme Expenditure Performance Table 4 Consolidated programme expenditure performance SR'000s Programmes SP1:Maritime Operations SP2:Air Operations SP3:Service Support and Specialised Services Total 2021 Audited Outturn 2022 Budget Revised Budget Preliminary Outturn Variance Revised Budget to Outturn 423,519 43,474 33,336 500,330 133,320 63,646 32,588 229,553 108,142 63,646 32,588 204,376 104,788 64,917 35,268 204,974 3.1% -2.0% -8.2% -0.3% Economic Classification CURRENT EXPENDITURE Compensation of Employees Wages and Salaries in Cash Wages and Salaries in Kind Use of Goods and Services Office Expenses Transportation and Travel cost Maintenance and Repairs Materials and Supplies Other Uses of Goods and Services Minor Capital Outlays CAPITAL EXPENDITURE Non-financial Assets Building and Infrastructure Machinery and Equipment Other Fixed Assets Non-produced Assets 183,759 85,869 85,869 - 97,890 16,070 20,936 22,301 15,913 9,044 13,627 316,571 316,571 1,280 315,291 - - 186,287 85,347 85,347 - 100,940 11,778 17,514 42,423 14,638 10,474 4,114 43,266 43,266 14,187 - - 29,080 192,652 85,347 85,347 - 107,305 14,794 20,862 42,423 14,638 10,474 4,114 11,723 11,723 - - - 11,723 200,412 89,133 89,133 - 111,279 15,183 24,027 40,761 14,575 11,312 5,421 4,562 4,562 - - - 4,562 -4.0% -4.4% -4.4% 0.0% -3.7% -2.6% -15.2% 3.9% 0.4% -8.0% -31.8% 61.1% 61.1% 0.0% 0.0% 0.0% 61.1% Total 500,330 229,553 204,376 204,974 -0.3% 31 Seychelles Intelligence Service 1.
Summary of Preliminary Outturn SR'000s Budget Revised Budget Preliminary Outturn Compensation of Employees 2022 Use of Goods and Services Capital P1:Governance, Management and Administration P2:Operations and Technical Security Support Total 6,125 6,125 6,462 2,491 3,970 7,469 8,617 13,594 14,742 6,609 13,071 4,462 6,953 2,147 6,117 - - - Variance Revised Budget to Outturn -5.5% 23.3% 11.3% 2.
Strategic Overview of Entity Mandate The Service investigates, gathers, evaluates correlates, analyses, processes, supplies and stores information both inside and outside of Seychelles to detect and identify any threat and/or potential threat or offence and/or possible offences.

Strategic Priorities in 2022 to 2024 Strategic Priorities Results Achieved (Yes/No) Programs or Sub-programs Impacted Explanation of Results for priorities not achieved 1.
Establish and maintain the highest standard of qualitative service by building specialised manpower; 2.

Continue to develop international and regional partnership; 3.

Promote and maintain a high standard of security by co-ordinating and regulating intelligence of the country; 4.

Be innovative in adopting technology in respect of “state of the art” equipment in carrying out Seychelles Intelligence Service tasks so as not to compromise the security aspect of the Seychelles; and 5.
Ensure a reasonable response time and delivery of information.

Yes P1 and P2 Yes P2 Ongoing P2 Organisations are still working in silo.

The numerous duplications tends to create the silo and resource constraints.

No P2 Ongoing P2 Affected by the lack of technology and reluctancy of partners to share information.

Source: Report Strategic Priorities from PPBB Statement 2022 – 2024 published in 2022 Budget Book 32 3.
Budget Overview Consolidated Expenditure Outturn Table 1 Consolidated expenditure outturn R'000s Programmes P1:Governance, Management and Administration P2:Operations and Technical Security Support Total Economic Classification CURRENT EXPENDITURE Compensation of Employees Wages and Salaries in Cash Wages and Salaries in Kind Use of Goods and Services Office Expenses Transportation and Travel cost Maintenance and Repairs Materials and Supplies Other Uses of Goods and Services Minor Capital Outlays CAPITAL EXPENDITURE Non-financial Assets Building and Infrastructure Machinery and Equipment Other Fixed Assets Non-produced Assets Total Justification: 2021 Audited Outturn Budget 2022 Revised Budget Preliminary Outturn Variance Revised Budget to Outturn 6,326 5,817 12,143 12,143 7,119 7,119 - 5,024 684 617 122 - 3,222 379 - - - - - - 6,125 7,469 13,594 13,594 7,929 7,929 - 5,665 765 694 123 - 4,083 - - - - - - - 6,125 8,617 14,742 14,742 9,077 9,077 - 5,665 765 694 123 - 4,083 - - - - - - - 6,462 6,609 13,071 13,071 6,953 6,953 0 6,117 830 750 122 - 4,237 178 - - - - - - -5.5% 23.3% 11.3% 11.3% 23.4% 23.4% 0.0% -8.0% -8.4% -8.0% 0.5% 0.0% -3.8% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 12,143 13,594 14,742 13,071 11.3% The Service has made enormous progress and achieved outstanding results in working with many partners, foreign and domestic, on completing diverse projects.
However, due to the sensitivity and nature of the work service, the details of achievement cannot be numerated.

Nevertheless, the effort and the best intentions of the Service were hampered by the lack of the right tools to deliver as per mandate.

33 4.

Programme Performance Programme 1: Governance, Management and Administration The purpose of the programme is to manage and provide management, administrative and human resources support services.
Programme Expenditure Performance Table 2 Consolidated programme expenditure performance 2022 2021 SR'000s Audited Outturn Budget Revised Budget Preliminary Outturn Variance Revised Budget to Outturn Programmes P1:Governance, Management and Administration Total Economic Classification CURRENT EXPENDITURE Compensation of Employees Wages and Salaries in Cash Wages and Salaries in Kind Use of Goods and Services Office Expenses Transportation and Travel cost Maintenance and Repairs Materials and Supplies Other Uses of Goods and Services Minor Capital Outlays CAPITAL EXPENDITURE Non-financial Assets Building and Infrastructure Machinery and Equipment Other Fixed Assets Non-produced Assets 6,326 6,326 6,326 2,765 2,765 - 3,561 519 74 45 - 2,544 379 - - - - - - 6,125 6,125 6,125 2,614 2,614 - 3,511 466 121 45 - 2,879 - - - - - - - 6,125 6,125 6,125 2,614 2,614 - 3,511 466 121 45 - 2,879 - - - - - - - 6,462 6,462 6,462 2,491 2,491 0 3,970 611 65 78 - 3,037 178 - - - - - - -5.5% -5.5% -5.5% 4.7% 4.7% 0.0% -13.1% -31.2% 46.0% -73.2% 0.0% -5.5% -100.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% Total 6,326 6,125 6,125 6,462 -5.5% Programme 2: Operations and Technical Security Support The purpose of the programme is to gather data, process into intelligence and provide the information to respective authorities for necessary action.
This is both internally and externally, with the aim of protecting the Republic of Seychelles from any threats and offences.
34 Programme Expenditure Performance Table 3 Consolidated programme expenditure performance SR'000s Programmes P2:Operations and Technical Security Support Total Economic Classification CURRENT EXPENDITURE Compensation of Employees Wages and Salaries in Cash Wages and Salaries in Kind Use of Goods and Services Office Expenses Transportation and Travel cost Maintenance and Repairs Materials and Supplies Other Uses of Goods and Services Minor Capital Outlays CAPITAL EXPENDITURE Non-financial Assets Building and Infrastructure Machinery and Equipment Other Fixed Assets Non-produced Assets Total Justification: 2021 Audited Outturn Budget 2022 Revised Budget Preliminary Outturn Variance Revised Budget to Outturn 5,817 5,817 5,817 4,354 4,354 - 1,463 165 543 77 - 678 - - - - - - - 7,469 7,469 7,469 5,315 5,315 - 2,154 299 573 78 - 1,204 - - - - - - - 8,617 8,617 6,609 6,609 23.3% 23.3% 8,617 6,463 6,463 - 2,154 299 573 78 - 1,204 - - - - - - - 6,609 4,462 4,462 - 2,147 218 684 44 - 1,200 - - - - - - - 23.3% 31.0% 31.0% 0.0% 0.3% 27.1% -19.4% 43.0% 0.0% 0.3% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 5,817 7,469 8,617 6,609 23.3% Negative impact in certain areas of service delivery of the entity because of delay in recruitment and challenges in recruiting qualified staff.
Due to the nature and sensitivity of the Service, the SIS is unable to divulge information as to which aspect of the Service was affected.

35 Office of the Mayor of Victoria 1.

Summary of Preliminary Outturn 2022 SR'000s Budget Revised Budget Preliminary Outturn Compensation of Employees P1: Mayoral Services Total 6,250 6,250 6,250 6,250 6,397 6,397 1,223 1,223 2.
Strategic Overview of Entity Use of Goods and Services 4,829 4,829 Variance Revised Budget to Outturn Capital 345 345 -2.4% -2.4% Mandate The mandate of the Office of the Mayor of Victoria is to turn Victoria into a vibrant town, providing efficient and effective services where the community is fully engaged in its security, safety and upkeep in line with our values and for the furtherance of the country’s socio-economic development.
The Office of the Mayor of Victoria seeks out partnerships with local actors, twinning arrangements with cities worldwide to improve Victoria.

Strategic Priorities in 2022 to 2024 Strategic Priorities Results Achieved (Yes/No) Programs or Sub- programs Impacted 1.
Study, promote and strengthen cultural ties, share knowledge and enrich the lives of citizens; Yes P1 Explanation of Results for priorities not achieved Organised various activities for the National Day celebrations, Creole Festival and during the festive season, whereby people from all walks of life converged in Victoria.

Feedback from the public who participated in the cultural events were highly positive.
The people enjoyed socializing with old acquaintances, sharing local meals and exchanging knowledge and experiences.. 2.

Finalise the amendment of the Constitution of the Association of the Districts of Victoria (ADV); 3.

Work out a strategy on how to better develop and market key infrastructure, such as the Paradis des Enfants, which now falls under the responsibility of the Mayor’s Office; 4.
Promote Victoria as the Creole Capital of the World and look at how best to promote the Victoria Cultural Heritage.

No P1 Pending as the Bill for the election of the Mayor of Victoria is yet to be presented to the National Assembly.

Yes P1 Invested in new toys such as bumper cars and a flying chair, as well as other non-motorable toys.

A strategic plan was also discussed and drafted by the board members.
Yes P1 Working in close collaboration with the Seychelles National Institute for Culture, Heritage and the Arts.

Source: Report Strategic Priorities from PPBB Statement 2022 – 2024 published in 2022 Budget Book 36 3.
Budget Overview Receipts Outturn Table 1 Receipts outturn SR'000s 2021 Audited Outturn Budget 2022 Revised Budget Preliminary Outturn Receipts transferred to Consolidated Fund Sale of Books Kiosk Rental Long Term Lease Land & Building Total 26 26 - - 26 - - - - - - - - - - 97 21 12 64 97 Variance Revised Budget to Outturn 100.0% 100.0% 100.0% 100.0% 100.0% The owners of the Waterfront Café and other kiosk vendors opened their businesses, starting in April 2022.
Consolidated Expenditure Outturn Table 2 Consolidated expenditure outturn 2021 Audited Outturn Budget 2022 Revised Budget Preliminary Outturn Variance Revised Budget to Outturn SR'000s Programmes P1: Mayoral Services Total Economic Classification CURRENT EXPENDITURE Compensation of Employees Wages and Salaries in Cash Wages and Salaries in Kind Use of Goods and Services Office Expenses Transportation and Travel cost Maintenance and Repairs Materials and Supplies Other Uses of Goods and Services Minor Capital Outlays CAPITAL EXPENDITURE Non-financial Assets Building and Infrastructure Machinery and Equipment Other Fixed Assets Non-produced Assets 6,007 6,007 6,007 1,223 1,223 - 4,784 333 - 68 - 3,366 1,017 - - - - - - 6,250 6,250 6,250 1,225 1,225 - 5,024 480 30 117 - 3,397 1,000 - - - - - - 6,250 6,250 6,250 1,225 1,225 - 5,024 480 30 117 - 3,397 1,000 - - - - - - 6,397 6,397 6,052 1,223 1,223 - 4,829 337 42 61 - 3,380 1,009 345 345 - - - 345 -2.4% -2.4% 3.2% 0.2% 0.2% 0.0% 3.9% 29.8% -38.4% 47.9% 0.0% 0.5% -0.9% -100.0% -100.0% 0.0% 0.0% 0.0% -100.0% -2.4% Total 6,007 6,250 6,250 6,397 37 4.
Programme Performance Programme 1: Mayoral Services The purpose of the programme is to deliver according to the mandate through the sole programme reflected above.

Performance against Programme Strategic Objectives and Measures The table below sets out the performance of the programme against the performance measures and targets set for 2022.
Table 3 Performance measures for programme Programme: Outcome: Outcome indicator P1: Mayoral Services Increased entertainment in Victoria 2021 Outturn Target 2022 Revised Target Outturn Explanation of Difference between Targets and Outturn 1.

Number of Twinning agreements signed 2 virtual signing Renewal 12 New 3 Renewal 0 New 0 Renewal 0 New 0 Still awaiting go ahead from Mauritius counterpart on the proposed renewal of Twinning Agreements with various municipalities and district councils.
Contributing indicators 2021 Outturn Target 2022 Revised Target Outturn Explanation of Difference between Targets and Outturn 1.

Number of entertainment events per year - 19 18 2 Not all planned events could materialise.

The two Christmas fairs that were successfully organised had all vendors requesting for such activities to be held on a monthly basis, but the only challenge is to obtain permission and assistance from the Police for such activities on the road.
38 Seychelles National Institute for Culture, Heritage and the Arts 1.
Summary of Preliminary Outturn SR'000s Budget Revised Budget Preliminary Outturn Compensation of Employees 2022 Use of Goods and Services Capital Variance Revised Budget to Outturn P1:Governance, Management and Administration P2:Development and Promotion of the Creole Language P3:Development of Arts and Crafts P4:Development, Promotion, Research and Preservation of Heritage Assets P5:Development and Promotion of the Creative Industry P6:Conservation Research and access to cultural information Total 21,346 21,346 21,404 9,524 11,431 5,964 5,964 5,326 2,521 2,491 16,430 16,430 12,447 6,922 5,171 449 313 354 -0.3% 10.7% 24.2% 15,658 15,658 11,169 3,710 7,068 391 28.7% 23,667 23,667 27,550 6,769 17,239 3,541 -16.4% 39,647 35,647 32,842 15,596 14,535 122,712 118,712 110,737 45,042 57,935 2,711 7,760 7.9% 6.7% 2.
Strategic Overview of Entity Mandate The Seychelles National Institute for Culture, Heritage and the Arts is an institution of policy making on culture, heritage and the arts for the Seychelles.

The Institute also discharges the executive and administrative functions of Government by administering and assimilating the current laws relating to culture, heritage and the arts.
The Institute will thus be replacing the Department of Culture having the portfolios for the affairs of culture, heritage and the arts.

Strategic Priorities in 2022 to 2024 Strategic Priorities 1.
Strengthen the Institute’s monitoring role to support and improve cultural sector performance to ensure highly performing constituents’ institutions, thus reducing the erosion of our cultural identity on the backdrop of negative external influences Results Achieved (Yes/No) Programs or Sub-programs Impacted Yes All 2.

Strengthen the management of cultural heritage resources and development of creative industries to maximise the wider cultural sector’s contribution to economic growth; No P4, P5 3.
Upgrade current cultural infrastructures and services and make provision for new ones; Yes P4, P6 4.

Improve digital adaptation to facilitate access and participation for the development of the arts and culture for all, national and internationally Yes P4, P6 Explanation of Results for priorities not achieved The Culture Institute has revamped a number of cultural programs and collaborated successfully with private and non-governmental organisations to bring access to the general public.
‘Lakademi Kreol Sesel’ under the direction of SNICHA managed to sensitize 34 institutions/entities/ private sectors and organisations to use the Seychellois Creole Language at official level.

Development of schemes and support mechanism are still work-in-progress, to allow for the creative industries to be able to expand to maximize returns.
Mechanisms are being developed to be able to capture the cultural sectors’ contribution in the economy, through support provided by a grant from UNESCO which will be ready by 2023.

Renovation of the National Library and the Carnegie Building are currently underway.

Provision for a new Teat des Palmes is also in the works.

New services implemented such as access through eBooks.
Most constituent institutions now have social media pages and website which regularly provide information however negotiations are still ongoing with the private sector to develop the digital tools 39 Strategic Priorities Results Achieved (Yes/No) Programs or Sub-programs Impacted 5.

Develop and implement continuous technical and leadership capacity building programmes for staff to ensure the continuous preservation, development and conservation of our cultural resources and industries.
Yes All Explanation of Results for priorities not achieved needed to further expand the access to culture and art products and services.

A total of 13 staff graduated in 2022 (5 Certificate level, 5 Diploma level, 2 Masters, and 1 Doctorate).

However this remains a strategic priority as more technical trainings are required.

Source: Report Strategic Priorities from PPBB Statement 2022 – 2024 published in 2022 Budget Book 3.
Budget Overview Receipts Outturn Table 1 Receipts outturn SR'000s 2021 Audited Outturn 2022 Budget Revised Budget Preliminary Outturn Receipts transferred to Consolidated Fund NAC Rental of Shops Rental of International Conference Centre Rental of Music Stadium Facilities Rental of land -NCPA Rental of Museum Restaurant Rental of Museum Conference Room Rental of Restaurant - Domaines de Val des Pres Rental of Kiosks - Domain de Val des Pres Lease of Heritage Properties- Bel Ombre Lease of Heritage Properties- La Pleine Ste Andre Lease of Heritage Properties -Domaines de Val des Pres Rental of National Theatre Photocopy/Printing Fees/internet Music & Dance Fees Museum Entrance Fees Mission Lodge Entrance Fees Heritage Site Activities Fees Total Justification: - - - - - - - - - - - - - - - - - - - 5,771 324 489 268 24 120 99 360 408 38 783 288 - 36 55 329 1,825 327 5,771 5,851 324 489 268 24 120 99 360 408 38 783 288 80 36 55 329 1,825 327 5,851 4,636 307 732 - 22 130 20 - 218 28 546 120 41 109 99 971 1,271 22 4,636 Variance Revised Budget to Outturn -20.8% -5.2% 49.8% -100.0% -8.3% 8.3% -79.5% -100.0% -46.6% -26.7% -30.2% -58.4% -48.8% 198.7% 80.8% 195.5% -30.4% -93.3% -20.8%  Rental of International Conference Centre: ICCS was supposed to operate for 3 months and it is still in operation to date.
 Rental of Music stadium facilities: Music Stadium was opened in September 2022.

When it was handed over there were major maintenance to be done and logistics to put in place.

 Rental of Museum Conference room: Most of the activities were not paid for, the conference room was complimentary and therefore the services were provided as a courtesy.

 Rental of Restaurant-Domaines de Val des Pres (DVP): Major renovation works undertaken on the restaurant at DVP, hence not yet operational.
 Rental of Kiosk- Domaines de Val des Pres: Delay with payments from some tenants, also the anticipated revision in prices did not materialise because COVID-19 was still affecting the kiosk vendors’ performances at the beginning of the year.

40  Lease of Heritage properties-Bel-Ombre: Late payment of lease but the tenant has a good record of payment, thus it will reflect in the first quarter 2023.

 Lease of Heritage properties- La Pleine Ste Andre: Late payment of lease.
In addition, the anticipated revision in price did not materialize because COVID-19 was still affecting their performance at the beginning of the year.

 Lease of Heritage properties- Domaines de Val des Pres: Decreased due to the ongoing process of sub-dividing the land.

The lessees have surrendered their leases to the Attorney General’s office, until the legal process is complete no payment receivable.
 Rental of National Theatre: Fluctuates depending on requests; therefore, the amount collected is based on the number of bookings.

 Photocopy/Printing/Internet: Increased usage of library services/facilities during post-COVID period, especially the photocopying service is used regularly by the Praslin Parish Church as their photocopier machine is not operational, as well as a new laminating service on Praslin.
 Music and Dance Fees: The surge in revenue collection was due to the emphasis on repayment of outstanding fees from debtors since 2020/2021.

 Museum Entrance fees: After the country re-opened its border, there have been significant increase in the fees collected since the National museum received more international visitors.
 Mission Lodge Entrance fees: Revenue collected under this vote varies in relation to the number of foreigners visiting the site, therefore it is difficult to have an accurate prediction.

However, there are DMCs (travel agencies) that have payment agreements with the Seychelles National Heritage Research Council (SNHRC) and their payments were done in Jan 2023.

 Heritage Site Activities Fees: This includes revenue collected from using toilet facilities at Mission Lodge and guided tours.
Low collection is due to the fact that no guided tours have been done to date.

The revenue collected is solely from the toilet facilities.
Consolidated Expenditure Outturn Table 2 Consolidated expenditure outturn SR'000s 2021 Audited Outturn 2022 Budget Revised Budget Preliminary Outturn Programmes P1:Governance, Management & Administration P2:Development and Promotion of the Creole Language P3:Development of Arts and Crafts P4:Development, Pomotion, Research and Preservation of Heritage Assets P5:Development and Promotion of the Creative Industry P6:Conservation Research and access to cultural information Total Economic Classification CURRENT EXPENDITURE Compensation of Employees Wages and Salaries in Cash Wages and Salaries in Kind Use of Goods and Services Office Expenses Transportation and Travel cost Maintenance and Repairs Materials and Supplies Other Uses of Goods and Services Minor Capital Outlays - - - - - - - - - - - - - - - - - - 21,346 5,964 16,430 15,658 23,667 39,647 122,712 104,205 46,816 46,816 - 57,389 13,837 1,285 5,415 36 36,191 625 21,346 5,964 16,430 15,658 23,667 35,647 118,712 104,205 46,672 46,672 - 57,533 13,837 1,285 5,415 36 36,336 625 21,404 5,326 12,447 11,169 27,550 32,842 110,737 102,977 45,042 45,042 - 57,935 15,489 2,099 5,693 22 33,419 1,213 Variance Revised Budget to Outturn -0.3% 10.7% 24.2% 28.7% -16.4% 7.9% 6.7% 1.2% 3.5% 3.5% 0.0% -0.7% -11.9% -63.3% -5.1% 38.4% 8.0% -94.2% 41 SR'000s 2021 Audited Outturn 2022 Budget Revised Budget Preliminary Outturn Variance Revised Budget to Outturn CAPITAL EXPENDITURE Non-financial Assets Building and Infrastructure Machinery and Equipment Other Fixed Assets Non-produced
 Assets Total 4.
Programme Performance - - - - - - - 18,507 18,507 18,507 - - - 14,507 14,507 14,507 - - - 7,760 7,760 6,599 - - 1,161 46.5% 46.5% 54.5% 0.0% 0.0% -100.0% 122,712 118,712 110,737 6.7% Programme 1: Governance, Management and Administration The objective of the programme is to provide strategic and policy direction to the Department and to ensure the effective management of human and financial resources.
The purpose of the programme is to formulate policies and provide strategic direction for the development of culture, heritage and the arts and to have oversight and provide direction for the constituent institutions and programmes of the Institute.
The programme comprises the following sub-programmes:  Sub Programme 1; Governance and Policy: Formulates policies, provides policy oversight and strategic direction to the Institute and its constituent institutions; and  Sub Programme 2; Management and Administration: To have oversight and to ensure the effective management of financial and human resources by the institute.
Performance against Programme Strategic Objectives and Measures The table below sets out the performance of the programme against the performance measures and targets set for 2022.

Table 3 Performance measures for programme Programme: P1:Governance, Management & Administration Outcome: Contributing indicators 1.

Number of internship in cultural heritage management Contributing indicators 2.

Number of workshop organised both local and international on heritage related matters 3.
Number of affiliations with international organisation related to cultural heritage management The skills and capacity in the Arts and Cultural Heritage Sector is continuously developed to ensure its on-going development responsiveness.

2021 Outturn Target 2022 Revised Target Outturn Explanation of Difference between Targets and Outturn N/A 3 3 - In view of budget constraints and that most internship from organizations has not been forth coming, no internship materialised in 2022.
2021 Outturn Target 2022 Revised Target Outturn Explanation of Difference between Targets and Outturn N/A 6 6 5 N/A 12 12 12 A total of 6 staff was able to benefit from the attendance of workshops related to heritage subjects The Culture Institute has kept its affiliations with heritage, arts and culture organizations which provide expertise and training opportunities in the arts culture and heritage fields 42 Programme Expenditure Performance Table 4 Consolidated programme expenditure performance 2022 2021 SR'000s Audited Outturn Budget Revised Budget Preliminary Outturn Variance Revised Budget to Outturn Programmes SP1:Governance & Policy SP2:Management & Administration Total Economic Classification CURRENT EXPENDITURE Compensation of Employees Wages and Salaries in Cash Wages and Salaries in Kind Use of Goods and Services Office Expenses Transportation and Travel cost Maintenance and Repairs Materials and Supplies Other Uses of Goods and Services Minor Capital Outlays CAPITAL EXPENDITURE Non-financial Assets Building and Infrastructure Machinery and Equipment Other Fixed Assets Non-produced Assets Total - - - - - - - - - - - - - - - - - - - - - 7,698 13,648 21,346 21,346 10,087 10,087 - 11,259 1,258 191 692 - 9,097 22 - - - - - - 7,698 13,648 21,346 21,346 10,087 10,087 - 11,259 1,258 191 692 - 9,097 22 - - - - - - 7,047 14,357 21,404 20,955 9,524 9,524 - 11,431 1,941 603 661 - 8,094 132 449 449 - - - 449 8.5% -5.2% -0.3% 1.8% 5.6% 5.6% 0.0% -1.5% -54.4% -215.6% 4.5% 0.0% 11.0% -501.2% -100.0% -100.0% 0.0%
 0.0% 0.0% -100.0% 21,346 21,346 21,404 -0.3% Programme 2: Development and Promotion of the Creole Language The purpose of the programme is to organise, co-ordinate and implement programmes relating to the development Seychellois Creole language and literature both nationally and internationally.
Performance against Programme Strategic Objectives and Measures The table below sets out the performance of the programme against the performance measures and targets set for 2022.
Table 5 Performance measures for programme Programme: Outcome: P2:Development and Promotion of the Creole Language The profile of Seychellois Creole language at all levels, institutional, community is increased for the preservation of our linguistic and cultural heritage Outcome indicator 2021 Outturn Target 2022 Revised Target Outturn 1.
% increase in clients turnout and involvement in all organised activities provided by Creole Institute 13% 15% 15% 20% Explanation of Difference between Targets and Outturn There was an increase in public’s level of motivation and involvement in all organized activities.

For instance, the ‘Salon Savwar Lengwistik e kiltirel’ attracted a large crowd.
The event was held for two days; members of the public wanted more days for them to view 43 Programme: Outcome: P2:Development and Promotion of the Creole Language The profile of Seychellois Creole language at all levels, institutional, community is increased for the preservation of our linguistic and cultural heritage Outcome indicator 2.

Number of Local Publications Contributing indicators 1.

Increase in educational and cultural activities organized during the year 2.
Increased in the number of people participating in all organised activities 2021 Outturn Target - 2021 - Outturn Target 2022 Revised Target 11 2022 Revised Target Outturn - Outturn 13 7 8 10 432 200 500 900 3.

Training workshops at regional levels(Schools) N/A 12 17 17 4.
Literary competitions N/A 7 5 5 Explanation of Difference between Targets and Outturn and get more information from all ministries and organisations who participated Explanation of Difference between Targets and Outturn A lot of sensitisations were done to educate the public, government officials on the importance of the use of Creole at official levels.

It was diercted towards all groups, all aged and in all settings.
There has been an increase in the public level of participation and engement in all organised activities.

A special effort was and still is being made to reach out to schools in order to execute the mandate of the National Institute of Culture as stipulated in Act 43, Section 17 - 21 which governs the Seychelles Creole Academy.

Effort has been made to get more literary competitions for young people alongside adults.
The aim is to prepare them to participate in the Antoine Abel’s literary competitions in future.
Lakademi Kreol Sesel has collaborated with interested partners like National Children’s Council and the Ministry of Education… Programme Expenditure Performance Table 6 Consolidated programme expenditure performance SR'000s Programmes P2:Development and Promotion of the Creole Language Total Economic Classification CURRENT EXPENDITURE Compensation of Employees Wages and Salaries in Cash Wages and Salaries in Kind Use of Goods and Services Office Expenses Transportation and Travel cost Maintenance and Repairs Materials and Supplies Other Uses of Goods and Services Minor Capital Outlays 2021 Audited Outturn Budget 2022 Revised Budget Preliminary Outturn Variance Revised Budget to Outturn - - - - - - - - - - - - - 5,964 5,964 5,964 2,866 2,866 - 3,097 631 168 58 - 2,213 28 5,964 5,964 5,326 5,326 10.7% 10.7% 5,964 2,866 2,866 - 3,097 631 168 58 - 2,213 28 5,012 2,521 2,521 - 2,491 631 96 53 - 1,678 34 16.0% 12.0% 12.0% 0.0% 19.6% 0.0% 43.0% 8.7% 0.0% 24.2% -22.4% 44 SR'000s CAPITAL EXPENDITURE Non-financial Assets Building and Infrastructure Machinery and Equipment Other Fixed Assets Non-produced Assets Total Justification: 2021 Audited Outturn Budget 2022 Revised Budget Preliminary Outturn Variance Revised Budget to Outturn -100.0% -100.0% 0.0% 0.0% 0.0% -100.0% - - - - - - - - - - - - 313 313 - - - 313 5,964 5,964 5,326 10.7% - - - - - - - Savings due to delay in transfer of posts and unused funds budgeted for a returning graduate.
Relocation of staff, services and products to the Indian Ocean Marine Ltd, 1st Floor, Old Fishing Port, Victoria.

Overspending in Minor Capital Outlays because of the cleaning and upgrading of furnitures at the “Lakademi Kreol Sesel” building at Au Cap.

The old furnitures have been left in the building since 2018 when the office staff relocated to Providence.
Programme 3: Development of the Arts and Crafts The purpose of the programme is to organise, co-ordinate and implement programmes relating to the development of the arts and crafts in Seychelles.

Performance against Programme Strategic Objectives and Measures The table below sets out the performance of the programme against the performance measures and targets set for 2022.
Table 7 Performance measure for programme Programme: Outcome: P3:Development of Arts and Crafts Skills and capacities for the development of the arts and culture for all developed and nurtured.

Outcome indicator 1.

% of artist participating in art and craft program 2.

No.

of projects funded by the Council 3.

No.

of artist and general public attending training and workshops 4.

No.

of arts activities, educational programs organized 5.
Number of youth registered for dance , music and drama classes 2021 Outturn Target 2022 Revised Target Outturn N/A N/A 75% 75% 75% 62 35 62 Explanation of Difference between Targets and Outturn Target achieved, especially in regards to major activities organised such as the Seychelles Biennale N/A 1,225 1,225 2,000 N/A 27 30 30 N/A 160 400 260 Due to the relaxation of COVID-19 measures, more activities could be organized and more participants were able to take part in the activities Additional activities were able to take place in view of relaxation of COVID-19 measures and greater collaboration with other stakeholders Reduction in number of students taken for admission because renovation of Teat des Palmes is not completed yet therefore there is limited space available 45 Programme: Outcome: P3:Development of Arts and Crafts Skills and capacities for the development of the arts and culture for all developed and nurtured.
2021 Outturn Target 2022 Revised Target N/A 6 N/A 200 5 - Outturn 7 Explanation of Difference between Targets and Outturn Greater effort has been made to develop youth ensembles and more opportunities for performance is being planned for 2023 200 Target has been met, students are well prepared for their exams.

Outcome indicator 6.

Number of registered youth ensembles 7.
Number of passes for Associated Board of the Royal School of Music (ABRSM) and Imperial Society of Teachers of Dancing (ISTD) examinations Programme Expenditure Performance Table 8 Consolidated programme expenditure performance SR'000s Programmes P3:Development of Arts and Crafts Total Economic Classification CURRENT EXPENDITURE Compensation of Employees Wages and Salaries in Cash Wages and Salaries in Kind Use of Goods and Services Office Expenses Transportation and Travel cost Maintenance and Repairs Materials and Supplies Other Uses of Goods and Services Minor Capital Outlays CAPITAL EXPENDITURE Non-financial Assets Building and Infrastructure Machinery and Equipment Other Fixed Assets Non-produced Assets Total Justification: 2021 Audited Outturn Budget 2022 Revised Budget Preliminary Outturn Variance Revised Budget to Outturn - - - - - - 16,430 16,430 12,430 7,009 7,009 - 16,430 16,430 12,430 7,009 7,009 - 12,447 12,447 12,093 6,922 6,922 - 24.2% 24.2% 2.7% 1.2% 1.2% 0.0% - - - - - - - - - - - - - - 5,421 1,780 330 256 3 2,899 155 4,000 4,000 4,000 - - - 16,430 5,421 1,780 330 256 3 2,899 155 4,000 4,000 4,000 - - - 16,430 5,171 1,652 408 264 3 2,614 230 354 354 - - - 354 12,447 4.6% 7.2% -23.6% -3.1% -28.6% 9.8% -48.4% 91.1% 91.1% 100.0% 0.0% 0.0% -100.0% 24.2% The unspent capital expenditure relates to delays in the tender process for the Renovation of the Theatre de Palmes.
46 Programme 4: Development, Promotion, research and preservation of Heritage Assets The purpose of the programme is to preserve and promote the cultural heritage of Seychelles and develop aspects of the Seychellois Creole Culture that could contribute to further the economic development of Seychelles.

Performance against Programme Strategic Objectives and Measures The table below sets out the performance of the programme against the performance measures and targets set for 2022.
Table 9 Performance measures for programme Programme: Outcome: P4:Development, Pomotion, Research and Preservation of Heritage Assets Better heritage and community awareness projects and programmes to market heritage sites Outcome indicator 1.

Average participation level of school heritage club members in heritage education activities 2.

Number of Heritage education activities conducted 3.

Average yearly visitors on sites 4.

Number of Heritage sites/ assets to restore and maintain 5.
Number of visitors facilities and attractions 6.

Number of cultural publications 7.

Number of exhibitions produced 2021 Outturn Target 2022 Revised Target Outturn Explanation of Difference between Targets and Outturn 15 35 8 10 30 12 35 13 16,246 18,250 19,600 21,000 6 6 1 1 10 20 30 5 2 4 5 2 4 5 6 2 More schools were targeted to obtain greater participations Identified savings within the budget hence conducted one additional activity in the last quarter Better marketing of the heritage sites.
Noticed an increase in local clients A lot of emphasis was placed on maintaining the heritage site and assets, thus more funding was injected into the heritage site maintenance projects.

More efforts were done to preserve cultural materials to promote the Seychelles culture Lack of staff in the relevant section to organise the level of activities required.
Programme Expenditure Performance Table 10 Consolidated programme expenditure performance SR'000s Programmes P4:Development, Promotion, Research and Preservation of Heritage Assets Total Economic Classification CURRENT EXPENDITURE Compensation of Employees Wages and Salaries in Cash Wages and Salaries in Kind 2021 Audited Outturn 2022 Budget Revised Budget Preliminary Outturn Variance Revised Budget to Outturn - - - - - - 15,658 15,658 15,658 15,658 11,169 28.7% 11,169 28.7% 10,551 3,681 3,681 - 10,551 3,681 3,681 - 10,778 3,710 3,710 - -2.2% -0.8% -0.8% 0.0% 47 SR'000s Use of Goods and Services Office Expenses Transportation and Travel cost Maintenance and Repairs Materials and Supplies Other Uses of Goods and Services Minor Capital Outlays CAPITAL EXPENDITURE Non-financial Assets Building and Infrastructure Machinery and Equipment Other Fixed Assets Non-produced Assets Total 2021 Audited Outturn 2022 Budget Revised Budget Preliminary Outturn Variance Revised Budget to Outturn -2.9% 6.3% -58.8% -16.9% 0.0% 13.2% -87.9% 92.3% 92.3% 93.2% 0.0% 0.0% -100.0% 6,870 1,155 228 2,415 - 2,940 133 5,107 5,107 5,107 - - - 6,870 1,155 228 2,415 - 2,940 133 5,107 5,107 5,107 - - - 7,068 1,082 362 2,823 - 2,552 250 391 391 346 - - 44 15,658 15,658 11,169 28.7% - - - - - - - - - - - - - - The project for construction of the administration block has not materialized as planned due to delay in the tender process.
Programme 5: Development and Promotion of the Creative Industry The purpose of the programme is to identify opportunities and support the skills that capacitate the thriving of the creative industries sector in Seychelles.

Performance against Programme Strategic Objectives and Measures The table below sets out the performance of the programme against the performance measures and targets set for 2022.
Table 11 Performance measures for programme Programme: Outcome: Outcome indicator P5:Development and Promotion of the Creative Industry The creative industries is developed to maximise the wider cultural sector’s contribution to economic growth and to modernise creative infrastructure to meet modern needs.

2021 Outturn Target 2022 Revised Target Outturn Explanation of Difference between Targets and Outturn 1.

Number of creative facilities opened N/A 2.

Number of creative events organised N/A 2 3 2 4 3.


Number of creative business registered N/A 20 20 1 6 - Only one facility was able to open due to budget constraints and human resources.

Target was met in view of the support received from the Private Sector, one additional activity was able to take place.

The census to gather this information will take place in 2023.
48 Programme Expenditure Performance Table 12 Consolidated programme expenditure performance SR'000s Programmes P5:Development and Promotion of the Creative Industry Total Economic Classification CURRENT EXPENDITURE Compensation of Employees Wages and Salaries in Cash Wages and Salaries in Kind Use of Goods and Services Office Expenses Transportation and Travel cost Maintenance and Repairs Materials and Supplies Other Uses of Goods and Services Minor Capital Outlays CAPITAL EXPENDITURE Non-financial Assets Building and Infrastructure Machinery and Equipment Other Fixed Assets Non-produced Assets Total Justification: 2021 Audited Outturn 2022 Budget Revised Budget Preliminary Outturn Variance Revised Budget to Outturn - - - - - - - - - - - - - - - - - - - - 23,667 23,667 23,667 23,667 27,550 -16.4% 27,550 -16.4% 23,667 23,667 24,009 -1.4% 7,412 7,412 - 16,255 4,490 98 1,198 - 10,318 151 - - - - - - 7,268 7,268 - 16,400 4,490 98 1,198 - 10,462 151 - - - - - - 6,769 6,769 - 17,239 5,337 306 1,238 - 9,988 371 3,541 3,541 3,541 - - - 6.9% 6.9% 0.0% -5.1% -18.9% -213.3% -3.3% 0.0% 4.5% -145.4% -100.0% 0.0% -100.0% 0.0% 0.0% 0.0% 23,667 23,667 27,550 -16.4% Overall, the Creative Seychelles Agency (CSA) has utilized its budget through reallocation of funds to other programmes.
For Wages and Salaries, the restructuring process was delayed, hence the budget was underutilized.

On the other hand, the new mandate of the CSA has shown an increase in the number of activities hence the increase in use of goods and services.
The relaxation of COVID-19 measures locally has enabled CSA to organize more events and activities, with increase in demand for facilities and internationally, brought forward opportunities in the creative sector that allowed CSA to participate in a number of International Art Fairs.

Programme 6: Conservation Research and Access to Cultural Information The purpose of the programme is to collect, conserve and exhibit and give access to both tangible and intangible material culture of Seychelles.
Performance against Programme Strategic Objectives and Measures The table below sets out the performance of the programme against the performance measures and targets set for 2022.

49 Table 13 Performance measures for programme Programme: Outcome: Contributing indicators 1.

Number of Resident Visitors 2.

Number of Non- Resident visitors 3.

Number of youth in museum educational programme 4.

Number of artefact/specimens acquired 5.
Number of titles acquired P6:Conservation Research and access to cultural information Management of our cultural materials is strengthened and access to archival and literary material is continuously improved 2021 Outturn Target 2022 Revised Target Outturn Explanation of Difference between Targets and Outturn 200 2,000 2,200 1,397 3,493 3,500 3,850 3,574 1,247 550 605 825 There is no definitive answer to why the decrease in the number of local visitation/ as it depends on the persons’ interests.
International visitors are picking up after COVID pandemic, and the lifting of bans The increase is due to extra activities added to the programe, such as travelling exhibition which pushed more student to come participate in the museum program 15 350 356 372 Most items were donations by the community 3,603 2,800 450 1,016 6.
Number of new library membership 18 8,000 4,000 152 7.Number of publications and records cleaned 9,046 130,000 140 2708 for Library Contributing indicators 2021 Outturn Target 2022 Revised Target Outturn Explanation of Difference between Targets and Outturn There were 661 print and 355 e-books.

Quantity based on titles selected, price per book and budget allocated SR 250,000.

84 to borrow printed books for 6 months (July - Dec) as loan was suspended due to COVID-19 pandemic and 68 to borrow e-books.
Variance is partly due to COVID-19 pandemic, the service closed for 6months and reluctance of some users to make use of library services; and a general lack of interest in reading.

2,300 newspapers from past contract that service provider could not complete due to lack of storage/COVID-19 pandemic.

Number of publications cleaned is based on availability of funds.

408 documents (208 information files/200 books) paid from funds available.
Library-1,216 documents by service provider as per contract of Feb 2021 - Feb 2022 and extended to May 2022.

36 documents in-house based on workforce and equipment available for in-house scanning.

Archives- Not only did we intensify our effort due to higher public demand but with two staff returning from extended leave as well as a new initiative of downloading documents directly from the government network our digital documents has increased dramatically.
Furthermore we outsource the scanning of documents (3,325 files which is 288,708 documents) by tender to an outside company which meant even more digitised documents for client's use.

The issue with entertaining clients is it is unpredictable.
Sometimes deal with a lot of clients depending on the circumstances (policy change in laws which precipitate a large number of people to seek information urgently, or stabilisation in local issues such as a resurgence in educational activities which also create an upsurge in request.)

hence we need to be a bit more realistic in the coming year especially when considering the trend in the last 3 years.

8.
8.

Number of publications and records scanned 2,460 130,000 30 (Library) 15,000 (Archives) 1252- library 28,219- Archives 9.
Number of records requested by users 743 30,000 25,000 607 (Archives) 50 Programme Expenditure Performance Table 14 Consolidated programme expenditure performance SR'000s Programmes P6:Conservation Research and access to cultural information Total Economic Classification CURRENT EXPENDITURE Compensation of Employees Wages and Salaries in Cash Wages and Salaries in Kind Use of Goods and Services Office Expenses Transportation and Travel cost Maintenance and Repairs Materials and Supplies Other Uses of Goods and Services Minor Capital Outlays CAPITAL EXPENDITURE Non-financial Assets Building and Infrastructure Machinery and Equipment Other Fixed Assets Non-produced Assets Total 2021 Audited Outturn 2022 Budget Revised Budget Preliminary Outturn Variance Revised Budget to Outturn - - - - - - - - - - - - - - - - - - - - 39,647 39,647 35,647 35,647 32,842 32,842 7.9% 7.9% 30,247 15,761 15,761 - 14,486 4,524 271 796 33 8,725 137 9,400 9,400 9,400 - - - 30,247 15,761 15,761 - 14,486 4,524 271 796 33 8,725 137 5,400 5,400 5,400 - - - 30,131 15,596 15,596 - 14,535 4,846 326 654 19 8,493 197 2,711 2,711 2,711 - - - 0.4% 1.0% 1.0% 0.0% -0.3% -7.1% -20.1% 17.8% 43.4% 2.7% -44.1% 49.8% 49.8% 49.8% 0.0% 0.0% 0.0% 39,647 35,647 32,842 7.9% 51 VICE-PRESIDENT’S OFFICE PORTFOLIO 52 Department of Information and Communication Technologies 1.
Summary of Preliminary Outturn SR'000s Budget Revised Budget Preliminary Outturn Compensation of Employees 2022 Use of Goods and Services Capital P1: Governance, Management and Administration P2: ICT Regulatory Framework Development and Enforcement P3: Government Process Transformation and Electronic Service Delivery Channels Total 14,226 14,226 13,913 3,379 10,534 6,209 5,809 4,085 3,590 495 41,617 51,273 46,277 12,738 33,539 62,052 71,308 64,275 19,708 44,567 - - - - Variance Revised Budget to Outturn 2.2% 29.7% 9.7% 9.9% 2.
Strategic Overview of Entity Mandate The Department of Information Communications Technology (DICT) is responsible for the formulation of and implementation of Information Communications Technology (ICT) related policies nationally.

This includes the implementation of E-Government (i.e.

leveraging ICT for public service delivery improvement) and regulating the ICT sector.
Strategic Priorities in 2022 to 2024 Strategic Priorities Results Achieved (Yes/No) Programs or Sub-programs Impacted Explanation of Results for priorities not achieved 1.

Promote fair and effective competition among operators by facilitating entry of new ICT service providers, and increasing access and usage of ICT services; 2.

Strengthen the legislative and regulatory framework to facilitate investment in the ICT sector; 3.
Implement a cybersecurity unit for Government that will also provide the role of the national Cyber Incident Response Team which will be the centre of co-ordination of response to major national cybersecurity incidents; 4.

Improve access to, and convenience of, using government services by implementing more transactional e-services that are aligned to the priorities identified in the Digital Economy Strategic Action Plan of Government; and 5.
Implement a national e-ID solution that will support electronic or online KYC, the implementation of strategy for the modernisation of payment systems, the National Fintech strategy, and the Digital Economy agenda.

Yes Yes No P2 P2 P3 Yes P3 Yes P3 The Department was not able to attain the staff level that it targeted for the unit, also unable to acquire critical cybersecurity tools that were required as these exceeded the available budget.
Source: Report Strategic Priorities from PPBB Statement 2022 – 2024 published in 2022 Budget Book 53 3.
Budget Overview Receipts Outturn Table 1 Receipts outturn SR'000s 2021 Audited Outturn Budget 2022 Revised Budget Preliminary Outturn Receipts transferred to Consolidated Fund Systems Development/ Information Technology Telecommunication Type Approval Fees Total Table 2 Consolidated expenditure outturn SR'000s Programmes P1: Governance, Management and Administration P2: ICT Regulatory Framework Development and Enforcement P3: Government Process Transformation and Electronic Service Delivery Channels Total Economic Classification CURRENT EXPENDITURE Compensation of Employees Wages and Salaries in Cash Wages and Salaries in Kind Use of Goods and Services Office Expenses Transportation and Travel cost Maintenance and Repairs Materials and Supplies Other Uses of Goods and Services Minor Capital Outlays CAPITAL EXPENDITURE Non-financial Assets Building and Infrastructure Machinery and Equipment Other Fixed Assets Non-produced Assets 124 20 105 124 2021 Audited Outturn 89 15 74 89 82 20 62 82 82 20 62 82 2022 Budget Revised Budget Preliminary Outturn Variance Revised Budget to Outturn 7.6% -24.9% 18.1% 7.6% Variance Revised Budget to Outturn - - - - - - 62,052 21,737 21,737 396 40,315 14,232 227 1,145 1,000 21,470 1,845 - - - - - - 71,308 20,537 20,537 396 50,771 14,232 227 1,145 1,000 31,926 1,845 - - - - - - 64,275 19,708
 19,708 287 44,567 13,823 195 134 1,634 24,531 3,963 - - - - - - 9.9% 4.0% 4.0% 27.5% 12.2% 2.9% 13.9% 88.3% -63.4% 23.2% -114.7% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% Total 53,606 62,052 71,308 64,275 9.9% The majority of what was set out for the year were achieved.
Below are some of the specific achievements relating to each of the strategic priorities:  Improved effectiveness of enforcement measures in the telecommunication sector through the successful determination of cases in the courts; 54        Improvement in the pricing mechanism for telephone calls through the enactment of Broadcasting and Telecommunication (Per-second Billing by Operators of Public Land Mobile Network) Regulations, 2021; Increased value for money of some packages offered by telecommunication operators & more operators offering unlimited packages; Improved international connectivity and security of international connectivity of the country with the landing of the second submarine cable system (PEACE) in Seychelles Improvement in the regulatory framework for telecommunications and broadcasting through the publication of the Communications Bill in the Official Gazette; Improved framework for the licensing of broadcasting and telecommunication services through the enactment of Licences (Broadcasting and Telecommunication) Regulations, 2021.
Improvement in facilitating access to credit for businesses by the implementation of the online collateral register which makes it possible for individuals or businesses to also use moveable property as security; Improved ease of access to vehicle related information for law information officers in the field through the implementation of the online vehicle verification information system (e-vehicle service);    Availability of digital vaccination certificates with online vaccination certificate verification solution;  Increase in convenience for the public in the processing of license applications and renewals through the implementation of the online license application e-services for the Seychelles License Authority (SLA); Improvement in the facility for registering a business, company or association through the implementation of the online registration e-service for the Registrar Generals’ Office; Improvement in the systematic collection and processing of student data in state schools through the implementation of the first phase of an EMIS; Improved scheduling of medical appointments and electronic access to medical records (EMR: Electronic Medical records) through the successful implementation of the first phase of the HIS system; Increased security of the Seychelles passport through the implementation of the biometric/e-passport system; Increased ease of digital identification and use of digital signing through the implementation of the national eID system, SEYID;    4.
Programme Performance Programme 1: Governance, Management and Administration The purpose of the programme is to ensure that the activities of the Department are aligned to the overall national policy and strategy for the sector; ensure effective management of human and financial resources of the organisation; ensure effective and efficient delivery of logistical support services to the organisation; and establish the performance status of activities in relation to established key performance indicators.Programme Expenditure Performance 55 Table 3 Consolidated programme expenditure performance SR'000s Programmes P1: Governance, Management and Administration Total Economic Classification CURRENT EXPENDITURE Compensation of Employees Wages and Salaries in Cash Wages and Salaries in Kind Use of Goods and Services Office Expenses Transportation and Travel cost Maintenance and Repairs Materials and Supplies Other Uses of Goods and Services Minor Capital Outlays CAPITAL EXPENDITURE Non-financial Assets Building and Infrastructure Machinery and Equipment Other Fixed Assets Non-produced Assets 2021 Audited Outturn Budget 2022 Revised Budget Preliminary Outturn Variance Revised Budget to Outturn 13,632 13,632 14,226 14,226 14,226 14,226 13,913 13,913 2.2% 2.2% 13,632 3,267 3,267 464 10,364 2,414 81 103 849 6,306 145 - - - - - - 14,226 3,341 3,341 396 10,885 2,532 209 85 1,000 6,553 110 - - - - - - 14,226 3,341 3,341 396 10,885 2,532 209 85 1,000 6,553 110 - - - - - - 13,913 3,379 3,379 287 10,534 2,838 195 134 1,634
 5,271 174 - - - - - - 2.2% -1.1% -1.1% 27.5% 3.2% -12.1% 6.5% -57.7% -63.4% 19.6% -58.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% Total 13,632 14,226 14,226 13,913 2.2% Programme 2: ICT Regulatory Framework Development and Enforcement The purpose of the programme is to develop and enforce legislation, regulations and policies pertaining to ICT nationally.
This constitutes collaborating with ICT service providers to continue investing in their infrastructure and introducing affordable and innovative services to improve universal access to basic ICT services and ensure that tariffs are competitively priced, and to ensure an effective and fair competitive ICT market locally.

Performance against Programme Strategic Objectives and Measures The table below sets out the performance of the programme against the performance measures and targets set for 2022.
56 Table 4 Performance measures for programme Programme: P2: ICT Regulatory Framework Development and Enforcement Outcome: Access and usage of Broadband increased as a result of competition and strengthening of the regulatory framework Outcome indicator 1.

Number of broadband subscriptions per 100 inhabitants 2021 Outturn Target 2022 Revised Target Outturn Explanation of Difference between Targets and Outturn 136.8 132.02 142 143 2.
Amount of International bandwidth (Mbps) 20,020 18,800 26,020 36,410 Increase in economic activity has resulted in a positive growth in mobile broadband subscriptions.

Based on the findings of a study undertaken by DICT with regards to the pricing strategy of the Seychelles Cable System Co. Ltd. (SCSC) the Department requested that SCSC reduce its prices for international bandwidth.
Subsequently, SCSC provided free capacity to its shareholders, thus resulting in an affective reduction in price for its shareholders.
Contributing indicators 2021 2022 Revised Target P2: ICT Regulatory Framework Development and Enforcement Outturn Outturn Target Explanation of Difference between Targets and Outturn Number of fixed broadband subscriptions per 100 inhabitants 41.61 37 42.61 37.20 The target has not been achieved in view that the revised target was computed using data which was subsequently reviewed downwards.
In June 2022, one Internet service provider informed the Department that previous data submitted did not take into account subscribers who had disconnected their services (around 5000 subscribers).

However, the revised target was computed early 2022, before the adjustment.

Thus, this is the reason for the disparity in the revised target and the outturn.
Programme Expenditure Performance Table 5 Consolidated programme expenditure performance SR'000s Programmes P2: ICT Regulatory Framework Development and Enforcement Total Economic Classification CURRENT EXPENDITURE Compensation of Employees Wages and Salaries in Cash Wages and Salaries in Kind 2021 Audited Outturn 2022 Budget Revised Budget Preliminary Outturn Variance Revised Budget to Outturn 4,070 4,070 4,070 3,870 3,870 - 6,209 6,209 5,809 5,809 4,085 4,085 29.7% 29.7% 6,209 4,292 4,292 - 5,809 3,892 3,892 - 4,085 3,590 3,590 - 29.7% 7.7% 7.7% 0.0% 57 SR'000s Use of Goods and Services Office Expenses Transportation and Travel cost Maintenance and Repairs Materials and Supplies Other Uses of Goods and Services Minor Capital Outlays CAPITAL EXPENDITURE Non-financial Assets Building and Infrastructure Machinery and Equipment Other Fixed Assets Non-produced Assets Total Justification: 2021 Audited Outturn 2022 Budget Revised Budget Preliminary Outturn Variance Revised Budget to Outturn 200 - - 55 - 96 49 - - - - - - 1,917 - 18 60 - 1,634 205 - - - - - - 1,917 - 18 60 - 1,634 205 - - - - - - 495 - - - - 429 65 - - - - - - 74.2% 0.0% 100.0% 100.0% 0.0% 73.7% 68.2% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 4,070 6,209 5,809 4,085 29.7% Overall savings observed is because all operational and administrative expenses were paid under the budget of programme 1, as it is more efficient for such expenses to be handled centrally.
Two overseas consultancy projects were planned under this programme, however only one of those is an ongoing project from previous year (Number Portability).

The other project did not materialise due to the time frame for obtaining the Quality of Service regulation to be finalized with the Attorney General’s office.

Part of the funding was reprioritised to programme 3 to fund spending for the e-passport and SeyID projects.
Programme 3: Government Process Transformation and Electronic Service Delivery Channels The purpose of the programme is to ensure that Government has access to a robust ICT infrastructure to support the delivery of its services.

This constitutes the implementation of ICT infrastructure solutions to ensure that all points of presence of Government are suitably equipped and connected in a secure manner to allow cross-organisational work processes.
Performance against Programme Strategic Objectives and Measures The table below sets out the performance of the programme against the performance measures and targets set for 2022.
Table 6 Performance measures for programme Programme: Outcome: Outcome indicator 1.Average % of public service clients making use of the electronic delivery channel option P3: Government Process Transformation and Electronic Service Delivery Channels Increased responsiveness of government services as a result of expanding the number of e- services that are available and accessible at all times 2021 Outturn Target 2022 Revised Target Outturn Explanation of Difference between Targets and Outturn 20% 30% 30% 48% More focus placed on the awareness campaign for the online services by the respective MDA 58 Contributing indicators 2021 2022 Revised Target P3: Government Process Transformation and Electronic Service Delivery Channels Outturn Outturn Target Explanation of Difference between Targets and Outturn 1.
% of main government services with electronic delivery channel 2.
% of Government points of presence connected to the EGN (Electronic Government Network) 35% 50% 45% 45% 50% 70% 100% 100% Programme Expenditure Performance Table 7 Consolidated programme expenditure performance 2021 Audited Outturn 2022 Budget Revised Budget Preliminary Outturn Variance Revised Budget to Outturn SR'000s Programmes P3: Government Process Transformation and Electronic Service Delivery Channels Total Economic Classification CURRENT EXPENDITURE Compensation of Employees Wages and Salaries in Cash Wages and Salaries in Kind Use of Goods and Services Office Expenses Transportation and Travel cost Maintenance and Repairs Materials and Supplies Other Uses of Goods and Services Minor Capital Outlays CAPITAL EXPENDITURE Non-financial Assets Building and Infrastructure Machinery and Equipment Other Fixed Assets Non-produced Assets 35,905 35,905 41,617 41,617 51,273 51,273 46,277 46,277 35,905 12,406 12,406 - 23,498 13,188 - - - 8,902 1,408 - - - - - - 41,617 14,104 14,104 - 27,513 11,700 - 1,000 - 13,283 1,530 - - - - - - 51,273 13,304 13,304 - 37,970 11,700 - 1,000 - 23,739 1,530 - - - - - - 46,277 12,738 12,738 - 33,539 10,984 - - - 18,831 3,724 - - - - - - 9.7% 9.7% 9.7% 4.3% 4.3% 0.0% 11.7% 6.1% 0.0% 100.0% 0.0% 20.7% -143.3% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 9.7% Total 35,905 41,617 51,273 46,277 59 Information Commission 1.
Summary of Preliminary Outturn SR'000s Budget Revised Budget Preliminary Outturn Compensation of Employees 2022 Use of Goods and Services Capital Variance Revised Budget to Outturn P1: Information, Management and Administration Total 2,725 2,725 2,725 2,725 2,695 2,695 1,118 1,118 1,576 1,576 - - 1.1% 1.1% 2.

Strategic Overview of Entity Mandate The Information Commission is guided by the Access to Information Act, 2018 and subsequent regulations of the Access to Information Bill, 2017 (Bill No.
4 of 2017).

It is mandated to promote the right of access to information; foster good governance; enhance transparency, accountability and integrity in public service; encourage participation of people in public affairs; and exposé corrupt practices (a key component of an open government).

Strategic Priorities in 2022 to 2024 Strategic Priorities Results Achieved (Yes/No) Programs or Sub- programs Impacted Explanation of Results for priorities not achieved 1.
Conduct sensitisation workshops in schools and public entities to raise awareness; Yes P1 Organised outreach with the post-secondary institutions, which involved participation of 118 final year students.

This was achievable through the National grant.

2.

Educate the media and legal personnel about the Access to Information (ATI) Act; Yes P1 Organised outreach with the Media Houses, through the National grant.

3.
3.

Conduct sensitisation workshops in MDAs to ensure that there is proper engagement and a monitoring process for the correct implementation of the ATI Act and to ensure that the Implementation Plan, Proactive Disclosure and other reports are submitted by public bodies; Yes P1 4.

Improve investigation and analysis of data from investigation; and Yes P1 5. Review the Access to Information Act.

No P1 The audit began in the second quarter, following the appointment of the Information Analyst/Auditor.
Compliance Audit was conducted with 15 MDAs to ensure proper monitoring and implementation.

Developed internal Standard Operational Procedures on offences and fines to improve investigation and appointment of the Analyst /Auditor has improved analysis of the data collected from investigations.

Strategic priority was not met due to staffing limitations, only 1 analyst doing compliance audit of 28 MDAs.

Developed internal Standard Operational Procedures instead.
Source: Report Strategic Priorities from PPBB Statement 2022 – 2024 published in 2022 Budget Book 60 3.
Budget Overview Consolidated Expenditure Outturn Table 1 Consolidated expenditure outturn SR'000s Programmes P1: Information, Management and Administration Total Economic Classification CURRENT EXPENDITURE Compensation of Employees Wages and Salaries in Cash Wages and Salaries in Kind Use of Goods and Services Office Expenses Transportation and Travel cost Maintenance and Repairs Materials and Supplies Other Uses of Goods and Services Minor Capital Outlays CAPITAL EXPENDITURE Non-financial Assets Building and Infrastructure Machinery and Equipment Other Fixed Assets Non-produced Assets Total Justification: 2021 Audited Outturn Budget 2022 Revised Budget Preliminary Outturn Variance Revised Budget to Outturn 2,376 2,376 2,376 931 931 - 1,445 194 10 24 3 1,111 103 - - - - - - 2,725 2,725 2,725 1,111 1,111 - 1,614 291 35 39 5 1,205 39 - - - - - - 2,725 2,725 2,725 1,111 1,111 - 1,614 291 35 39 5 1,205 39 - - - - - - 2,695 2,695 2,695 1,118 1,118 - 1,576 239 13 29 - 1,276 19 - - - - - - 2,376 2,725 2,725 2,695 1.1% 1.1% 1.1% -0.7% -0.7% 0.0% 2.3% 17.9% 64.1% 23.4% 100.0% -5.9% 50.7% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 1.1% The Information Commission with the help of its partners have been able to fully deliver timely activities as planned under the National Grant; however, more collaboration and coordination is required to effectively sustain and reach broader audiences.
From the activities, the Commission has been able to achieve key milestones in increasing sensitization and knowledge about the Access to Information through 4 face to face workshops, 3 short videos, 1 campaign, and outreach on the inner islands (Praslin and La Digue), but there are areas which could improve.

The challenge of not being able to include all Post-Secondary institutions in the outreach program due to resource limitations.

4.
4.

Programme Performance Programme 1: Information, Management and Administration The purpose of the programme is provide openness and transparency of the Access to Information and promote and govern the right to access to information.

61 Performance against Programme Strategic Objectives and Measures The table below sets out the performance of the programme against the performance measures and targets set for 2022.
Table 2 Performance measures for programme Programme: Outcome: Outcome indicator P1: Information, Management and Administration 2021 Outturn Target 2022 Revised Target Outturn Explanation of Difference between Targets and Outturn % of outreach plan for awareness raising implemented 60% 80% 80% 70% Internal communication plan was developed to ensure that that there is no significant difference between target and outturn.
Contributing indicators 2021 Outturn Target 2022 Revised Target Outturn Explanation of Difference between Targets and Outturn P1: Information, Management and Administration 1.

% of sensitisation workshops conducted in MDAs and Public 60% 80% 80% 70% Outreach sessions were conducted with the Seychelles Police Forces, Teachers, District Administrators and CEPS, National Librarian and various sectors and communities on outer island La Digue and Praslin.

2.
2.

% of media and legal personnel educated about the ATI - 80% 80% 80% Organised outreach with the Media Houses, through the National grant.

3.

% of Implementation Plan, Proactive Disclosure reports submitted by public bodies to ensure proper engagement and monitoring process in regards to the correct implementation of the Access to Information 20% 70% 70% 50% The audit began in the second quarter, following the appointment of the Information Analyst/Auditor.

62 Seychelles Media Commission 1.


Summary of Preliminary Outturn 2022 SR'000s Budget Revised Budget Preliminary Outturn Compensation of Employees P1: Media Development and Monitoring Total 2,515 2,515 2,515 2,515 2,315 2,315 1,159 1,159 2.
Strategic Overview of Entity Use of Goods and Services 1,155 1,155 Capital Variance Revised Budget to Outturn 8.0% 8.0% - - Mandate The mandate of the Seychelles Media Commission (SMC) is to preserve the freedom of the media, improve and maintain high standards of journalism in Seychelles, to require publishers of newspapers, radio and television broadcasters, news agencies and journalists to respect human dignity, freedom from discrimination on any grounds except as are necessary in a democratic society, and to maintain high standards of integrity and good taste.
Strategic Priorities in 2022 to 2024 Strategic Priorities Results Achieved (Yes/No) Programs or Sub-programs Impacted 1.

Complete the MCA, encompassing all laws in respect of media in Seychelles; 2.

Modernize the Newspaper Act with a view to decriminalize defamation No P1 No P1 Explanation of Results for priorities not achieved Following consultations, the SMC Code of Conduct has been revised and a final draft compiled, with the objective of making it law upon publication.
The revision process has been completed and will be taken to cabinet in 2023.

Capacity building of journalists did not take place in 2022, as the SMC are still in discussion phase with three different entities, namely the U.S Embassy, the Judiciary and the Disaster Risk Management Division.

Trainings are scheduled to be organized in 2023.

Source: Report Strategic Priorities from PPBB Statement 2022 – 2024 published in 2022 Budget Book 3.
Budget Overview Consolidated Expenditure Outturn Table 1 Consolidated expenditure outturn SR'000s Programmes P1: Media Development and Monitoring Total Economic Classification CURRENT EXPENDITURE Compensation of Employees Wages and Salaries in Cash Wages and Salaries in Kind 2021 Audited Outturn Budget 2022 Revised Budget Preliminary Outturn Variance Revised Budget to Outturn 2,327 2,327 2,327 1,159 1,159 - 2,515 2,515 2,515 1,159 1,159 - 2,515 2,515 2,515 1,159 1,159 - 2,315 2,315 2,315 1,159 1,159 - 8.0% 8.0% 8.0% 0.0% 0.0% 0.0% 63 SR'000s Use of Goods and Services Office Expenses Transportation and Travel cost Maintenance and Repairs Materials and Supplies Other Uses of Goods and Services Minor Capital Outlays CAPITAL EXPENDITURE Non-financial Assets Building and Infrastructure Machinery and Equipment Other Fixed Assets Non-produced Assets Total Justification: 2021 Audited Outturn Budget 2022 Revised Budget Preliminary Outturn Variance Revised Budget to Outturn 1,167 224 4 30 - 896 13 - - - - - - 1,356 274 5 67 - 1,011 - - - - - - - 1,356 274 5 67 - 1,011 - - - - - - - 1,155 219 9 25 - 902 - - - - - - - 2,327 2,515 2,515 2,315 14.8% 20.0% -95.7% 62.1% 0.0% 10.8% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 8.0% The Seychelles Media Commission have not been able to finalize the revised Code of Conduct.
Although this has been practically concluded, the document needs Cabinet approval before it can be published as a Regulation.

Once this is done, it was the intention of the Commission to publish it as a booklet for distribution to journalists and media practitioners.

The balance of funds would have been used up if we had been able to complete the task in time.

Furthermore, session of editors’ forum could not be held on account of time constraint.

4.
4.

Programme Performance Programme 1: Media Development and Monitoring The SMC delivers its mandate through the sole programme reflected above.

Performance against Programme Strategic Objectives and Measures The table below sets out the performance of the programme against the performance measures and targets set for 2022.
Table 2 Performance measures for programme Programme: Outcome: P1: Media Development and Monitoring Outcome Increase compliance of media code of conduct and policies Outcome indicator % Increase media houses in compliance with the Media Code of Conduct and Policies 2021 Outturn Target 2022 Revised Target Outturn Explanation of Difference between Targets and Outturn N/A 5% 2% 2% Target achieved 64 Contributing indicators 2021 Outturn Target 2022 Revised Target Outturn Explanation of Difference between Targets and Outturn P1: Media Development and Monitoring Revised laws approved by National Assembly N/A 1 1 - Number of capacity building organized for Journalists N/A 1 1 - The SMC Code of Conduct not been able to finalize our revised Code of Conduct.
Although this has been practically concluded, the document needs Cabinet approval before it can be published as a Regulation.

Once this is done, it was the intention of the Commission to publish it as a booklet for distribution to journalists and media practitioners.

The balance of funds would have been used up if we had been able to complete the task in time.
Media Commission Act was revised pre Covid-19, but now requires post Covid-19 due to changes in the media landscape and the digitalization of newspapers.

Newspaper Act revised in house, the document needs to be taken to VP.

Capacity building not held as discussion is still ongoing with concerned stakeholders.

Session of editors’ forum could not be held on account of time constraint.

65 Seychelles Broadcasting Corporation 1.


Summary of Preliminary Outturn SR'000s Budget Revised Budget Preliminary Outturn Compensation of Employees 2022 Use of Goods and Services P1:Governance, Management & Administration P2:Broadcasting services Total 57,424 33,138 30,198 10,148 15,250 75,306 132,731 75,306 108,444 76,933 107,131 43,617 53,764 33,317 48,566 Variance Revised Budget to Outturn 8.9% -2.2% 1.2% Capital 4,800 - 4,800 2.
Strategic Overview of Entity Mandate The mandate of the Seychelles Broadcasting Corporation (SBC) is to organise and conduct public broadcasting services in order to inform, educate and entertain the public, and to ensure an equitable representation of divergent views, as per article 168 of the Constitution.

Strategic Priorities in 2022 to 2024 Strategic Priorities 1.
Strengthen the quality and audience-appeal of SBC’s outputs by improving the quality and standards of our internal productions, developing new programme formats, repurposing the audio visual archives materials, acquiring more compelling and varied international content and commissioning more local content from outside producers.

2.
2.

Reinforce the SBC’s role in the 4th Pillar of our Democracy, and put more emphasis on our inform and educate mandates, by producing more insightful factual and current affairs programmes 3.

Improve collaboration with Civil Society Organisations, NGOs and other stakeholders, especially towards ensuring that our nation is better informed and educated on pertinent issues related to their respective mandates 4.
Pursue with SBC’s transition into the digital era, to help assure SBC’s long-term relevance, by: Rolling out an Over-The-Top (OTT) streaming and Video-Audio-on-Demand service; Digitizing SBC's Analogue Archives, supported by a modern Media Asset Management (MAM) System; Investing in modern broadcast technologies and equipment 5.
Develop, optimise and incentivise our human resources to ensure that SBC has a staff complement that is better prepared to deliver a continually improving service in the new broadcasting and multi-media landscape.

6.

Revamp and modernise the supporting infrastructure, specifically; by upgrading the SBC’s FM Transmission set-up, relocation and modernisation of the AM (Medium Wave) Radio Transmitter Infrastructure and implementing an SBC-owned communication network for delivery of its programmes.

7.
7.

Improve SBC’s funding situation, including pursuing new Revenue opportunities 8.

Reduce our Electricity costs by installing Photo-Voltaic panels at our transmission sites and on the New SBC House.

Results Achieved (Yes/No) Programs or Sub-programs Impacted Explanation of Results for priorities not achieved Ongoing P2 Ongoing Ongoing P1 P1 Ongoing P2 Ongoing P1 Ongoing Ongoing P1 P1 Contract to start the OTT project was signed in 2022 and advance payment was made.
The project to move AM network on FM has been completed for all sites No P1/P2 SBC House not yet completed 66 Strategic Priorities Results Achieved (Yes/No) Programs or Sub-programs Impacted Explanation of Results for priorities not achieved 9.
Proactive oversight of the completion of the new SBC Broadcast House project, including making sure that risks identified, especially in the MEP (Machinery, Electrical, Plumbing) schedules, are adequately mitigated and finishing works are to acceptable standards, ensuring a workplace and facilities that are fit for purpose and future-proofed.

Ongoing P1/P2 10.

A well-organized and cost-effective transition to the New SBC House.
No P1 SBC House not yet completed Source: Report Strategic Priorities from PPBB Statement 2022 – 2024 published in 2022 Budget Book 3.
Budget Overview Consolidated Expenditure Outturn Table 1 Consolidated expenditure outturn 2021 Audited Outturn Budget 2022 Revised Budget Preliminary Outturn Variance Revised Budget to Outturn SR'000s Programmes P1:Governance, Management & Administration P2:Broadcasting services Total Economic Classification CURRENT EXPENDITURE Compensation of Employees Wages and Salaries in Cash Wages and Salaries in Kind Use of Goods and Services Office Expenses Transportation and Travel cost Maintenance and Repairs Materials and Supplies Other Uses of Goods and Services Minor Capital Outlays CAPITAL EXPENDITURE Non-financial Assets Building and Infrastructure Machinery and Equipment Other Fixed Assets Non-produced Assets 25,505 67,398 92,903 57,424 75,306 132,731 33,138 75,306 108,444 30,198 76,933 107,131 92,854 58,507 58,507 8 34,347 11,964 1,893 2,109 362 12,564 5,447 49 49 49 - - - 101,644 56,986 56,986 120 44,658 12,358 1,735 2,237 575 10,566 17,066 31,087 31,087 31,087 - - - 101,644 56,986 56,986 120 44,658 12,358 1,735 2,237 575 10,566 17,066 6,800 6,800 6,800 - - - 102,331 53,764 53,764 122 48,566 13,534 2,172 2,113 485 11,073 19,067 4,800 4,800 4,800 - - - 8.9% -2.2% 1.2% -0.7% 5.7% 5.7% -1.7% -8.8% -9.5% -25.1% 5.5% 15.7% -4.8% -11.7% 29.4% 29.4% 29.4% 0.0% 0.0% 0.0% 1.2% Total 92,903 132,731 108,444 107,131 4.
Programme Performance Programme 1: Governance, Management and Administration The purpose of the programme is to ensure good governance in accordance with the SBC Act and the laws of Seychelles.
67 The programme comprises the following sub-programmes:  Sub-programme 1 Finance, Administration and Human Resources: Manages financial resources according to accounting standards, and provides administrative and human resources support; and  Sub-programme 2 Sales and Marketing: Generates and collects revenue and provides support for public and stakeholder relations, international relations, communications and multimedia.
Performance against Programme Strategic Objectives and Measures The table below sets out the performance of the programme against the performance measures and targets set for 2022.
Table 2 Performance measures for programme Programme: Outcome: P1:Governance, Management & Administration Increase in the Commercial Sales Revenue Outcome indicator 2021 Outturn Target 2022 Revised Target Outturn Explanation of Difference between Targets and Outturn SP2:Sales and Marketing Annual Total Sales Revenue 10,047,395 14,600,000 11,809,000 13,996,000 Programme Expenditure Performance Table 3 Consolidated programme expenditure performance Circa SR14million in revenue is a commendable achievement, considering that businesses were still struggling to recover from the Covid-19 pandemic.
SR'000s Programmes SP1:Finance, Administration and Human Resources SP2:Sales and Marketing Total Economic Classification CURRENT EXPENDITURE Compensation of Employees Wages and Salaries in Cash Wages and Salaries in Kind Use of Goods and Services Office Expenses Transportation and Travel cost Maintenance and Repairs Materials and Supplies Other Uses of Goods and Services Minor Capital Outlays CAPITAL EXPENDITURE Non-financial Assets Building and Infrastructure Machinery and Equipment Other Fixed Assets Non-produced Assets 2021 Audited Outturn Budget 2022 Revised Budget Preliminary Outturn Variance Revised Budget to Outturn 23,413 2,092 25,505 25,456 11,667 11,667 8 13,789 9,266 311 107 55 4,042 - 49 49 49 - - - 55,284 2,140 57,424 26,338 11,506 11,506 120 14,832 9,314 180 416 170 4,631 - 31,087 31,087 31,087 - - - 30,997 2,140 33,138 26,338 11,506 11,506 120 14,832 9,314 180 416 170 4,631 - 6,800 6,800 6,800 - - - 28,070 2,128 30,198 25,398 10,148 10,148 122 15,250 10,339 276 364 170 3,978 - 4,800 4,800 4,800 - - - 9.4% 0.6% 8.9% 3.6% 11.8% 11.8% -1.7% -2.8% -11.0% -53.2% 12.5% 0.0% 14.1% 0.0% 29.4% 29.4% 29.4% 0.0% 0.0% 0.0% Total 25,505 57,424 33,138 30,198 8.9% 68 Programme 2: Broadcasting Services The purpose of the programme is to use technology to provide high quality broadcast news, programmes and services on radio, television, online and through emerging media.
The programme comprises the following sub-programmes:  Sub-programme 1 News, Current Affairs and Sports: Produces news and current affairs programmes for information and education.
 Sub-programme 2 TV and Radio Programmes: Provides and produces programmes for information, education and entertainment; researches and develops new formats; preserves audio and video heritage; sources and procures content, scheduling and transmission of programmes; and  Sub-programme 3 Technology and Technical Services: Provides comprehensive broadcast coverage through the choice of appropriate technology and the best utilisation of broadcast frequencies available; ensures high quality reception; and promotes research and development in order to ensure 79 that radio and television broadcast technology are constantly updated.
Will henceforth support delivery of programmes onto the multi-media platform.

Performance against Programme Strategic Objectives and Measures The table below sets out the performance of the programme against the performance measures and targets set for 2021.
Table 4 Performance measures for programme Programme: Outcome: P2:Broadcasting services Improved public and stakeholders perception of SBC services 2022 2021 Outcome indicator Outturn Target Revised Target Outturn Explanation of Difference between Targets and Outturn 1.

% increase of average positive indicators from Audience Survey N/A 2021 Contributing indicators Outturn Target 5% 5% - Audience Survey for 2022 has been deferred to first quarter of 2023.
2022 Revised Target Outturn Explanation of Difference between Targets and Outturn 1.

Types of current affairs programmes on TV from Newsroom.

(Not including Newscasts) (On average per month) 2.

Number of live local sports programmes on TV (On average per month) 1.

Number of local TV programmes produced internally 2.

Number of local TV programmes commissioned externally 3.
Total minutes of locally produced TV programmes broadcasted as first run on SBC1 (Annually SP1:News Current Affairs and Sports 7 0.7 4 3 4 3 4 3 SBC have been able to meet our tight target of producing an average of 4 current affairs programmes on TV per month.

To be able to do achieve this, they made the most of News Extra programme to provide more information to the public.

SBC also met their local live sports programmes on TV, airing the different matches/ sports-related events that were happening.
SP2:TV and Radio programmes 28 25 25 18 There were 5 programmes on the list that did not make it on air (did not record or was not to standard to start airing) N/A 10 10 13 Delivered above target.

11,530 14,000 14,000 7,665 The number of minutes is below target due to internally produced programmes that were not produced or aired as per plan for 2022.
69 Outcome indicator 2021 Outturn Target 2022 Revised Target Outturn SP3:Technology and Technical Services Explanation of Difference between Targets and Outturn 1.

Number of Radio Apps subscribers (Radyo Sesel & Paradise FM combined) 16,000 18,000 18,000 19,325 2.
Number of paying subscribers for our Audio-on-Demand platform (Leko) - 2090 2090 454 Programme Expenditure Performance Table 5 Consolidated programme expenditure performance Ran several marketing campaigns to increase radio App downloads and user registrations.

The launch of Leko (the audio-on-demand service) at the end of May required users to register to access the service.
Increased frequency of radio apps promos in advert slots on television and radio which contributed to increasing the Apps’ visibility.

The figure accounts for the difference between the sum of new monthly subscriptions for the period May/June to December 2022 and the sum of monthly cancellations on Google during that same period.

(Apple does not provide cancellation figures for the specified period).

The total revenue collected during that period is $11,677.86.
The low uptake in subscriptions can be attributed to insufficient awareness about the service; high data costs in Seychelles and several functionality issues on the App.
SR'000s Programmes SP1:News Current Affairs and Sports SP2:TV and Radio programmes SP3:Technology and Technical Services Total Economic Classification CURRENT EXPENDITURE Compensation of Employees Wages and Salaries in Cash Wages and Salaries in Kind Use of Goods and Services Office Expenses Transportation and Travel cost Maintenance and Repairs Materials and Supplies Other Uses of Goods and Services Minor Capital Outlays CAPITAL EXPENDITURE Non-financial Assets Building and Infrastructure Machinery and Equipment Other Fixed Assets Non-produced Assets 2021 Audited Outturn Budget 2022 Revised Budget Preliminary Outturn Variance Revised Budget to Outturn 9,957 22,565 34,876 67,398 67,398 46,840 46,840 - 20,558 2,699 1,582 2,002 306 8,522 5,447 - - - - - - 10,370 20,439 44,497 75,306 75,306 45,480 45,480 - 29,826 3,043 1,555 1,821 405 5,936 17,066 - - - - - - 10,370 20,439 44,497 75,306 75,306 45,480 45,480 - 29,826 3,043 1,555 1,821 405 5,936 17,066 - - - - - - 9,972 21,430 45,531 76,933 76,933 43,617 43,617 - 33,317 3,195 1,896 1,749 315 7,095 19,067 - - - - - - 3.8% -4.8% -2.3% -2.2% -2.2% 4.1% 4.1% 0.0% -11.7% -5.0% -21.9% 4.0% 22.3% -19.5% -11.7% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% Total 67,398 75,306 75,306 76,933 -2.2% 70 DESIGNATED MINISTER PORTFOLIO 71 Department of Fisheries 1.
Summary of Preliminary Outturn SR'000s Budget Revised Budget Preliminary Outturn Compensation of Employees 2022 P1: Fisheries Policy and Development Total 10,622 10,622 10,622 10,622 10,143 10,143 4,073 4,073 2.
Strategic Overview of Entity Use of Goods and Services 6,070 6,070 Capital - - Variance Revised Budget to Outturn 4.5% 4.5% Mandate The mandate of the Department of Fisheries is to provide a conducive policy and legal environment to ensure sustainable fisheries based on the eco-system approach, facilitate appropriate physical infrastructure and institutional framework to allow private investment with the increase of Seychellois participation in the sector, and facilitate operations towards increasing value-addition aimed for export and as a means of national food and nutrition security and gains along the value-chain, whilst achieving sustainable transformation and diversification of the sector to increase fisheries contribution to the Gross Domestic Product (GDP).
Explanation of Results for priorities not achieved Partly achieved.

The assessment has been undertaken on the latent capacity.

The issue will be addressed from the results of the Tuna Development and Management Plan.

The latent capacity is as a result of non- operational vessels.

Partly achieved.

The work is ongoing.

Land has been surveyed and allocated; the Environmental Social Impact Assessment has been conducted.

The design and financing for the waste water treatment plant.
Financing of road and utilities for the fish processing zone.

Part of the development for the transformation of fisheries sector is investment led.
Strategic Priorities in 2022 to 2024 Strategic Priorities 1.Address the issue of latent capacity in the semi-industrial fishery in order to meet the processing capacity need of the sector to generate additional foreign exchange; 2.Transform the fisheries sector from a fishing economy (primary) to a processing based (secondary) economy; Results Achieved (Yes/No) Programs or Sub- programs Impacted No P1.2 3.Encourage and facilitate investment in Aquaculture in order to develop it into a new sector of diversification for the economy; 4.Develop a marketing strategy including the setting up of a Marketing Unit at the Department of Fisheries to boost export of fish and fish products; 5.Continue to implement policy objectives of the Fisheries Policy 2019 and report on the status of implementation; and 6.Continue to guarantee allocation of fishing opportunities for our local fleet within IOTC.
No P1.2 Yes P1.2 Yes P1.2 Yes P1.2 Yes P1.2 Source: Report Strategic Priorities from PPBB Statement 2022 – 2024 published in 2022 Budget Book 72 Justification: Following the launch of the Aquaculture sector in October 2021, seven licences have been issued so far of which one is for production of prawns which has started, and one for sea cucumber, while the others are research and development related.
In order to assist in boosting the export potential of fish and products, a marketing strategy has been developed and the respective unit within the department of fisheries created.

Furthermore, through our active engagement and negotiation in Indian Ocean Tuna Commission the fishing opportunities for our local fleet has been maintained, despite the ever increasing lobbying against purse seine fishing countries.
As for the current Fisheries Policy which is in its fifth year of implementation, in order to keep abreast of development in the sector, the same is being reviewed.

An independent assessment has been commissioned to identify the issue of latent fishing capacity in the semi- industrial sub-sector which complementary to the tuna development and management plan which is underway will provide guidance to government on the management of this sub-sector.
In the process of transforming the fisheries economy towards more value-addition, land at the designated fish processing zone on Ile Du Port has been surveyed, allocated and a blanket environmental and social impact assessment has been undertaken for the zone.

The major constrain if financing and operationalisation of a central waste water treatment plant for the zone, and financing for the road network and utility service.

3.
Budget Overview Consolidated Expenditure Outturn Table 1 Consolidated expenditure outturn 2021 Audited Outturn Budget 2022 Revised Budget Preliminary Outturn Variance Revised Budget to Outturn R'000s Programmes P1: Fisheries Policy and Development Total Economic Classification CURRENT EXPENDITURE Compensation of Employees Wages and Salaries in Cash Wages and Salaries in Kind Use of Goods and Services Office Expenses Transportation and Travel cost Maintenance and Repairs Materials and Supplies Other Uses of Goods and Services Minor Capital Outlays CAPITAL EXPENDITURE Non-financial Assets Building and Infrastructure Machinery and Equipment Other Fixed Assets Non-produced Assets 9,320 9,320 9,320 4,185 4,185 13 5,135 454 95 82 - 4,465 28 - - - - - - 10,622 10,622 10,622 4,145 4,145 48 6,477 757 199 87 1 5,348 38 - - - - - - 10,622 10,622 10,622 4,145 4,145 48 6,477 757 199 87 1 5,348 38 - - - - - - 10,143 10,143 10,143 4,073 4,073 48 6,070 554 250 - - 5,032 186 - - - - - - 4.5% 4.5% 4.5% 1.7% 1.7% 0.0% 6.3% 26.9% -26.1% 100.0% 100.0% 5.9% -389.5% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 4.5% Total 9,320 10,622 10,622 10,143 73 4.
Programme Performance Programme 1: Fisheries Policy and Development The purpose of the programme is to ensure an effective policy and legal environment as well as facilitate appropriate physical infrastructure and institutional framework, with improved value chain for fisheries in order to attract investment and facilitate operations in the sector towards a better national food and nutrition security status, greater income and better livelihoods, and a larger contribution to the Gross Domestic Product (GDP).
The programme comprises the following sub-programmes:  Sub-programme 1 Ministerial Support Services: Ensures the availability of appropriate resources to ensure the achievement of the Minister’s mandate and associated responsibilities; and  Sub-programme 2 Fisheries Development: Develops, reviews or replaces obsolete policies within the fisheries sector.
Alongside this, develops projects aimed at providing support to policy implementation, mobilises resources for these projects, provides awareness and communication about activities in the sector and maintains a comprehensive participatory monitoring and evaluation framework for tracking progress in the sector.

Performance against Programme Strategic Objectives and Measures The table below sets out the performance of the programme against the performance measures and targets set for 2022.
Table 2 Performance measures for programme Programme: Outcome: Outcome indicator 1.

% of policy objectives implemented 2.

Number of strategic actions implemented within the Fisheries Comprehensive Plan 3.

% of activities implemented under the EU Seychelles Fisheries Partnership Agreement sectoral support funds 4.
% of Fisheries GDP contribution towards the economy based on the Fisheries satellite account P1: Fisheries Policy and Development 2021 Outturn Target 2022 Revised Target Outturn 23% 26% 30% 35% 51% 100% Review Plan 100% Review Plan 100% Explanation of Difference between Targets and Outturn Effective role out of programmes and projects through expedited use of donor funds Completed timeframe for the implementation of the Fisheries comprehensive plan.
Provisions of the FCP will be integrated in the revised Fisheries Policy and revised Fisheries Act.

79% 75% 80% 79% 79% as at October 2022 25% 26% 26% NA Data is still being captured.
74 Programme Expenditure Performance Table 3 Consolidated programme expenditure performance SR'000s Programmes SP1:Ministerial Support Services SP2:Fisheries Development Total Economic Classification CURRENT EXPENDITURE Compensation of Employees Wages and Salaries in Cash Wages and Salaries in Kind Use of Goods and Services Office Expenses Transportation and Travel cost Maintenance and Repairs Materials and Supplies Other Uses of Goods and Services Minor Capital Outlays CAPITAL EXPENDITURE Non-financial Assets Building and Infrastructure Machinery and Equipment Other Fixed Assets Non-produced Assets 2021 Audited Outturn 2022 Budget Revised Budget Preliminary Outturn Variance Revised Budget to Outturn 2,533 6,787 9,320 9,320 4,185 4,185 13 5,135 454 95 82 - 4,465 28 - - - - - - 3,034 7,588 10,622 10,622 4,145 4,145 48 6,477 757 199 87 1 5,348 38 - - - - - - 3,034 7,588 10,622 10,622 4,145 4,145 48 6,477 757 199 87 1 5,348 38 - - - - - - 2,973 7,171 10,143 10,143 4,073 4,073 48 6,070 554 250 - - 5,032 186 - - - - - - 2.0% 5.5% 4.5% 4.5% 1.7% 1.7% 0.0% 6.3% 26.9% -26.1% 100.0% 100.0% 5.9% -389.5% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% Total 9,320 10,622 10,622 10,143 4.5% 75 Department of Blue Economy 1.
Summary of Preliminary Outturn SR'000s Budget Revised Budget Preliminary Outturn Compensation of Employees 2022 P1:Coordination of Blue Economy Development Total 97,444 97,444 92,395 92,395 74,554 74,554 4,069 4,069 Use of Goods and Services 3,137 3,137 Capital 67,348 67,348 Variance Revised Budget to Outturn 19.3% 19.3% 2.
Strategic Overview of Entity Mandate The mandate of the Department of the Blue Economy is to provide strategic direction and co-ordination in the Blue Economy’s implementation, as part of the continued sustainable development of Seychelles.
Explanation of Results for priorities not achieved Strategic Priorities in 2022 to 2024 Strategic Priorities Diversify the Seychelles’ economy through the reinforcement of existing/traditional sectors and the exploration and subsequent development of emerging/new sectors in the blue economy; Provide efficient blue economy programme management to improve service delivery in ensuring a healthy equilibrium between environmental conservation and socio-economic development; Explore and create enablers or enabling/conducive environment for the development of Seychelles’ blue economy, such as through the mobilisation of resources to fund and technically support the blue economy agenda, and the enhancement of education and sensitisation on the concept of the Blue Economy to raise awareness on the simultaneous benefits of the oceans to natural ecosystems, national economies and societies; Ensure progress with our maritime delimitation and manage projects and endeavours; Facilitate and promote investment, innovation, and economic opportunities within all of Seychelles’ areas of national jurisdiction (i.e.
within the Exclusive Economic Zone and Extended Continental Shelf); Promote and integrate of the circular economy in the local business models; Address the knowledge gaps in blue-economy related matters through multi-disciplinary research fields, such as Marine Scientific research, and Social Science research; Strengthen partnerships with stakeholders and increase community buy-ins; Results Achieved (Yes/No) Programs or Sub- programs Impacted Yes P1.1 Yes P1.1 Yes P1.1 Yes P1.2 Yes P1.2 Yes P1.1 Yes P1.1 Yes P1.1 76 Explanation of Results for priorities not achieved Strategic Priorities Exercise good links and explore avenues for prospective collaborations with Regional Economic Communities and other international bodies and partners; Deliver on the Department’s international commitments, such as those in line with the United Nations Decade of Ocean Science; and Develop and maintain a positive public image for the Department through exemplary conduct, and active and proper representation at both the national and international levels.
Results Achieved (Yes/No) Programs or Sub- programs Impacted Yes P1.1 Yes P1.1 Yes P1.1 Source: Report Strategic Priorities from PPBB Statement 2022 – 2024 published in 2022 Budget Book Justification: Coordinated Blue economy programme effectively, especially through proper consultation and regular follow up with relevant partners and stakeholders.

Results have been significantly achieved for all 11 strategic priorities.

For e.g.
For e.g.

 funding for the development of new emerging sectors, particularly the circular economy and marine biotechnology have been received from International Cooperating Partners (ICPs), and project implementation is on track; sensitization and awareness campaigns have been launched in schools nationwide;   BE’s communication plan has been finalized and implementation has started;  initial talks with Madagascar to engage in boundary negotiation have been undertaken.
In terms of challenges faced while delivering its role, the Department has mainly a coordinating role and implementation and deliverables under a number of objectives are dependent on other stakeholders/implementers.

Moreover, we also faced challenges to meet some international expectations as our role as the African Union’s blue economy champion entails financial obligations and resources that our current budget falls short of.

3.
Budget Overview Consolidated Expenditure Outturn Table 1 Consolidated expenditure outturn R'000s 2021 Audited Outturn Budget 2022 Revised Budget Preliminary Outturn Variance Revised Budget to Outturn Programmes P1:Coordination of Blue Economy Development Total 67,589 67,589 97,444 97,444 92,395 92,395 74,554 74,554 19.3% 19.3% Economic Classification CURRENT EXPENDITURE Compensation of Employees Wages and Salaries in Cash Wages and Salaries in Kind 6,505 3,549 3,549 - 7,278 4,362 4,362 - 7,481 4,362 4,362 - 7,206 4,069 4,069 - 3.7% 6.7% 6.7% 0.0% 77 R'000s Use of Goods and Services Office Expenses Transportation and Travel cost Maintenance and Repairs Materials and Supplies Other Uses of Goods and Services Minor Capital Outlays CAPITAL EXPENDITURE Non-financial Assets Building and Infrastructure Machinery and Equipment Other Fixed Assets Non-produced Assets Total Justification: 2021 Audited Outturn 2022 Revised Budget Preliminary Outturn Budget 2,956 770 670 14 - 1,362 140 61,084 61,084 - - - 61,084 2,917 775 163 32 5 1,713 228 90,165 90,165 - - - 90,165 3,120 775 163 32 5 1,916 228 84,914 84,914 - - - 84,914 3,137 792 594 14 - 1,520 217 67,348 67,348 - - - 67,348 Variance Revised Budget to Outturn -0.6% -2.2% -264.5% 56.8% 100.0% 20.7% 4.9% 20.7% 20.7% 0.0% 0.0% 0.0% 20.7% 67,589 97,444 92,395 74,554 19.3% Achievements are link largely to ongoing programmes that have managed to remain on track despite limitations in terms of existing number of staff; leading to a situation whereby current human (and also
 financial and technological) capacity is struggling to keep up with rising expectations and Seychelles’ international commitments as a Blue Economy pioneer.
Secured financial support worth of 700,000 USD for the development of the circular economy sector.

Revised baselines and exclusive economic zone (EEZ) and established the outer limit of the territorial sea (TS) and contiguous zone (CZ) in accordance with provisions under UNCLOS.
Secured 60,000 USD for the integration of Ocean literacy in the Science curriculum at the Secondary level, to develop curriculum objectives that will allow learners to become ocean literate and build better connections to the ocean and surrounding coastlines.

Secured the following financial, technical resources and specialized equipment to enhance the management of the Joint Management Area (JMA): - 30,000 USD with the UNDP for the purchasing of surveillance equipment to enhance maritime security.
- High tech I.T equipment from UNDP to process and store marine data, namely I.T workstation worth of 19,708 USD, a data server, and visio-conferencing equipment.

Collaborated with the EU to host the BlueInvest Africa event in Seychelles, for the first time outside of Europe; Coordinated and facilitated the Monaco Research Expedition and the maiden visit of the Prince of Monaco.
Seychelles participated and manned a ‘blue’ pavilion in EXPO2020 from October 2021-March 2022, whereby Seychelles won a Blue Economy-related award.

Launched and completed Blue Economy sensitization campaigns in all state secondary schools on Mahé, all state schools on Praslin and La Digue, and in two private schools.

4.
4.

Programme Performance Programme 1: Coordination of Blue Economy Development The purpose of the programme is to provide strategic direction and co-ordination in the Blue Economy’s implementation, as part of the continued sustainable development of Seychelles.
78 The programme comprises the following sub-programmes:  Sub Programme 1 Policy, Planning and Research Monitoring: Responsible for setting up and implementing a streamlined, holistic government approach to governance arrangements for Blue Economy’s implementation.
Specific tasks include engaging in planning and programme development; advocacy for innovative financing for achieving blue growth; monitoring and evaluation of relevant blue economy initiatives; programmes and projects that support the development and the co-ordination of the Blue Economy; providing guidance to Government on the sustainable development of the Blue Economy through research, formulation of policies and strategic plans; promoting and providing assistance to industries that support the blue economy; advocacy for research and development in the sustainable development of existing sectors; the development of a comprehensive information system in support of the activities and programmes pertaining to the Blue Economy; and  Sub Programme 2 Maritime Boundary Delimitation: Manages those areas over which Seychelles exercise sovereign rights.
Specific responsibilities include: delivery of commitments and tasks pertaining to the joint management of the Mascarene Plateau region that is shared jointly with Mauritius; the sustainable use and access of natural resources in the Northern Plateau; leading the extensive technical work needed to build and defend our submission for the claim of an extended continental shelf in the Aldabra Island Region; overseeing data management policies for all marine related data acquired within the Seychelles Exclusive Economic Zone (EEZ); assisting in maritime security policies/matters that fall within the EEZ; maintenance of boundary beacons that mark the physical limits of the country’s territory within the provisions of international law; and handling Marine Spatial Planning related issues.
Performance against Programme Strategic Objectives and Measures The table below sets out the performance of the programme against the performance measures and targets set for 2022.
Table 2 Performance measures for programme Programme: Outcome: Contributing indicators 1 % increase of stakeholders that have obtained knowledge on the benefits and the development opportunities in the blue economy; and increased awareness on the need to protect Seychelles' marine coastal assets and resources; 2 % increase in the number of MOUs, agreements with partners, stakeholders, countries, and organisations; 3 % increase of the blue economy related investment per year facilitate or assisted by the Blue Economy Department P1:Coordination of Blue Economy Development Sustainable and efficient use of the Blue Economy contributes to socio-economic development of the Seychelles 2021 Outturn Target 2022 Revised Target Outturn Explanation of Difference between Targets and Outturn SP1:Policy, Planning and Research Monitoring 75% 85% 85% 87% 2% increase due to expo 2020, Blue Invest and the ocean science education in local Secondary schools 75% 90% 90% 90% Target achieved 70% 80% 80% 85% 5% increase due to investment promotion program conducted during the 2021 and 2022, such as expo 2020 and blue invest 2022.
79 Contributing indicators 2021 Outturn Target 2022 Revised Target Outturn Explanation of Difference between Targets and Outturn SP2:.Maritime Boundary Delimitation 1.

Increase in number of opportunities for requests and scientific research in our maritime spaces 2.

% increase in investment in our maritime spaces 3.

Increase in number of activities and engagements to manage Seychelles international maritime spaces.
2 5 5 2 Given financial constraints, only Monaco expedition and Adamantine were able to conduct scientific research in our maritime spaces 30% 60% 60% 60% Target achieved 2 5 5 5 Target achieved Programme Expenditure Performance Table 3 Consolidated programme expenditure performance SR'000s 2021 Audited Outturn Budget 2022 Revised Budget Preliminary Outturn Variance Revised Budget to Outturn Programmes SP1:Policy, Planning and Research Monitoring SP2:.Maritime Boundary Delimitation Total Economic Classification CURRENT EXPENDITURE Compensation of Employees Wages and Salaries in Cash Wages and Salaries in Kind Use of Goods and Services Office Expenses Transportation and Travel cost Maintenance and Repairs Materials and Supplies Other Uses of Goods and Services Minor Capital Outlays CAPITAL EXPENDITURE Non-financial Assets Building and Infrastructure Machinery and Equipment Other Fixed Assets Non-produced Assets Total Justification: 4,334 63,255 67,589 6,505 3,549 3,549 - 2,956 770 670 14 - 1,362 140 61,084 61,084 - - - 61,084 4,686 92,758 97,444 7,278 4,362 4,362 - 2,917 775 163 32 5 1,713 228 90,165 90,165 - - - 90,165 4,889 87,506 92,395 7,481 4,362 4,362 - 3,120 775 163 32 5 1,916 228 84,914 84,914 - - - 84,914 4,569 69,985 74,554 7,206 4,069 4,069 - 3,137 792 594 14 - 1,520 217 67,348 67,348 - - - 67,348 6.5% 20.0% 19.3% 3.7% 6.7% 6.7% 0.0% -0.6% -2.2% -264.5% 56.8% 100.0% 20.7% 4.9% 20.7% 20.7% 0.0% 0.0% 0.0% 20.7% 67,589 97,444 92,395 74,554 19.3% The department reprioritized savings to ensure the presence
 of Seychelles at overseas mission and conferences in line with building capacity for the blue economy employees in the sector and to engage in 80 different negotiations (JMA).
The budget allocated for the Designated Authority in Seychelles was unused due to the delay and challenges as Mauritius failed to appoint a Chief Executive Officer.

The delay in fund disbursement across various projects such as SWIOfish3 and the African Development Bank Marine Biotech projects, which emanate from a number of factors such as infrastructural limitations and consultant-related challenges hence not all projects were completed in 2022.
81 CONSTITUTIONALLY APPOINTED AUTHORITIES PORTFOLIO 82 The Judiciary 1.

Summary of Preliminary Outturn SR'000s Budget Revised Budget Preliminary Outturn 2022 Compensatio n of Employees Use of Goods and Services Capital P1:Governance, Management & Administration P2:Court Management Total 45,563 45,563 31,611 77,174 40,994 86,558 47,415 42,892 90,307 13,492 31,906 2,017 21,778 35,269 8,068 39,975 13,046 15,063 Variance Revised Budget to Outturn -4.1% -4.6% -4.3% 2.
Strategic Overview of Entity Mandate The mandate of the Judiciary is to maintain and administer courts through the Court of Appeal, the Supreme Court, Magistrates’ Courts and the Tribunals.

It provides transparent, independent and user-friendly courts and tribunals to ensure access to justice for all court users in Seychelles.
Strategic Priorities in 2021 to 2023 Strategic Priorities Results Achieved (Yes/No) Programs or Sub-programs Impacted Manage the case load and streamline case administration in order to dispose of cases efficiently.

No P2 Revamp the current Legal Aid Scheme; No P2 Engage local partners to develop and maintain excellent working relationships; Yes P1 Explanation of Results for priorities not achieved With the approval of MOF, Judiciary was able to enge in the restructuring of the Magistrate Court.
In line with this, new members were welcomed to the Magistracy along with their individual team of support staff.

This has helped in the endeavor for better management of caseloads so that officers are able to discharge their functions effectively and in a timely manner.

Whilst satisfied with the progress made, judiciary is still a long way from the Goal post.

Many challenges are still being faced one of which is the lack of local lawyers in Seychelles.

This objective has not been fully achieved.


It comprises of two component creating a data base which has been completed.

For 2022 the target was to put emphasis on developing the payment part of the scheme.

It is a time consuming endeavor however management in order to work out the rules was done and now the focus will be to focus on the legal aid act itself.
The Judiciary has, in the past year, strengthened its engagement with its stakeholders, including the Bar Association, the Police, Prisons, Government Ministries, Departments and Agencies (MDA), as well as other civil society stakeholders.

This is in recognition that transparency and feedback are critical factors in ensuring the efficiency and accessibility of the Judiciary and the judicial system.
In fulfilling Judiciary’’s constitutional objective of ensuring an independent, impartial and efficient Judiciary, challenges continue to be thrown up in differing forms and at different times.

83 Strategic Priorities Results Achieved (Yes/No) Programs or Sub-programs Impacted Upgrade existing infrastructure to improve service delivery; and Yes P1 Upgrade and maintain fleet to improve transport facilities, hence maintain cost effectiveness.
No P1 & P2 Explanation of Results for priorities not achieved The past year has witnessed the extensive renovation of the Palais de Justice, Magistrates Court and Supreme Court Annex buildings.

These include internal and external renovations and repainting of the court rooms and the buildings, installation of bird spikes on the ledges, internal painting and tiling in the court rooms.
The Judiciary’s landscape is undergoing beautification with the introduction of external and internal flora and greenery, as well as ornamentation of the buildings.

The buildings have been adorned with signage to assist court users in locating the different areas within the premises, while the gates into the premises have been fully automated.

From savings under the 2021 budget a new car was acquired for the Chief Justice and the hired vehicle returned.
Savings were utilized for rental of Justice Andre whose car has been in the garage for a few months now.

In addition, there are two Non-residential Justices of Appeal who will come to Seychelles for the August and December sessions.

we did not receive funding under our 2022 budget to cater for purchase of urgently needed new vehicles both for Judicial Officers and Administration.

Source: Report Strategic Priorities from PPBB Statement 2021 – 2023 published in 2021 Budget Book 1 3.
Budget Overview Receipts Outturn Table 1 Receipts outturn SR'000s Receipts transferred to Consolidated Fund Court fees and Fines Attorney Licence Fees Rental of Canteen Sale of SLR (Seychelles Law Review) Total Justification: 2021 Audited Outturn 19,823 19,638 185 2022 Revised Budget 19,334 19,139 195 60 Budget 19,334 19,139 195 60 19,823 19,334 19,334 Preliminary Outturn Variance Revised Budget to Outturn 23,593 23,378 215 66 - 23,593 22.0% 22.2% 10.0% 10.0% 0.0% 22.0% Employment Tribunal – The increase represent several fines imposed by the Employment Tribunal on employers who have been found guilty of breaching any employment regulations and a time frame is given for payment of fine.
These fees are ad-hoc thus we cannot make a provision for them.

Magistrates Court - The increase is reflecting the review of Court Fees and Costs Act resulting in the increase of actual collection for all fees.

Due to the Covid-19 restrictions, the Judiciary was unable to fully benefit from revised fees.

In addition, from February, motorists breaking traffic Regulations are faced with heftier fines.
Offences that used to cost SCR 200, such as parking on the pavement, has increase to SCR 500 and offences like using a mobile phone while driving, not wearing a seatbelt and playing loud music will result in a SCR 1,000 fine.
Rental of Canteen - Upon renewal of the rent contract, the monthly rent was revised to SCR 6,000.00 rather than SCR5,000.00 84 Consolidated Expenditure Outturn Table 2 Consolidated expenditure outturn R'000s 2021 Audited Outturn 2022 Budget Revised Budget Preliminary Outturn Variance Revised Budget to Outturn Programmes P1:Governance, Management and Administration P2:Court Management Total Economic Classification CURRENT EXPENDITURE Compensation of Employees Wages and Salaries in Cash Wages and Salaries in Kind Use of Goods and Services Office Expenses Transportation and Travel cost Maintenance and Repairs Materials and Supplies Other Uses of Goods and Services Minor Capital Outlays CAPITAL EXPENDITURE Non-financial Assets Building and Infrastructure Machinery and Equipment Other Fixed Assets Non-produced Assets 43,346 34,296 77,642 70,662 34,748 34,748 6,061 35,914 7,433 2,248 1,839 101 17,233 1,000 6,980 6,980 2,277 - - 4,702 45,563 31,611 77,174 75,674 35,809 35,809 6,427 39,866 7,945 2,561 2,087 120 19,978 747 1,500 1,500 1,500 - - - 45,563 40,994 86,558 75,781 35,916 35,916 6,427 39,866 7,945 2,561 2,087 120 19,978 747 10,776 10,776 10,776 - - - 47,415 42,892 90,307 -4.1% -4.6% -4.3% 75,244 35,269 35,269 6,427 39,975 7,944 2,553 2,095 120 19,978 857 0.7% 1.8% 1.8% 0.0% -0.3% 0.0% 0.3% -0.4% 0.0% 0.0% -14.7% 15,063 -39.8% 15,063 13,046 - - 2,017 -39.8% -21.1% 0.0% 0.0% 0.0% Total 77,642 77,174 86,558 90,307 -4.3% 4.
Programme Performance Programme 1: Governance, Management and Administration The purpose of the programme is to effectively and competently administer justice in accordance with the Constitution and the Laws of Seychelles, in an impartial and independent manner.
The programme comprises the following sub-programmes:  Sub-programme 1 Secretariat of the Chief Justice: Ensures adequate support to the Chief Justice for the effective and efficient administration of justice, formulation of policies and management of strategies; and  Sub-programme 2 Secretariat of the Registrar: Ensures improvement in the court administration system by putting in place better court processes, ensuring transparency, efficiency and consistency.
85 Performance against Programme Strategic Objectives and Measures The table below sets out the performance of the programme against the performance measures and targets set for 2022.
Programme Expenditure Performance Table 3 Consolidated programme expenditure performance SR'000s Programmes SP1:Secretariat of the Chief Justice SP2:Secretariat of the Registrar Total Economic Classification CURRENT EXPENDITURE Compensation of Employees Wages and Salaries in Cash Wages and Salaries in Kind Use of Goods and Services Office Expenses Transportation and Travel cost Maintenance and Repairs Materials and Supplies Other Uses of Goods and Services Minor Capital Outlays CAPITAL EXPENDITURE Non-financial Assets Building and Infrastructure Machinery and Equipment Other Fixed Assets Non-produced Assets 2021 Audited Outturn 2022 Budget Revised Budget Preliminary Outturn Variance Revised Budget to Outturn 1,978 41,367 43,346 2,384 43,179 45,563 2,384 43,179 45,563 42,758 13,608 13,608 6,061 29,150 5,744 1,379 1,491 101 13,399 975 588 588 - - - 588 45,563 13,656 13,656 6,427 31,907 6,156 1,664 1,739 120 15,078 722 - - - - - - 45,563 13,656 13,656 6,427 31,907 6,156 1,664 1,739 120 15,078 722 - - - - - - 2,462 44,953 47,415 45,398 13,492 13,492 6,427 31,906 6,156 1,664 1,739 120 15,078 722 2,017 2,017 - - - 2,017 -3.2% -4.1% -4.1% 0.4% 1.2% 1.2% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% Total 43,346 45,563 45,563 47,415 -4.1% Programme 2: Court Management The purpose of the programme is to ensure effective management of the caseload through the case management system.
The programme comprises the following sub-programmes:  Sub-programme 1 Court of Appeal Management: Ensures effective management of all appeal cases from the Supreme and Constitutional Courts;  Sub-programme 2 Supreme Court Management: Ensures supervisory jurisdiction over the subordinate courts, tribunals, appellate and other jurisdiction, as may be conferred on it by law or under an Act; 86  Sub-programme 3 Magistrate Court Management: Ensures supervisory jurisdiction over subordinate courts, tribunals and boards; and  Sub-programme 4 Tribunals and Boards Management: Manages settlement of disputes related to children, family violence, employer-employee, and protection of victims.
Performance against Programme Strategic Objectives and Measures The table below sets out the performance of the programme against the performance measures and targets set for 2021.

Table 4 Performance measures for programme Programme: Outcome: Contributing indicators P2:Court Management Case Disposal 2021 Outturn Target 2022 Revised Target SP1:Court of Appeal Management Outturn Explanation of Difference between Targets and Outturn 1.

% of cases disposed - Civil 2.

% of cases disposed - Criminal 1.


% of cases disposed - Civil 2.

% of cases disposed - Criminal 3.

% of cases disposed - Constitutional 1.

% of cases disposed - Civil 2.

% of cases disposed - Criminal 1.

% of cases disposed - Employment 2.

% of cases disposed - Family 45% 80% 80% 65% 70% 75% 75% 70% The COA usually meets 3 times per year during Supreme Court Vacation.

We have limited lawyers in our system.

This arrangement prevents clashes of cases by the same lawyer.
However, it also limits the number of cases that can be heard within a year about 30 per session.

To overcome this the COA hears application outside court sessions and they call incomplete appeal application for case management purposes SP2:Supreme Court Management 53% 75% 75% 58% 42% 85% 85% 49% 53% 75% 75% 50% Recently the cases being files are more complex in nature thus takes longer to complete.

In 2022, there were three murder trials whereby one took 2 and half months.
This resulted in adjournment of cases for these same lawyers and judges, causing delay in delivery of judgments.

SP3:Magistrate Court Management 59% 70% 70% 56% There was as uptake in the number of cases recorded for the year 49% 85% 85% 73% SP4:Tribunals and Board Management 37% 65% 65% 44% 84% 90% 90% 85% There is more awareness amongst the public on the role of the Tribunal.

As a result we have seen a significant increase in the number of case recorded 246 cases in 2022 compared to only 109 in 2021.
Programme Expenditure Performance Table 5 Consolidated programme expenditure performance SR'000s Programmes SP1:Court of Appeal Management SP2:Supreme Court Management SP3:Magistrate Court Management SP4:Tribunals and Board Management Total 2021 Audited Outturn 4,004 20,462 2,841 6,989 34,296 2022 Budget Revised Budget Preliminary Outturn Variance Revised Budget to Outturn 4,256 16,542 2,924 7,889 31,611 4,256 25,818 2,924 7,996 40,994 4,279 16,976 13,951 7,686 42,892 -0.6% 34.2% -377.1% 3.9% -4.6% 87 SR'000s Economic Classification CURRENT EXPENDITURE Compensation of Employees Wages and Salaries in Cash Wages and Salaries in Kind Use of Goods and Services Office Expenses Transportation and Travel cost Maintenance and Repairs Materials and Supplies Other Uses of Goods and Services Minor Capital Outlays CAPITAL EXPENDITURE Non-financial Assets Building and Infrastructure Machinery and Equipment Other Fixed Assets Non-produced Assets 2021 Audited Outturn 2022 Budget Revised Budget Preliminary Outturn Variance Revised Budget to Outturn 27,904 21,140 21,140 - 6,764 1,689 869 348 - 3,833 25 6,392 6,392 2,277 - - 4,115 30,111 22,153 22,153 - 7,959 1,788 897 348 - 4,901 25 1,500 1,500 1,500 - - - 30,218 22,260 22,260 - 7,959 1,788 897 348 - 4,901 25 29,846 21,778 21,778 - - 8,068 1,788 889 356 - 4,901 135 1.2% 2.2% 2.2% 0.0% -1.4% 0.0% 0.9% -2.2% 0.0% 0.0% -439.6% 10,776 13,046 -21.1% 10,776 10,776 - - - 13,046 13,046 - - - -21.1% -21.1% 0.0% 0.0% 0.0% Total 34,296 31,611 40,994 42,892 -4.6% 88 The Legislature 1.
Summary of Preliminary Outturn SR'000s Budget Revised Budget Preliminary Outturn Compensation of Employees 2022 Use of Goods and Services Capital P1: Governance Management and Administration P2: Members Support Services Total 20,405 21,243 20,073 40,478 19,235 40,478 21,723 18,634 40,357 10,551 11,172 2,505 13,056 16,129 27,300 - - - Variance Revised Budget to Outturn -2.3% 3.1% 0.3% 2.
Strategic Overview of Entity Mandate The mandate of the Legislature is to ensure efficient functioning by delivering a service that adheres to the highest ethical standards, upholds and maintains the dignity of the National Assembly in the execution of its Constitutional duties and responsibilities.

Strategic Priorities in 2022 to 2024 Strategic Priorities Results Achieved (Yes/No) Programs or Sub-programs Impacted Explanation of Results for priorities not achieved 1.
Promote and ensure the participation of the people in the decision-making process by implementing creative media communication strategies and outreach; 2.

Advocate for innovative ways to sensitise the public on the role and functions of the National Assembly by investing in ICT, media operations and audio-visual equipment; 3.

Recruit new staff with the right set of skills and knowledge to provide the necessary support services to Members to effectively fulfil their constitutional responsibilities; 4.
Maintain, develop, and strengthen the National Assembly’s Inter-Parliamentary relations in a post COVID environment with more emphasis on virtual meetings; 5.

Provide the highest level of advice, research and administrative services to Members for the effective functioning of the National Assembly; 6.

Provide efficient and cost-effective resources for parliamentary staff to enable the highest level of administrative services and the effective functioning of the Secretariat; 7.
Maintain a healthy relationship with the two other branches of Government; Yes Yes Yes Yes Yes Yes Yes P1 P1 P1 P1 P1 P1 P1 89 Strategic Priorities Results Achieved (Yes/No) Programs or Sub-programs Impacted Explanation of Results for priorities not achieved 8.

Lead in sustainable development by implementing green policies, collaborating with stakeholders, and maintaining a constant review of the environmental impact of the National Assembly.
Yes P1 Source: Report Strategic Priorities from PPBB Statement 2022 – 2024 published in 2022 Budget Book1 3.
Budget Overview Consolidated Expenditure Outturn Table 1 Consolidated expenditure outturn R'000s Programmes P1: Governance Management and Administration P2: Members Support Services Total Economic Classification CURRENT EXPENDITURE Compensation of Employees Wages and Salaries in Cash Wages and Salaries in Kind Use of Goods and Services Office Expenses Transportation and Travel cost Maintenance and Repairs Materials and Supplies Other Uses of Goods and Services Minor Capital Outlays CAPITAL EXPENDITURE Non-financial Assets Building and Infrastructure Machinery and Equipment Other Fixed Assets Non-produced Assets 2021 Audited Outturn 2022 Budget Revised Budget Preliminary Outturn Variance Revised Budget to Outturn 20,452 15,523 35,976 35,976 11,872 11,872 - 24,104 3,380 2,066 1,348 - 16,656 654 - - - - - - 20,405 20,073 40,478 40,478 14,504 14,504 - 25,974 3,617 1,977 1,014 - 18,636 729 - - - - - - 21,243 19,235 40,478 39,640 13,666 13,666 - 25,974 3,617 1,977 1,014 - 18,636 729 838 838 838 - - - 21,723 18,634 40,357 -2.3% 3.1% 0.3% 40,357 13,056 13,056 - 27,300 3,617 1,977 2,221 - 18,756 729 - - - - - - -1.8% 4.5% 4.5% 0.0% 0.0% -5.1% 0.0% 0.0% -119.1% 0.0% -0.6% 0.0% 100.0% 100.0% 100.0% 0.0% 0.0% 0.0% Total 35,976 40,478 40,478 40,357 0.3% 90 4.
Programme Performance Programme 1: Governance, Management and Administration The purpose of the programme is to administer, manage and support the efficient functioning of the Legislature in the execution of its Constitutional duties and responsibilities i.e.

legislative, representation and oversight.

Performance against Programme Strategic Objectives and Measures The table below sets out the performance of the programme against the performance measures and targets set for 2022.
Outcome: P1: Governance Management and Administration Performance efficiency in the Secretariat.

Office of the Leaders, Members and Constituency services 2021 2022 Outcome indicator Outturn Target Revised Target Outturn Explanation of Difference between Targets and Outturn 1. website users 2,900,000 14,000 14,000 16,000 NAS having more visibility on website 2.

Committee meetings 161 144 144 205 3.


Request for verbatim 130 320 320 99 Oversight and scrutiny through field trips and enquiry through meetings with stakeholders More efficiency in the typing of verbatim and regular posting on website.

Therefore verbatim readily accessible online and less demand to the Secretariat 4.

Exchanges (overseas/local) 5.

Exchanges (Webinar) 6.


Visitors to National Assembly 6 0 0 2021 - 80 900 Contributing indicator Outturn Target - 80 - 35 No funds allocated for it More physical meetings took place 900 713 Visits resumed at second quarter of the year 2022 Revised Target Outturn Explanation of Difference between Targets and Outturn P1: Governance Management and Administration 1.

Facebook 5674 1,700 1,700 6,028 2.

Youtube views 500,000 500,000 400,719 3.

Youtube subscribers 4.
Number of trainings 5160 31 5,500 21 5,500 21 Programme Expenditure Performance More engagement by NAS on Facebook Indicator will be removed and no longer be tracked in 2023 Loyal viewers/followers of NAS work 5,764 45 More physical training for staff Table 2 Consolidated programme expenditure performance SR'000s Programmes 2021 Audited Outturn 2022 Budget Revised Budget Preliminary Outturn Variance Revised Budget to Outturn P1:Governance, Management & Administration Total 20,452 20,452 20,405 20,405 21,243 21,243 21,723 21,723 -2.3% -2.3% 91 SR'000s Economic Classification CURRENT EXPENDITURE Compensation of Employees Wages and Salaries in Cash Wages and Salaries in Kind Use of Goods and Services Office Expenses Transportation and Travel cost Maintenance and Repairs Materials and Supplies Other Uses of Goods and Services Minor Capital Outlays CAPITAL EXPENDITURE Non-financial Assets Building and Infrastructure Machinery and Equipment Other Fixed Assets Non-produced Assets 2021 Audited Outturn 2022 Budget Revised Budget Preliminary Outturn 20,452 9,620 9,620 - 10,832 2,401 529 1,196 - 6,052 654 - - - - - - 20,405 10,784 10,784 - 9,621 2,694 345 862 - 4,991 729 - - - - - - 20,405 10,784 10,784 - 9,621 2,694 345 862 - 4,991 729 838 838 838 - - - 21,723 10,551 10,551 - 11,172 2,694 345 2,069 - 5,334 729 - - - - - Variance Revised Budget to Outturn -6.5% 2.2% 2.2% 0.0% -16.1% 0.0% 0.0% -140.1% 0.0% -6.9% 0.0% 100.0% 100.0% 100.0% 0.0% 0.0% 0.0% Total 20,452 20,405 21,243 21,723 -2.3% Programme 2: Members Support
 Services The purpose of the programme is to assist Members with support services in the law making processes required for Public or Private Members Bills, as well as their responsibilities and obligations to their constituents that they represent in their respective districts.
The programme comprises of the following sub-programmes:  Sub-programme 1 Office of the Speaker: Ensures efficient administration of the Office of the Speaker as per its Constitutional mandate;  Sub-programme 2 Office of the Leader of Government Business: Ensures efficient administration of the Office of the Leader of Government business as per its Constitutional mandate;  Sub-programme 3 Office of the Leader of the Opposition: Ensures efficient administration of the Office of the Leader of the Opposition as per its Constitutional mandate; and  Sub-programme 4 Members Constituency Services: Provision of logistical and constituency support to the members of the Legislature of Seychelles.
Performance against Programme Strategic Objectives and Measures The table below sets out the performance of the programme against the performance measures and targets set for 2022.

92 P2: Members Support Services Outcome: Improvement in oversight, law making and representation roles of members 2021 Outcome indicator Outturn Target 1.

Committee reports 2.

Motions tabled 3.

Questions laid 4.

Bills tabled 5.


Sittings 1 18 122 70 104 2021 12 35 204 10 74 Contributing indicators Outturn Target 2022 Revised Target 12 35 204 10 74 2022 Revised Target Outturn Explanation of Difference between Targets and Outturn 9 35 208 44 80 Committee Report not submitted on time N/A Increased oversight on the Executive through questions ask Increase in legislative agenda Extra sittings for financial bills Outturn Explanation of Difference between Targets and Outturn 1.

Courtesy calls 2.
Courtesy calls 2.

Appointments from public 1.

Courtesy calls 2.

Caucus meeting 3.

Appointments from public 1.

Courtesy calls 2.

Caucus meeting 3.

Appointments from public 1.

Meetings with stakeholders/ executives 2.
District meetings 16 3 5 54 24 10 42 58 823 226 SP1:Office of the Speaker 24 24 110 110 25 6 Slight increase in number of high level dignitaries requesting bilateral meetings with the Speaker Decrease due to delayed resumption of District Meetings SP2: Leader of Government Business 24 48 180 24 48 180 15 51 96 Slight decrease in the number of high level dignitaries requesting bilateral meetings with Leader of Government Business (LGB) Slight increase due to extra number of sittings Decrease due to delayed resumption of meetings with the public SP3:Office of the Leader of Opposition 24 48 180 24 48 180 15 52 57 Slight decrease in number of high level dignitaries requesting bilateral meetings with Leader Of The Opposition (LOTO) Slight increase due to extra number of sittings Decrease due to delayed resumption of meetings with the public SP4:Members Constituency Services 1650 1650 942 300 300 296 Decrease due to delayed resumption of meetings with stakeholders Slight decrease due to resumption of meetings by parliamentarians after COVID were removed.
Programme Expenditure Performance Table 3 Consolidated programme expenditure performance SR'000s Programmes 2021 Audited Outturn 2022 Budget Revised Budget Preliminary Outturn Variance Revised Budget to Outturn 93 SR'000s 2021 Audited Outturn 2022 Budget Revised Budget Preliminary Outturn Variance Revised Budget to Outturn SP1:Office of the Speaker SP2:Office of the Leader of Government Business SP3:Office of the Leader of Opposition SP4:Members Constituency Services Total Economic Classification CURRENT EXPENDITURE Compensation of Employees Wages and Salaries in Cash Wages and Salaries in Kind Use of Goods and Services Office Expenses Transportation and Travel cost Maintenance and Repairs Materials and Supplies Other Uses of Goods and Services Minor Capital Outlays CAPITAL EXPENDITURE Non-financial Assets Building and Infrastructure Machinery and Equipment Other Fixed Assets Non-produced Assets 1,881 1,289 1,591 10,761 15,523 15,523 2,252 2,252 - 13,272 978 1,537 152 - 10,604 - - - - - - - 2,398 1,789 1,886 14,000 20,073 20,073 3,720 3,720 - 16,352 923 1,632 152 - 13,645 - - - - - - - 1,847 1,599 1,789 14,000 19,235 19,235 2,882 2,882 - 16,352 923 1,632 152 - 13,645 - - - - - - - 1,707 1,324 1,827 13,777 18,634 18,634 2,505 2,505 16,129 923 1,632 152 - 13,422 - - - - - 7.6% 17.2% -2.1% 1.6% 3.1% 3.1% 13.1% 13.1% 0.0% 1.4% 0.0% 0.0% 0.0% 0.0% 1.6% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% Total 15,523 20,073 19,235 18,634 3.1% 94 Office of the Auditor General 1.
Summary of Preliminary Outturn 2022 SR'000s Budget Revised Budget Preliminary Outturn Compensation of Employees P1: Governance Management and Administration P2: Audit Services Total 4,938 4,938 14,930 19,868 12,930 17,868 4,879 11,346 16,225 1,059 9,817 10,876 Use of Goods and Services 3,821 1,528 5,349 Variance Revised Budget to Outturn Capital - - - 1.2% 12.3% 9.2% 2.
Strategic Overview of Entity Mandate The mandate of the Office of the Auditor General (OAG) is to audit and report on the accounts of the Cabinet Office; National Assembly; all government departments and offices; all courts and those related to moneys withdrawn from the Consolidated Fund; and all the accounts of any statutory corporation or other such body as may be specified by or under an Act to the National Assembly, within 12 months of the end of the immediately preceding financial year.
The Office of the Auditor General also carries out audit and certification of the national accounts; undertakes audits/investigations on request of the President/National Assembly and of funded projects on request of the Government of Seychelles and funding agencies; and undertakes performance audits.

Strategic Priorities in 2022 to 2024 Strategic Priorities 1.
Work towards greater independence of the OAG as required by quality assurance review report by the English speaking subgroup of the African branch of the Internal Organisation of Supreme Audit Institutions (AFROSAI-E) and the relevant United Nations (UN) resolutions; 2.

Produce a timely annual report for the National Assembly; Ongoing 3.

Increase stakeholder engagement; Ongoing 4.

Increase human resource capacity; No 5.


Reduce the audit backlog and stay current in conducting statutory audits; Ongoing Explanation of Results for priorities not achieved Results Achieved (Yes/No) Programs or Sub-programs Impacted Ongoing P2 P2 P2 P2 P2 Lack of qualified and suitable candidates to recruit and staff turnover due to various reasons 6.

Improve the quality assurance of audit work through increased training, involvement of experts and capacity building.

7.
7.

Complete certification of Annual Financial Statement of the Government of Seychelles by the statutory deadline.

No P2 Due to small size, there is no room for more resources to be allocated.
Experts could not arrive due to various delays encountered Training is ongoing both locally and regionally No P2 OAG and MoF should work on this objective and eliminate delays in the audit process and accounts production process Source: Report Strategic Priorities from PPBB Statement 2022 – 2024 published in 2022 Budget Book1 95 3.
Budget Overview Consolidated Expenditure Outturn Table 1 Consolidated expenditure outturn R'000s 2021 Audited Outturn 2022 Budget Revised Budget Preliminary Outturn Variance Revised Budget to Outturn Programmes P1: Governance Management and Administration P2: Audit Services Total Economic Classification CURRENT EXPENDITURE Compensation of Employees Wages and Salaries in Cash Wages and Salaries in Kind Use of Goods and Services Office Expenses Transportation and Travel cost Maintenance and Repairs Materials and Supplies Other Uses of Goods and Services Minor Capital Outlays CAPITAL EXPENDITURE Non-financial Assets Building and Infrastructure Machinery and Equipment Other Fixed Assets Non-produced Assets 3,961 11,446 15,407 15,407 11,532 11,532 214 3,875 691 154 112 - 2,570 134 - - - - - - 4,938 14,930 19,868 19,868 14,506 14,506 438 5,362 891 234 126 - 3,424 249 - - - - - - 4,938 12,930 17,868 17,868 12,506 12,506 438 5,362 891 234 126 - 3,424 249 - - - - - - 4,879 11,346 16,225 1.2% 12.3% 9.2% 16,225 10,876 10,876 426 5,349 891 234 126 - 3,424 248 - - - - - - 9.2% 13.0% 13.0% 2.7% 0.2% 0.0% 0.0% 0.0% 0.0% 0.0% 0.5% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% Total 15,407 19,868 17,868 16,225 9.2% 96 4.
Programme Performance Programme 1: Governance, Management and Administration The purpose of the programme is to provide for the overall administration, human resources and financial management of the OAG.
Programme Expenditure Performance Table 2 Consolidated programme expenditure performance SR'000s Programmes 2021 Audited Outturn 2022 Budget Revised Budget Preliminary Outturn Variance Revised Budget to Outturn P1:Governance, Management & Administration Total 3,961 3,961 4,938 4,938 4,938 4,938 4,879 4,879 Economic Classification CURRENT EXPENDITURE Compensation of Employees Wages and Salaries in Cash Wages and Salaries in Kind Use of Goods and Services Office Expenses Transportation and Travel cost Maintenance and Repairs Materials and Supplies Other Uses of Goods and Services Minor Capital Outlays CAPITAL EXPENDITURE Non-financial Assets Building and Infrastructure Machinery and Equipment Other Fixed Assets Non-produced Assets 3,961 954 954 - 3,007 533 63 112 - 2,300 - - - - - - - 4,938 1,117 1,117 - 3,821 652 74 126 - 2,968 - - - - - - - 4,938 1,117 1,117 - 3,821 652 74 126 - 2,968 - - - - - - - 4,879 1,059 1,059 - 3,821 652 74 126 - 2,968 - - - - - - Total 3,961 4,938 4,938 4,879 1.2% 1.2% 1.2% 5.3% 5.3% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 1.2% 97 Programme 2: Audit Services The purpose of the programme is to undertake audits of public sector entities required under Article 158 (3) of the 1993 Constitution.
Performance against Programme Strategic Objectives and Measures The table below sets out the performance of the programme against the performance measures and targets set for 2022.

Table 3 Performance measures for programme P2: Audit Services Outcome: Efficient and effective delivery of audit services Outcome indicator 2021 Outturn Target 2022 Revised Target Outturn Explanation of Difference between Targets and Outturn 1.

Audit Revenue 100% 90% 90% 74% 2.

Audit Expenditure 93% 95% 95% 76% 3.


Audit of mandated statutory bodies N/A 70% 70% N/A Due to increase in the audit of small MDAs; this target is set on the total budgeted expenditure and revenue of Government.

% is the measurement.

Small entities have small budget estimates.

So, when OAG audit a large number of small entities, the percentage of coverage is low compared to larger budget dependent entities such as Ministry of Education, Ministry of Health, etc.
so, in some years, large entities are not audited but a large number of small entities are audited at the expense of large ones.

Therefore, while the number of audits increase, the coverage can decrease.

Also, some not budgeted audits such as projects funded by ADB, World Bank, etc.

are also done without adding to the percentage.

Furthermore, special reviews are not aimed at covering budget estimates, but with other audit objectives to report to the National Assembly.
However, looking at elsewhere, OAG’s target is too high for any calendar year, it should be round 70% to 80% as no Audit Office anywhere in the world, audit 100%.

Next year, The Office will set the target accordingly.

Due to increase in the audit of small MDAs.

See above This is no longer a target in view of 1 and 2 above.

This was a mistake in 2021, when the targets were being set.
Audit of statutory bodies is also included in 1 and 2 in view they are budgeted dependent and revenue is deposited to the consolidated fund.

1 and 2 above include what OAG normally refer to as MDAs.

4.

Performance Audit Report 5.
Special Review reports - 3 1 4 1 4 - 3 Audit is ongoing under guidance from AFROSAI-E Time consuming and staff turnover 98 Programme Expenditure Performance Table 4 Consolidated programme expenditure performance SR'000s Programmes P2: Audit Services Total Economic Classification CURRENT EXPENDITURE Compensation of Employees Wages and Salaries in Cash Wages and Salaries in Kind Use of Goods and Services Office Expenses Transportation and Travel cost Maintenance and Repairs Materials and Supplies Other Uses of Goods and Services Minor Capital Outlays CAPITAL EXPENDITURE Non-financial Assets Building and Infrastructure Machinery and Equipment Other Fixed Assets Non-produced Assets Total Justification: 2021 Audited Outturn 2022 Budget Revised Budget Preliminary Outturn Variance Revised Budget to Outturn 11,446 11,446 11,446 10,578 10,578 214 868 158 91 - - 270 134 - - - - - - 14,930 14,930 12,930 12,930 11,346 11,346 12.3% 12.3% 14,930 13,388 13,388 438 1,542 239 160 - - 456 249 - - - - - - 12,930 11,388 11,388 438 1,542 239 160 - - 456 249 - - - - - - 11,346 9,817 9,817 426 1,528 239 160 - - 456 248 - - - - - 12.3% 13.8% 13.8% 2.7% 0.9% 0.0% 0.0% 0.0% 0.0% 0.0% 0.5% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 11,446 14,930 12,930 11,346 12.3% The savings under wages and salaries in cash were due to high staff turnovers and unfilled replacements posts or vacancies, which further led to the non-achievement of our strategic priorities No.
4.

99 Office of the Ombudsman 1.

Summary of Preliminary Outturn 2022 SR'000s Budget Revised Budget Preliminary Outturn Compensation of Employees P1:Ombudsman Services Total 2,929 2,929 2,729 2,729 2,252 2,252 1,226 1,226 2.
Strategic Overview of Entity Use of Goods and Services 1,026 1,026 Capital Variance Revised Budget to Outturn - - 17.5% 17.5% Mandate The Office of the Ombudsman established under Article 143(1) of the 1993 Constitution of Seychelles investigates actions and malpractices, including fraud or corruption, by public entities or officers; processes human rights abuses; and initiates proceedings relating to the constitutionality of laws.
The purpose of the single programme is to investigate any action, including allegations of fraud or corruption, by a public authority or officer in the exercise of an administrative function.

Strategic Priorities in 2022 to 2024 Strategic Priorities 1.

Continue engaging with Cabinet to enable and support the Office to function effectively in the public interest; 2.

Focus on complaints and investigations that identify systemic maladministration; 3.
Seek specialised training to increase staff efficiency; 4.

Develop appropriate metrics to measure outcomes of benefits of improved complaints handling; 5.

Achieve measurable improvement in standards of public service delivery and fairness; and 6.

Increase public awareness and understanding of the role and responsibilities of the Ombudsman through outreach programmes, media campaigns and interactive website.
Results Achieved (Yes/No) Programs or Sub- programs Impacted Yes Yes Yes No No P1 P1 P1 P1 P1 Yes P1 Explanation of Results for priorities not achieved Measurable have not been defined and identified and yet these are essential to determining the effectiveness of the findings and recommendations made by the Office.

The Office does not have the expertise to do this exercise and is relying on outside assistance through its partnerships with Ombudsman institutions.
1Source: Report Strategic Priorities from PPBB Statement 2022 – 2024 published in 2022 Budget Book1 100 3.
Budget Overview Consolidated Expenditure Outturn Table 1 Consolidated expenditure outturn R'000s Programmes P1:Ombudsman Services Total Economic Classification CURRENT EXPENDITURE Compensation of Employees Wages and Salaries in Cash Wages and Salaries in Kind Use of Goods and Services Office Expenses Transportation and Travel cost Maintenance and Repairs Materials and Supplies Other Uses of Goods and Services Minor Capital Outlays CAPITAL EXPENDITURE Non-financial Assets Building and Infrastructure Machinery and Equipment Other Fixed Assets Non-produced Assets Total Justification: 2021 Audited Outturn Budget 2022 Revised Budget Preliminary Outturn Variance Revised Budget to Outturn 1,984 1,984 1,960 1,019 1,019 - 940 210 30 22 1 629 48 24 24 24 - - - 2,929 2,929 2,929 1,607 1,607 - 1,322 449 57 54 1 702 59 - - - - - - 2,729 2,729 2,729 1,407 1,407 - 1,322 449 57 54 1 702 59 - - - - - - 2,252 2,252 2,252 1,226 1,226 - 1,026 276 15 24 - 647 64 - - - - - - 17.5% 17.5% 17.5% 12.9% 12.9% 0.0% 22.4% 38.4% 73.6% 56.2% 100.0% 7.8% -8.4% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 1,984 2,929 2,729 2,252 17.5% In 2022, the office of the ombudsman has continued to deliver on its constitutional duty, the core activity is to receive complaints and malpractices, including fraud or corruption, by public entities or officers; processes human rights abuses; and initiates proceedings relating to the constitutionality of laws.
The number of complaints received increased significantly in 2022 in comparison to 2021.

The office dealt with 173 complaints in 2022 of which 30 complaints were retained for further enquiry, due to the limited number of staff.

Out of the balance, all complaints are evaluated regardless of discontinuation.

The resignation of staff and delay in recruitment impacted on both the workload and emoluments expenditure.

4.
4.

Programme Performance Programme 1: Ombudsman Services The Office of the Ombudsman delivers its mandate through the sole programme reflected above.

101 Performance against Programme Strategic Objectives and Measures The table below sets out the performance of the programme against the performance measures and targets set for 2022.

Table 2 Performance measures for programme Programme: Outcome: Outcome indicator 1.

Percentage of recommendations acted upon Contributing indicators 1.
Reduction in number of complaints not retained (outside remit) 2.
Percentage of cases resolved P1:Ombudsman Services Improved standards of public administration across the public service 2021 Outturn Target 2022 Revised Target Outturn 10% 20% 10% - 2021 Outturn Target 2022 Revised Target Outturn 50 50 143 80 5% Explanation of Difference between Targets and Outturn As in most cases the respondent public authorities do not act upon the recommendations, the office of the ombudsman is unable to achieve any percentage of the set targets Explanation of Difference between Targets and Outturn The target was less complaints not retained.
Total 173 complaints received, out of which 143 (83%) not retained.

30% 30% 30% Target Achieved 102 Office of the Public Service Appeals Board 1.

Summary of Preliminary Outturn 2022 SR'000s Budget Revised Budget Preliminary Outturn Compensation of Employees P1:Public Appeals Board Total 1,127 1,127 1,342 1,342 1,167 1,167 575 575 Use of Goods and Services 591 591 Capital Variance Revised Budget to Outturn - - 13.1% 13.1% 2.
Strategic Overview of Entity Mandate The mandate of the Office of the Public Service Appeals Board (PSAB) is to ensure that no public servants suffer violation of their fundamental rights or freedom under the Charter, or an injustice, in consequence of a fault in the administration of a public authority, or has been treated harshly or oppressively by the authority.

Strategic Priorities in 2022to 2024 Strategic Priorities 1.
Create a website to increase publicity on the functions and the value of the Board.

Results Achieved (Yes/No) Programs or Sub-programs Impacted Explanation of Results for priorities not achieved No P1 The contact and format have yet to be finalized.

Discussions with DICT will resume in mid-March.

Source: Report Strategic Priorities from PPBB Statement 2022 – 2024 published in 2022 Budget Book 3.
Budget Overview Consolidated Expenditure Outturn Table 1 Consolidated expenditure outturn R'000s Programmes P1:Public Appeals Board Total Economic Classification CURRENT EXPENDITURE Compensation of Employees Wages and Salaries in Cash Wages and Salaries in Kind 2021 Audited Outturn Budget 2022 Revised Budget Preliminary Outturn Variance Revised Budget to Outturn 1,145 1,145 1,145 762 762 - 1,127 1,127 1,127 751 751 - 1,342 1,342 1,342 751 751 - 1,167 1,167 1,167 575 575 - 13.1% 13.1% 13.1% 23.3% 23.3% 0.0% 103 R'000s Use of Goods and Services Office Expenses Transportation and Travel cost Maintenance and Repairs Materials and Supplies Other Uses of Goods and Services Minor Capital Outlays CAPITAL EXPENDITURE Non-financial Assets Building and Infrastructure Machinery and Equipment Other Fixed Assets Non-produced Assets Total Justification: 2021 Audited Outturn Budget 2022 Revised Budget Preliminary Outturn Variance Revised Budget to Outturn 383 159 27 49 - 148 - - - - - - - 376 30 5 - - 40 301 - - - - - - 591 67 26 - - 139 359 - - - - - - 591 67 26 - - 139 359 - - - - - - 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 1,145 1,127 1,342 1,167 13.1% The new PSAB was appointed in November 2021 and its performance has been more than satisfactory.
Almost all cases filed during that period have been heard and completed.

However, the Office has encountered delays in setting up of the computerization programme and the Website.

These are expected to be finalized in the 1st Quarter of 2023.

PSAB faced a few challenges in 2022, for example, staff resignation that is yet to be replaced, however the Office is currently in the process of creating new posts and recruiting junior staff.

4.
4.

Programme Performance Programme 1: Public Appeals Board The purpose of the programme is to bring both the employer and the complainant together and discuss their industrial relation difficulties and grievances.

Performance against Programme Strategic Objectives and Measures The table below sets out the performance of the programme against the performance measures and targets set for 2022.
Table 2 Performance measures for programme Programme: P1:Public Appeals Board Outcome: Outcome indicator % of publications of the constitutional functions and services Public service is more conversant with the constitutional functions of the PSAB as a result of publications of its constitutional functions and services 2021 Outturn Target 2022 Revised Target Outturn 70% 75% 75% 65% Explanation of Difference between Targets and Outturn The target has been partly achieved through various discussions with stake holders namely Unions, Ministries and Departments and Complainants 104 Office of the Curator 1.
Summary of Preliminary Outturn 2022 SR'000s Budget Revised Budget Preliminary Outturn Compensation of Employees P1: Curatelle Services Total 6,095 6,095 5,195 5,195 3,985 3,985 1,136 1,136 Use of Goods and Services 2,849 2,849 Capital Variance Revised Budget to Outturn - - 23.3% 23.3% 2.

Strategic Overview of Entity Mandate The Office of the Curator is established under the Curatelle Act, 2021.
The Curator shall, in the exercise of the functions under Section 4 of this Act do all the Curator considers necessary to protect the interests of absentees, co-owners and persons with succession rights.
The Curator shall:   Appoint, guide and supervise executors in the performance of their functions;  Ensure the vacant estates and property of absentees are properly administered;  Appoint and monitor performance of fiduciaries and the fulfilment of their duties; and Partition and sell co-owned properties with the agreement of the co-owners.

Strategic Priorities in 2022 to 2024 – N/A Strategic Priorities The Office of the Curator is established under the Curatelle Act, 2021.
The Curator shall, in the exercise of the functions under Section 4 of this Act do all the Curator considers necessary to protect the interests of absentees, co-owners and persons with succession rights.

Results Achieved (Yes/No) Programs or Sub-programs Impacted Explanation of Results for priorities not achieved N/A N/A Strategic objective was set by The AG’s Office the previous MDA that was responsible for The Curators office.
The office of the Curator was separated form AG office and functional on its own as of July 2022.

Source: Report Strategic Priorities from PPBB Statement 2022 – 2024 published in 2022 Budget Book1 3.
Budget Overview Receipts Outturn Table 1 Receipts outturn SR'000s Receipts transferred to Consolidated Fund Curator Fees Total 2021 Audited Outturn 2022 Budget Revised Budget Preliminary Outturn - - - - - - - - - 148 148 148 Variance Revised Budget to Outturn 0.0% 0.0% 0.0% 105 Justification: The revenue collected relates to publication fees and Registration fees for orders given by the Curatelle office.

The fees were previously being collected by the Attorney General’s Chamber.
Consolidated Expenditure Outturn Table 2 Consolidated expenditure outturn SR'000s Programmes P1: Curatelle Services Total Economic Classification CURRENT EXPENDITURE Compensation of Employees Wages and Salaries in Cash Wages and Salaries in Kind Use of Goods and Services Office Expenses Transportation and Travel cost Maintenance and Repairs Materials and Supplies Other Uses of Goods and Services Minor Capital Outlays CAPITAL EXPENDITURE Non-financial Assets Building and Infrastructure Machinery and Equipment Other Fixed Assets Non-produced Assets Total Justification: 2021 Audited Outturn Budget 2022 Revised Budget Preliminary Outturn Variance Revised Budget to Outturn - - - - - - - - - - - - - - - - - - - - 6,095 6,095 6,095 2,152 2,152 600 3,943 249 3 19 - 1,040 2,032 - - - - - - 5,195 5,195 5,195 1,252 1,252 600 3,943 249 3 19 - 1,040 2,032 - - - - - - 3,985 3,985 3,985 1,136 1,136 204 2,849 396 23 6 29 481 1,709 - - - - - - 23.3% 23.3% 23.3% 9.3% 9.3% 66.0% 27.7% -59.2% -669.3% 68.7% 0.0% 53.7% 15.9% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 6,095 5,195 3,985 23.3% For the period of 1st August to 31st December 2022, The Curatelle Office registered a total of 123 Cases out of which 1 case was withdrawn.
The total orders given was 72 in total and this represents 59% of the total cases registered.

Our overall major achievements for this year are;  Setting up the Curatelle office  Recruitment of employees for the office.

Key Challenges are as follows: The Office has encountered some issues related to the Curatelle Case Administration programme (CCAS) but works is ongoing with DICT to rectify those issues.
In addition, the office is finalizing the installation of 106 a server with DICT and the setting up of the software For The Record (FTR) to be used in the Curatelle Hearing room once the server is in use.

Secondly, retention of staff is one main concern because staff are overloaded with work, the remuneration package is not attractive and in some areas there are no segregation of duties.
Lastly, the office is facing difficulty in obtaining Statistics of previous cases, appointments and outcomes from The Supreme Court and Land Registry.

4.

Programme Performance Programme 1: Curatelle Services The Office of the Curator is established under the Curatelle Act, 2021.

The Curator shall, in the exercise of the functions under Section 4 of this Act do all the Curator considers necessary to protect the interests of absentees, co-owners and persons with succession rights.
The Curator shall:  Appoint, guide and supervise executors in the performance of their functions;  Ensure the vacant estates and property of absentees are properly administered;  Appoint and monitor performance of fiduciaries and the fulfilment of their duties; and  Partition and sell co-owned properties with the agreement of the co-owners.
Performance against Programme Strategic Objectives and Measures The table below sets out the performance of the programme against the performance measures and targets set for 2022.
Table 3 Performance measures for programme Programme: Outcome: Outcome indicator P1:Curatelle Services Cases Finalised 2021 Outturn Target 2022 Revised Target Outturn Explanation of Difference between Targets and Outturn % of publications of the constitutional functions and services Contributing indicator N/A N/A N/A N/A 2021 Outturn Target 2022 Revised Target Outturn 1.
% of new cases filed N/A N/A N/A N/A The performance measures and contributing indicators for this programme was set by AG office whilst preparing their MTES.

Since July 2022 the office of the Curator was separated from AG office and became its own entity.

For the year 2023 the Office shall be setting its own performance measures for this programme however a baseline needs to be established first.
Programme Expenditure Performance Table 4 Consolidated programme expenditure performance SR'000s Programmes P1: Curatelle Services Total Economic Classification 2021 Audited Outturn Budget 2022 Revised Budget Preliminary Outturn Variance Revised Budget to Outturn - - 6,095 6,095 5,195 5,195 3,985 3,985 23.3% 23.3% 107 SR'000s CURRENT EXPENDITURE Compensation of Employees Wages and Salaries in Cash Wages and Salaries in Kind Use of Goods and Services Office Expenses Transportation and Travel cost Maintenance and Repairs Materials and Supplies Other Uses of Goods and Services Minor Capital Outlays CAPITAL EXPENDITURE Non-financial Assets Building and Infrastructure Machinery and Equipment Other Fixed Assets Non-produced Assets Total Justification: 2021 Audited Outturn Budget 2022 Revised Budget Preliminary Outturn Variance Revised Budget to Outturn - - - - - - - - - - - - - - - - - - 6,095 2,152 2,152 600 3,943 249 3 19 - 1,040 2,032 - - - - - - 5,195 1,252 1,252 600 3,943 249 3 19 - 1,040 2,032 - - - - - - 3,985 1,136 1,136 204 2,849 396 23 6 29 481 1,709 - - - - - - 23.3% 9.3% 9.3% 66.0% 27.7% -59.2% -669.2% 68.7% 0.0% 53.7% 15.9% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 6,095 5,195 3,985 23.3% However, there was a delay in setting up of the Office of the Curator since the Curator was only appointed on the 27th April 2022.
Due to delay in identifying the suitable office space, the office become operational in July 2022.

The budget spend mainly for the setting up of the office at Premiere Building Victoria but there were some unforeseen expenses which were not budgeted for related to relocation to the new office.

However, the Office managed to save on repairs and maintenance as most of the item are still new.
Under other uses of goods and services the budget for, legal fees and local consultancy was not utilized as these services were not required.

For minor capital outlays, funds was budgeted for the purchase of two vehicles but approval was granted for the purchase only one vehicle and the savings was used to purchase asset for the setting up the office.

108 Constitutional Appointments Authority 1.


Summary of Preliminary Outturn 2022 SR'000s Budget Revised Budget Preliminary Outturn Compensation of Employees P1:Constitutional Appointments Total 1,757 1,757 1,757 1,757 1,678 1,678 571 571 Use of Goods and Services 1,107 1,107 Capital Variance Revised Budget to Outturn - - 4.5% 4.5% 2.
Strategic Overview of Entity Mandate The Constitutional Appointments Authority (CAA) is established under article 139 of the Constitution to consider and recommend appointments of constitutional posts to the President, as prescribed by the Constitution or an Act.

This involves setting up of the mechanism including the recruitment procedures.
It also has the responsibility to consider and analyse complaints and where serious, refer the matter to an ad hoc Tribunal for a proper investigation to determine any serious case of misbehaviour which will warrant removal from office by the President.
Strategic Priorities in 2021 to 2023 Strategic Priorities Results Achieved (Yes/No) Programs or Sub-programs Impacted Explanation of Results for priorities not achieved Propose to the President suitable candidates for appointment to constitutional and statutory offices.

Raise the level of efficiency in speeding up the recruitment process to a time line not exceeding 8 weeks.
Continue the selection of suitably qualified and experienced persons for posts, which will have a direct impact on raising the quality and standard of the respective organizations.

Enhance the quality of service in the discharge of its functions ensuring that there is feedback within seven days.

Dealing with complaints of misbehavior brought against constitutional appointees and ensuring there is due process.

Yes Yes P1 P1 Yes P1 Yes P1 No P1 No complaints received.
Source: Report Strategic Priorities from PPBB Statement 2021 – 2023 published in 2021 Budget Book1 109 3.
Budget Overview Consolidated Expenditure Outturn Table 1 Consolidated expenditure outturn R'000s Programmes P1:Constitutional Appointments Total Economic Classification CURRENT EXPENDITURE Compensation of Employees Wages and Salaries in Cash Wages and Salaries in Kind Use of Goods and Services Office Expenses Transportation and Travel cost Maintenance and Repairs Materials and Supplies Other Uses of Goods and Services Minor Capital Outlays CAPITAL EXPENDITURE Non-financial Assets Building and Infrastructure Machinery and Equipment Other Fixed Assets Non-produced Assets 2021 Audited Outturn Budget 2022 Revised Budget Preliminary Outturn Variance Revised Budget to Outturn 1,652 1,652 1,652 616 616 - 1,036 174 183 94 2 554 30 - - - - - - 1,757 1,757 1,757 556 556 - 1,201 202 267 47 1 685 - - - - - - - 1,757 1,757 1,757 556 556 - 1,201 200 267 47 1 687 - - - - - - - 1,678 1,678 1,678 571 571 - 1,107 107 267 47 1 685 - - - - - - - 4.5% 4.5% 4.5% -2.7% -2.7% 0.0% 7.9% 46.2% 0.0% 0.0% 0.0% 0.3% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 4.5% Total 1,652 1,757 1,757 1,678 4.
Programme Performance Programme 1: Constitutional Appointments The CAA delivers its mandate through the sole programme reflected above.

Performance against Programme Strategic Objectives and Measures The table below sets out the performance of the programme against the performance measures and targets set for 2022.
110 Table 2 Performance measures for programme Programme: Outcome: Contributing indicators P1:Constitutional Appointments All positions for Constitutional posts filled 2021 Outturn Target 2022 Revised Target Outturn Explanation of Difference between Targets and Outturn P1:Constitutional Appointments 1.

% of applications actioned within 60 days 2.

% of complaints processed until their final outcome (within 60 days) 100% 100% 90% 100% - 100% 90% - No complaints received.

111 Electoral Commission 1.


Summary of Preliminary Outturn 2022 SR'000s Budget Revised Budget Preliminary Outturn Compensation of Employees P1:Governance Management & Administration P2:Electoral Services Total 10,079 10,079 3,913 13,991 3,913 13,991 10,031 3,771 13,802 2,939 2,039 4,978 Use of Goods and Services 7,091 1,732 8,823 Capital - - - Variance Revised Budget to Outturn 0.5% 3.6% 1.4% 2.
Strategic Overview of Entity Mandate The mandate of the Electoral Commission (EC) (constituted under Article 115 of the Constitution) is to be an independent and credible electoral management body committed to strengthening democracy in Seychelles.

The independence is guaranteed under Article 115(2) which says that the EC shall not, in the performance of its duties, be subject to the direction or control of any authority.
Strategic Priorities in 2021 to 2023 Strategic Priorities Results Achieved (Yes/No) Programs or Sub-programs Impacted Explanation of Results for priorities not achieved Improve and modernize legal framework and adopt innovative approaches and new technologies No P1 & P2 Exercise is ongoing through amendment in legal framework Collaborate with the Government for the identification of a permanent head office.

No P1 Exercise is ongoing in consultation with the government.
Establish and maintain a continuous flow of trained electoral staff for future elections.

No P1 & P2 Exercise is ongoing through recruitment process.

Mobilise electorates to register and participate in elections whilst simultaneously ensuring a wide reach of public understanding in the democratic process.

Conduct a voter Census exercise in collaboration with the National Bureau of Statistics and subsequently review and update the delimitation of electoral boundaries.
Yes P2 Yes P1 With the Continuous registration system, registration of voters is done throughout the Electoral cycle.

This is achieved through a targeted approach.

Review and updating of electoral boundaries on going.

Delay due to the amendment in legal framework.


112 Strategic Priorities Results Achieved (Yes/No) Programs or Sub- programs Impacted Explanation of Results for priorities not achieved Review and modernise voter registration services Develop a civic education programme through partnership with strategic partners, and foster local and international collaborations and partnership.

No P2 Ongoing due to delay in legal amendments Yes P1 & P2 Commission collaborates effectively with other partners.
1Source: Report Strategic Priorities from PPBB Statement 2021 – 2023 published in 2021 Budget Book1 Current Challenges:  The absence of a permanent HQ, with specific requirements for election remain a major challenge to the Commission.

The work is ongoing the Commission has been informed that it will be ready in the first quarter of 2023.

 Voter's apathy during election non-election period remains a problem despite the various programs which is being implemented to target, first time voters.
 One of the biggest challenge is lack of capacity.

The Constitution, Elections and Political Parties Acts place various legal obligations on the Commission.

In addition, amendments to the aforementioned Acts will require more engagements with stakeholders, this will be a challenge given the present human resource capacity.

3.
Budget Overview Consolidated Expenditure Outturn Table 3 Consolidated expenditure outturn R'000s 2021 Audited Outturn Budget 2022 Revised Budget Preliminary Outturn Variance Revised Budget to Outturn Programmes P1:Governance Management & Administration P2:Electoral Services Total Economic Classification CURRENT EXPENDITURE Compensation of Employees Wages and Salaries in Cash Wages and Salaries in Kind Use of Goods and Services Office Expenses Transportation and Travel cost Maintenance and Repairs Materials and Supplies Other Uses of Goods and Services Minor Capital Outlays - 11,817 11,817 11,817 5,158 5,158 - 6,659 1,591 240 218 - 4,610 - 10,079 3,913 13,991 13,991 5,163 5,163 - 8,829 1,533 311 218 - 6,692 75 10,079 3,913 13,991 13,991 5,163 5,163 - 8,829 1,533 311 218 - 6,692 75 10,031 3,771 13,802 13,802 4,978 4,978 - 8,823 1,833 436 215 - 6,186 154 0.5% 3.6% 1.4% 1.4% 3.6% 3.6% 0.0% 0.1% -19.6% -40.2% 1.4% 0.0% 7.6% -104.7% 113 R'000s CAPITAL EXPENDITURE Non-financial Assets Building and Infrastructure Machinery and Equipment Other Fixed Assets Non-produced Assets 2021 Audited Outturn Budget 2022 Revised Budget Preliminary Outturn Variance Revised Budget to Outturn - - - - - - - - - - - - - - - - - - - - - - - - 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% Total 11,817 13,991 13,991 13,802 1.4% 4.
Programme Performance Programme 1: Governance, Management and Administration The purpose of the programme is to promote holistic and adaptive governance and management approaches throughout the electoral cycle; pre-election, during election, and post-election periods through the processes of management and administration, registrar of political parties, and execution of election.
Performance against Programme Strategic Objectives and Measures The table below sets out the performance of the programme against the performance measures and targets set for 2018.

Table 4 Performance measures for programme Programme: Outcome: Outcome indicator P1:Governance Management & Administration 2021 Outturn Target 2022 Revised Target Outturn Explanation of Difference between Targets and Outturn 1.
% of registered political parties submitted audited financial statements due 67% 90% 70% Ongoing Submission of financial statement for 2022 as per the Political Parties (Regulations and Registration) is on the 31st March 2023.

Commission is working on amendment to the Political Parties Act with regards to submission of Financial statements as per obligations stated in Political Parties Act.
114 Contributing indicators 2021 Outturn Target 2022 Revised Target Outturn Explanation of Difference between Targets and Outturn P1:Governance Management & Administration (1.)

Number of meetings with registered political parties - 4 3 - The Commission is still working on amendments to the Elections Act and Political Parties Act in consultation with the Office of the Attorney General.

A schedule of meeting has already been proposed for the year 2023.

(2.)
(2.)

% of applications for new registration of political parties processed on time (3.)

% of updated application for existing political parties processed on time as per information received 0% 100% 100% 0% The Commission did not receive any application for registration during the year 2022.

100% 100% 100% 100% All procedures are adhered to as directed in the Political Parties Act.

(4.)
(4.)

Number of educational programmes for political parties - 4 3 - With the announcement of Mayor of Victoria Election, the Commission switched to Election mode, thus changing its operation.

Another reason for same is the delay in recruiting the Senior Electoral Support Manager.

Last but not least, the Commission in collaboration with AG's office is yet to finalize the legal instruments as mentioned above.
Programme Expenditure Performance Table 5 Consolidated programme expenditure performance SR'000s 2021 Audited Outturn Budget 2022 Revised Budget Preliminary Outturn Variance Revised Budget to Outturn Programmes P1:Governance Management & Administration Total Economic Classification CURRENT EXPENDITURE Compensation of Employees Wages and Salaries in Cash Wages and Salaries in Kind Use of Goods and Services Office Expenses Transportation and Travel cost Maintenance and Repairs Materials and Supplies Other Uses of Goods and Services Minor Capital Outlays - - - - - - - - - - - - - 10,079 10,079 10,079 10,079 10,031 10,031 0.5% 0.5% 10,079 2,982 2,982 - 7,097 1,383 240 218 - 5,181 75 10,079 2,982 2,982 - 7,097 1,383 240 218 - 5,181 75 10,031 2,939 2,939 - 7,091 1,383 240 215 - 5,181 73 0.5% 1.4% 1.4% 0.0% 0.1% 0.0% 0.0% 1.4% 0.0% 0.0% 3.3% 115 SR'000s CAPITAL EXPENDITURE Non-financial Assets Building and Infrastructure Machinery and Equipment Other Fixed Assets Non-produced Assets Total 2021 Audited Outturn Budget 2022 Revised Budget Preliminary Outturn Variance Revised Budget to Outturn 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% - - - - - - - - - - - - - - - - - - - - - - - - - 10,079 10,079 10,031 0.5% Programme 2: Electoral Services The purpose of the programme is to promote effective educational and applied approaches with the purpose of engaging, educating and capturing electorates with respective requirements in line with the mandate of the Electoral Commission.
The programme comprises the following functions:  Registration of voters;  Voters education and mobilisation;  Voters census; and  Delimitation of electoral boundaries.

Objectives and Measures The table below sets out the performance of the programme against the performance measures and targets set for 2021.

Table 6 Performance measures for programme Programme: Outcome: P2:Electoral Services 1.

Credible registers of voters 2.

More informed voters Outcome indicator 1.


Certified Voter Register Contributing indicators 2021 Outturn Target 100% 2021 100% Outturn Target 2022 Revised Target 100% 2022 Revised Target Outturn 100% Outturn 1.

Timely monthly publications 75% 75% 95% 100% Explanation of Difference between Targets and Outturn Explanation of Difference between Targets and Outturn Publications were published as per the requirement of the Elections Act and administrative schedule.

2.
2.

Accuracy of applications inserted on registers of voters 3.

Accurate deletion of all deceased persons per information received 4.

Accurate removal of obsolete entries based on available information 98.70% 100% 100% 100% All applications received were inserted accordingly 100% 100% 100% 100% Deceased removed as per death list received from Civil status during the year.
100% 100% 100% 100% Done as per available information 116 Contributing indicators 2021 Outturn Target 2022 Revised Target Outturn Explanation of Difference between Targets and Outturn 5.

% increase in public awareness on voter registration, election, voter census and delimitation.

35.70% 65% 80% 70% 6.

Partnership with stakeholders 70% 90% 80% 90% 7.

Number of targeted voters and civic education programmes 75% 85% 85% 90% 8.
Use of adverts on media platforms 100% 75% 90% 100% For voter registration there was a change in the daily operation since the Commission was preparing for Mayor of Victoria Election.

The Commission experienced delay in sensitization for delimitation due to amendment to legal document that is still ongoing.

Delimitation exercise will start in 2023.


For voter registration and election sensitization programme was conducted with students at professional centres, staff of work places and with teachers from primary and secondary schools.

There was also the production and broadcasting of videos for voter census.

The main stakeholders both local and international were involved in meetings and trainings (virtual/physical).
The planning and delivering of targeted programme With the creation of a LinkedIn and Instagram page, adverts for different activities being undertaken by the Commission were shared on both pages as well as Facebook and ECS website.
Programme Expenditure Performance Table 7 Consolidated programme expenditure performance SR'000s Programmes P2:Electoral Services Total Economic Classification CURRENT EXPENDITURE Compensation of Employees Wages and Salaries in Cash Wages and Salaries in Kind Use of Goods and Services Office Expenses Transportation and Travel cost Maintenance and Repairs Materials and Supplies Other Uses of Goods and Services Minor Capital Outlays 2021 Audited Outturn 2022 Budget Revised Budget Preliminary Outturn Variance Revised Budget to Outturn 11,817 11,817 11,817 5,158 5,158 - 6,659 1,591 240 218 - 4,610 - 3,913 3,913 3,913 3,913 3,771 3,771 3,913 2,181 2,181 - 1,732 150 71 - - 1,511 - 3,913 2,181 2,181 - 1,732 150 71 - - 1,511 - 3,771 2,039 2,039 - 1,732 450 196 - - 1,005 81 3.6% 3.6% 3.6% 6.5% 6.5% 0.0% 0.0% -200.0% -176.1% 0.0% 0.0% 33.5% 0.0% 117 SR'000s CAPITAL EXPENDITURE Non-financial Assets Building and Infrastructure Machinery and Equipment Other Fixed Assets Non-produced Assets 2021 Audited Outturn 2022 Budget Revised Budget Preliminary Outturn - - - - - - - - - - - - - - - - - - - - - - - - Total 11,817 3,913 3,913 3,771 Variance Revised Budget to Outturn 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 3.6% 118 OTHER STATUTORY BODIES PORTFOLIO 119 Seychelles Human Rights Commission 1.
Summary of Preliminary Outturn SR'000s Budget Revised Budget Preliminary Outturn Compensation of Employees P1:Protection of Human Rights Total 8,026 8,026 8,026 8,026 7,878 7,878 3,331 3,331 2022 Use of Goods and Services 4,524 4,524 Capital 23 23 Variance Revised Budget to Outturn 1.9% 1.9% 2.

Strategic Overview of Entity Mandate The mandate of the Seychelles Human Rights Commission (SHRC) is to promote and protect human rights.
This includes investigating complaints and engaging in mediation, conciliation and negotiation; making recommendations for the adoption of progressive measures for the promotion of human rights; developing, conducting and managing information and education programmes, and monitoring the implementation of, and compliance with international and regional conventions and treaties relating to the objectives of the Commission.
Strategic Priorities in 2022 to 2024 Strategic Priorities Monitor compliance to National and International Human Rights Standards and make recommendations to all branches of Government; Results Achieved (Yes/No) Programs or Sub-programs Impacted Yes P 1 Receive and investigate Human Rights complaints and assist complainants to secure redress; No P 1 Develop, conduct and manage information and education programmes for the promotion of Human Rights; Maintain close liaison with local and international institutions, bodies and authorities with similar objectives to further the bjectives of the Commission; and Develop and implement standard operating procedures for the effective and efficient functioning of the SHRC.
Yes P 1 Yes P 1 Yes P 1 Explanation of Results for priorities not achieved The Commission has performed monitoring visits to detention places as stipulated under the Convention on the Prevention of Torture and other degrading treatments.

However, there is a lack of response from responsible Ministries and therefore recommendations made from the visits are yet to be implemented.

Complainants were referred to appropriate bodies pertaining to their complaints.
Complaints that have exhausted all available mechanisms and contains a possible human rights are being investigated and again the lack of response and cooperation from the respective entities (ie respondents) results in delaying the Commission resolve complaints in a timely manner.

Moreover, certain complaints are intersectional which means there are more than one possible human rights violations and investigation is complex.
Currently, there is a lack of human resources and investigation process takes longer.

Procedures have been approved and being implemented.

However, there is a lack of understanding about the Commission’s systemic function within the governance which again result in the lack of cooperation from respective department.

120 3.
Budget Overview Consolidated Expenditure Outturn Table 1 Consolidated expenditure outturn R'000s Programmes P1:Protection of Human Rights Total Economic Classification CURRENT EXPENDITURE Compensation of Employees Wages and Salaries in Cash Wages and Salaries in Kind Use of Goods and Services Office Expenses Transportation and Travel cost Maintenance and Repairs Materials and Supplies Other Uses of Goods and Services Minor Capital Outlays CAPITAL EXPENDITURE Non-financial Assets Building and Infrastructure Machinery and Equipment Other Fixed Assets Non-produced Assets 2021 Audited Outturn Budget 2022 Revised Budget Preliminary Outturn Variance Revised Budget to Outturn 7,289 7,289 8,026 8,026 8,026 8,026 7,878 7,878 7,289 3,024 3,024 - 4,266 818 246 79 - 3,013 110 - - - - - - 8,026 3,494 3,494 - 4,532 786 240 79 - 3,352 75 - - - - - - 8,026 3,494 3,494 - 4,532 786 240 79 - 3,352 75 - - - - - - 7,855 3,331 3,331 - 4,524 778 240 79 - 3,351 75 23 23 - - - 23 1.9% 1.9% 2.1% 4.7% 4.7% 0.0% 0.2% 1.0% 0.0% 0.0% 0.0% 0.0% 0.0% -100% 0.0% 0.0% 0.0% 0.0% -100% 1.9% Total 7,289 8,026 8,026 7,878 4.
Programme Performance Programme 1: Promotion and Protection of Human Rights The purpose of the programme is to help create a national culture of human rights where tolerance, equality and mutual respect thrive, through research, creating awareness and making recommendations to inform people of their human rights, and foster understanding and respect for the rights of others; to serve as a national repository or archive for human rights documentation and other documents that have major implications for human rights; to support compliance with international standards as well as the existence of internal accountability systems to ensure that the administration of justice conforms to human rights standards.
Performance against Programme Strategic Objectives and Measures The table below sets out the performance of the programme against the performance measures and targets set for 2022.

121 Table 2 Performance measures for programme Programme: P1:Protection of Human Rights 1.
Understanding and respect of human rights by duty bearers and rights holders 2.Compliance to the national and international human rights standards and accessible mechanisms for addressing human rights violations monitored 2021 Outturn Target 2022 Revised Target Outturn N/A 50% 50% 75% Explanation of Difference between Targets and Outturn The Commission completed all training sessions with duty bearers on the functions of the Commission, human rights and the mechanics of the Constitution.
The duty bearers in attendance were very receptive to the training conducted.

N/A 50% 50% 50% N/A 40% 40% 40% 2021 Outturn Target 2022 Revised Target 3 4 5 5 2 2 4 6 6 1 4 4 4 6 6 1 4 4 Outturn 28 Explanation of Difference between Targets and Outturn The Commission recruited a Senior Education Officer and completed training sessions targeted for 2022.

6 6 1 4 4 Outcome: Outcome indicator 1.

(a) Level of understanding of duty bearers as evidenced by the results of pre and post training evaluation .
(b) Awareness of human rights and redress mechanism by rights holders (as evidenced by the results of the advocacy survey) 2.

Level of compliance in meeting human rights reporting obligations and national and international standards P1:Protection of Human Rights Outcome indicator 3.

Number of human rights training sessions conducted with selected target groups 4.Number of training modules developed for various target groups 5.Number of key stakeholder engagements conducted (national networking) 6.
Number of key stakeholder engagements conducted (regional networking) 7.

Number of key stakeholder engagements conducted (international networking) 8.Number of media and communication activities conducted (audio visual/print) 122 Programme: P1:Protection of Human Rights Outcome: Outcome indicator 9.Number of media and communication activities conducted (social media/digital media) Sub-programme 4 10.Number of public information/awareness campaigns conducted on human rights complaints process 11.
% of user satisfaction of human rights complaints procedure (as measured by user surveys) 12.% of complaints resolved by Alternative Dispute Resolution (ADR) (of total number of complaints finalised during the year) 13.Number of shadow reports submitted to the UN treaty bodies 14.No.

of monitoring visit to places of detention 1.
Understanding and respect of human rights by duty bearers and rights holders 2.Compliance to the national and international human rights standards and accessible mechanisms for addressing human rights violations monitored 2021 Outturn Target 2022 Revised Target Outturn Explanation of Difference between Targets and Outturn 75 100 100 37 2 4 4 0 N/A 60% 60% Nil N/A 50% 50% Nil The Commission streamlined the UN Commemorative days t feature only Human Rights-related days.
The Commission is currently working on an awareness programme which will be ready by 2023.

Currently there is only one Senior Education officer conducting all HR trainings and awareness programmes.

The commission has not yet carried out a survey.However , In 2023 the commission shall gather specific data for complaints handling procedure.

The commission is yet to hear complaints and to process for ADR.

Due to the lack of Human Resources cases to be investigated are still pending review.
1 6 2 12 2 12 Nil None to report 2022 9 The Commission completed all visits to places of detention which are police stations.

3 visits were conducted during 2021.

123 Anti-Corruption Commission Seychelles 1.

Summary of Preliminary Outturn 2022 SR'000s Budget Revised Budget Preliminary Outturn Compensation of Employees P1:Anti-Corruption Services Total 18,517 18,517 82,132 82,132 76,615 76,615 10,817 10,817 2.
Strategic Overview of Entity Use of Goods and Services 65,799 65,799 Capital Variance Revised Budget to Outturn - - 6.7% 6.7% Mandate The Anti-Corruption Commission Seychelles (ACCS) is mandated under the Anti-Corruption Act 2016, to investigate, detect, prevent and prosecute corrupt practices.

It is also mandated to oversee declaration of assets by public servants since April 2021.
Strategic Priorities in 2022 to 2024 Strategic Priorities Finalise and digitise declaration of assets project; Results Achieved (Yes/No) Yes Consolidate declarations 2020/2021; No Continue corruption detection, investigation and prosecution; Increase awareness and education campaign on corruption in the public sector and schools; and Enforce detection of corruption in the public sector.
Yes Yes No Programmes or Sub-programmes Impacted Explanation of Results for priorities not achieved P1 P1 P1 P1 P1 Lack of human resource capacity.

Lack of communication between the former Ethics commission and the Public sector regarding the process.
The ACCS is still awaiting the recruitment of an Enforcement officer Source: Report Strategic Priorities from PPBB Statement 2022 – 2024 published in 2022 Budget Book Justification: ACCS delivered 10 awareness sessions in public sector organisations, two less than anticipated as there were last minute cancellations.

Advisory to private institution was completed.

In addition, ACCS continued working with the secondary schools and consolidated the work that had been carried out in 2021.
The school’s programme is a success story as the Youth Against Corruption group was established to continue with raising awareness in schools.

Sessions were also conducted with the teachers from two schools as part of their teacher training so that teachers will be able to effectively implement the Anti-Corruption Module, which is waiting for endorsement by the Ministry of Education before it can be implemented.
After much delay, the declaration of assets continued in earnest but there was a delay due to staff maternity leave and delayed recruitment process for the Ethics Assistant.

A case management system was set up in 2022 and being rolled out in 2023.

This will ensure an effective electronic submission of declaration forms.

124 3.
Budget Overview Consolidated Expenditure Outturn Table 1 Consolidated expenditure outturn R'000s Programmes P1:Anti-Corruption Services Total Economic Classification CURRENT EXPENDITURE Compensation of Employees Wages and Salaries in Cash Wages and Salaries in Kind Use of Goods and Services Office Expenses Transportation and Travel cost Maintenance and Repairs Materials and Supplies Other Uses of Goods and Services Minor Capital Outlays CAPITAL EXPENDITURE Non-financial Assets Building and Infrastructure Machinery and Equipment Other Fixed Assets Non-produced Assets 2021 Audited Outturn Budget 2022 Revised Budget Preliminary Outturn Variance Revised Budget to Outturn 23,472 23,472 18,517 18,517 82,132 82,132 76,615 76,615 23,472 10,601 10,601 265 12,872 1,081 565 419 2 9,945 595 - - - - - - 18,517 12,485 12,485 270 6,032 1,153 96 175 6 3,876 457 - - - - - - 82,132 11,261 11,261 270 70,871 1,497 298 175 283 67,892 457 - - - - - - 76,615 10,817 10,817 270 65,799 1,895 652 285 259 61,698 739 - - - - - - 6.7% 6.7% 6.7% 3.9% 3.9% 0.0% 7.2% -26.6% -119.0% -63.3% 8.6% 9.1% -61.9% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 6.7% Total 23,472 18,517 82,132 76,615 4.
Programme Performance Programme 1: Anti-Corruption Services The purpose of the programme is to investigate, detect and prevent corrupt practices.

Performance against Programme Strategic Objectives and Measures The table below sets out the performance of the programme against the performance measures and targets set for 2022.
125 Table 2 Performance measures for programme Programme: Outcome: Outcome indicator P1:Anti-Corruption Services A transparent and corrupt free society 2021 Outturn Target 2022 Revised Target Outturn Explanation of Difference between Targets and Outturn 19 12 12 10 There were last minute cancellations of two sessions.

1.

Number of public sector and government entities in which prevention programmes have been delivered 2.
Number of public sector and government entities in which risk assessment has been conducted 3.

Change in the world rank transparency status of Seychelles N/A 1 1 - 70% 67% 67% 70% Due to the post of Enforcement officer still being vacant the outcome could not be delivered.

As a result of continued amendments to ACCS’ legislations thus increase in transparency.

As most cases closed had no element of corruption, it enabled the processing of more cases.

4.
4.

.Completion of investigations since inception 38% 40% 40% 74% 126 Truth, Reconciliation and National Unity Commission 1.

Summary of Preliminary Outturn SR'000s Budget Revised Budget Preliminary Outturn Compensation of Employees 2022 P1:Truth and Reconciliation Commission Total 15,997 15,997 15,997 15,997 15,768 15,768 8,365 8,365 2.
Strategic Overview of Entity Use of Goods and Services 7,402 7,402 Capital - - Variance Revised Budget to Outturn 1.4% 1.4% Mandate The mandate of the Commission is to receive complaints in respect of alleged human rights violations related to the Coup d’états of 1977, determine the truth of those allegations, create an objective public record of those violations, help bridge divisions caused by any violations, provide closure for the victims and perpetrators of the violations, determine and make recommendations for appropriate reparations for victims, the appropriate rehabilitation for victims and perpetrators, and determine whether or not to grant amnesty.
This is with a view to uniting the people of Seychelles and helping them move forward with a sense of common purpose and ensuring that such violations do not recur.

(The Truth, Reconciliation and National Unity Commission Act, 2018, (3)(7), (a) to (f).)
Strategic Priorities in 2022 to 2024 Strategic Priorities Results Achieved (Yes/No) Programs or Sub-programs Impacted Explanation of Results for priorities not achieved Complete the hearings of all cases before the Commission; Apply the amnesty guidelines and procedures; Finalise and apply policy for compensation and reparations; Complete determinations for all cases before the Commission; Undertake public awareness campaigns for the promotion of reconciliation; Establish a complete archive of all records of the work of the Commission; Transcribe and translate the records of the hearings of the Commission; Research, draft and finalise the final report of the Commission; and Develop procedures and policies to support the closure of the Commission including the identification of residual functions.
Yes Yes Yes No No No No No.

No P1 P1 P1 P1 P1 P1 P1 P1 P1 Still ongoing, The volume of the workloads was beyond expectation.

Lack of resources.

Still ongoing.

Archiving cannot be completed until all Transcriptions and Translations are completed.

The archiving of the available records is an ongoing process.

There is still the question of a final Depository which has not been answered.

Lack of resources.
Lack of resources.

Even though positions have been advertised, the response has not been sufficient to permit completion of the tasks.

The Final Report depends on the completion of all determinations and this has not happened yet, Procedures and policies have been developed and proposed to the executive but TRNUC has not received any final answer.
Source: Report Strategic Priorities from PPBB Statement 2022 – 2024 published in 2022 Budget Book 127 Justification: During the launch of the Commission, the tasks were very challenging.

Staff on board were from various backgrounds, without experience in carrying out investigations and research work.

However, with their academic knowledge, staff could mitigate this challenge to develop in this field.
One of the difficulties that the Commission faced, was solving some of the cases filed because lack of concrete responses from complainants.

In addition, this has caused the Commission time to meet the deadlines.

Secondly, the situation of Covid-19 pandemic had an impact on both complainants and staff.

Again, this delayed the hearings.

Thirdly, the co-operation on the part of government authorities was an issue, which has been a setback with insufficient information.
Fourthly, the Commission had to hire off site candidates, which the turnout was very few, to speed up work for the transcriptions and translations.

Moreover, archiving the records are very sluggish because again transcriptions and translations of all the hearings are not yet, completed.

The time was very limited.

3.
Budget Overview Consolidated Expenditure Outturn Table 3 Consolidated expenditure outturn 2021 Audited Outturn Budget 2022 Revised Budget Preliminary Outturn Variance Revised Budget to Outturn R'000s Programmes P1:Truth and Reconciliation Commission Total Economic Classification CURRENT EXPENDITURE Compensation of Employees Wages and Salaries in Cash Wages and Salaries in Kind Use of Goods and Services Office Expenses Transportation and Travel cost Maintenance and Repairs Materials and Supplies Other Uses of Goods and Services Minor Capital Outlays CAPITAL EXPENDITURE Non-financial Assets Building and Infrastructure Machinery and Equipment Other Fixed Assets Non-produced Assets 13,210 13,210 13,210 7,543 7,543 547 5,667 884 220 74 3 3,940 - - - - - - - 15,997 15,997 15,997 8,718 8,718 544 7,280 905 236 - 3 5,416 176 - - - - - - 15,997 15,997 15,997 8,718 8,718 544 7,280 905 236 - 3 5,416 176 - - - - - - 15,768 15,768 15,768 8,365 8,365 694 7,402 596 270 17 0 5,767 58 - - - - - - 1.4% 1.4% 1.4% 4.0% 4.0% -27.6% -1.7% 34.1% -14.4% 0.0% 88.3% -6.5% 67.1% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 1.4% Total 13,210 15,997 15,997 15,768 128 4.
Programme Performance Programme 1: Truth, Reconciliation and National Unity Commission The purpose of the programme is to ascertain the truth with respect to complaints of alleged human rights violations in relation to the Coup d’Etat of 1977; create an accurate and objective public record of the complaints of alleged violations; help bridge divisions caused by such violations; provide closure for the victims and perpetrators of the violations; determine appropriate reparations and rehabilitation for victims, rehabilitation for perpetrators and whether or not to grant amnesty; unite the people of Seychelles around a common agenda that will help them move forward in confidence and with a sense of common purpose; and ensure that such violations do not recur.
Performance against Programme Strategic Objectives and Measures The table below sets out the performance of the programme against the performance measures and targets set for 2022.

Table 4 Performance measures for programme Programme: Outcome: P1:Truth and Reconciliation Commission 1.

Cases heard by the Commission simultaneously per year 2.

Rendering of admissibility decision on cases filed within 30 days 3.

Witness of cases heard 4.


Written records of cases heard completed Outcome indicator 2021 Outturn Target 2022 Revised Target Outturn Explanation of Difference between Targets and Outturn 1.

Number of cases heard 359 400 400 380 2.

Number of cases filed and number of admissibility decisions determined within the timeframe of 14 days 400 350 350 504 Target Achieved 3.

Number of witnesses heard 402 1,200 1,200 1,200 Target Achieved 4.
Number of hearings transcribed of cases heard 290 590 590 720 Target Achieved 129 FINANCE, NATIONAL PLANNING AND TRADE PORTFOLIO 130 Department of Finance 1.
Summary of Preliminary Outturn SR'000s Budget Revised Budget Preliminary Outturn Compensation of Employees 2022 Use of Goods and Services Capital Variance Revised Budget to Outturn P1: Governance Management and Administration P2: Fiscal Budget and Accounts Management P3: Financial Sector and Tax Policy P4: Internal Audits Services P5: Procurement Oversight Unit Total - - - 748 22.3% 81.0% 15.5% 19.8% 19.0% 2.
Strategic Overview of Entity Mandate The mandate of the Department of Finance is to ensure sound financial and economic policies for sustainable socio-economic development and stability.

Strategic Priorities in 2022 to 2024 Results Achieved (Yes/No) Strategic Priorities Programs or Sub-programs Impacted 1.

Ensure fiscal consolidation to achieve a medium term primary surplus in order to place the public debt on a sustainable path in relation to Gross Domestic Product (GDP); Ongoing P2, P3, P4, P5 2.
Digitalise and integrate the Public Finance Management Processes and Systems which include; Meridian, Integrated Financial Management Information System (IFMIS) and aids management system; Ongoing P2 3.
Improve the medium-term fiscal/budget framework through the integration of the four Result Based Management (RBM) pillars; Ongoing P2 Explanation of Results for priorities not achieved The Seychelles’ economic recovery has been accompanied by a significant fiscal consolidation and social support for the most vulnerable.

The Government achieved a primary fiscal surplus of 0.5 percent of GDP compare to a target primary fiscal deficit of 1.1 percent of GDP for the year end December 2022.
Risks to debt sustainability have been significantly reduced with the public debt-to-GDP has declined to about 64.6 percent at end- 2022.

Based on the 2023 medium term fiscal framework, Government will achieve a debt to GDP around 50% by 2026.

The work is ongoing to ensure the wages and salaries is around 11% of GDP over the medium term.

In addition, reform on public investment management is ongoing to ensure more effective implementation of the Government capital investment programs.
The tax reforms introduced by end of December 2022, will further consolidate the fiscal target over the medium term.

The Commonwealth secretariat started the technical assistance for the migration of CS-DRMS to Commonwealth Meridian during last quarter of 2022 and the project is expected to complete by end December 2024.

The tender for the aids management system was completed in 2022 and the contract was signed with Synergy Inc. by December 2022.

The project is expected to complete by end December 2023.
In regards to the IFMIS project, all the draft request for proposal procurement documents were circulated to stakeholders for comments by end of December 2022.

The governance oversight structure for the project was put in place by end of December 2022.

The project is expected to go for tender during the year 2023.

The RBM calendar was issued during February 2022.


The Ministry participated actively during the year 2022 to build capacity of the zero based budgeting concept and the link with the medium term budget planning.
The works will be further International Systems 131 Strategic Priorities Results Achieved (Yes/No) Programs or Sub-programs Impacted Explanation of Results for priorities not achieved consolidated during the year 2023 with the finalization of the National Development Strategy and portfolio strategies.

Ongoing P2, P5 The second phase of the Public Procurement amendment act was completed during the year 2022.
IMF will provide Technical assistance during the year 2023 as to ensure a consolidate review of the PFM regulatory framework to ensure consistency with all the legislations.

4.

Strengthen the Public Finance Management (PFM) regulatory framework; PFM Act and Regulations, Public Procurement Act and Regulations and Public Debt Management Act; 5.

Strengthen Seychelles’ tax regime through the review of the Income and Non-Monetary Benefits Tax, Business Tax and the Value Added Tax (VAT); Ongoing P3 6.
Introduce a financial services sector strategy; Ongoing P3 7.

Co-ordinate and lead the re rating for the 11 remaining deficiencies as per the FATF standards; Ongoing P3 8.

Oversee the effective implementation of the 40 FATF recommendations based on the new AML/CFT framework; Ongoing P3 9.

Oversee the effective implementation of the Exchange of Information on Request (EOIR) to ensure Seychelles’ removal from Annex II of EU list of non-co- operative jurisdictions for tax purposes; Ongoing P3 10.
Ensure conformity with the Base Erosion and Profit Shifting (BEPS) standards; Ongoing P3 The plans for the amendments of the Income and Non-Monetary Benefits tax and Business Tax were completed during the year 2022.

There will be further review that will be done during the year 2023.

In regards to the VAT review, IMF assisted Seychelles to undertake a diagnosis of the existing VAT regime.

This was completed by September 2022.


With the assistance of the IMF, we will propose further amendments of the VAT act, in debt examination of the taxation of digital services and further analysis of tax expenditures.

Works have started with the committee on the strategic priorities for the financial services sector strategy.
However, in view of the limitations of human resources in the division during the year 2022, the Ministry was not able to attract individuals to fill the vacant posts, and thus had to undertake prioritization of its plan.

The Financial Services sector strategy will be finalized during the year 2023.

6 Seychelles recommendations by end of September 2022 for discussion during the April ESAAMLG meeting.
Based on the initial discussions with the reviewers only 5 recommendations have met all criteria needed for re-rating.

The National AML/CFT committee will submit the pending recommendations for re-rating by September 2023 for discussion during the April 2024 meeting.

The National AML/CFT committee is undertaking the National Risk Assessment which will be completed by end September 2023.
The AML/CFT strategy will be reviewed during the year 2023. submitted re-rating request for its Work to review effectiveness of the implementation of the standard is ongoing, and an increase in focus to the immediate outcomes is projected during the year 2023.

The OECD onsite examination was conducted during December 2022 and Seychelles its EOIR is expected supplementary re-rating to Largely Compliant during the June 2023 PRG meeting.

Preparation is currently ongoing with key stakeholders.
FSA has completed quarterly inspections during the year 2022 to ensure compliance with the new legal framework.

to defend Subject to positive re-rating, consideration is anticipated from removal from the EU list in Q4 of 2023.

The transfer pricing legal framework was completed by end December 2022 with the amendments of the business tax.

During the first quarter 2023, the regulations will be finalized.
OCED postponed the implementation for the Pillar I and II to January 2024.The division has participated in mostly all meetings to ensure that they are well versed with the Pillar I and II proposals.

The works is ongoing and the implementation is expected to start in January 2024.

132 Strategic Priorities 11.

Improve efficiency in public procurement framework for ease of doing business whilst ensuring the principles of accountability, transparency, value for money, competition and fairness are maintained.
Results Achieved (Yes/No) Programs or Sub-programs Impacted Explanation of Results for priorities not achieved Ongoing P5 POU undertook 18 awareness programs during the year 2022 and trained 25 personals in MDAs.

Source: Report Strategic Priorities from PPBB Statement 2022 – 2024 published in 2022 Budget Book 1 3.
Budget Overview Consolidated Expenditure Outturn Table 1 Consolidated expenditure outturn R'000s 2021 Audited Outturn 2022 Budget Revised Budget Preliminary Outturn Programmes P1: Governance Management and Administration P2: Fiscal Budget and Accounts Management P3: Financial Sector and Tax Policy P4: Internal Audits Services P5: Procurement Oversight Unit Total Economic Classification CURRENT EXPENDITURE Compensation of Employees Wages and Salaries in Cash Wages and Salaries in Kind Use of Goods and Services Office Expenses Transportation and Travel cost Maintenance and Repairs Materials and Supplies Other Uses of Goods and Services Minor Capital Outlays CAPITAL EXPENDITURE Non-financial Assets Building and Infrastructure Machinery and Equipment Other Fixed Assets Non-produced Assets 16,760 68,304 2,867 10,275 11,576 109,781 107,531 85,415 85,415 695 22,117 8,728 1,066 584 5 8,848 2,192 2,250 2,250 406 - - 1,844 18,178 48,364 5,157 15,001 11,501 98,201 86,857 59,558 59,558 1,014 27,299 10,024 1,702 777 10 12,711 1,061 11,345 11,345 6 - - 11,339 20,828 36,286 4,857 14,501 11,501 87,973 84,357 55,658 55,658 1,014 28,699 10,024 3,102 777 10 12,711 1,061 3,617 3,617 1,506 - - 2,111 18,200 28,219 2,683 12,555 9,611 71,269 70,521 44,585 44,585 711 25,936 9,647 1,882 815 51 11,556 1,274 748 748 6 - 1 741 Variance Revised Budget to Outturn 12.6% 22.2% 44.8% 13.4% 16.4% 19.0% 16.4% 19.9% 19.9% 29.9% 0.0% 9.6% 3.8% 39.3% -4.9% -405.4% 9.1% -20.1% 0.0% 79.3% 79.3% 99.6% 0.0% 0.0% 64.9% Total 109,781 98,201 87,973 71,269
 19.0% 133 Justification: During the year 2022, the Department of Finance, spend SR 71.23 million compare to the revised budget SR 87.97 million, which represents an underspending of 19 percent.
The main underspending was under the following expenditures; - 63 percent was under the Wages and salaries; the Department of Finance was not able to attract the right candidates with the economics, finance, accounting, audit and legal background.

This is mainly because of the limited number of graduates from those field and the current salary package being offered compare to the financial sector.
- Transportation and travel costs; Some of the overseas mission did not materialise during the last quarter of 2022 in view of staff limitations and necessary works that were needed to finalise the 2023 budget.

- Non-finance assets; the upgrading of the Liberty House Carpark did not start during the year 2022.

The Ministry of Finance plan to undertake refurbishment of the Carnegie building first since the carpark will be used by heavy vehicles during Carnegie renovation.
This will be completed during the year 2023.

For the year 2022, the Department of Finance has continued to show progress in the implementation of its work plan based on the medium term strategic priorities.
The major achievements were as follows;  Ensured all performance indicators related to the fiscal sector under the supported programs with the International Monetary Fund (IMF) program, the World Bank and the African Development Bank are achieved to enable the disbursement of the budget support loans of US$ 17.3 million from the IMF and US$ 25 million from World Bank.

In regards to AFDB budget support loan, we completed negotiation during the year 2022 but disbursement was done in February 2023.
 Ensured all laws were legislated to ensure Seychelles is removed from Annex 1 of European Union   (EU) list of non-co-operative jurisdictions for tax purposes; Improved fiscal transparency through readily available information online; Improved another five deficiencies in Anti-Money Laundering and Combatting of the Financing of the Financial Action Task Force (FATF) Terrorism (AML/CFT) framework as part of recommendations;  Upgrade of Seychelles’ rating from the FITCH credit rating to BB- from B+ with a stable outlook.
 Instilled more fiscal discipline to ensure a sustainable debt path;  Implemented stimulus initiatives which sustain livelihood support; and  Curbed interest cost as a result of good Government liquidity management.

The main challenge for the Department of Finance to achieve its performance indicators was to fill all vacant positions.

This is mainly because of the current salary package in comparison with the financial sector.
As a result, there is an underspending of 19 percent in wages and salaries in comparison with the revised 2022 budget.

4.

Programme Performance Programme 1: Governance, Management and Administration The purpose of the programme is to provide support for the implementation of the Ministry of Finance, Trade and Economic Planning’s (MoFEPT) objectives through its substantive programmes, and to provide support for the Minister.
The programme comprises the following sub-programmes:  Sub-programme 1 Minister’s Secretariat Services: Provides support to the Minister; and 134  Sub-programme 2 Human Resource Management and Support Services: Provides support for the recruitment, management and retention of ministry staff and administration.
Programme Expenditure Performance Table 2 Consolidated programme expenditure performance SR'000s Programmes SP1: Minister's Secretariat Services SP2: Human Resource Management and Support Services Total Economic Classification CURRENT EXPENDITURE Compensation of Employees Wages and Salaries in Cash Wages and Salaries in Kind Use of Goods and Services Office Expenses Transportation and Travel cost Maintenance and Repairs Materials and Supplies Other Uses of Goods and Services Minor Capital Outlays CAPITAL EXPENDITURE Non-financial Assets Building and Infrastructure Machinery and Equipment Other Fixed Assets Non-produced Assets Total Justification: 2021 Audited Outturn 2022 Budget Revised Budget Preliminary Outturn Variance Revised Budget to Outturn 3,679 13,081 16,760 14,673 7,985 7,985 - 6,688 3,684 426 354 5 1,072 1,148 2,087 2,087 406 - - 1,681 5,209 12,969 18,178 18,172 10,107 10,107 48 8,065 4,463 966 550 10 1,532 496 6 6 6 - - - 5,009 15,819 20,828 4,378 13,823 18,200 12.6% 12.6% 12.6% 19,322 18,193 5.8% 9,857 9,857 48 9,465 4,463 2,366 550 10 1,532 496 1,506 1,506 1,506 - - - 8,773 8,773 48 9,420 4,271 1,269 510 51 2,067 1,205 7 7 6 1 - 11.0% 11.0% 0.0% 0.0% 0.5% 4.3% 46.3% 7.3% -405.4% -34.9% -143.0% 99.5% 99.5% 99.6% 0.0% -100.0% 0.0% 16,760 18,178 20,828 18,200 12.6% The actual spending for the year 2022 was SR 18.2 million compare to SR 20.8 million of the revised 2022 budget, which represents 12.6 percent underspending.
This was mainly under transportation and travel costs because some of the overseas missions did not materialise during the last quarter of 2022 in view of staff limitations and works that were needed for the finalisation of the 2023 budget.

In addition, there was an underspending in Non-finance assets since the upgrading of the Liberty House Carpark did not materialise during the year 2022.
The Ministry of Finance plan to undertake refurbishment of the Carnegie building first since the carpark will be used by heavy vehicles during Carnegie renovation.

This will be completed during the year 2023.

The main overspending under minor capital outlays was for the purchase of additional IT equipment as part of the digitalisation of the process of the department.
135 Programme 2: Fiscal, Budget and Accounts Management The purpose of this programme is to provide for a sound and effective Public Finance Management framework for the country through proper planning, allocation control and use of the country’s financial resources and implementation of sound fiscal and economic policies.
The programme comprises the following sub-programmes:      Sub-programme 1 Public Finance and Budget Management: Co-ordinates the preparation of the annual budget and ensures proper financial planning and policies, and reporting are put in place to safeguard government resources; Sub-programme 2 Public Investment Management: Plans and manages the public sector investment programmes over the medium term to ensure investments are in line with the national priorities and efficient delivery of public infrastructure; Sub-programme 3 Public Accounts and Treasury Management: Provides quality accounting and financial advisory services to the public sector through capacity development, and formulation of policy and documented guidelines pertaining to accounting systems and procedures.
This also includes efficient processing of payment for MDA, proper maintenance of accounting records, timely provision of Annual Financial Statement and ensuring proper accountability of public funds through a re-engineered PFM processes and integrated system; Sub-programme 4 Macro Fiscal Forecasting and Analysis: Provides reliable and timely macroeconomic forecasts.

This involves forecasting GDP by production sector and preparing the medium-term fiscal framework including all key fiscal targets.
The preparation and monitoring of the tax revenue budget for the medium term is also a key responsibility supported by the sub- programme; and Sub-programme 5 Debt Management: Ensures efficient and effective management of debt and debt costs.

Performance against Programme Strategic Objectives and Measures The table below sets out the performance of the programme against the performance measures and targets set for 2022.
Table 3 Performance measures for programme Outcome: Outcome indicator P2: Fiscal Budget and Accounts Management Efficient management of the public finances 2021 Outturn Target 2022 Revised Target Outturn Explanation of Difference between Targets and Outturn 1.

Reducing Debt-to-GDP ratio 79.8% ≤77% ≤67% 68.8% The Debt to GDP ratio was reduced further than forecasted.
Despite the non- materialisation of an AFDB loan (the loan was finalized but disbursed in February 2023), the better than anticipated performance is related to reduction in Domestic Debt issuance through better fiscal consolidation Contributing indicators 2021 Outturn Target 2022 Revised Target Outturn Explanation of Difference between Targets and Outturn 1.
Standardised costing (number of expenditure lines) 5 5 6 SP1: Public Finance and Budget Management 136 Contributing indicators 2021 Outturn Target 2022 Revised Target Outturn Explanation of Difference between Targets and Outturn 2.

Audit of MDAs asset register 15 15 15 14 New assignments arose during the year that impacted on ability to complete the audits.

For certain MDAs were the audits were conducted, more time needed to be allocated due to the issues that arose during the audit.

3.
3.

Processing time for write-off requests 1.

Share of new high-value project proposals appraised 2.Number of new project proposals appraised 1.

Number of standard operating procedure manuals produced 2.
Improvement through automation in nontax revenue collection (% increase) 3.Number of MDAs integrating online gateway payment services 4.Progress of the PFM Modernisation (IFMIS) Project Within 10 working days Within 10 working days Within 10 working days Within 10 working days SP2: Public Investment Management 10% 0 0 10 0 5 The Indicator was reviewed during the year .

Due to limited information available for projects to be appraised, not all targeted appraisals could be undertaken.
Focus were placed on projects where information was available SP3: Public Accounts and Treasury Management 5 5 8 25% 25% 39% 5 5 1 Last year there were not many MDAs with e- services that required online payment integration.

Only one request came from SLA and they were integrated accordingly.

15% 15% 15% SP4: Macro Fiscal Forecasting and Analysis Tax Revenue (% error) ≤ ±5 ≤ ±5 -5.4 Negative outturn in Business tax where collections fell compared to 2021.
Under- performances in certain domestic VAT lines given more optimistic estimates following the 2021 recovery.
Programme Expenditure Performance Table 4 Consolidated programme expenditure performance SR'000s Programmes SP1: Public Finance and Budget Management SP2: Public Investment Management SP3: Public Accounts and Treasury Management SP4: Macro Fiscal Forecasting and Analysis SP5: Debt Management Total 2021 Audited Outturn 52,294 932 11,938 1,639 1,500 68,304 Budget 2022 Revised Budget Preliminary Outturn Variance Revised Budget to Outturn 13,813 2,226 27,799 2,271 2,255 48,364 13,263 2,138 16,359 2,271 2,255 36,286 10,268 799 13,848 1,638 1,665 28,219 22.6% 62.6% 15.3% 27.8% 26.1% 22.2% 137 SR'000s Economic Classification CURRENT EXPENDITURE Compensation of Employees Wages and Salaries in Cash Wages and Salaries in Kind Use of Goods and Services Office Expenses Transportation and Travel cost Maintenance and Repairs Materials and Supplies Other Uses of Goods and Services Minor Capital Outlays CAPITAL EXPENDITURE Non-financial Assets Building and Infrastructure Machinery and Equipment Other Fixed Assets Non-produced Assets Total Justification: 2021 Audited Outturn Budget 2022 Revised Budget Preliminary Outturn Variance Revised Budget to Outturn 68,141 60,466 60,466 - 7,676 3,031 92 78 - 3,559 915 163 163 - - - 163 37,025 29,107 29,107 396 7,918 3,007 183 77 - 3,745 510 34,175 26,257 26,257 396 7,918 3,007 183 77 - 3,745 510 11,339 2,111 11,339 - - - 11,339 2,111 - - - 2,111 27,478 20,684 20,684 187 6,794 2,879 98 62 0 3,504 65 741 741 0 0 741 19.6% 21.2% 21.2% 52.8% 14.2% 4.3% 46.6% 20.3% 0.0% 6.4% 87.2% 64.9% 64.9%
 0.0% 0.0% 0.0% 64.9% 68,304 48,364 36,286 28,219 22.2% The actual spending for the year 2022 was SR 28.2 million compare to the revised 2022 budget which was SR 36.3 million.
This represents 22.3% underspending for the year 2022.

The main underspending was under wages and salaries.

Most divisions were not able to fill all vacant positions in view of the unavailability of key experts in the accounting, finance and economic field in the labour markets.

Despite of this, the staff were able to work extra to ensure the performance indicators were met for the year 2022.
Another underspending was under the non-financial assets which mostly was for the Aids Management system which the contract was only signed in December 2022.

The project will materialize during the year 2023.

Programme 3: Financial Sector and Tax Policy The purpose of the programme is to formulate and co-ordinate appropriate growth-enhancing tax and nonbanking financial policies that strengthen the macro-economic development of the country.
It also finances the function of monitoring and ensuring conformity to standards set out by international organisations, primarily in the areas of taxation and Anti Money Laundering and Countering the Financing of Terrorism (AML/CFT).

Performance against Programme Strategic Objectives and Measures The table below sets out the performance of the programme against the performance measures and targets set for 2022.
138 Table 5 Performance measures for programme P3: Financial Sector and Tax Policy Outcome: Improved legal and policy framework for growth of economy and revenue collection Contributing indicator 2021 Outturn Target 2022 Revised Target Outturn Explanation of Difference between Targets and Outturn 1.
No of BEPS framework standards implemented 1 2 2 1 Programme Expenditure Performance Table 6 Consolidated programme expenditure performance Amendments to the main Acts were made to reflect the framework adopted for Transfer Pricing.

The BEPS Action 1 still has certain elements that will be finalized by OECD by early 2023.
As such, conformity with the standards will be postponed to 2023 SR'000s Programmes P3: Financial Sector and Tax Policy Total Economic Classification CURRENT EXPENDITURE Compensation of Employees Wages and Salaries in Cash Wages and Salaries in Kind Use of Goods and Services Office Expenses Transportation and Travel cost Maintenance and Repairs Materials and Supplies Other Uses of Goods and Services Minor Capital Outlays CAPITAL EXPENDITURE Non-financial Assets Building and Infrastructure Machinery and Equipment Other Fixed Assets Non-produced Assets Total Justification: 2021 Audited Outturn 2022 Budget Revised Budget Preliminary Outturn Variance Revised Budget to Outturn 2,867 2,867 2,867 2,867 2,867 - - - - - - - - - - - - - 5,157 5,157 4,857 4,857 2,683 2,683 44.8% 44.8% 5,157 5,037 5,037 - 121 31 70 15 - 5 - - - - - - 4,857 4,737 4,737 - 121 31 70 15 - 5 - - - - - - - 2,683 2,664 2,664 - 19 3 - - - 16 - - - - - - - 44.8% 43.8% 43.8% 0.0% 84.3% 91.1% 100.0% 100.0% 0.0% -232.3% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 2,867 5,157 4,857 2,683 44.8% The underspending was mainly in wages and salaries in view that the division was not able to recruit key positions based on the salary framework that exists compared to the market salary in the financial sector.
The division had to re-prioritise its work plan to ensure it meet its performance indicator.

139 Programme 4: Internal Audit Services The purpose of the programme is to enhance and protect organisational values by providing risk-based and objective assurance, advice, and insight on the adequacy and effectiveness of internal control systems, risk management strategies and governance framework of MDAs of the Government of Seychelles.
Performance against Programme Strategic Objectives and Measures The table below sets out the performance of the programme against the performance measures and targets set for 2021.

Table 7 Performance measures for programme Contributing indicators P4: Internal Audits Services 2021 Outturn Target 2022 Revised Target Outturn Explanation of Difference between Targets and Outturn P4: Internal Audits Services 1.

Number of revenue audits undertaken 2.


Number of recurrent expenditure audits undertaken 8 8 N/A N/A 2021 Contributing indicators Outturn Target 8 8 2022 Revised Target 12 13 Outturn Explanation of Difference between Targets and Outturn P4: Internal Audits Services 3.

Number of Capital expenditure audits undertaken 4.

Number of audits in overseas missions undertaken 5.
Number of Special Purpose audits undertaken N/A N/A N/A 4 2 8 4 2 8 Projects audit started in November due to investigation work in October 2022.

Report is being finalized in 2023 and incorporated as 1 audit as 26 projects were selected under MLGCA covering Praslin and La Digue.

This has been compensated with additional audits for revenue and recurrent expenditure.

No budget was allocated for the year 2022.

It will be done during 2023.


IAD received only 4 requests for special audit during the year 2022.

All requests were completed as per agreed timeline.
0 0 4 Programme Expenditure Performance Table 8 Consolidated programme expenditure performance SR'000s Programmes P4: Internal Audits Services Total Economic Classification CURRENT EXPENDITURE Compensation of Employees Wages and Salaries in Cash Wages and Salaries in Kind 2021 Audited Outturn Budget 2022 Revised Budget Preliminary Outturn Variance Revised Budget to Outturn SR'000s 2021 Audited Outturn Budget 2022 Revised Budget Preliminary Outturn Variance Revised Budget to Outturn Use of Goods and Services Office Expenses Transportation and Travel cost Maintenance and Repairs Materials and Supplies Other Uses of Goods and Services Minor Capital Outlays CAPITAL EXPENDITURE Non-financial Assets Building and Infrastructure Machinery and Equipment Other Fixed Assets Non-produced Assets Total Justification: 2,711 376 527 95 - 1,018 - - - - - - - 5,336 792 450 90 - 3,434 - - - - - - - 5,336 792 450 90 - 3,434 - - - - - - - 4,444 273 484 217 2,993 - - - - - - - 16.7% 65.6% -7.7% -141.2% 0.0% 12.8% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 10,275 15,001 14,501 12,555 13.4% SR 12.6 million was spent under programme 4 for the year 2022 compare to a revised budget of SR 14.5 million.
This represents an underspending of 13.4 percent.

The main underspending was under the wages and salaries in cash amounting to SR 0.6 million which is mainly because of limited graduates with auditing expertise in the labour market.

The underspending of SR 0.4 million under wages and salaries in kind was mainly because the housing expenses for the expatriates are being paid under programme 1.
One addition underspending was under other uses of goods and services which relate to the rent of offices which the division moved to the new offices in April 2022 instead of January 2022 as per the original plan.

Nevertheless, despite of the underspending the division was able to meet most of its performance indicators target.
Programme 5: Procurement Oversight Unit To ensure compliance by all stakeholders to procedures and instructions laid down in the Public Procurement Act, 2008 and the Public Procurement Regulations, 2014, and to promote the fundamental principles which govern public procurement, that is, transparency, competition, economy, efficiency, fairness and accountability.
The programme comprises the following sub-programmes:    Sub-programme 1 Governance, Management and Administration: Ensures the effective and efficient day-to-day running of the POU; Sub-programme 2 Procurement and Technical Support Services: Ensures compliance to the principles of transparency, equity, fairness and value for money in the use of public funds in procurement; and Sub-programme 3 Procurement Inspectorate: Provides procurement inspectorate services to the POU and other stakeholders in relation to the Public Procurement Act and Regulations.
141 Performance against Programme Strategic Objectives and Measures The table below sets out the performance of the programme against the performance measures and targets set for 2021.

Table 9 Performance measures for programme P5: Procurement Oversight Unit Outcome: Contributing indicators 1.

Number of tender dossier that are processed by the unit 2.

Number of awareness session held during the year 3.

Number of staff trained in MDAs Outcome: 1.


Number of projects inspected per year 2021 Ensure the compliance to the principles of transparency, equity, fairness and value for money in the use of public funds in procurement.
2022 Revised Target SP2:Procurement & Technical Support Services Explanation of Difference between Targets and Outturn Outturn Outturn Target 900 1300 1300 900 The number of tender dossier processed is dependent on MDAs submissions 10 20 15 20 15 20 18 25 SP3: Procurement Inspectorate MDAs comply with the Public Procurement Act and Regulations 30 70 70 30 The target has been revised as the Section had limited and well experienced staffs to undertake the review of the procurements.
Programme Expenditure Performance Table 10 Consolidated programme expenditure performance 2021 2022 SR'000s Audited Outturn Budget (Amendment) Revised Budget Preliminary Outturn Programmes SP1: Governance, Management and Administration SP2: Procurement and Technical Support SP3: Procurement Inspectorate Total Economic Classification CURRENT EXPENDITURE Compensation of Employees Wages and Salaries in Cash Wages and Salaries in Kind Use of Goods and Services Office Expenses Transportation and Travel cost Maintenance and Repairs Materials and Supplies Other Uses of Goods and Services Minor Capital Outlays 11,576 - - 11,576 11,576 6,533 6,533 - 5,043 1,636 21 56 - 3,199 129 11,501 - - 11,501 11,501 5,642 5,642 - 5,859 1,731 33 45 - 3,996 55 11,501 - - 11,501 11,501 5,642 5,642 - 5,859 1,731 33 45 - 3,996 55 5,169 3,320 1,122 9,611 9,611 4,352 4,352 - 5,259 2,221 31 27 - 2,976 4 Variance Revised Budget to Outturn 55.1% 0.0% 0.0% 16.4% 16.4% 22.9% 22.9% 0.0% 10.2% -28.3% 5.8% 39.5% 0.0% 25.5% 93.3% 142 2021 2022 SR'000s Audited Outturn Budget (Amendment) Revised Budget Preliminary Outturn CAPITAL EXPENDITURE Non-financial Assets Building and Infrastructure Machinery and Equipment Other Fixed Assets Non-produced Assets - - - - - - - - - - - - - - - - - - - - - - - - Variance Revised Budget to Outturn 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% Total Justification: 11,576 11,501 11,501 9,611 16.4% SR 9.6 million was spend under programme 5 compare to a revised budget amounting to SR 11.5 million.
This represents an underspending of 16.5 percent.

The underspending was mainly under wages and salaries and other uses of goods and services.

However, there was an overspending of 27.6 percent under office expenses which was mainly for procurement adverts since the units advertised in most media platform to reach a wider audience.

The Procurement Oversight unit were unable to process 1300 tender dossiers and instead were only able to process 900 due to understaffing of skilled staff.
Further, the unit were unable to inspect the targeted 70 projects as targeted and instead were able to inspect 30 projects.

143 Department of National Planning 1.

Summary of Preliminary Outturn 2022 SR'000s Budget Revised Budget Preliminary Outturn Compensation of Employees P1: National Planning Total 3,467 3,467 3,467 3,467 2,740 2,740 2,618 2,618 Use of Goods and Services 122 122 Capital Variance Revised Budget to Outturn - - 21.0% 21.0% 2.
Strategic Overview of Entity Mandate The National Planning Department is the principal government department responsible for planning the economic development of the country, to ensure continued economic growth and equitable distribution of the benefits of development, in line with the National Development Strategy (NDS).

Strategic Priorities in 2022 to 2024 Strategic Priorities 1.
Disseminate and implement the National Strategic Planning Policy, including methodologies and guidelines, with continued institutionalisation of strategic planning functions across all MDAs, including the necessary capacity building to ensure and improve the impact of national policies and institutionalisation of Results Based Management; 2.
Ensure the implementation and progress evaluation of NDS 2019-2023 and Vision 2033 aligned with the SDGs and Agenda 2063 to ensure that all development in the country is done in an orderly manner based on the country’s long term vision and priorities; 3.
Formulation and implement the new National Development Strategy 2024-2028 aligned with the Sustainable Development Goals and Agenda 2063 to ensure that all development in the country is done in an orderly manner based on the country’s long-term vision and priorities; and 4.

Institutionalise the aid policy to ensure greater co- ordination and accountability vis-a-vis donor funds in line with the country’s priority, as defined in the NDS and sector based portfolio plans; 5.
Continually raise awareness on the Seychelles’ International Commitments and additionally prepare the First Ten Year Implementation Plan of Agenda 2063; and 6.

Undertake economic analyses to meet ongoing and anticipated needs in order to guide policy and decision making processes.
Results Achieved (Yes/No) Programs or Sub-programs Impacted Yes P1 Explanation of Results for priorities not achieved Partially P1 Implementation of NDS has been erratic in view of COVID-19 and the need to revisit priorities and implementation of Government programs.

The planning function is also yet be fully embedded across MDA’s.

The latter is being addressed through the full roll out of RBM.

Partially P1 The process of formulation of the new NDS is still on going.
No P1 The aid policy is yet to be finalized.

There has been delays in getting feedback from all relevant stakeholders.

Yes Yes P1 P1 Source: Report Strategic Priorities from PPBB Statement 2022 – 2024 published in 2022 Budget Book1 144 3.
Budget Overview Consolidated Expenditure Outturn Table 1 Consolidated expenditure outturn R'000s 2021 Audited Outturn Budget 2022 Revised Budget Preliminary Outturn Variance Revised Budget to Outturn Programmes P1: Economic Planning Total Economic Classification CURRENT EXPENDITURE Compensation of Employees Wages and Salaries in Cash Wages and Salaries in Kind Use of Goods and Services Office Expenses Transportation and Travel cost Maintenance and Repairs Materials and Supplies Other Uses of Goods and Services Minor Capital Outlays CAPITAL EXPENDITURE Non-financial Assets Building and Infrastructure Machinery and Equipment Other Fixed Assets Non-produced Assets Total Justification: 2,834 2,834 2,834 2,785 2,785 - 49 21 - - - 27 1 - - - - - - 3,467 3,467 3,467 3,050 3,050 - 417 292 - - - 45 80 - - - - - - 3,467 3,467 3,467 3,050 3,050 - 417 292 - - - 45 80 - - - - - - 2,740 2,740 2,740 2,618 2,618 - 122 43 47 - - 1 31 - - - - - - 2,834 3,467 3,467 2,740 21.0% 21.0% 21.0% 14.2% 14.2% 0.0% 0.0% 70.7% 85.3% 0.0% 0.0% 0.0% 97.0% 61.2% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 21.0% During 2022 the Department achieved the following;  Operationalized the strategic planning process and the concept of Portfolio Planning;  Capacity building on the strategic planning pillar  Managed Budget Support Activities and disbursements; and  Prepared the First Ten Year implementation report of Agenda 2063.
 Undertook stakeholders’ consultation to prepare the first draft of the log framework for the new NDS for further discussion with the Cabinet.

In addition to these the Department also contributed towards various initiatives such as the digital economy agenda, the Program for Results and others.

In spite of these achievements there were challenges which has a direct impact on the delivery of the mandate of the portfolio.
Institutionalising planning functions across portfolios;   Obtaining the necessary data for economic analysis and reporting on international obligations; 145  General lack of awareness on the international commitments;  Lack of awareness of the role of National Planning; and  Communications Framework and information asymmetry.

 Lak of human resources 4.


Programme Performance Programme 1: National Planning The purpose of the programme is to direct, co-ordinate and monitor national, sector and MDA planning, undertake monitoring activities and provide the framework for donor support for the development of the Seychelles.

Performance against Programme Strategic Objectives and Measures The table below sets out the performance of the programme against the performance measures and targets set for 2022.
Table 2 Performance measures for programme.

Outcome: Continued growth and equitable distribution of the benefits of development P1: Economic Planning Contributing indicators 2021 Outturn Target 2022 Revised Target Explanation of Difference between Targets and Outturn Delays encountered in receiving input on the policy from certain key stakeholders A revised NDS was not produced.

Government revisited its priority areas, which is now the basis for a new NDS.

1.
1.

Development and Implementation NDS action plan 2.

Development and Implementation of the Aid policy 3.

Development of National Strategic Planning Policy and accompanying guidelines 4.

Conduct mid-term review of the National Development Strategy 2019-2023 5 Conceptualisation and elaboration of the National Development Strategy 2024- 2028 6.

Development and Implementation NDS action plan 7.
Development of Agenda 2063 first ten year implementation plan - - - - - - - P1: Economic Planning Action plan developed and implementation of 75% of activities Action plan developed and implementation of 75% of activities Outturn - Implementation of Aid Policy Implementation of Aid Policy Document in final draft form Implementation of National Strategic Planning Policy and accompanying guidelines Implementation of National Strategic Planning Policy and accompanying guidelines Training conducted with all MDA’s to ensure understanding of the Policy and guidelines.
Revised NDS based on midterm review exists Revised NDS based on midterm review exists - Roadmap developed and consultation conducted Roadmap developed and consultation conducted This was done with first draft of the NDS log frames developed for Cabinet discussion and approval.
- - - Roadmap developed and consultation undertaken Roadmap developed and consultation undertaken First Ten year implementation report completed and submitted 146 Outcome: Continued growth and equitable distribution of the benefits of development P1: Economic Planning Contributing indicators 2021 Outturn Target 2022 Revised Target Outturn 8.

Develop SDG Annual Performance report - Annual Performance report published Annual Performance report published The report was not produced.
Explanation of Difference between Targets and Outturn The SDG annual Performance report was not produced in view that resources were focused on the NDS work due to human resource limitations Programme Expenditure Performance Table 3 Consolidated programme expenditure performance SR'000s Programmes P1: Economic Planning Total Economic Classification CURRENT EXPENDITURE Compensation of Employees Wages and Salaries in Cash Wages and Salaries in Kind Use of Goods and Services Office Expenses Transportation and Travel cost Maintenance and Repairs Materials and Supplies Other Uses of Goods and Services Minor Capital Outlays CAPITAL EXPENDITURE Non-financial Assets Building and Infrastructure Machinery and Equipment Other Fixed Assets Non-produced Assets Total Justification: 2021 Audited Outturn 2022 Budget Revised Budget Preliminary Outturn Variance Revised Budget to Outturn 2,834 2,834 3,467 3,467 3,467 3,467 2,740 2,740 21.0% 21.0% 2,834 2,785 2,785 - 49 21 - - - 27 1 - - - - - - 3,467 3,050 3,050 - 417 292 - - - 45 80 - - - - - - 3,467 3,050 3,050 - 417 292 - - - 45 80 - - - - - - 2,740 2,618 2,618 122 43 47 1 31 - - - - - 21.0% 14.2% 14.2% 0.0% 0.0% 70.7% 85.3% 0.0% 0.0% 0.0% 97.0% 61.2% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 2,834 3,467 3,467 2,740 21.0% There is an underspending in compensation to employees due to the fact that 2 senior staff proceeded on overseas training and 2 other staff left service.
Recruitment for replacement of staff also did not materialise although the posts were advertised.

Provisions had been made for the printing of the new NDS but given that the process is still on going there is under spending in the vote for printing.

There is an underspending in the vote for postage as well in view that there has been a decrease in the need to submit original documents via courier and digital transmission is more widely accepted.
Further, the Department did not hold any physical 147 workshops which had been planned to coincide with validation of NDS and launching of it given that the process for formulating the new NDS is still on going.

There is underspending in IT equipment due to the delay in recruitment as well as the fact that the Ministry had benefited from IT equipment from UNDP in 2021.

148 Department of Trade 1.


Summary of Preliminary Outturn SR'000s Budget Revised Budget Preliminary Outturn Compensation of Employees 2022 Use of Goods and Services Capital Variance Revised Budget to Outturn P1: Trade Development Total 60,704 60,704 57,525 57,525 15,486 15,486 7,578 7,578 4,786 4,786 3,122 3,122 73.1% 73.1% 2.
Budget Overview Consolidated Expenditure Outturn Table 1 Consolidated expenditure outturn R'000s 2021 Audited Outturn Budget 2022 Revised Budget Preliminary Outturn Variance Revised Budget to Outturn 36,067 36,067 60,704 60,704 57,525 57,525 36,445 36,445 36.6% 36.6% Programmes P1: Trade Development Total Economic Classification CURRENT EXPENDITURE Compensation of Employees Wages and Salaries in Cash Wages and Salaries in Kind Use of Goods and Services Office Expenses Transportation and Travel cost Maintenance and Repairs Materials and Supplies Other Uses of Goods and Services Minor Capital Outlays 12,444 7,354 7,354 839 5,090 503 1 113 - 3,544 89 13,400 7,556 7,556 808 5,843 816 35 190 - 3,913 81 13,400 7,556 7,556 808 5,843 816 35 190 - 3,913 81 12,364 6,945 6,945 633 5,419 633 335 137 - 3,679 2 CAPITAL EXPENDITURE 23,623 47,304 44,126 24,080 Non-financial Assets Building and Infrastructure Machinery and Equipment Other Fixed Assets Non-produced Assets 23,623 1,969 - - 21,654 47,304 - - - 47,304 44,126 - - - 44,126 24,080 - - - 24,080 Total 36,067 60,704 57,525 36,444 7.7% 8.1% 8.1% 21.7% 0.0% 7.3% 22.3% -847.9% 28.1% 0.0% 6.0% 97.8% 0.0% 45.4% 45.4% 0.0% 0.0% 0.0% 45.4% 36.6% 149 3.
Programme Performance Programme 1: Trade Development The purpose of the programme is to formulate co-ordinated trade policies geared towards achieving wealth creation and growth, and to promote trade-related systemic, legal and governance concerns of the country at bilateral, regional and multilateral level.

The programme comprises the following sub-programmes:  Sub-programme 1 Comprehensive Trade Policy: Formulates co-ordinated trade policies geared towards achieving wealth creation and growth.
Promotes trade-related systemic, legal and governance concerns of the country at both regional and multilateral levels and at the global level;  Sub-programme 2 Geneva Mission: Supports the Trade Attaché in the Permanent WTO Mission in Geneva;  Sub-programme 3 Postal Regulatory Services: Develops the necessary standards and regulations to sustain the single postal territory, and ensures the legislative framework is regularly updated to reflect the reality of the postal industry; and  Sub-programme 4 Monitor Fiscal Concessions: Ensures that import and export permits are provided correctly and on a timely basis, monitors the use of current concessions, and conducts general investigations as and when required for the development and monitoring of policies. Performance against Programme Strategic Objectives and Measures The table below sets out the performance of the programme against the performance measures and targets set for 2018.
Table 2 Performance measures for programme P1: Trade Development Outcome: Improved Trade Related rankings in the World Bank’s Ease of Doing Business index Outcome indicator to Frontier 1.
% increase in the change in Distance (best performance observed on overall trade related indicators across all economies) 2021 Outturn Target 2022 Revised Target Outturn Explanation of Difference between Targets and Outturn - - - - No measurement available as the World Bank seize publication of the indicator and the ease of doing business report.

The new proposed indicator is : “ %Trade Openness”.
Contributing indicators 2021 Outturn Target 2022 Revised Target Outturn Explanation of Difference between Targets and Outturn SP1:Comprehensive Trade Policy 1.

Number of new trade related legislations introduced or amended 2.

Number of issues successfully addressed in the interest of the country in trade negotiations 3.
Number of initiative or rectification measures successfully implemented 4 2 5 6 2 6 6 2 6 6 3 7 150 Contributing indicators 2021 Outturn Target 2022 Revised Target Outturn Explanation of Difference between Targets and Outturn 4.Number of trade development projects successfully rolled out 7 9 9 7 The final submission of the tender dossier for the procurement of equipment for the Praslin Abattoir is yet to receive EU final approval for the launching of the tender; this given the Department changes proposed by Agriculture on their original request.
The Blue Economy Communications Plan delayed due to unavailability of the expert.

It is expected that the final plan will be presented in February 2023.

1.Number of issues successfully addressed in the interest of the country in trade negotiations 1.Number of complaints addressed per year 5 8 SP2:Geneva Mission 7 7 7 SP3:Postal Regulatory Services 7 4 NIL Focused placed on Postal review.

2.% of agents inspected per year 100% 100% 50% NIL Focused placed on legislative review.
1.Number of days taken to issue a permit SP4:Monitor Fiscal Concessions 2 days Within 1 day 2 days 2 days to 3 days Permits are cleared within 1 depending on complexity.

Those within the Department’s full control usually takes 1day, while more sensitive ones like medicines and pesticides and can take up to 3 days.
Programme Expenditure Performance Table 3 Consolidated programme expenditure performance SR'000s Programmes SP1:Comprehensive Trade Policy SP2:Geneva Mission SP3:Postal Regulatory Services SP4:Monitoring of Fiscal Concessions and Management of Import/Export Permits Total Economic Classification CURRENT EXPENDITURE Compensation of Employees Wages and Salaries in Cash Wages and Salaries in Kind Use of Goods and Services Office Expenses Transportation and Travel cost Maintenance and Repairs Materials and Supplies Other Uses of Goods and Services Minor Capital Outlays 2021 Audited Outturn 2022 Budget Revised Budget Preliminary Outturn Variance Revised Budget to Outturn 32,727 2,016 582 743 57,375 1,831 653 845 54,197 1,831 653 845 33,260 1,966 444 775 36,067 60,704 57,525 36,444 12,444 7,354 7,354 839 5,090 503 1 113 - 3,544 89 13,400 7,556 7,556 808 5,843 816 35 190 - 3,913 81 13,400 7,556 7,556 808 5,843 816 35 190 - 3,913 81 12,364 6,945 6,945 633 5,419 633 335 137 0 3,679 2 38.6% -7.4% 32.1% 8.3% 36.6% 7.7% 8.1% 8.1% 21.7% 0.0% 7.3% 22.3% -847.9% 28.1% 0.0% 6.0% 97.8% 151 SR'000s CAPITAL EXPENDITURE Non-financial Assets Building and Infrastructure Machinery and Equipment Other Fixed Assets Non-produced Assets Total Justification: 2021 Audited Outturn 2022 Budget Revised Budget Preliminary Outturn Variance Revised Budget to Outturn 23,623 23,623 1,969 - - 21,654 47,304 47,304 - - - 47,304 44,126 44,126 - - - 44,126 24,080 24,080 0 0 0 24,080 45.4% 45.4% 0.0% 0.0% 0.0% 45.4% 36,067 60,704 57,525 36,444 36.6% Due
 to the appreciation of Seychelles rupees versus Swiss Francs, reflects the underspending on rent for Geneva accommodation for Trade Attaché that is currently on an overseas mission causing an underspending in wages and salaries in kind.
The Department took savings measures in order to reallocate funds towards transportation and travel; and some savings incur since the department was not operating at full capacity due to high staff turnover during the year.

The Trade Department is tasked in carrying out international trade negotiations, most of which had adopted mostly a virtual approach during the peak of the COVID 19 pandemic.

Consequently, budget allocation for the year 2022 for transportation and travel costs was considerably reduced.
As the pandemic became more manageable, most negotiations moved backed to the preferred physical format, as such the Department had to identify areas that it could make certain sacrifices within its goods and services allocation so that it could attend to its negotiating mandate.

There are significant savings under minor capital outlays as procurement for the Abattoir Projects was set back.
The reason for the delay was several amendments were made during the year by the Department of Agriculture on their requested assistance under the 11th EDF program, causing the EU to question the viability of the data provided by the Department of Agriculture and the sustainability of this component.

EU requested for an independent assessment prior to any disbursement of funds for the procurement of equipment.
The Department of Agriculture also experienced difficulties in securing land for the construction of the Mahe´ Abattoir.

Procurement process for equipment destined for the same could not be started without an approved location, an approved plan and layout design.

Also, the Blue Economy Communications Plan delayed due to unavailability of the expert.

It is expected that the final plan will be presented in February 2023.

152 Fair Trading Commission 1.


Summary of Preliminary Outturn SR'000s Budget Revised Budget Preliminary Outturn Compensation of Employees 2022 P1:Governance, Legal and Administration P2:Promotion and Advancement of Consumer Welfare P3:Competition, Enforcement and Market Surveillance Total 8,616 3,451 8,316 3,451 1,837 1,837 8,070 3,100 1,808 13,904 13,604 12,978 3,419 3,086 1,792 8,298 Use of Goods and Services 4,651 14 16 4,681 Capital - - - - Variance Revised Budget to Outturn 3.0% 10.2% 1.6% 4.6% 2.
Strategic Overview of Entity Mandate The mandate of the Fair Trading Commission (FTC), derived from legislation, is to:  Safeguard the interests of consumers, monitor and investigate the conduct of business enterprises, promote and maintain effective competition in the economy and provide for connected matters;  Promote, maintain and encourage competition, prohibit the prevention, restriction or distortion of competition, and abuse of dominant positions in trade, and ensure that enterprises, irrespective of size, have the opportunity to participate equitably in the marketplace; and  Protect consumers’ rights and impose duties on producers and suppliers of goods and services.
Strategic Priorities in 2022 to 2024 Strategic Priorities Results Achieved (Yes/No) Programs or Sub-programs Impacted Work with the AGs office to develop the necessary guidelines and regulations to give effect to the provisions of the new law; Yes and No P2 & P3 Explanation of Results for priorities not achieved Seeing that there was a good number of legislations during the year 2022, the AGs office was quite occupied therefore the Commission was able to give effect to the majority of the regulations intended to be completed in 2022.
Improve public knowledge on consumer/business practices that can cause harm to consumers/businesses through an education and advocacy programme; Yes P1 Promote greater collaboration and engagement with relevant stakeholders; Yes P1, P2 & P3 Enhance effectiveness in investigation and prosecution of cases; and Yes P1, P2 & P3 Maintain a high success rate before the Tribunal and Supreme Court.

Yes P1 Note that as the tribunal was not yet in operation in the year 2022, the same success rate was retained.
Source: Report Strategic Priorities from PPBB Statement 2022 – 2024 published in 2022 Budget Book1 153 3.
Budget Overview Receipts Outturn Table 1 Receipts outturn SR'000s Receipts transferred to Consolidated Fund Receipts transferred to Consolidated Fund (Fines) Total Justification: 2021 Audited Outturn 2022 Budget Revised Budget Preliminary Outturn Variance Revised Budget to Outturn 460 460 460 283 283 283 283 283 283 1,017 1,017 1,017 259.0% 259.0% 259.0% The Commission was able to collect fines imposed by the Board of Commissioners through the rulings that were outstanding and served during 2022.
There was an exceptionally elevated fine imposed and contributed to such a significant positive outturn.
Consolidated Expenditure Outturn Table 2 Consolidated expenditure outturn R'000s Programmes P1:Governance, Legal and Administration P2:Promotion and Advancement of Consumer Welfare P3:Competition, Enforcement and Market Surveillance Total Economic Classification CURRENT EXPENDITURE Compensation of Employees Wages and Salaries in Cash Wages and Salaries in Kind Use of Goods and Services Office Expenses Transportation and Travel cost Maintenance and Repairs Materials and Supplies Other Uses of Goods and Services Minor Capital Outlays CAPITAL EXPENDITURE Non-financial Assets Building and Infrastructure Machinery and Equipment Other Fixed Assets Non-produced Assets Total 2021 Audited Outturn 2022 Budget Revised Budget Preliminary Outturn Variance Revised Budget to Outturn 7,755 3,371 1,739 12,865 12,865 8,447 8,447 - 4,418 1,087 82 88 1 2,950 209 - - - - - - 12,865 8,616 3,451 1,837 13,904 13,904 9,181 9,181 - 4,723 1,221 108 149 3 3,095 147 - - - - - - 13,904 8,316 3,451 1,837 13,604 13,604 8,881 8,881 - 4,723 1,221 108 149 3 3,095 147 - - - - - - 13,604 8,070 3,100 1,808 12,978 12,978 8,298 8,298 - 4,681 1,050 152 112 0 2,853 513 - - - - - - 12,978 3.0% 10.2% 1.6% 4.6% 4.6% 6.6% 6.6% 0.0% 0.9% 14.0% -41.3% 24.6% 92.9% 7.8% -248.3% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 4.6% 154 4.
Programme Performance Programme 1: Governance, Management and Administration The purpose of the programme is to provide efficient services for the effective performance of the Commission.

Key management functions financed are: human capital, infrastructure and security, information technology, finance and acquisition.

Key legal services and policy support are necessary for the efficient prosecution of cases before the newly created Tribunal as the new law of the Fair Trading Act, 2022.
Performance against Programme Strategic Objectives and Measures The table below sets out the performance of the programme against the performance measures and targets set for 2022.

Table 3 Performance measures for programme Programme: Outcome: Outcome indicator 1.

% of success rate of cases before Supreme Court 2.


% of success rates of cases before Tribunal P1: Governance, Legal and Administration 2021 Outturn Target 2022 Revised Target Outturn 100% 75% 100% 100% Explanation of Difference between Targets and Outturn With the appeal cases not yet heard by the Supreme Court, the success rate remained constant.

Contributing indicators Outturn Target 90% 2021 85% 100% 100% With the tribunal not yet operational the success rate remained constant.
2022 Revised Target Outturn Explanation of Difference between Targets and Outturn P1: Governance, Legal and Administration 1.

Number of cases prepared for adjudication.

19 40 40 34 2.

Number of legal and policy opinions issued 26 60 40 27 There was a legal officer on final year of pupillage and 2 officers who went on maternity leave.

Therefore, this created a slight set-back in number of cases filed.

There was a legal officer on final year of pupillage and 2 officers who went on maternity leave.
Therefore, this created a slight set-back in number of opinions issued.
Programme Expenditure Performance Table 4 Consolidated programme expenditure performance SR'000s Programmes P1:Governance, Legal and Administration Total Economic Classification CURRENT EXPENDITURE Compensation of Employees Wages and Salaries in Cash Wages and Salaries in Kind 2021 Audited Outturn Budget 2022 Revised Budget Preliminary Outturn Variance Revised Budget to Outturn 7,755 7,755 7,755 3,405 3,405 - 8,616 8,616 8,616 3,988 3,988 - 8,316 8,316 8,316 3,688 3,688 - 8,070 8,070 8,070 3,419 3,419 - 3.0% 3.0% 3.0% 7.3% 7.3% 0.0% 155 SR'000s 2021 Audited Outturn Budget 2022 Revised Budget Preliminary Outturn Variance Revised Budget to Outturn Use of Goods and Services Office Expenses Transportation and Travel cost Maintenance and Repairs Materials and Supplies Other Uses of Goods and Services Minor Capital Outlays CAPITAL EXPENDITURE Non-financial Assets Building and Infrastructure Machinery and Equipment Other Fixed Assets Non-produced Assets 4,350 1,020 82 88 1 2,950 209 - - - - - - 4,628 1,126 108 149 3 3,095 147 - - - - - - 4,628 1,126 108 149 3 3,095 147 - - - - - - 4,651 1,020 152 112 0 2,853 513 - - - - - - Total 7,755 8,616 8,316 8,070 -0.5% 9.4% -41.3% 24.6% 92.9% 7.8% -248.3% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 3.0% Programme 2: Promotion and Advancement of Consumer Welfare The purpose of the programme is to ensure the protection of consumer rights, enforcement of responsibilities and empowerment of consumers and businesses Performance against Programme Strategic Objectives and Measures The table below
 sets out the performance of the programme against the performance measures and targets set for 2022.
Table 5 Performance measures for programme Programme: Outcome: Outcome indicator P2: Promotion and Advancement of Consumer Welfare 2021 Outturn Target 2022 Revised Target Outturn Explanation of Difference between Targets and Outturn % of consumer who are aware of their rights and obligations under the CPA 70% 70% 70% 70% Contributing indicators 2021 Outturn Target 2022 Revised Target Outturn This is not a scientific measurement.
The Commission gauged the understanding of consumers through our interaction in various forms and the number of complaints lodged.

To date complaints are on a decreasing trend.

Note that a survey conducted has also provided insight.

Explanation of Difference between Targets and Outturn P2: Promotion and Advancement of Consumer Welfare 1.

Number of consumer education and business advocacy activities done 2.

% of FTC law enforcement actions targeting consumer complaints and inconsistencies.
27 5 15 27 81% 70% 70% 78% The Commission has been heavily engaged in education and advocacy in favor of the new Act., FTA, 2022.

The Commission remained committed and engaged to solve the cases lodged and after the COVID 19, as a result of created networks with other stakeholders, the Commission was able to provide timely redress to the cases.
(To note that certain investigations are also handled by the Market Surveillance department) 156 Contributing indicators 2021 2022 Explanation of Difference between Targets and Outturn Outturn Target Revised Target P2: Promotion and Advancement of Consumer Welfare Outturn 3.

Number of cases resolved per year 128 100 100 142 4.

% of cases opened in the last two years remedied.


68% 70% 70% 81% Programme Expenditure Performance Table 6 Consolidated programme expenditure performance Similar to above, the Commission provided timely redress as it could liaise more effectively with other stakeholders for efficient handling and resolution of cases.

After the COVID 19 restrictions were lifted, the Commission was able to actively seek the necessary redress for the cases lodged.

As a result, an increased number of cases were remedied.
SR'000s Programmes P2:Promotion and Advancement of Consumer Welfare Total Economic Classification CURRENT EXPENDITURE Compensation of Employees Wages and Salaries in Cash Wages and Salaries in Kind Use of Goods and Services Office Expenses Transportation and Travel cost Maintenance and Repairs Materials and Supplies Other Uses of Goods and Services Minor Capital Outlays CAPITAL EXPENDITURE Non-financial Assets Building and Infrastructure Machinery and Equipment Other Fixed Assets Non-produced Assets 2021 Audited Outturn 2022 Budget Revised Budget Preliminary Outturn Variance Revised Budget to Outturn 3,371 3,371 3,371 3,334 3,334 - 36 36 - - - - - - - - - - - 3,451 3,451 3,451 3,406 3,406 - 45 45 - - - - - - - - - - - 3,451 3,451 3,451 3,406 3,406 - 45 45 - - - - - - - - - - - 3,100 3,100 10.2% 10.2% 3,100 3,086 3,086 - 14 14 - - - - - - - - - - - 10.2% 9.4% 9.4% 0.0% 68.5% 68.5% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% Total 3,371 3,451 3,451 3,100 10.2% Programme 3: Competition, Enforcement and Market Surveillance The purpose of the programme is to ensure the protection of consumer rights, enforcement of responsibilities, and empowerment of consumers and businesses.
Performance against Programme Strategic Objectives and Measures The table below sets out the performance of the programme against the performance measures and targets set for 2022.

157 Table 7 Performance measures for programme Programme: Outcome: P3: Competition, Enforcement and Market Surveillance Ensuring the equitable participation of all enterprises in the economy for maximum attainment of the benefits of competition.

Outcome indicator 2021 Outturn Target 2022 Revised Target Outturn 1.
% of business in compliance with the FCA 55% 60% 60% 60% Contributing indicators 2021 Outturn Target 2022 Revised Target Outturn Explanation of Difference between Targets and Outturn This is not per se a scientific measure.
To note that with the new law there is a plan for advocacy and education that is being implemented to educate businesses and consumers of their rights and responsibilities Explanation of Difference between Targets and Outturn P3: Competition, Enforcement and Market Surveillance % Of FTC law enforcement actions targeting competition cases Number of cases received per year Number of enquiries undertaken per year Number of compliance/prohibition tools issued 100% 60% 60% 87% 16 31 23 15 20 8 22 19 49 85 60 75 Number of projects 4 11 3 3 Number of inspections per year 59 95 100 111 The cases received were investigated and concluded in a timely manner, especially the merger cases from COMESA.
There has been an increase in number of cases as a result of more COMESA Merger cases received for Assessment.

There has been an increase in enquiries seeing that there were more concerns identified in the market as a result of more inspections conducted.

The Commission was able to conduct more inspections after the lifting up of COVID 19 restrictions which thus resulted in identification of more breaches which resulted in an increase in Compliance notices.
(Note that there is also an additional 16 Fixed penalty notices served) The number of projects has decreased as there has been more effort that have been targeted to education and advocacy in view of the new Fair- Trading Act, 2022.

The Commission has conducted more inspections further to the lifting up of the COVID 19 Restrictions and also noting that there were more tip-offs and that the inspections conducted by the task force contributed to an increase in inspections numbers.
(Note that there is also an additional 118 MRP Inspections conducted above the 111).
Programme Expenditure Performance Table 8 Consolidated programme expenditure performance SR'000s Programmes P3:Competition, Enforcement and Market Surveillance Total 2021 Audited Outturn 2022 Budget Revised Budget Preliminary Outturn Variance Revised Budget to Outturn 1,739 1,739 1,837 1,837 1,837 1,837 1,808 1,808 1.6% 1.6% 158 SR'000s Economic Classification CURRENT EXPENDITURE Compensation of Employees Wages and Salaries in Cash Wages and Salaries in Kind Use of Goods and Services Office Expenses Transportation and Travel cost Maintenance and Repairs Materials and Supplies Other Uses of Goods and Services Minor Capital Outlays CAPITAL EXPENDITURE Non-financial Assets Building and Infrastructure Machinery and Equipment Other Fixed Assets Non-produced Assets Total 2021 Audited Outturn 2022 Budget Revised Budget Preliminary Outturn Variance Revised Budget to Outturn 1,739 1,708 1,708 - 31 31 - - - - - - - - - - - 1,739 1,837 1,787 1,787 - 50 50 - - - - - - - - - - - 1,837 1,837 1,787 1,787 - 50 50 - - - - - - - - - - - 1,837 1,808 1,792 1,792 - 16 16 - - - - - - - - - - - 1,808 1.6% -0.3% -0.3% 0.0% 68.9% 68.9% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 1.6% 159 Seychelles Revenue Commission 1.
Summary of Preliminary Outturn SR'000s Budget Revised Budget Preliminary Outturn Compensation of Employees 2022 Use of Goods and Services Capital Variance Revised Budget to Outturn P1: Governance Management and Administration P2: Revenue Collection and Administration P3: Inspection and Detection P4: Taxpayers Education and Services Delivery Total 132,074 75,834 58,582 16,190 42,393 37,635 37,135 50,536 43,236 11,367 10,867 33,813 39,394 8,870 33,618 196 35,815 3,579 8,614 256 231,613 167,072 140,660 94,236 46,424 - - - - - 22.7% 8.9% 9.8% 22.5% 15.8% 2.
Strategic Overview of Entity Mandate The mandate of the Seychelles Revenue Commission (SRC) is to perform the following tasks:  Assess, collect and account for all government revenue authorised under the laws listed in the schedule;  Administer all revenue law in force efficiently and effectively;  Advise the Government on matters of policy relating to revenue;  Enhance the standard and quality of services provided to taxpayers and other stakeholders;  Counteract revenue evasion;  Monitor and control the costs associated with the collection of revenue in Seychelles; and  Undertake other work related to revenue and customs administration as required by the Government.
Strategic Priorities in 2022 to 2024 Strategic Priorities 1.

Improve tax and customs compliance to enhance ease of comply by modernising its processes and promoting electronic interactions with clients, which will also help prevent the spread of the COVID-19.

SRC is also placing greater emphasis on strengthening the enforcement of legislations which it administers; 2.
Increase ease of doing business with SRC to increase and improve on existing automation and save time for both clients and staff through the acquisition of a new ASYCUDA; 3.
Improve border protection control, including intelligence gathering and investigation of administrative customs violations and crimes, combating the illicit trafficking in narcotic substances or other prohibited imports / exports; Results Achieved (Yes/No) Programs or Sub-programs Impacted Explanation of Results for priorities not achieved Partly achieved P2, P3, P4 A compliance improvement plan for Customs is yet to be drafted.

This has been included in the next strategic plan.


SRC will require external assistance to do so as it does not have the internal capacity.

Partly achieved P2, P3, P4 Partly achieved P3, SP2 The comprehensive business reengineering has not been 100% completed.

This will roll over in 2023.

SRC has been unable to recruit IT personnel for the ASYCUDA and TMS projects.

This is mainly due to the unattractive remuneration package on offer.
SRC is currently negotiating a new Scheme of Service for IT with MOF and PSB.

SRC is yet to develop a Customs Enforcement Strategy which clearly defines areas of responsibility for Customs investigations, including drugs, money laundering, IPR, as well as traditional customs commercial fraud offenses.

This is because SRC will require external assistance as it lacks internal resources.

This is one area the consultant will be assisting with in 2023.
However, there has been an increase in the number of positive detection cases at the border.

160 Strategic Priorities 4.

Build a high performance culture and improve internal efficiencies through automation of more business processes and improving organisational performance reporting to allow for greater analysis of broad data sets to improve decision making for resource allocation; and 5.
Increase public trust and credibility by improving reporting capability that will enable better assessment of organisational performance and better identification of priority areas for improvement.

3.
3.

Budget Overview Receipts Outturn Table 1 Receipts outturn SR'000s Receipts transferred to Consolidated Fund Trade Tax (Custom Fees & Fines) SRC Processing fee Storage Total Justification: Results Achieved (Yes/No) Programs or Sub-programs Impacted Partly achieved P1, P2, P3 Explanation of Results for priorities not achieved SRC has not yet been able to engage in programs for the development of sector specialists as it did not have internal capacity.
However, this has started in 2023 with the Banking Sector.

The training is being provided by ATAF.

SRC has not been able to implement its health, safety and staff welfare initiatives as the post remains vacant.

This is due to an unattractive salary package on offer.
Yes P2, P3, P4 2021 Audited Outturn 3,310 2,273 - 1,037 3,310 2022 Revised Budget Preliminary Outturn Variance Revised Budget to Outturn 2,420 1,170 300 950 2,420 2,934 1,724 354 856 2,934 21.2% 47.4% 18.0% 9.9% 21.2% Budget 2,420 1,170 300 950 2,420 With the re-allocation to our new FSA warehouse, SRC has equipped the place with new staff member and equipment.

Thus, the service being offered has improved and goods coming in and going out are now better managed.
This has result in a slight decrease in rent for storage fees collected.

Slight increase in volume of cargo for both import and export that was targeted and this has result in the increase in declaration processes and investigated, therefore the applied fees are collected accordingly.
Consolidated Expenditure Outturn Table 2 Consolidated expenditure outturn R'000s Programmes P1: Governance Management and Administration P2: Revenue Collection and Administration P3: Inspection and Detection P4: Taxpayers Education and Services Delivery Total 2021 Audited Outturn 2022 Budget Revised Budget Preliminary Outturn Variance Revised Budget to Outturn 50,634 31,684 33,593 8,487 124,398 132,074 37,635 50,536 11,367 231,613 75,834 37,135 43,236 10,867 167,072 58,582 33,813 39,394 8,870 140,660 22.7% 8.9% 8.9% 18.4% 15.8% 161 R'000s Economic Classification CURRENT EXPENDITURE Compensation of Employees Wages and Salaries in Cash Wages and Salaries in Kind Use of Goods and Services Office Expenses Transportation and Travel cost Maintenance and Repairs Materials and Supplies Other Uses of Goods and Services Minor Capital Outlays CAPITAL EXPENDITURE Non-financial Assets Building and Infrastructure Machinery and Equipment Other Fixed Assets Non-produced Assets Total Justification: 2021 Audited Outturn 2022 Budget Revised Budget Preliminary Outturn 124,398 87,169 87,169 - 37,228 12,072 986 1,825 - 19,560 2,786 - - - - - - 172,072 120,294 120,294 120 51,778 12,177 1,046 3,395 50 33,397 1,594 59,540 59,540 5,000 - - 54,540 162,072 110,294 110,294 120 51,778 12,177 1,046 3,395 50 33,397 1,594 5,000 5,000 5,000 - - - 140,660 94,236 94,236 110 46,424 12,011 1,188 3,393 50 23,872 5,800 - - - - - - Variance Revised Budget to Outturn 13.2% 14.6% 14.6% 8.3% 10.3% 1.4% -13.5% 0.1% -0.7% 28.5% -264.0% 100.0% 100.0% 100.0%
 0.0% 0.0% 0.0% 124,398 231,613 167,072 140,660 15.8% Two major projects were undertaken in 2022, rebranding of SRC, with the main aim of introducing new image to our clients and increase their trust.
Secondly modernization in our system with the first phrase development of TMS (Tax Management System) to facilitate on-line processes.

Another achievement is the de-centralization of our services.

To kick-start the activity, SRC is available only two days per month and based temporarily at the Anse Royale PUC office, until the building is secured for a permanent move.

All these projects have been completed with success result even with the challenges of associated cost in order to put all in place.
Recruitment process has been much intensified in 2022, whereby an MOU was signed with School of Business studies (SBSA) and recruitment fairs.

The result was positive and some successful candidate joined late in the 3rd Quarter.

4.
4.

Programme Performance Programme 1: Governance, Management and Administration The purpose of the programme is to manage the human and other resources required to fulfil SRC’s obligations in relation to privacy and security of taxpayers and organisational information, and the achievement of agreed outcomes with Government.
The programme comprises the following sub-programmes:  Sub-programme 1 Secretariat: Provides for the office of the Chief Executive Officer as well as the Legal and Internal Audit Unit of the SRC;  Sub-programme 2 Support Services: Provides general administrative and human resource management services; and  Sub-programme 3 Policy and Strategic Planning: Provides the policy and planning capacity of the SRC.
It is responsible for developing and measuring the effectiveness of policies/strategies, 162 supporting the implementation of policies and modernisation, risk management and compliance improvement programmes, and statistical analysis.

Performance against Programme Strategic Objectives and Measures The table below sets out the performance of the programme against the performance measures and targets set for 2022.
Programme Expenditure Performance Table 3 Consolidated programme expenditure performance SR'000s Programmes SP1:Secretariat SP2:Support Services SP3:Policy and Strategic Planning Total Economic Classification CURRENT EXPENDITURE Compensation of Employees Wages and Salaries in Cash Wages and Salaries in Kind Use of Goods and Services Office Expenses Transportation and Travel cost Maintenance and Repairs Materials and Supplies Other Uses of Goods and Services Minor Capital Outlays CAPITAL EXPENDITURE Non-financial Assets Building and Infrastructure Machinery and Equipment Other Fixed Assets Non-produced Assets Total Justification: 2021 Audited Outturn 2022 Budget Revised Budget Preliminary Outturn Variance Revised Budget to Outturn 7,764 41,718 1,152 50,634 50,634 14,635 14,635 35,999 11,846 986 1,825 - 19,527 1,815 - - - - - - 14,817 113,678 3,579 132,074 72,534 22,592 22,592 120 49,941 11,867 993 3,385 50 32,699 828 59,540 59,540 5,000 - - 54,540 14,217 58,637 2,979 75,834 70,834 20,892 20,892 120 49,941 11,867 993 3,385 50 32,699 828 5,000 5,000 5,000 - - - 11,196 46,232 1,155 58,582 58,582 16,190 16,190 110 42,393 11,728 1,188 3,393 50 23,603 2,321 - - - - - - 21.3% 21.2% 61.2% 22.7% 17.3% 22.5% 22.5% 8.3% 15.1% 1.2% -19.6% -0.2% -0.7% 27.8% -180.4% 100.0% 100.0% 100.0% 0.0% 0.0% 0.0% 50,634 132,074 75,834 58,582 22.7% There are significant savings under Foreign Consultancy as a result of negotiation in view that recruitment was finalize in the 3rd quarter, funds were vire to relevant code to ensure
 completion of projects.
Acquisition of IT equipment is for upgrading of the ASYCUDA and development of TMS was procure according to the procurement plan.

Programme 2: Revenue Collection and Administration The purpose of the programme is to collect revenue, including the collection of arrears to ensure that SRC addresses any revenue leakage.
SRC focuses on the need to collect the correct amount of revenue and to ensure that outstanding liabilities are collected 163 The programme comprises the following sub-programmes:  Sub-programme 1 Revenue Collection: Ensures the effective and efficient collection of revenue; and  Sub-programme 2 Arrears Portfolio: Ensures full collection of all arrears.
Performance against Programme Strategic Objectives and Measures The table below sets out the performance of the programme against the performance measures and targets set for 2022.

Table 4 Performance measures for programme Outcome: Contributing indicators P2: Revenue Collection and Administration The correct amount of revenue is efficiently collected 2021 Outturn 2022 Target Revised Target SP1:Revenue Collection Outturn 1.

Actual collection as a share of the forecast 109% 100% 100% 94% 2.
Cost of collection: annual Budget as a share of total tax collected 2% 2% 2% 2% SP2:Arrears Portfolio 1.
Arrears Recovered as a share of total Arrears 21% 40% 20% 25% 2.Reduction in aged debt 17% 44% 16% 26% Programme Expenditure Performance Table 5 Consolidated programme expenditure performance Explanation of Difference between Targets and Outturn Reconciliation between Treasury and SRC figures have not yet been completed; therefore, the figures might change as some payments have not yet been incorporated in the final calculations.

SRC has managed to maintain the cost of collection at the target set.
KPI for staff closely linked to the section’s KPI have contributed to increase in collection.

Redistribution exercise has contributed in turnover of cases.
SR'000s Programmes SP1:Revenue Collection SP2:Arrears Portfolio Total Economic Classification CURRENT EXPENDITURE Compensation of Employees Wages and Salaries in Cash Wages and Salaries in Kind Use of Goods and Services Office Expenses Transportation and Travel cost Maintenance and Repairs Materials and Supplies Other Uses of Goods and Services Minor Capital Outlays 2021 Audited Outturn 2022 Budget Revised Budget Preliminary Outturn Variance Revised Budget to Outturn 26,580 5,105 31,684 31,684 31,518 31,518 - 166 166 - - - - - 31,296 6,340 37,635 30,796 6,340 37,135 28,474 5,339 33,813 7.5% 15.8% 8.9% 37,635 36,985 36,985 - 650 200 53 - - 117 280 37,135 36,485 36,485 - 650 200 53 - - 117 280 33,813 33,618 33,618 196 196 - - - - - 8.9% 7.9% 7.9% 0.0% 69.9% 2.1% 100.0% 0.0% 0.0% 100.0% 100.0% 164 SR'000s CAPITAL EXPENDITURE Non-financial Assets Building and Infrastructure Machinery and Equipment Other Fixed Assets Non-produced Assets 2021 Audited Outturn 2022 Budget Revised Budget Preliminary Outturn Variance Revised Budget to Outturn - - - - - - - - - - - - - - - - - - - - - - - 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 8.9% Total 31,684 37,635 37,135 33,813 Programme 3: Inspection and Detection The purpose of the programme is to increase the SRC’s ability to deliver on commitments and organisational goals in relation to the inspection and detection of all forms of tax evasion/smuggling and other non-compliance with relevant legislation.
This programme also has a focus on trade facilitation and anti-corruption in conjunction with modernisation.

The programme comprises the following sub-programmes:  Sub-programme 1 Tax: Improves detection of, and imposes sanctions on, all forms of tax evasion; and  Sub-programme 2 Customs: Improves detection of, and imposes sanctions on, all forms of smuggling.
Performance against Programme Strategic Objectives and Measures The table below sets out the performance of the programme against the performance measures and targets set for 2022.
Table 6 Performance measures for programme P3: Inspection and Detection Outcome: Better delivery on commitments and organisational goals in relation to the inspection and detection of all forms of tax evasion/smuggling and other non-compliance with relevant legislation Contributing indicator 2021 Outturn Target 2022 Revised Target SP1:Tax Outturn Explanation of Difference between Targets and Outturn 1.

Additional Revenue raised as a share of additional revenue planned 100% 100% - 53% 2.
% increase in positive detection rate 95% 94% - 89% We managed to complete only 51% of cases in comparison to our plan.

The reduction in number of completed cases would have an impact on the additional revenue raised.

This is due mainly to staff shortage and the delay in obtaining the information from taxpayer.

There were various reasons for no audit adjustments.
It could be that the business had ceased, time barred (tax avoidance case & cannot go beyond the 4 year time limit), incorrect risk initially identified 165 Outcome: Better delivery on commitments and organisational goals in relation to the inspection and detection of all forms of tax evasion/smuggling and other non-compliance with relevant legislation P3: Inspection and Detection 2021 Outturn Target 2022 Revised Target Outturn Explanation of Difference between Targets and Outturn Contributing indicator 3.
% Self-Assessed taxable returns received with payment as a share of the total taxable returns received 1.

% increase in positive detection rate 2.

% reduction in physical intervention (trade by air) 91% 96% 95% 92% SP2:Customs 8% 6% 8% 16% 65% -34% 3.

% reduction in physical intervention (trade by sea) 59% 15% 9% Programme Expenditure Performance Table 7 Consolidated programme expenditure performance A large number of taxpayers expected to make use of the DAS credit to offset their tax liability.
However, some third party had not yet remitted the retained amount to SRC.

There has been an increase in the detection of narcotics.

More effort is being made to closely verify invoices and detect suspicious documents.

There has been an increase rather than a decrease in physical intervention.

This is mainly due to an increase in the volume of cargo entering the country, and the increase in consignments targeted for verification.
Some importers are still being targeted in the Red lane selectivity although negative results are registered.

The plan is to revise the selectivity process that will reflect a better risk approach method.
SR'000s Programmes SP1:Tax SP2:Customs Total Economic Classification CURRENT EXPENDITURE Compensation of Employees Wages and Salaries in Cash Wages and Salaries in Kind Use of Goods and Services Office Expenses Transportation and Travel cost Maintenance and Repairs Materials and Supplies Other Uses of Goods and Services Minor Capital Outlays 2021 Audited Outturn 2022 Budget Revised Budget Preliminary Outturn Variance Revised Budget to Outturn 9,549 24,043 33,593 33,593 32,621 32,621 - 972 - - - - - 972 15,472 35,065 50,536 50,536 49,660 49,660 - 877 - - 10 - 516 351 12,572 30,665 43,236 43,236 42,360 42,360 877 - - 10 - 516 351 12,555 26,840 39,394 39,394 35,815 35,815 - 3,579 - - - - 100 3,479 0.1% 12.5% 8.9% 8.9% 15.5% 15.5% - - 308.3% - - 100.0% - 80.6% 892.6% 166 SR'000s CAPITAL EXPENDITURE Non-financial Assets Building and Infrastructure Machinery and Equipment Other Fixed Assets Non-produced Assets 2021 Audited Outturn 2022 Budget Revised Budget Preliminary Outturn Variance Revised Budget to Outturn - - - - - - - - - - - - - - - - - - - - - - - - - - - - Total 33,593 50,536 43,236 39,394 8.9% Programme 4: Taxpayer Education and Service Delivery The purpose of the programme is to facilitate taxpayer (including importers and their clearing agents) education and awareness.
This is a key aspect of improving voluntary compliance and will support taxpayers, importers and agents to meet their obligations and increase revenue collection.

The programme comprises the following sub-programmes:  Sub-programme 1 Taxpayer Education: Educates taxpayers on their rights and obligations; and  Sub-programme 2 Service Delivery: Delivers taxpayer support services to reduce errors in tax compliance.
Performance against Programme Strategic Objectives and Measures The table below sets out the performance of the programme against the performance measures and targets set for 2022.

Table 8 Performance measures for programme Outcome: Contributing indicators 1.

Increase in compliance rate/reduction in error rate 1.
Achievement of service standards P4: Taxpayers Education and Services Delivery More aware taxpayers and improved voluntary compliance 2021 Outturn Target 2022 Revised Target Outturn Explanation of Difference between Targets and Outturn SP1:Taxpayer Education 65% 60% 60% 88% There has been an increase in outreach activities.

SP2:Service Delivery 78% 80% 80% 82% Services and processes are being reviewed to remove bottlenecks and duplications.
167 Programme Expenditure Performance Table 9 Consolidated programme expenditure performance SR'000s Programmes SP1:Taxpayer Education SP2:Service Delivery Total Economic Classification CURRENT EXPENDITURE Compensation of Employees Wages and Salaries in Cash Wages and Salaries in Kind Use of Goods and Services Office Expenses Transportation and Travel cost Maintenance and Repairs Materials and Supplies Other Uses of Goods and Services Minor Capital Outlays CAPITAL EXPENDITURE Non-financial Assets Building and Infrastructure Machinery and Equipment Other Fixed Assets Non-produced Assets Total Justification: 2021 Audited Outturn Budget 2022 Revised Budget Preliminary Outturn Variance Revised Budget to Outturn 3,726 4,761 8,487 8,487 8,395 8,395 - 92 59 - - - 33 - - - - - - - 4,997 6,370 11,367 11,367 11,057 11,057 - 310 110 - - - 65 135 - - - - - - 4,997 5,870 10,867 10,867 10,557 10,557 - 310 110 - - - 65 135 - - - - - - 4,588 4,283 8,870 8,870 8,614 8,614 - 256 87 - - - 170 - - - - - - - 8% 27% 18% 18% 18% 18% 0% 17% 21% 0% 0% 0% -161% 100% 0% 0% 0% 0% 0% 0% 8,487 11,367 10,867 8,870 18% Part of the cost mainly educational component for the rebranding and Tax Management System (TMS) was spend within the allocated budget.
Appropriate allocation in the budget was prioritized to ensure all planned activities was completed on time for the success launch of the rebranding of SRC and completion of stage 1 of TMS.

168 National Tender Board 1.


Summary of Preliminary Outturn SR'000s Budget Revised Budget Preliminary Outturn Compensation of Employees 2022 Use of Goods and Services Capital P1: Board Management and Secretariat Administrative Services Total 3,903 3,903 3,789 1,329 2,460 3,903 3,903 3,789 1,329 2,460 Variance Revised Budget to Outturn - - 2.9% 2.9% 2.
Strategic Overview of Entity Mandate The mandate of the National Tender Board (NTB) is to review the recommendations of a bid evaluation committee based in the different procuring entities and approve or reject the award of contract for procurement within the higher thresholds (i.e.

above SR750,000).

On specific grounds, the Board may require the evaluation committee to make a fresh or further evaluation, or seek an independent evaluation.
Strategic Priorities in 2022 to 2024 Results Achieved (Yes/No) Strategic Priorities Programs or Sub-programs Impacted Explanation of Results for priorities not achieved The participation of bidders in public procurement remained consistent and more bidders complied to the requirements.

However many bidders faced difficulties with getting the tax clearance certificate from SRC, which was beyond our control Partially yes Partially yes Management and Secretariat 1.
Continue to raise awareness of bidders on the need to comply with tender requirements, so as to effectively participate in any tender process; 2.

Promote a digitally based procurement system to improve the way data relating to the Board’s decisions are captured for historical purposes.

3.Promote a digitally based procurement system to improve the way local and international bids are handled 4.
Ensure efficiency in the way information from the Board is disseminated, especially through the use of the website, which has to be updated continuously; Source: Report Strategic Priorities from PPBB Statement 2022 – 2024 published in 2022 Budget Book1 Management and Secretariat Management and Secretariat Board Adjudications Partially yes Yes The software is operational and is in the finalization stage of testing.
The project proved to be more complex than initially anticipated, thus took more time than anticipated.

The electronic tender portal on the website is being used for the tender of vehicles and goods and services only.

Given that the use of this submission method is new and needs to be tested, it has taken some time for it to be implemented.

The website is being updated promptly within a two day timeframe 169 3.
Budget Overview Consolidated Expenditure Outturn Table 1 Consolidated expenditure outturn R'000s Programmes P1: Board Management and Secretariat Administrative Services Total Economic Classification CURRENT EXPENDITURE Compensation of Employees Wages and Salaries in Cash Wages and Salaries in Kind Use of Goods and Services Office Expenses Transportation and Travel cost Maintenance and Repairs Materials and Supplies Other Uses of Goods and Services Minor Capital Outlays CAPITAL EXPENDITURE Non-financial Assets Building and Infrastructure Machinery and Equipment Other Fixed Assets Non-produced Assets 2021 Audited Outturn 2022 Budget Revised Budget Preliminary Outturn Varianc e Revised Budget to Outturn 3,729 3,729 3,729 1,318 1,318 - 2,411 372 - 36 - 1,924 80 - - - - - - 3,903 3,903 3,903 1,331 1,331 - 2,572 412 11 51 - 2,018 80 - - - - - - 3,903 3,903 3,903 1,331 1,331 - 2,572 412 11 51 - 2,018 80 - - - - - - 3,789 3,789 2.9% 2.9% 3,789 1,329 1,329 - 2,460 370 0 29 - 1,983 78 - - - - - - 2.9% 0.1% 0.1% 0.0% 4.4% 10.3% 99.5% 42.8% 0.0% 1.7% 3.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% Total 3,729 3,903 3,903 3,789 2.9% 4.
Programme Performance Programme 1: Board Management and Secretariat Administrative Services The purpose of the programme is to promote the values of integrity, fair competition and good governance in the public procurement system of the country.

This shall be undertaken in a totally transparent manner, promoting equal and fair opportunity for all in the tender processes, as well as maximising the economic benefit to the Government.
The programme comprises the following sub-programmes:  Sub-programme 1 Management and Secretariat: Manages and ensures the dissemination of correct information relating to procurement matters and efficient administrative functions; and 170  Sub-programme 2 Board Adjudications: Promotes the principles of transparency, equity, fairness and value for money to ensure efficiency and competition in public procurement when considering the evaluation of tenders from procuring entities.
Performance against Programme Strategic Objectives and Measures The table below sets out the performance of the programme against the performance measures and targets set for 2022.

Table 2 Performance measures for programme Outcome: Outcome indicator 1.
% of bidders complying with the tender requirement P1: Board Management and Secretariat Administrative Services The principle of transparency, equity, fairness and value for money in use of public funds in procurement are promoted and upheld 2021 Outturn Target 2022 Revised Target Outturn Explanation of Difference between Targets and Outturn 85% 90% 5% In 2022, there were more compliance to the tender requirements than in 2021.
85% 2021 Contributing indicators Outturn Target 2022 Revised Target Outturn Explanation of Difference between Targets and Outturn 1.

Time lapse before tenders are uploaded on websites Not more than 2 days Not more than 2 days Not more than 2 days 0 Remained the same SP1: Management and Secretariat 1.

Number of cases managed per year 2.


Feedback to procuring entities after Board meeting SP2: Board Adjudications 560 300 622 -322 The number of project presented to the Board, increased and double what was targeted.
2 days 2 days 2 days 0 Remained the same Programme Expenditure Performance Table 3 Consolidated programme expenditure performance SR'000s Programmes SP1:Management and Secretariat SP2:Board Adjudications Total Economic Classification CURRENT EXPENDITURE Compensation of Employees Wages and Salaries in Cash Wages and Salaries in Kind Use of Goods and Services Office Expenses Transportation and Travel cost Maintenance and Repairs Materials and Supplies Other Uses of Goods and Services Minor Capital Outlays 2021 Audited Outturn Budget 2022 Revised Budget Preliminary Outturn Variance Revised Budget to Outturn 3,029 700 3,729 3,729 1,318 1,318 - 2,411 372 - 36 - 1,924 80 3,142 761 3,903 3,903 1,331 1,331 - 2,572 412 11 51 - 2,018 80 3,142 761 3,903 3,903 1,331 1,331 - 2,572 412 11 51 - 2,018 80 3,102 688 3,789 3,789 1,329 1,329 2,460 370 0 29 - 1,983 78 1.3% 9.6% 2.9% 2.9% 0.1% 0.1% 0.0% 0.0% 4.4% 10.3% 99.5% 42.8% 0.0% 1.7% 3.0% 171 SR'000s CAPITAL EXPENDITURE Non-financial Assets Building and Infrastructure Machinery and Equipment Other Fixed Assets Non-produced Assets 2021 Audited Outturn Budget 2022 Revised Budget Preliminary Outturn Variance Revised Budget to Outturn - - - - - - - - - - - - - - - - - - - - - - - Total 3,729 3,903 3,903 3,789 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 2.9% 172 Tax and Customs Agent Board 1.
Summary of Preliminary Outturn SR'000s Budget Revised Budget Preliminary Outturn Compensation of Employees 2022 Use of Goods and Services Capital Variance Revised Budget to Outturn P1:Governance, Management & Administration Total 1,480 1,480 1,480 1,480 1,129 1,129 238 238 891 891 - - 23.7% 23.7% 2.

Strategic Overview of Entity Mandate The mandate of Tax and Customs Agent Board (TACAB) is the regulation and registration of all tax and customs agents.
As for the Revenue Tribunal, its mandate is to be an intermediate between the Seychelles Revenue Commission (SRC) and taxpayers.
Strategic Priorities in 2022 to 2024 Strategic Priorities Improve the relationship between customs agents and the SRC customs division to move towards an environment where agents and the division work closely as joint stewards of custom administration in Seychelles Enhance the technical expertise in relation to custom and tax matters of the board through the inclusion of custom and tax technical expert in board meetings Review the RAA to give TACAB more power to investigate, intervene, and suspend access of non-compliant and problematic Tax and Custom Agents.
Align the newly formed Customs Agents Association of Seychelles with TACAB policy and the RAA.

Continue developing an accurate system for TACAB to record, monitor and update specifics of custom agent and their staff base.
Develop a software programme for administering and monitoring existing Tax and Customs Agents in relation to renewal of license; and Results Achieved (Yes/No) Programs or Sub-programs Impacted Explanation of Results for priorities not achieved Yes Yes No No Yes Yes Training of Custom Agent We have both a custom and tax agent representative on the board Review of RAA still ongoing In conjunction with Programme 5 above Ministry of Finance and SRC has been given approval through the cabinet to proceed with the mentioned priorities, however consultation with stake holders are still ongoing.
Due to the fact that RAA review programme has not been completed this priority has not achieved.

Migrated to electronic systems for keeping records of applications and appeal No Still ongoing Due to ongoing development of programmes in relation to Developing a software programme for administering and monitoring existing Tax and Customs Agents in relation to renewal of license.

1Source: Report Strategic Priorities from PPBB Statement 2022 – 2024 published in 2022 Budget Book 1 173 3.
Budget Overview Receipts Outturn Table 1 Receipts outturn SR'000s Receipts transferred to Consolidated Fund Registration Fees Total 2021 Audited Outturn Budget 35 35 35 35 35 35 2022 Revised Budget Preliminary Outturn 50 50 50 47 47 47 Variance Revised Budget to Outturn -6.0% -6.0% -6.0% Consolidated Expenditure Outturn Table 2 Consolidated expenditure outturn R'000s Programmes P1:Governance, Management & Administration Total Economic Classification CURRENT EXPENDITURE Compensation of Employees Wages and Salaries in Cash Wages and Salaries in Kind Use of Goods and Services Office Expenses Transportation and Travel cost Maintenance and Repairs Materials and Supplies Other Uses of Goods and Services Minor Capital Outlays CAPITAL EXPENDITURE Non-financial Assets Building and Infrastructure Machinery and Equipment Other Fixed Assets Non-produced Assets Total Justification: 2021 Audited Outturn Budget 2022 Revised Budget Preliminary Outturn Variance Revised Budget to Outturn 915 915 915 182 182 - 733 58 - 0 - 675 - - - - - - - 1,480 1,480 1,480 309 309 - 1,171 146 - 3 - 1,010 12 - - - - - - 1,480 1,480 1,480 309 309 - 1,171 146 - 3 - 1,010 12 - - - - - - 1,129 1,129 23.7% 23.7% 1,129 238 238 - 891 116 1 34 731 - 9 - - - - - - 23.7% 23.0% 23.0% 0.0% 23.9% 20.5% 0.0% -1037.0% -100.0% 100.0% 22.7% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 915 1,480 1,480 1,129 23.7% TACAB currently has a vacant Administrator position as the former administrator resigned in December.
Furthermore, both members of staff were on Maternity leave and the replacement for the staff has mostly been working at the liberty House, hence the underspending in office expenses.

Due to TACAB relocating offices, transportation was used for the displacement of furniture as well as payments being made for casual labor to assist during the displacement process from Kingsgate House to Care House 174 4.
Programme Performance The mandate of TACAB is delivered through a single programme, the Tax and Customs Agents Registration and Regulation.

Performance against Programme Strategic Objectives and Measures The table below sets out the performance of the programme against the performance measures and targets set for 2022.

Table 3 Performance measures for programme Programme: Outcome: Outcome indicator 1.

% of applications dealt within 30 days 2.
% of cases referred to TACAB for investigation within 60 days P1: Governance, Management & Administration All tax custom agent registered, regulated and complaint 2021 2022 Outturn Target Revised Target Outturn 100% 100% 100% 100% 100% 100% 100% 100% Explanation of Difference between Targets and Outturn Programme Expenditure Performance Table 4 Consolidated programme expenditure performance SR'000s Programmes P1:Governance, Management & Administration Total Economic Classification CURRENT EXPENDITURE Compensation of Employees Wages and Salaries in Cash Wages and Salaries in Kind Use of Goods and Services Office Expenses Transportation and Travel cost Maintenance and Repairs Materials and Supplies Other Uses of Goods and Services Minor Capital Outlays CAPITAL EXPENDITURE Non-financial Assets Building and Infrastructure Machinery and Equipment Other Fixed Assets Non-produced Assets 2021 Audited Outturn Budget 2022 Revised Budget Preliminary Outturn Variance Revised Budget to Outturn 915 915 915 182 182 - 733 58 - 0 - 675 - - - - - - - 1,480 1,480 1,480 309 309 - 1,171 146 - 3 - 1,010 12 - - - - - - 1,480 1,480 1,480 309 309 - 1,171 146 - 3 - 1,010 12 - - - - - - 1,129 1,129 1,129 238 238 - 891 116 1 34 731 - 9 - - - - - - 23.7% 23.7% 23.7% 23.0% 23.0% 0.0% 23.9% 20.5% -100.0% -1037.0% 0.0% 100.0% 22.7% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% Total 915 1,480 1,480 1,129 23.7% 175 Public Enterprise Monitoring Commission 1.
Summary of Preliminary Outturn 2022 SR'000s Budget Revised Budget Preliminary Outturn Compensation of Employees P1: Governance, Management and Administration P2: Public Enterprise Performance Total 4,101 4,868 8,969 4,189 3,980 8,169 4,162 3,662 7,824 1,291 3,327 4,618 Use of Goods and Services 2,871 334 3,206 Capital Variance Revised Budget to Outturn 0.7% 8.0% 4.2% - - - 2.
Strategic Overview of Entity Mandate The Public Enterprise Monitoring Commission (PEMC) is mandated by the PEMC Act to ensure that public enterprises are properly controlled and managed for the purposes of better performance, transparency and accountability, to improve efficiency and competitiveness of the economy, and foster and accelerate the macro- economic stability of the country.
The Commission evaluates the overall performance of public enterprises, ensures their efficient operation and promotes ethics of good governance in all their business transactions.
Strategic Priorities in 2022 to 2024 Strategic Priorities Strengthen the performance of PEs and ensure compliance with laws regulations and principles of good corporate governance through the implementation and enforcement of a risk-based oversight framework Identify and compute operational and financial risks of PEs and advise the Government on material impact that they may have on the PEs and the economy as a whole; Results Achieved (Yes/No) Programs or Sub-programs Impacted Yes P2 Yes P2 Strengthen the capacity of PEMC through the recruitment of qualified and experienced personnel and continuous professional development Partially P1 Explanation of Results for priorities not achieved PEMC continues to strengthen this strategic priority according to its capacity and existing framework.
This framework can be further improved through the strengthening of PEMC act, through increase capacity and through continued support from responsible Ministry.

PEMC has a manual system of DATA Collection through which this strategic priority has been achieved, and has advised the government on the material impact in terms of fiscal, operational and financial risk by PES on the economy.
The implementation and development of an automated system in place can further improve the gathering of PE DATA and analysis and reporting for the government to make more informed decisions.

PEMC is facing difficulties to retain experienced personnel due to better salary packages in other sectors.

Young graduates are often resigning for better opportunities.

Additionally, increase of professional development can further motivate the employees and as a result improve staff retention.
Source: Report Strategic Priorities from PPBB Statement 2022 – 2024 published in 2022 Budget Book1 176 3.
Budget Overview Consolidated Expenditure Outturn Table 1 Consolidated expenditure Outturn R'000s Programmes P1: Governance, Management and Administration P2: Public Enterprise Performance Total Economic Classification CURRENT EXPENDITURE Compensation of Employees Wages and Salaries in Cash Wages and Salaries in Kind Use of Goods and Services Office Expenses Transportation and Travel cost Maintenance and Repairs Materials and Supplies Other Uses of Goods and Services Minor Capital Outlays CAPITAL EXPENDITURE Non-financial Assets Building and Infrastructure Machinery and Equipment Other Fixed Assets Non-produced Assets Total Justification: 2021 Audited Outturn 2022 Budget Revised Budget Preliminary Outturn Variance Revised Budget to Outturn 4,162 3,662 7,824 7,824 4,618 4,618 - 3,206 366 67 149 - 1,831 792 - - - - - - 4,101 4,868 8,969 8,969 5,706 5,706 25 3,263 437 134 204 - 2,159 304 - - - - - - 4,189 3,980 8,169 8,169 4,906 4,906 - 3,263 381 89 150 - 1,834 809 - - - - - - 4,162 3,662 7,824 7,824 4,618 4,618 - 3,206 366 67 149 - 1,831 792 - - - - - - 7,824 8,969 8,169 7,824 0.7% 8.0% 4.2% 4.2% 5.9% 5.9% 0.0% 1.8% 3.7% 25.1% 0.8% 0.0% 0.2% 2.1% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 4.2% Irrespective of numerous challenges faced, the PEMC was able to deliver most of the items planned for the year 2022.
Some of the works carried forward from the year 2021 were completed.

Major achievements include the followings.
 Delivery of items planned for the year 2022 by the PEMC under its mandate  Finalized the New PE Bill and published in the Gazette in 21st November 2022  Identified potential suppliers/consultants for data automation project funded by US Treasury Department  Delivery of workshops and awareness programmes for the Board of Directors of PEs  Released the 2020 Public Enterprises Annual Performance Report;  Completion of special purpose assignments/reviews/investigations and advisory works requested by Minister for Final or Responsible Ministers.
 Conducted analysis of the Seychelles Public Enterprise Executive Compensation with the assistance of the United States Department of the Treasury;  Published the Audit and Risks Guidelines for Public Enterprises; 177  Released the 2020 Public Enterprises Code of Corporate Governance Report; and Compiled Public Enterprises Risk Information.

Key challenges includes the following:  The Main limitation for the PEMC is the limited capacity against the expectations from stakeholders.
 Absence of an automated system synergizing the flows of information between the PEMC and PEs for the effective functionality and delivery of the Commission s mandate;  Absence of an interactive website to disseminate information effectively.

However, after the adaptation of the new PE Bill, the PEMC is planning for major improvement during the year 2023 with its proposed restructuring process.

4.
4.

Programme Performance Programme 1: Governance, Management and Administration The purpose of the programme is to ensure efficient and effective governance and management of the Commission, including effective administration and control; effective management of PEMC assets and financial resources; submission of quarterly reports to the Minister of Finance; and support services to the Commission.
Programme Expenditure Performance Table 2 Consolidated programme expenditure performance SR'000s 2021 Audited Outturn Budget 2022 Revised Budget Preliminary Outturn Variance Revised Budget to Outturn Programmes P1: Governance, Management and Administration Total Economic Classification CURRENT EXPENDITURE Compensation of Employees Wages and Salaries in Cash Wages and Salaries in Kind Use of Goods and Services Office Expenses Transportation and Travel cost Maintenance and Repairs Materials and Supplies Other Uses of Goods and Services Minor Capital Outlays CAPITAL EXPENDITURE Non-financial Assets Building and Infrastructure Machinery and Equipment Other Fixed Assets Non-produced Assets 3,254 3,254 3,254 1,236 1,236 - 2,018 404 30 146 - 1,406 33 - - - - - - 4,101 4,101 4,101 1,289 1,289 25 2,812 386 49 171 - 2,069 112 - - - - - - 4,189 4,189 4,189 1,289 1,289 2,900 355 75 138 - 1,809 523 - - - - - - 4,162 4,162 0.7% 0.7% 4,162 1,291 1,291 - 2,871 350 52 138 - 1,808 523 - - - - - - 0.7% -0.1% -0.1% 0.0% 1.0% 1.3% 29.9% 0.1% 0.0% 0.1% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% Total 3,254 4,101 4,189 4,162 0.7% 178 Programme 2: Public Enterprise Performance The purpose of the programme is to ensure good governance, good financial performance, and efficient operation of the public enterprises through monitoring, analysis and evaluation of their governance, financial and operational performance, and the provision of recommendations to improve performance and increase the return on investments in the sector.
Performance against Programme Strategic Objectives and Measures The table below sets out the performance of the programme against the performance measures and targets set for 2022.

Table 3 Performance measures for programme Programme: Outcome: P1:Governance, Management & Administration Performing Public Enterprises Contributing indicators 2021 Outturn Target 2022 Revised Target Outturn Explanation of Difference between Targets and Outturn 1.

Number of audits/inspections undertaken 2.


Number of governance advocacy programme conducted 3.
Number of governance and financial analytical reports issued P1:Governance, Management & Administration 3 5 4 4 N/A N/A N/A N/A N/A N/A N/A N/A Programme Expenditure Performance Table 4 Consolidated programme expenditure performance SR'000s Programmes P2: Public Enterprise Performance Total Economic Classification CURRENT EXPENDITURE Compensation of Employees Wages and Salaries in Cash Wages and Salaries in Kind Use of Goods and Services Office Expenses Transportation and Travel cost Maintenance and Repairs Materials and Supplies Other Uses of Goods and Services Minor Capital Outlays 2021 Audited Outturn 2022 Budget Revised Budget Preliminary Outturn Variance Revised Budget to Outturn 3,679 3,679 3,679 3,502 3,502 - 176 18 - 27 - 5 126 4,868 4,868 3,980 3,980 3,662 3,662 8.0% 8.0% 4,868 4,416 4,416 - 451 51 85 33 - 90 192 3,980 3,616 3,616 - 364 26 14 12 - 25 286 3,662 3,327 3,327 - 334 17 14 11 - 23 269 8.0% 8.0% 8.0% 0.0% 8.0% 36.4% 0.0% 9.4% 0.0% 5.6% 6.0% 179 SR'000s CAPITAL EXPENDITURE Non-financial Assets Building and Infrastructure Machinery and Equipment Other Fixed Assets Non-produced Assets 2021 Audited Outturn 2022 Budget Revised Budget Preliminary Outturn - - - - - - - - - - - - - - - - - - - - - - - - Total 3,679 4,868 3,980 3,662 Variance Revised Budget to Outturn 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 8.0% 180 Government Audit Committee 1.
Summary of Preliminary Outturn SR'000s Budget Revised Budget Preliminary Outturn Compensation of Employees 2022 Use of Goods and Services Capital Variance Revised Budget to Outturn Support for Good Financial Governance Total 813 813 813 813 735 735 485 485 250 250 - - 9.7% 9.7% 2.
Strategic Overview of Entity Mandate The mandate of the Government Audit Committee (GAC) is to ensure the prudent use of public resources, the operation of adequate and effective systems of control, effective risk management mechanisms and to improve the accountability and transparency of all government entities.

The Committee advises the Minister of Finance.

Strategic Priorities in 2022 to 2024 Strategic Priorities 1.

Increase awareness and presence within the MDAs; 2.
Increase follow up on all audit report to ensure recommendations are implemented; 3.

Ensure that MDAs produce an action plan to give a time frame for the implementation of the recommendations; 4.

Ensure that all audit report from both the Auditor General and the Internal Audit Division are received; 5.

Encourage more meetings and discussion; 6.

Bring the knowledge of the Accounting Manual and standing regulations to the attention of the MDAs; 7.
Verify and confirm the implementation of the recommendations instead of just accepting a reply or an act of commitment; 8.

Build capacity of the GAC to attend to audits and follow up on recommendations; 9.

Ensure that all frauds are reported and investigated; 10.

Ensure that adequate amount of audit is undertaken each year and ensure that an adequate portion of the budget gets audited annually including the MDAs with the largest budget; 11.
To ensure that original documents are kept secure when under investigation; Results Achieved (Yes/No) Programs or Sub-programs Impacted Explanation of Results for priorities not achieved Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes P1 P1 P1 P1 P1 P1 P1 P1 P1 P1 P1 Source: Report Strategic Priorities from PPBB Statement 2022 – 2024 published in 2022 Budget Book1 181 3.
Budget Overview Consolidated Expenditure Outturn Table 1 Consolidated expenditure outturn 2021 2022 R'000s Audited Outturn Budget (Amendment) Revised Budget Preliminary Outturn Variance Revised Budget to Outturn Programmes P1: Support for Good Public Financial Governance Total 739 739 Economic Classification CURRENT EXPENDITURE Compensation of Employees Wages and Salaries in Cash Wages and Salaries in Kind Use of Goods and Services Office Expenses Transportation and Travel cost Maintenance and Repairs Materials and Supplies Other Uses of Goods and Services Minor Capital Outlays CAPITAL EXPENDITURE Non-financial Assets Building and Infrastructure Machinery and Equipment Other Fixed Assets Non-produced Assets 739 485 485.07420 - 254 11 - - - 242 - - - - - - - 813 813 813 485 485 - 328 32 14 10 - 262 10 - - - - - - 813 813 813 485 485 - 328 32 14 10 - 262 10 - - - - - - 735 735 9.7% 9.7% 735 485 485 - 250 7 - - - 242 - - - - - - - 9.7% - - - - 24.0% 77.2% 100.0% 100.0% - 7.6% 100.0% - - - - - - - Total 739 813 813 735 9.7% 4.
Programme Performance Programme 1: Support for Good Public Financial Governance The objective of the programme is to follow up on all audit reports in order to ensure that public funds are used in the most accountable and transparent manner for the purpose of achieving value for money and also to ensure that adequate control procedures are in place.
Performance against Programme Strategic Objectives and Measures The table below sets out the performance of the programme against the performance measures and targets set for 2022.

182 Performance measures for programme Programme: Outcome: P1: Support for Good Public Financial Governance Improved compliance with financial laws and regulations of publc minitries , departments and agencies Outcome indicator 1.
% of internal audit reports received from Internal Audit Department for audits done in MDAs 2021 Outturn Target 2022 Revised Target Outturn 50% 100% 100% 100% 2.

% of Auditor General's audit reports 75% 75% 75% 50% and management letters received from MDAs for audits done in MDAs Explanation of Difference between Targets and Outturn All internal audit reports are followed up effectively.

All the audit reports from the Auditor General Annual Report were analysed and will be followed through a presentation.
The difference between target and outurn is mainly due to the internal audit report which must be addressed immediately due to the fact that the audit by the Auditor General are done annually which is a form of follow up whereas the internal audit are done based on request from MOF and MDAs and not necessarily every year, thus it is extremely important to ensure that all the audit findings from the internal audit are dealt with effectively and immediately.
Programme Expenditure Performance Table 2 Consolidated programme expenditure performance SR'000s Programmes P1: Support for Good Public Financial Governance Total Economic Classification CURRENT EXPENDITURE Compensation of Employees Wages and Salaries in Cash Wages and Salaries in Kind Use of Goods and Services Office Expenses Transportation and Travel cost Maintenance and Repairs Materials and Supplies Other Uses of Goods and Services Minor Capital Outlays 2021 Audited Outturn Budget 2022 Revised Budget Preliminary Outturn Variance Revised Budget to Outturn 739 739 739 485 485 - 254 11 - - - 242 - 813 813 813 485 485 - 328 32 14 10 - 262 10 813 813 813 485 485 - 328 32 14 10 - 262 10 735 735 735 485 485 - 250 7 - - - 242 - 9.7% 9.7% 9.7% - - - - 24.0% 77.2% 100.0% 100.0% - 7.6% 100.0% 183 SR'000s CAPITAL EXPENDITURE Non-financial Assets Building and Infrastructure Machinery and Equipment Other Fixed Assets Non-produced Assets 2021 Audited Outturn Budget 2022 Revised Budget Preliminary Outturn Variance Revised Budget to Outturn - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - Total 739 813 813 735 9.7% 184 National Bureau of Statistics 1.
Summary of Preliminary Outturn SR'000s Budget Revised Budget Preliminar y Outturn Compensation of Employees 2022 P1:Governance, Management & Administration P2:Statistical Production Total 7,349 12,774 20,123 7,299 12,324 19,623 7,039 11,959 18,998 1,889 5,263 7,152 Capital Varianc e Revised Budget to Outturn 3.6% 3.0% 3.2% - - - Use of Goods and Services 5,150 6,696 11,846 2.
Strategic Overview of Entity Mandate The National Bureau of Statistics (NBS) is established under the National Bureau of Statistics Act 2010 and is responsible for collecting, compiling, analysing and publishing statistical information.

The Bureau is also responsible for co-ordinating, monitoring and supervising the National Statistical System (NSS).
Strategic Priorities in 2022 to 2024 Results Achieved (Yes/No) Programs or Sub-programs Impacted Explanation of Results for priorities not achieved Strategic Priorities Provide relevant training on administering survey/census tools and on data collection using modern technology Carry out the much awaited and delayed Population and Housing Census (PHC) in 2022 using, for the first time, digital technology for data collection Carry out a Post Enumeration Survey (PES) 3 months after completion of the main PHC All 3 sub- Programmes All 3 sub- Programmes Yes Yes No Analyse the PHC data and compile the detailed PHC report Yes / No Social Statistics Census, Survey & GIS Complete the upgrading and installation of modern technology infrastructure and software within the Bureau Yes / No Management / IT Introduce an interactive dashboard on NBS website No IT Review and implement the Scheme of Service for the Statistics and GIS cadres No Management / HRBMO PES not carried out due to human resource and budget constraints • PHC data analysed and provisional demographic results released within 3 months of data collection.
• Detailed PHC Report is still work in progress due to time required to code and classify industry and occupation as well as validate data against various other administrative data sets • Upgrading and installation of modern technology infrastructure completed in preparation for the first digital census.

• Software will require acquiring the relevant licenses Interactive dashboard was available at the back end for real time monitoring on census field operations.
Full-fledged interactive dashboard not yet implemented.

Consultations ongoing with UNECA to provide technical support.

Not implemented as per overall government instructions issued, as it would entail increases in salaries and allowances and this would have not been possible due to budgetary constraints.
185 Strategic Priorities Conduct efficient data collection and analysis to meet the data and information needs of existing and new data users Results Achieved (Yes/No) Programs or Sub-programs Impacted Yes / No Explanation of Results for priorities not achieved The compilation of economic statistics hinges greatly on tapping into existing administrative data sources (SRC, Immigration and Travizory).
Major challenges and difficulties encountered that impede analysis and meeting user data needs relate to coverage, classifications, timeliness, quality and integrity of the raw data used in the analysis and compilation of key indicators 1Source: Report Strategic Priorities from PPBB Statement 2022 – 2024 published in 2022 Budget Book 1 3.
Budget Overview Consolidated Expenditure Outturn Table 1 Consolidated expenditure outturn R'000s 2021 Audited Outturn 2022 Budget Revised Budget Preliminary Outturn Variance Revised Budget to Outturn Programmes P1:Governance, Management & Administration P2:Statistical Production Total Economic Classification CURRENT EXPENDITURE Compensation of Employees Wages and Salaries in Cash Wages and Salaries in Kind Use of Goods and Services Office Expenses Transportation and Travel cost Maintenance and Repairs Materials and Supplies Other Uses of Goods and Services Minor Capital Outlays CAPITAL EXPENDITURE Non-financial Assets Building and Infrastructure Machinery and Equipment Other Fixed Assets Non-produced Assets 6,022 10,020 16,042 15,931 7,342 7,342 - 8,588 729 100 276 39 7,237 208 111 111 - - - 111 7,349 12,774 20,123 20,123 8,256 8,256 - 11,867 1,281 233 246 43 9,851 213 - - - - - - 7,299 12,324 19,623 19,623 7,756 7,756 - 11,867 1,281 233 246 43 9,851 213 - - - - - - 7,039 11,959 18,998 3.6% 3.0% 3.2% 18,998 7,152 7,152 - 11,846 973 281 204 43 10,316 29 - - - - - - 3.2% 7.8% 7.8% 0.0% 0.2% 24.1% -20.8% 16.9% 0.3% -4.7% 86.5% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% Total 16,042 20,123 19,623 18,998 3.2% 186 4.
Programme Performance Programme 1: Governance, Management and Administration The purpose of the programme is to provide for increased management capacity of the NBS, regularly review the institutional setup in consultation with the Board of Directors and maintain a high level of human resource and information technology development.
Performance against Programme Strategic Objectives and Measures The table below sets out the performance of the programme against the performance measures and targets set for 2018.
Programme Expenditure Performance Table 2 Consolidated programme expenditure performance SR'000s Programmes P1:Governance, Management & Administration Total Economic Classification CURRENT EXPENDITURE Compensation of Employees Wages and Salaries in Cash Wages and Salaries in Kind Use of Goods and Services Office Expenses Transportation and Travel cost Maintenance and Repairs Materials and Supplies Other Uses of Goods and Services Minor Capital Outlays CAPITAL EXPENDITURE Non-financial Assets Building and Infrastructure Machinery and Equipment Other Fixed Assets Non-produced Assets 2021 Audited Outturn 2022 Budget Revised Budget Preliminary Outturn Variance Revised Budget to Outturn 6,022 6,022 6,022 1,844 1,844 - 4,178 729 42 276 - 2,932 199 - - - - - - 7,349 7,349 7,349 1,976 1,976 - 5,373 1,011 83 246 - 3,825 208 - - - - - - 7,299 7,299 7,299 1,926 1,926 - 5,373 1,011 83 246 - 3,825 208 - - - - - - 7,039 7,039 3.6% 3.6% 7,039 1,889 1,889 - 5,150 973 135 204 - 3,810 29 - - - - - - 3.6% 2.0% 2.0% 0.0% 4.1% 3.8% -62.5% 16.9% 0.0% 0.4% 86.1% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% Total 6,022 7,349 7,299 7,039 3.6% Programme 2: Statistical Production The purpose of the programme is to implement the vision and mission of the Bureau by collecting, compiling, analysing and disseminating the relevant statistical indicators either first hand through the conduct of censuses and surveys (household and enterprise based) or through making use of secondary source (administrative) data.
The programme comprises the following sub-programmes:  Sub-programme 1 Economic Statistics: Produces quality and timely indicators to monitor and measure the performance of the Seychelles economy; 187  Sub-programme 2 Census, Survey and GIS: Conducts professional surveys to measure population size, distribution and socio-economic characteristics (including household income and expenditure, labour and other statistics), and provides leadership in the development and use of standard geographies; and  Sub-programme 3 Social Statistics: Produces statistical measures pertaining to the living conditions and social protection of households.
Performance against Programme Strategic Objectives and Measures The table below sets out the performance of the programme against the performance measures and targets set for 2022.

Table 3 Performance measures for programme Programme: Outcome: Contributing indicators 1.

National Accounts 2.

Employment & Earnings 3.

Consumer Price Index Statistics 4.

Producer Price Index Statistics 5.

Production Indicators Statistics 6.

Industrial Production Index Statistics 7.


Tourism statistics (weekly visitor arrivals) 8.

Tourism Statistics monthly visitor arrivals) 9.

Hotel Occupancy Statistics 10.

Merchandise Trade Statistics 11.

Import-Export Price Index 12.

Statistical Abstract (annual) 13.

Seychelles in Figures (annual) 14.

Migration & Tourism (annual) 1.

Data Collection Prices (CPI) 2.

Data Collection QLFS 3.
Population & Vital Statistics (Demography) P2:Statistical Production Availability of timely and quality statistics to respond to current and emerging data needs and support policy decisions 2021 Outturn Target 2022 Revised Target SP1:Economics Statistics Outturn Explanation of Difference between Targets and Outturn SP2: Census , Survey and GIS 12 - 2 12 12 2 1 12 0 2 1 SP3:Social Statistics 5 4 12 12 4 12 52 12 4 4 4 1 1 1 12 0 2 1 0 0 4 No Labour Force Survey carried out 4.
Population & Housing Census (PHC) N/A 1.

Household Budget Survey (HBS) N/A N/A 2.

QLFS 3.
Crime, Justice & Security - 4 - 5 0 0 4 188 Programme Expenditure Performance Table 4 Consolidated programme expenditure performance 2021 Audited Outturn 2022 Budget Revised Budget Preliminary Outturn Variance Revised Budget to Outturn SR'000s Programmes SP1:Economics Statistics SP2: Census , Survey and GIS SP3:Social Statistics Total Economic Classification CURRENT EXPENDITURE Compensation of Employees Wages and Salaries in Cash Wages and Salaries in Kind Use of Goods and Services Office Expenses Transportation and Travel cost Maintenance and Repairs Materials and Supplies Other Uses of Goods and Services Minor Capital Outlays CAPITAL EXPENDITURE Non-financial Assets Building and Infrastructure Machinery and Equipment Other Fixed Assets Non-produced Assets 2,838 6,118 1,064 10,020 9,909 5,498 5,498 - 4,411 1 58 - 39 4,305 9 111 111 - - - 111 3,069 7,024 2,681 12,774 12,774 6,279 6,279 - 6,494 270 150 - 43 6,026 5 - - - - - - 2,969 6,974 2,381 12,324 12,324 5,829 5,829 - 6,494 270 150 - 43 6,026 5 - - - - - - 2,827 8,372 761 11,959 11,959 5,263 5,263 - 6,696 - 147 - 43 6,506 - - - - - - - 4.8% -20.0% 68.1% 3.0% 3.0% 9.7% 9.7% 0.0% -3.1% 100.0% 2.2% 0.0% 0.3% -8.0% 100.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 3.0% Total 10,020 12,774 12,324 11,959 189 Financial Intelligence Unit 1.
Summary of Preliminary Outturn 2022 SR'000s Budget Revised Budget Preliminary Outturn Compensation of Employees P1: Governance Management and Administration P2: National Risk Assessment Total 10,386 10,386 8,678 19,064 8,678 19,064 11,373 7,655 19,028 5,117 7,026 12,143 Use of Goods and Services 6,256 628 6,885 Capital - - - Variance Revised Budget to Outturn -9.5% 11.8% 0.2% 2.
Strategic Overview of Entity Mandate The mandate of the Financial Intelligence Unit (FIU) is to, serve as the national centre for the receipt and analysis of suspicious transaction reports and other information relevant to efforts to combat money laundering and terrorist financing; for the dissemination of intelligence report; and to supervise and monitor Designated Non-Financial Businesses and Professions’ (DNFBPs) compliance with their obligations under the Anti-Money Laundering and Countering the Financing of Terrorism Act, 2020 and its regulations; undertake due diligence checks and other inquiries as may be requested by a government department; and be the nodal agency to maintain Beneficial Ownership (BO) under the Beneficial Ownership Act, 2020 (“BO Act”).
Strategic Priorities in 2022 to 2024 Strategic Priorities Results Achieved (Yes/No) Programs or Sub-programs Impacted Explanation of Results for priorities not achieved 1.

Strengthen the FIU's financial intelligence framework to assist domestic and international authorities to better detect, deter and prosecute financial crimes.

2.

Strengthen oversight and supervision of the DNFBP sector in strict compliance with international Standards.
Tactical analysis framework is strengthened: on-going Ensure the needs of our partners is understood: Yes Strengthen FIU’s financial intelligence product: Yes Increase sharing of FIU’s strategic insights into emerging threats: On-going Awareness: Yes Desk Based Reviews: Yes BO Compliance Reviews: Partially Review of AML/CFT Compliance Manual: Yes Guidance documents issued: No P2 P2 its is one the strengthening of The FIU acts as a bridge between the reporting sector and the Law enforcement agencies.
As intelligence such, framework is ongoing strategic that priorities.

For 2022, despite experiencing a decrease in dissemination, a revision of the financial intelligence report was made where it has been reformatted to better meet the needs of our partners.

We managed to provide on-site training for all our analyst.

The FIU has reviewed data collected and/or through statutory received reporting and was able to issue a first trend report to relevant competent authority.
Similarly, to what was observed in 2021, in 2022 the FIU has continued to make progress on its supervisory activities.

However, from a risk-based perspective and considering the countries commitment to improve transparency as it relates to Beneficial Ownership, it was decided to re- prioritize and focus time and resources in providing guidance to the domestic sector in order to create awareness of the concept and obligations with the aim to improve compliance.
For the NPO sector in 2022, FIU started an NRA of the sector to be completed in 2023 which will allow us to identify all NPOs amongst the associations registered in Seychelles and to determine the high risk NPOs 190 Strategic Priorities Results Achieved (Yes/No) Programs or Sub-programs Impacted Explanation of Results for priorities not achieved % Implementation of the Risk Based supervision Framework of reporting entities: Yes % Implementation of the Risk Based supervision Framework for high-risk NPOs: on-going that would be subjected to supervision on a risk sensitive basis.
3.

Develop and implement information and communication technology and infrastructural plans to support the FIU in fulfilling its regulatory and operational mandate.

4.

Engage with all reporting entities to build meaningful partnerships and reposition the FIU as key stakeholder within the AML/CFT framework.

5.

Acquire the requisite human and technical resources for the creation of a unit within FIU to ensure the full implementation of the BO database under the BO Act 2020.

6.
6.

Implement a training and development programme to ensure that employees have the necessary skills to effectively deliver on the FIU’s mandate and mission.
information Implement and communication technology and infrastructural plans: Partially P2 On-going P2 Yes P2 On-going P2 the platform to meet The rolling out of the Beneficial Ownership database through the goAML platform has caused certain delay with the implementation of FIU the goAML reporting obligation/need of reporting entities and other stakeholders, which is in line with the FIU’s digitalisation plans.
During the last quarter of 2022, resources was allocated to this project and the platform is schedule to go live on April 2023.

This support the FIU in meeting its mandate under the AML/CFT Act, to optimally use its allocated resources and strengthen its effectiveness.

For the period under review, the FIU has met its target and created relevant platforms to engage with it partners both from the private and public sector.
However, this remains as an ongoing engagement and the focus for 2023 is to formalize a public, private partnership platform for AML/CFT issues.

AML/CTF matters is very dynamic and ever evolving.

Therefore, hands-on training is vital to ensure staff is abreast with developments to effectively discharge the role and function of FIU.

With the budget afforded, we have managed to partially implement our approved programmes.
However, for the year 2022, the FIU has received assistance technical assistance providers on various work stream related to the FIU function which will assist to strengthen the capacity of FIU staff.

international from the Source: Report Strategic Priorities from PPBB Statement 2022 – 2024 published in 2022 Budget Book 1 191 3.
Budget Overview Receipts Outturn Table 1 Receipts outturn 2021 2022 SR'000s Audited Outturn Budget (Amendment) Revised Budget Preliminary Outturn Receipts transferred to Consolidated Fund FIU Fees and Fines Total 271 271 271 - - - - - - - - - Variance Revised Budget to Outturn - - - Following the amendment “Proceed of Crime Confiscation Act’ (POCCA) in 2017 the FIU no longer have investigative powers as such no jurisdiction over the POCCCA.

All powers have been transferred to the Seychelles Police.
As such this section is not applicable.
Consolidated Expenditure Outturn Table 2 Consolidated expenditure outturn R'000s 2021 Audited Outturn 2022 Budget Revised Budget Preliminary Outturn Variance Revised Budget to Outturn Programmes P1: Governance Management and Administration P2: National Risk Assessment Total Economic Classification CURRENT EXPENDITURE Compensation of Employees Wages and Salaries in Cash Wages and Salaries in Kind Use of Goods and Services Office Expenses Transportation and Travel cost Maintenance and Repairs Materials and Supplies Other Uses of Goods and Services Minor Capital Outlays CAPITAL EXPENDITURE Non-financial Assets Building and Infrastructure Machinery and Equipment Other Fixed Assets Non-produced Assets 10,967 7,803 18,771 18,771 11,988 11,988 - 6,783 1,954 105 1,174 - 2,905 643 - - - - - - 10,386 8,678 19,064 19,064 13,049 13,049 - 6,015 2,011 73 729 - 2,880 322 - - - - - - 10,386 8,678 19,064 19,064 13,049 13,049 - 6,015 2,011 73 729 - 2,880 322 - - - - - - 11,373 7,655 19,028 -9.5% 11.8% 0.2% 19,028 12,143 12,143 - 6,885 2,189 406 1,072 - 2,470 748 - - - - - - 0.2% 6.9% 6.9% 0.0% 0.0% -14.5% -8.9% -460.7% -47.0% 0.0% 14.3% -132.3% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% Total 18,771 19,064 19,064 19,028 0.2% 192 4.
Programme Performance Programme 1: Governance, Management and Administration The purpose of the programme is to finance the governance, management and administration functions of the FIU.

It undertakes strategic management and corporate planning, annual and other reporting, corporate governance and compliance; manages human resources; prepares and maintains budget and financial reports; manages the general office business; handles all correspondence and manages and maintains logistics security.
Performance against Programme Strategic Objectives and Measures The table below sets out the performance of the programme against the performance measures and targets set for 2022.
Programme Expenditure Performance Table 3 Consolidated programme expenditure performance SR'000s Programmes 2021 Audited Outturn 2022 Budget Revised Budget Preliminary Outturn Variance Revised Budget to Outturn P1:Governance, Management & Administration Total 10,967 10,967 10,386 10,386 10,386 10,386 11,373 11,373 -9.5% -9.5% Economic Classification CURRENT EXPENDITURE Compensation of Employees Wages and Salaries in Cash Wages and Salaries in Kind Use of Goods and Services Office Expenses Transportation and Travel cost Maintenance and Repairs Materials and Supplies Other Uses of Goods and Services Minor Capital Outlays CAPITAL EXPENDITURE Non-financial Assets Building and Infrastructure Machinery and Equipment Other Fixed Assets Non-produced Assets 10,967 4,851 4,851 - 6,116 1,949 100 1,174 - 2,250 643 - - - - - - 10,386 5,025 5,025 - 5,361 1,991 63 729 - 2,257 322 - - - - - - 10,386 5,025 5,025 - 5,361 1,991 63 729 - 2,257 322 - - - - - 11,373 5,117 5,117 6,256 2,184 302 1,072 - 1,951 748 - - - - - -9.5% -1.8% -1.8% 0.0% 0.0% -16.7% -9.7% -383.1% -47.0% 0.0% 13.6% -132.3% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% Total 10,967 10,386 10,386 11,373 -9.5% Programme 2: Core Functions The purpose of this programme is to support the FIU in fulfilling its core technical functions as prescribed under section 27(1) of the AMLA and section 13 of the BO Act, which includes analysis of suspicious transaction reports, dissemination of information, regulatory supervision and deterrence programmes for reporting entities, Customer Due
 Diligence support to certain MDAs and maintenance of the BO Database.
As part of the process, it is critical for the FIU to have close co-ordination and co-operation with relevant 193 domestic and international partners on matters related to anti-money laundering/countering the financing of terrorism, including the Financial Action Task Force, Eastern and Southern African Anti-Money Laundering Group (ESAAMLG), the Egmont Group (a network of financial intelligence units), the Organisation for Economic Co-operation and Development and other international intelligence unit forums.
Performance against Programme Strategic Objectives and Measures The table below sets out the performance of the programme against the performance measures and targets set for 2022.

Table 4 Performance measures for programme Programme: Outcome: Contributing indicators Programme 2: CORE FUNCTIONS 2021 Outturn Target 2022 Revised Target Outturn Explanation of Difference between Targets and Outturn The NRA identified deficiencies in the AML/CFT framework enforcement regime.
The action plan and the National AML/CFT Strategy 2020 – 2023 both have as strategic objective strengthening enforcement capabilities through a proportionate and dissuasive enforcement framework.

However, the outturn is less than the targeted % of implementation because there is still a lack of the prescribed mechanism (being the Appeals Board) which would allow the imposition of appropriate sanction on reporting entities for non-compliance with their obligations under the AML/CFT Act, 2020.
Re-prioritisation of objectives led to reallocation of resources to the awareness programme, so as to improve compliance by the domestic sector with the Beneficial Ownership Act.

This led to more awareness sessions with reporting entities and resident agents.
The target was exceeded because in order to meet commitments made to international partners, the FIU amended its supervisory plan and included supervisory reviews/compliance testing of entities under its purview under the Beneficial Ownership Act, as well as those initially planned under the AML/CFT Act.

1.

% implementation of the FIU specific components in the NRA 2018 Action Plans and the National AML/ CFT Strategy 2020 – 2023.

10% 15% 15% 10% 2.
10% 15% 15% 10% 2.

% implementation of the FIU specific components in the National Action Plan for the Mutual Evaluation of Seychelles against International AML/ CFT standards 10% 25% 25% 25% 3.

Number of awareness programmes for reporting entities / resident agents 17 10 10 19 4.

Number of supervisory reviews conducted for reporting entities under the FIU's supervisory purview 12 25 12 55 5.
% implementation of a Risk-Based Supervisory Framework for supervision of reporting entities 90% 100% 100% 100% 194 Programme: Outcome: Contributing indicators Programme 2: CORE FUNCTIONS 2021 Outturn Target 2022 Revised Target Outturn Explanation of Difference between Targets and Outturn 6.

% implementation of a Risk-Based Supervisory Framework for supervision of high-risk NPOs 10% 75% 50% 50% 7.
Number of guidance documents issued documents to reporting entities on the requirements of AML/CFT legislations for the effective implementation of AML/CFT systems and controls 7 2 2 0 8.

Disseminate quality and timely intelligence reports to domestic LEAs, Competent Authorities and international partners in the fight against money laundering and terrorism financing.
145 125 125 82 On the basis of the re-prioritisation exercise and an assessment of the effectiveness of FIU initiatives, more emphasis and resources were placed on securing improved compliance by the domestic sector to the Beneficial Ownership Act through face-to-face guidance and awareness programmes rather than producing guidance documents for the entities under our AML/CFT supervisory purview.
However, certain relevant guidance was provided through various means including the interactions with the reporting entities.

24 reports were completed in the last quarter of 2022.

However, these reports were not disseminated due to the review being conducted in the restructuring and formatting of intelligence report through the assistance of technical experts that FIU is having onsite.

These reports are to be disseminated in the first quarter of 2023.
Further 3 analysts from the FIU were seconded for 6 months on 2 days per week basis to the ACCS to assist with the ongoing corruption case.

Another 2 analysts have been assigned to ongoing task forces to assist LEAs with analytical work.

9.

Produce Strategic Reports showing trends and Typologies relating to AML/CFT.

10.

% maintenance and population of BO information on the BO database 11.

Provide timely response to request for information by competent authorities.
1 1 1 1 100% 80% 100% 95% 80% 95% Source: Report Strategic Priorities from PPBB Statement 2022 – 2024 published in 2022 Budget Book1 Programme Expenditure Performance Table 5 Consolidated programme expenditure performance SR'000s Programmes P2: National Risk Assessment Total 2021 Audited Outturn 2022 Budget Revised Budget Preliminary Outturn Variance Revised Budget to Outturn 7,803 7,803 8,678 8,678 8,678 8,678 7,655 7,655 11.8% 11.8% 195 SR'000s 2021 Audited Outturn 2022 Budget Revised Budget Preliminary Outturn Variance Revised Budget to Outturn Economic Classification CURRENT EXPENDITURE Compensation of Employees Wages and Salaries in Cash Wages and Salaries in Kind Use of Goods and Services Office Expenses Transportation and Travel cost Maintenance and Repairs Materials and Supplies Other Uses of Goods and Services Minor Capital Outlays CAPITAL EXPENDITURE Non-financial Assets Building and Infrastructure Machinery and Equipment Other Fixed Assets Non-produced Assets Total Justification: 7,803 7,137 7,137 - 666 6 6 - - 655 - - - - - - - 8,678 8,024 8,024 - 653 20 10 - - 623 - - - - - - - 8,678 8,024 8,024 - 653 20 10 - - 623 - - - - - - - 7,655 7,026 7,026 - 628 5 105 - - 519 - - - - - - 11.8% 12.4% 12.4% 0.0% 3.8% 75.0% -945.7% 0.0% 0.0% 16.8% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 7,803 8,678 8,678 7,655 11.8% FIU recorded savings under wages and salaries as result of two staff resignation in January to August 2022, whereby only one post was recruited in June and the other one posts was delayed until December
 2022.
196 YOUTH, SPORT AND FAMILY PORTFOLIO 197 Department of Youth and Sports 1.

Summary of Preliminary Outturn SR'000s Budget Revised Budget Preliminary Outturn Compensation of Employees 2022 Use of Goods and Services Capital P1:Governance, Management & Administration P2:Policy Development, Monitoring and Support Total 4,475 4,464 3,434 7,908 3,445 7,908 4,732 3,021 7,753 2,742 1,990 2,183 4,925 839 2,828 Variance Revised Budget to Outturn -6.0% 12.3% 2.0% - - - 2.
Strategic Overview of Entity Mandate The Youth and Sports Department is mandated to work across sectors and with all stakeholders to create an environment that (i) empowers the youth to participate actively in the realisation of their aspirations and in national development and (ii) promotes and enhances a sports, leisure and recreational culture for health improvement and well-being of our people.
Strategic Priorities in 2022 to 2024 Strategic Priorities Results Achieved (Yes/No) Programs or Sub-programs Impacted Explanation of Results for priorities not achieved Coordinate the development and implementation of policies and programmes aimed at (i) instilling moral and spiritual values in young people and (ii) improving their health and well-being.
Develop and strengthen collaboration and partnerships with/among MDAs, civil society organisations and the private sector to support and complement the education system in developing the capacity of young people to contribute positively to society.

Work with MDAs, relevant organisations and the private sector to develop an environment/culture that encourages and support youth participation in economic development.
Yes P2.2 Yes P2.2 Yes P2.2 Develop the economic potential of sports in partnership with relevant MDAs and organisations.

Yes P2.2 Use media and digital platforms to share findings, collaborate, network and work with key stakeholders and for human resource development/training.

Yes P1 Carry out the mid review of the National Youth Policy.

Yes P2.2 Coordinate the development of essential frameworks to improve the implementation, monitoring and evaluation of youth related issues.
Yes P2.2 Source: Report Strategic Priorities from PPBB Statement 2022 – 2024 published in 2022 Budget Book 1 198 3.
Budget Overview Consolidated Expenditure Outturn Table 1 Consolidated expenditure outturn R'000s 2021 Audited Outturn 2022 Budget Revised Budget Preliminary Outturn Variance Revised Budget to Outturn Programmes P1:Governance, Management & Administration P2:Policy Development, Monitoring and Support Total Economic Classification CURRENT EXPENDITURE Compensation of Employees Wages and Salaries in Cash Wages and Salaries in Kind Use of Goods and Services Office Expenses Transportation and Travel cost Maintenance and Repairs Materials and Supplies Other Uses of Goods and Services Minor Capital Outlays CAPITAL EXPENDITURE Non-financial Assets Building and Infrastructure Machinery and Equipment Other Fixed Assets Non-produced Assets 3,616 2,344 5,960 5,960 3,997 3,997 - 1,963 392 54 16 - 1,449 52 - - - - - - 4,475 3,434 7,908 7,908 4,834 4,834 - 3,075 582 176 95 - 2,132 90 - - - - - - 4,464 3,445 7,908 7,908 4,834 4,834 - 3,075 642 216 31 3 2,107 76 - - - - - - 4,732 3,021 7,753 -6.0% 12.3% 2.0% 7,753 4,925 4,925 - 2,828 603 186 23 3 1,965 49 - - - - - - 2.0% -1.9% -1.9% 0.0% 8.0% 6.1% 13.6% 26.5% 0.0% 6.8% 35.9% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% Total 5,960 7,908 7,908 7,753 2.0% 4.
Programme Performance Programme 1: Governance, Management and Administration The purpose of the programme is to enable collaborative work with local and international partners, in partnership with organisations, departments and sectors, which have mandates that cut across youth/sports issues; being responsive to the needs and aspirations of young people and the well-being of the general population by organising public services around citizen priorities with regards to the portfolio.
It also provides for the overall management of the Youth and Sports Department, including the provision of appropriate administrative support services to all the department’s programmes with regard to general administration, finance and human resources.

Performance against Programme Strategic Objectives and Measures The table below sets out the performance of the programme against the performance measures and targets set for 2022.
199 Programme Expenditure Performance Table 2 Consolidated programme expenditure performance SR'000s Programmes P1:Governance, Management & Administration Total Economic Classification CURRENT EXPENDITURE Compensation of Employees Wages and Salaries in Cash Wages and Salaries in Kind Use of Goods and Services Office Expenses Transportation and Travel cost Maintenance and Repairs Materials and Supplies Other Uses of Goods and Services Minor Capital Outlays CAPITAL EXPENDITURE Non-financial Assets Building and Infrastructure Machinery and Equipment Other Fixed Assets Non-produced Assets 2021 Audited Outturn 2022 Budget Revised Budget Preliminary Outturn Variance Revised Budget to Outturn 3,616 3,616 3,616 2,187 2,187 - 1,429 235 44 16 - 1,118 16 - - - - - - 4,475 4,475 4,475 2,370 2,370 - 2,104 378 105 92 - 1,490 39 - - - - - - 4,464 4,464 4,464 2,370 2,370 - 2,093 389 136 28 3 1,495 43 - - - - - - 4,732 4,732 -6.0% -6.0% 4,732 2,742 2,742 - 1,990 329 114 23 3 1,485 37 - - - - - - -6.0% -15.7% -15.7% 0.0% 4.9% 15.4% 16.3% 18.6% 0.0% 0.7% 15.3% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% Total 3,616 4,475 4,464 4,732 -6.0% Programme 2: Policy Development, Monitoring and Support The purpose of this programme is to develop youth and sports policies, and to monitor and evaluate their implementation.
It also provides support to programmes that operate independently of the Ministry’s public bodies: The National Sports Council (NSC) and Seychelles National Youth Council (SNYC).
The programme comprises the following sub-programmes:  Sub-programme 1 Youth Support and Co-ordination: Provides appropriate support and co-  ordination for the Duke of Edinburgh International Award programme; and Sub-Programme 2 Policy, Planning, Monitoring and Evaluation: Identifies issues pertaining to youth and sports in order to formulate associated policies.

It also monitors and evaluates the performance of these two sectors as well as other MDAs.
Performance against Programme Strategic Objectives and Measures The table below sets out the performance of the programme against the performance measures and targets set for 2022.
200 Table 3 Performance measures for programme Programme: P2:Policy Development, Monitoring and Support Outcome: Contributing indicators All youth and sports entities and stakeholders implement programmes aligned with the revised National Youth Policy and the National Sports Policy 2021 Outturn Target 2022 Revised Target Outturn Explanation of Difference between Targets and Outturn SP1: Youth Support & Coordination 1.

Number of sub licenses awarded 2.

Number of new Award Centers set up 3.


Number of marginalised youth groups with access to the award programmes - 3 1 SP2:Policy Planning, Monitoring & Evaluation 1.

Number of youth issues incorporated in MDA’s and other associations in cross cutting programmes 2.

Number of sports issues addressed 3.

Number of sports programme supported (Sports Trust Fund) 3 1 5 2 2 5 3 4 2 4 5 4 0 2 2 5 5 Structure not in place for human resource development so that the Award Centers could meet criteria to be licensed.
Increase of stakeholder participation is needed for better outcome Was able to address one more issue Sports Tourism, Sports in Schools, Sports And Family, Sports for Unity and NSC ACT N/A 20 10 24 More emphasis on advert, which attracted more applicants.
201 Programme Expenditure Performance Table 4 Consolidated programme expenditure performance SR'000s Programmes SP1: Youth Support & Coordination SP2:Policy Planning, Monitoring & Evaluation Total Economic Classification CURRENT EXPENDITURE Compensation of Employees Wages and Salaries in Cash Wages and Salaries in Kind Use of Goods and Services Office Expenses Transportation and Travel cost Maintenance and Repairs Materials and Supplies Other Uses of Goods and Services Minor Capital Outlays CAPITAL EXPENDITURE Non-financial Assets Building and Infrastructure Machinery and Equipment Other Fixed Assets Non-produced Assets Total Justification: 2021 Audited Outturn 2022 Budget Revised Budget Preliminary Outturn Variance Revised Budget to Outturn 1,086 1,259 2,344 2,344 1,810 1,810 - 534 157 10 - - 331 36 - - - - - - 1,612 1,822 3,434 3,434 2,463 2,463 - 971 204 71 3 - 642 51 - - - - - - 1,626 1,818 3,445 3,445 2,463 2,463 - 982 253 80 3 - 612 33 - - - - - - 1,529 1,492 3,021 6.0% 17.9% 12.3% 3,021 2,183 2,183 - 839 274 73 - - 479 12 - - - - - - 12.3% 11.4% 11.4% 0.0% 14.6% -8.2% 9.2% 100.0% 0.0% 21.7% 63.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 2,344 3,434 3,445 3,021 12.3% As a result of the restructuring since 2021, there were less youth officers working at community levels which impacted on the number of planned programmes.
Prior to the restructuring, there was one youth officer allocated per district compared to 2022 where only one youth officer covered 7 to 8 districts.

Additionally, due to health regulations less participants were targeted.

Some promotions and reclassifications of posts was still in process at Public Service Bureau.
Variance for minor capital relates to kitchen utensils not purchased and funds were re-allocated to cater for facilities for events for Presentation of Pins and Certificate to Award Participant that was long overdue.

In addition external hardrive was purchased earlier in 2021 budget, thus the savings in 2022 was vired to clear deficit under other transportation costs.

202 Department of Family 1.


Summary of Preliminary Outturn SR'000s Budget Revised Budget Preliminary Outturn Compensation of Employees 2022 P1:Governance, Management & Administration P2:Quality of Life P3:Management of Elderly and Disabled services Total 12,585 12,585 13,554 2,892 11,557 2,892 8,083 2,877 6,609 7,473 1,901 2,119 Use of Goods and Services 6,081 630 4,489 Capital Variance Revised Budget to Outturn - -7.7% 346 0.5% - 18.2% 27,034 23,560 23,039 11,492 11,201 346 2.2% 2.
Strategic Overview of Entity Mandate The Family Department supports a preventive approach to its work and following the development of indicators, will be able to provide a monitoring and evaluation service linked to issues of a social development nature, i.e.
demographic forecasting, action-oriented research which guide focussed and targeted programmes and projects to benefit specific sectors of society, with the greater concentration on early intervention with concentration on those individuals and families requiring psycho-social support and two special groups within our society, i.e.

those with disabilities and the elderly.
Strategic Priorities in 2022 to 2024 Strategic Priorities Review of existing policies to align with the department's new mandate; Conduct social research for better policy formulation which mitigate negative social impacts on individuals, families and the society Establishing a commencement date for the new domestic violence act and financing of the domestic violence shelter Mainstreaming of gender and population issues into programme, plans and policies Promote the development of various target groups of the community (children, youth, elderly, people with disabilities, abled persons….)
to allow them to thrive better.

Results Achieved (Yes/No) Programs or Sub- programs Impacted Yes P1.3 No P1.3 No P1.3 Yes P1.3 Yes P1 & P2 Explanation of Results for priorities not achieved The only research undertaken was for the review of the family policy and population policy as well as for reports submitted to SADC and COMESA.
No funding were available to conduct multi-dimensional poverty study; profiling of elderly and disabled persons No commencement date has been identified yet, but government is in discussion in regards to the domestic violence shelter which we need in order for the commencement date to be established Advocacy and mainstreaming are continuous Have started on Mahe.
Lack of human capacity and funds to materialize on Prasln & La Digue 203 Strategic Priorities Establish high quality professional support system to address psychological, social, personal needs of persons in the community requiring the service, via an eclectic approach to community wellbeing Conduct a national survey to profile older persons and persons with disabilities in Seychelles and develop and maintain a database so as to provide Government with evidence-based information for policy formulation and decision making Reduce the economic vulnerabilities of persons with disabilities through the promotion of vocational rehabilitation and access to employment Results Achieved (Yes/No) Programs or Sub- programs Impacted Yes P2 Explanation of Results for priorities not achieved Have developed and established total 15 programs (5 mentoring programs & 10 support groups) for certain target groups.
Inability to establish more for the target groups because of lack of human capacity No P3 No P3 Preparation works concerning the profiling have been completed but the lack of budget means that the project is yet to be implemented The Vocational Training Centre(VTC) has been since December 2020.

The Elderly & Disable Division(EDD) managed to place the trained in re-skilling programmes.

Unfortunately, both the public and private sectors are still reluctant to employ persons with disabilities.
Work is ongoing with the Department of Employment to raise awareness concerning the issue Build institutional capacity to deliver on the strategic objective No P3 The unavailability of budget means the recruitment of the needed personnel was not possible Develop and Implement regulated standards of care to guide aged-sector and the disabled No P3 EDD has already held various discussion with the commonwealth human rights unit to assist with the establishment of a legal framework for the division.
A legal framework would facilitate the establishment of regulated standards of care for both target groups 1Source: Report Strategic Priorities from PPBB Statement 2022 – 2024 published in 2022 Budget Book1 3.
Budget Overview Consolidated Expenditure Outturn Table 1 Consolidated expenditure outturn R'000s 2021 Audited Outturn 2022 Budget Revised Budget Preliminary Outturn Variance Revised Budget to Outturn Programmes P1:Governance, Management & Administration P2:Quality of Life P3:Management of Elderly and Disabled services Total 8,789 4,283 - 13,072 12,585 2,892 11,557 27,034 12,585 2,892 8,083 23,560 13,554 2,877 6,609 23,039 -7.7% 0.5% 18.2% 2.2% 204 R'000s Economic Classification CURRENT EXPENDITURE Compensation of Employees Wages and Salaries in Cash Wages and Salaries in Kind Use of Goods and Services Office Expenses Transportation and Travel cost Maintenance and Repairs Materials and Supplies Other Uses of Goods and Services Minor Capital Outlays CAPITAL EXPENDITURE Non-financial Assets Building and Infrastructure Machinery and Equipment Other Fixed Assets Non-produced Assets 2021 Audited Outturn 2022 Budget Revised Budget Preliminary Outturn 13,072 8,054 8,054 - 5,018 1,361 415 316 5 2,563 358 - - - - - - 23,560 12,886 12,886 348 10,674 3,004 495 446 18 6,037 326 3,474 3,474 3,474 - - - 23,560 12,886 12,886 348 10,674 3,027 514 456 18 6,019 293 - - - - - - 22,693 11,492 11,492 310 11,201 3,574 564 521 5 6,032 195 346 346 - - 346 - Variance Revised Budget to Outturn 3.7% 10.8% 10.8% 10.9% -4.9% -18.1% -9.9% -14.2% 74.3% -0.2% 33.4% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% Total 13,072 27,034 23,560 23,039 2.2% 4.
Programme Performance Programme 1: Governance, Management and Administration The purpose of the programme is to provide strategic leadership and ensure effective governance of the department.
The programme comprises the following sub-programmes:    Sub-Programme 1 Minister’s Secretariat: Provides support and guidance to the department, sections and agencies of the Ministry as well as works closely with other stakeholders; Sub-Programme 2 Management and Administration: Provides support and guidance to the Divisions, sections and units of the Department as well as works closely with other stakeholders Sub-Programme 3 Research and Policy Planning: Promotes, supports and empowers the Seychellois families and seek to bring positive life changes for the betterment of our society, through the identification of the root causes of those factors which impact on family life now and in the future.
Performance against Programme Strategic Objectives and Measures The table below sets out the performance of the programme against the performance measures and targets set for 2022.
205 Table 2 Performance measures for programme Programme: Outcome: Contributing indicators SP3:Research and Policy Planning Policy decision making around social development initiatives, services and programmes have been influenced through scientific information 2021 Outturn Target 2022 Revised Target Outturn Explanation of Difference between Targets and Outturn 1.
% of projects undertaken on social impact assessment - 100% 100% 100% The Division has participated in all scoping of SIA projects including on Praslin as well.

This year the Division has developed three database on the population series; disaggregated data on women and a social data sets (comprised of 10 thematic areas) The database will be transferred to a better software soon.

Two male engagement programmes held sponsored by UNFPA and visit of SBSA post-secondary boys visit to the Prison Service.
Seven major activities were organised in collaboration with our partners both government and NGOs, but the department postponed three activities planned for the 16 days of activism on Praslin due to unforeseen circumstances 2.

Number of database developed and managed N/A 1 4 3 1 8 - N/A 4 4 2 10 12 - N/A 5 - N/A 2 3 7 - N/A 3.

Number of men and boys engagement programmes 4.

Number of Gender-based Violence campaigns advocacy & activities 5.

Number of National Multidimensional Poverty Index developed 6.
Number of research & projects 7.

Number of monitoring and evaluation of activities/policies/plans 8.

Number of gender intervention activities targeting women, men, boys and girls 2 M&E on GBV activities and DV Act 4 7 2 6 More activities/projects were conducted to address the social issues affecting women, men, girls and boys i.e.
peace ambassadors project; role model competition for boys on fb; break the silence for DV; review family policy; forum on women's day; forum on men's day Programme Expenditure Performance Table 3 Consolidated programme expenditure performance SR'000s Programmes SP1:Minister Secretariat SP2:Management & Administration SP3:Research and Policy Planning Total Economic Classification 2021 Audited Outturn Budget 2022 Revised Budget Preliminary Outturn Variance Revised Budget to Outturn 4,710 4,079 - 8,789 4,515 5,817 2,253 12,585 4,515 5,817 2,253 12,585 4,171 6,525 2,858 13,554 7.6% -12.2% -26.9% -7.7% 206 SR'000s 2021 Audited Outturn Budget 2022 Revised Budget Preliminary Outturn Variance Revised Budget to Outturn CURRENT EXPENDITURE Compensation of Employees Wages and Salaries in Cash Wages and Salaries in Kind Use of Goods and Services Office Expenses Transportation and Travel cost Maintenance and Repairs Materials and Supplies Other Uses of Goods and Services Minor Capital Outlays CAPITAL EXPENDITURE Non-financial Assets Building and Infrastructure Machinery and Equipment Other Fixed Assets Non-produced Assets 8,789 5,995 5,995 - 2,794 996 255 134 5 1,244 160 - - - - - - 12,585 7,007 7,007 348 5,578 1,617 382 169 10 2,822 230 - - - - - - 12,585 7,007 7,007 348 5,578 1,639 385 179 10 2,820 197 - - - - - - 13,554 7,473 7,473 310 6,081 1,921 384 216 1 3,072 176 - - - - - - -7.7% -6.6% -6.6% 10.9% -9.0% -17.2% 0.0% -20.5% 85.2% -8.9% 10.8% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% Total 8,789 12,585 12,585 13,554 -7.7%
 Programme 2: Quality of Life The purpose of the programme is to adopt a holistic approach in providing specialised psychosocial support to enhance the wellbeing of individuals of all age range and level of abilities and enrich all individuals within the society through empowerment programmes to prevent blunders and maximise the full potential of the thriving individual.
Performance against Programme Strategic Objectives and Measures The table below sets out the performance of the programme against the performance measures and targets set for 2022.

Table 4 Performance measures for programme Programme: P2:Quality of Life Outcome: Contributing indicators 1.

Increased percentage of persons who show improvement in psychological state & ability to thrive effectively 2.
Number of Support Systems to address psychosocial needs of various target groups established Empirically proven holistic programs and services effectively established across the country, to ensure improvement of the quality of life of the Seychellois citizen 2021 Outturn Target 2022 Revised Target Outturn Explanation of Difference between Targets and Outturn 60% 60% 68% 70% 8 15 10 10 More psychosocial support programs; one on one sessions, support groups, focus groups being done.
Additionally the division has added two new part time therapists on board.

There was a need to repeat and intensify on certain forms of sessions & programs.

Eg.

Suicide, depression, PTSD, Phobia, grief.

207 Contributing indicators 3.

Increased percentage of persons who were out of job or without a source of income, who have been able to find alternative ways to strive independently (across Mahe, Praslin & La Digue) 4.
Number of targeted structured mentoring programs established and effectively running across different levels 5.

Percentage of empowered individuals across different age range and target groups 2021 Outturn Target 2022 Revised Target Outturn Explanation of Difference between Targets and Outturn 65% 60% 65% 70% 2 4 5 5 70% 50% 60% 60% Stronger collaboration between ASP & QLD has led to the referral of most cases of persons seeking financial assistance.
These persons are referred for mentoring assistance so as to assist them seek alternative ways to improve their lives With an expanded stronger team, this has enabled better programs across various target groups With an expanded stronger team, this has enabled better programs across various target groups Programme Expenditure Performance Table 5 Consolidated programme expenditure performance 2021 Audited Outturn 2022 Budget Revised Budget Preliminary Outturn Variance Revised Budget to Outturn 2,892 2,892 2,892 2,892 2,877 2,877 0.5% 0.5% SR'000s Programmes P2:Quality of Life Total Economic Classification CURRENT EXPENDITURE Compensation of Employees Wages and Salaries in Cash Wages and Salaries in Kind Use of Goods and Services Office Expenses Transportation and Travel cost Maintenance and Repairs Materials and Supplies Other Uses of Goods and Services Minor Capital Outlays CAPITAL EXPENDITURE Non-financial Assets Building and Infrastructure Machinery and Equipment Other Fixed Assets Non-produced Assets 4,283 4,283 4,283 2,059 2,059 - 2,224 365 160 182 - 1,319 198 - - - - - - 2,892 2,219 2,219 - 672 195 85 11 5 376 - - - - - - - 2,892 2,219 2,219 - 672 195 85 11 5 376 - - - - - - - 2,531 1,901 1,901 - 630 181 72 - 1 376 - 346 346 - - 346 - 12.5% 14.4% 14.4% 0.0% 6.3% 6.9% 15.8% 100.0% 79.3% 0.1% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.5% Total 4,283 2,892 2,892 2,877 208 Programme 3: Management of Elderly and Disabled Services The purpose of the programme is to build capacity of disabled Seychellois through the
 skills acquisition programmes with the ultimate aim of placing them in employment by focusing on their ability rather than their disability and provide respite facilities for those that cannot.
It also aims to provide and manage accommodation to able-bodied senior citizens who, for different reasons, need such facilities.
The programme comprises the following sub-programmes:   Sub-Programme 1 Vocational Training Centres: Provides a place of training for students with disabilities in order to improve their chances of employability as well as equip them with the necessary skills to become more independent and able to function in society; and Sub-Programme 2 Homes for the Elderly: Provides shelter to elderly persons in need of assistance for permanent accommodation to ensure that they continue to live peacefully in dignity, respect and harmony.
Performance against Programme Strategic Objectives and Measures The table below sets out the performance of the programme against the performance measures and targets set for 2022.

Table 6 Performance measures for programme Programme: Outcome: P3:Management of Elderly and Disabled services Improved the quality of life and services offer to the senior citizens and Disabled person Contributing indicators SP1:Vocational Training Centres 2021 2022 Outturn Target Revised Target Outturn 1.
New Studies Co-ordinator for VTC recruited.

50% Recruitment of Studies Co-ordinator.

25% 0% Explanation of Difference between Targets and Outturn VTC is still closed pending renovation.

The funding has been secured and the tender process finalised.

Renovation works are supposed to kick start in March 2023.

Additionally, there is still ongoing discussion between the Ministry of Education and the Family Department with regards to the new management of VTC.

2.
2.

A diversify curriculum for vocational training developed.

0% Specialised and more effective programmes developed by new Studies Co-ordinator.

0% 0% Lack of budget in regards to the recruitment of a Studies Coordinator.

He/she would be responsible to oversee VTC and developed a new curriculum in accordance to the needs of trainees with disabilities.
Moreover, discussion is still ongoing between the Ministry of Education and the Family Department with regards to the new management of VTC 209 Programme: Outcome: P3:Management of Elderly and Disabled services Improved the quality of life and services offer to the senior citizens and Disabled person Contributing indicators 2021 2022 Outturn Target Revised Target Outturn Explanation of Difference between Targets and Outturn Increased participants of persons with disabilities in re-skilling programmes which resulted in a few of them being placed in employment.
25% 25% Many organisations including the public sector are still very reluctant to employ persons with disabilities.

The Elderly & Disabled Division (EDD) will be working closely with the Department of Employment to raise awareness concerning this issue.

3.

Increased employment for persons with disabilities.

20% More VTC trainees to be employed with the labour market SP2:Homes for the Elderly Tender process has been finalised for the renovation of the Au Cap Elderly Home.
Following a more detailed assessment by the Seychelles Infrastructure Agency, additional SR2.5 is required for the renovation works.

Additionally, apart from securing the additional fund, the relocation of the residents is yet to be finalised which may cause a delay as to when the works will start.

Due to budget cut, none of the homes could be improved with the installations of devices e.g.

ramps or rails in the bathrooms.

Legal framework remains to be developed.

1.

Elderly homes renovated 2 2 1 1 2.


Adequate facilitates e.g.

ramps, bathroom rails and Assistive devices in all elderly homes.

3.

Standards of care developed and regularised for all elderly homes.

10% 10% 20% 0% Yet to be developed pending legal framework.

Legal framework yet to be developed.

0% 1% Discussion has been initiated with the Department of Legal Affairs concerning same.

4.

Programmes developed and implemented.


10% 20% 50% 50% Intensive awareness programmes were undertaken with active participation from stakeholders.

These are ongoing.

210 Programme: Outcome: P3:Management of Elderly and Disabled services Improved the quality of life and services offer to the senior citizens and Disabled person Contributing indicators 2021 2022 Outturn Target Revised Target Outturn Explanation of Difference between Targets and Outturn 5.
Policies and new laws are developed and existing ones amended and/or repealed in order to bring the country in line with the principles of the Convention of CRPD for persons with disabilities as well as ensure the promotion of the well-being and protection of the rights of elderlies.

5% Initiate proposed revision of policies and laws 5% 5% Policies remained to be developed.

Discussion was initiated with the Commonwealth Human Rights Unit for assistance.
EDD needs to have a legal framework to stand on and have laws for the 2 target groups, be in an Elderly Act, a Disabled Act or one act combined.

6.

Society becomes more aware of the difficulties faced by persons with disabilities and older persons New Activities/prog rammes to celebrate international events related to elderly and disabled 50% 60% Advocacy and awareness programmes ongoing.

There was an increased participation of key stakeholders and the elderlies and persons with disabilities themselves.
7.

National database is developed.

10% 10% 5% 10% Project proposal completed.

Funding remains to sorted out.

8.

Increased involvement of representative organisation for elderly and persons with disabilities to lobby for the removal of existing barriers.

20% 30% 10% 30% Increased involvement of key stakeholders and NGOs.

The Inter Sectoral Committee was established from which small working groups were set up to tackle various issues concerning the two target groups and to come up with recommendations.
9.

Decentralised services in place.

New 10.

Overall standards of care developed for elderlies and persons with disabilities at community level.

New Setting up of office on inner island (Praslin) Legal framework yet to be developed for EDD It was not budgeted.

30% 0% Discussion needs to be undertaken at PS’ level.

40% 0% EDD is still lacking of a proper legal framework.
211 Programme Expenditure Performance Table 7 Consolidated programme expenditure performance SR'000s Programmes SP1:Vocational Training Centres SP2:Homes for the Elderly Total Economic Classification CURRENT EXPENDITURE Compensation of Employees Wages and Salaries in Cash Wages and Salaries in Kind Use of Goods and Services Office Expenses Transportation and Travel cost Maintenance and Repairs Materials and Supplies Other Uses of Goods and Services Minor Capital Outlays CAPITAL EXPENDITURE Non-financial Assets Building and Infrastructure Machinery and Equipment Other Fixed Assets Non-produced Assets Total Justification: 2021 Audited Outturn 2022 Budget Revised Budget Preliminary Outturn Variance Revised Budget to Outturn 43.0% 9.5% 18.2% 18.2% 42.1% 42.1% 0.0% -1.5% -23.4% -146.6% -14.7% 29.3% 8.5% 80.3% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 2,115 9,442 11,557 8,083 3,660 3,660 - 4,424 1,193 28 266 3 2,839 96 3,474 3,474 3,474 - - - 2,105 5,978 8,083 8,083 3,660 3,660 - 4,424 1,193 44 266 3 2,823 96 - - - - - - 1,200 5,409 6,609 6,609 2,119 2,119 - 4,489 1,471 108 305 2 2,584 19 - - - - - 11,557 8,083 6,609 18.2% - - - - - - - - - - - - - - - - - - - - - The Elderly & Disabled Division (EDD) was established early 2021 in the midst of the COVID-19 pandemic.
This made it difficult for the Division to implement programs in view of the health restrictions, and even more so, to implement programs that would mean engaging with the two target groups, who are considered as the most vulnerable.

However, media mediums were used quite intensively to raise awareness on many of the various factors impacting the lives on the two target groups.
It is important to note that part of EDD’s mandate is to advocate and promote the rights and well-being of these two target groups, thus, the sensitisation programs are to be ongoing.

EDD manages, in 2022, to effect various programmes for example, the launching of the fast-track card for persons with disabilities, increased community engagement through the signing of several MOUs with private organisations for the adoption of elderly homes.
EDD also developed the Policy on the Administering of the Disabled Trust Fund, and the Policy Manual for Government Elderly Homes in Seychelles.

Both were approved by Cabinet.

Additionally, it sets up an Intersectoral Committee which resulted in various working groups that will discuss factors impeding on the lives on these two target groups and thereafter submit recommendations to Government.
212 Additionally, the fact that there was a bit of a difficulty to secure funding for the renovation of the Vocational Training Centre until mid-2022, the school remained closed and EDD had to find other alternatives, through collaboration with the private sector to develop programmes for the trainees with disabilities.

Consequently, the Seychelles Infrastructure Agency (SIA) undertook a detailed assessment of all 9 homes mid-2022 for the purpose of renovation.
Adequate facilities/assistive products were factored in as well.

Lastly, the fact that when the National Council for Elderly (NCE) and the National Council for Disabled (NCFD) were dissolved in 2021 and their acts repealed in 2022, the newly established Elderly & Disabled Division came into being without a legal framework.

Discussions took place in 2021 and 2022 with the Commonwealth Human Rights Unit for assistance.
A legal framework would not only give the Division more authority when promoting the rights of and protecting the elderlies and persons with disabilities but also encourage better laws and policies in order to improve Government and societal response to all issues concerning the elderly and the disabled.

213 Seychelles National Youth Council 1.


Summary of Preliminary Outturn SR'000s Budget Revised Budget Preliminary Outturn Compensation of Employees 2022 Use of Goods and Services Capital P1:Governance, Management & Administration P2:Development and Implementation of Youth Programmes Total 11,291 11,291 10,934 2,512 8,422 8,870 8,520 20,161 19,811 7,840 18,775 5,716 2,118 8,228 10,540 - 7 7 Variance Revised Budget to Outturn 3.2% 8.0% 5.2% 2.
Strategic Overview of Entity Mandate The mandate of the Seychelles National Youth Council (SNYC) is to provide equal opportunities for all youths of the Seychelles.

Ensuring their well-being is the focus at all time, be it mentally, physically and spiritually.

The educational and morale development of the youth through empowerment, participation, programmes and advocacy of youth interest at national and international levels.
Strategic Priorities in 2022 to 2024 Strategic Priorities Results Achieved (Yes/No) Programs or Sub-programs Impacted Explanation of Results for priorities not achieved Establish and maintain a youth council that builds youth capacity to participate in community based.

Create pathways for youth led organisations or NGO’s.

Develop a national platform for youth to advocate for adolescent and young adult on different issues.
Establish and sustain an advisory committee of youth allies and anchor organisations to provide guidance and direction for the youth council.

Yes Yes Yes No P2 P2 P2 P2 Committee was establish but it was not sustained due to restructuring of mandate.

Source: Report Strategic Priorities from PPBB Statement 2022 – 2024 published in 2022 Budget Book 1 3.
Budget Overview Receipts Outturn Table 1 Receipts outturn SR'000s 2021 Audited Outturn 2022 Revised Budget Preliminary Outturn Budget Receipts transferred to Consolidated Fund Youth Services Bureau Rental of Hall Total 16 16 - 16 25 25 - 25 25 25 - 25 28 28 - 28 Variance Revised Budget to Outturn 11.7% 11.7% 0.0% 11.7% 214 Justification: There was an increase in clients accessing the services.
Consolidated Expenditure Outturn Table 2 Consolidated expenditure outturn R'000s 2021 Audited Outturn 2022 Budget Revised Budget Preliminary Outturn Variance Revised Budget to Outturn Programmes P1:Governance, Management & Administration P2:Development and Implementation of Youth Programmes Total 9,191 11,291 11,291 10,934 7,754 16,945 8,870 20,161 8,520 19,811 7,840 18,775 Economic Classification CURRENT EXPENDITURE Compensation of Employees Wages and Salaries in Cash Wages and Salaries in Kind Use of Goods and Services Office Expenses Transportation and Travel cost Maintenance and Repairs Materials and Supplies Other Uses of Goods and Services Minor Capital Outlays CAPITAL EXPENDITURE Non-financial Assets Building and Infrastructure Machinery and Equipment Other Fixed Assets Non-produced Assets 16,945 9,180 9,180 - 7,764 2,188 268 135 31 4,788 353 - - - - - - 20,161 9,147 9,147 - 11,014 2,519 846 273 36 7,244 97 - - - - - - 19,811 8,797 8,797 - 11,014 2,519 846 273 36 7,244 97 - - - - - - 18,768 8,228 8,228 - 10,540 3,166 1,112 227 28 5,957 49 7 7 - - - 7 3.2% 8.0% 5.2% 5.3% 6.5% 6.5% 0.0% 4.3% -25.7% -31.5% 16.6% 22.3% 17.8% 49.2% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% Total 16,945 20,161 19,811 18,775 5.2% 4.
Programme Performance Programme 1: Governance, Management and Administration The purpose of this programme is to offer an over-arching concept to establish a frame which covers other concept within the Council.

It will bring about a better structural and process procedures for the council which will result in accountability, improve efficiency and productivity.
215 Table 3 Consolidated programme expenditure performance SR'000s Programmes 2021 Audited Outturn 2022 Budget Revised Budget Preliminary Outturn Variance Revised Budget to Outturn P1:Governance, Management & Administration Total 9,191 9,191 11,291 11,291 11,291 11,291 10,934 10,934 3.2% 3.2% Economic Classification CURRENT EXPENDITURE Compensation of Employees Wages and Salaries in Cash Wages and Salaries in Kind Use of Goods and Services Office Expenses Transportation and Travel cost Maintenance and Repairs Materials and Supplies Other Uses of Goods and Services Minor Capital Outlays CAPITAL EXPENDITURE Non-financial Assets Building and Infrastructure Machinery and Equipment Other Fixed Assets Non-produced Assets 9,191 2,711 2,711 - 6,480 1,767 185 130 7 4,070 321 - - - - - - 11,291 2,664 2,664 - 8,627 1,573 275 223 1 6,458 97 - - - - - - 11,291 2,664 2,664 - 8,627 1,573 275 223 1 6,458 97 - - - - - - 10,934 2,512 2,512 - 8,422 2,459 881 227 - 4,806 49 - - - - - - 3.2% 5.7% 5.7% 0.0% 2.4% -56.3% -220.4% -2.2% 100.0% 25.6% 49.2% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% Total 9,191 11,291 11,291 10,934 3.2% Programme 2: Development and Implementation of Youth Programmes The purpose of this programme is to empower, support, encourage the youths to establish a network of interests.
The programme comprises the following sub-programmes:  Sub-programme 1: Youth Services: Provides, strengthens and sustains a comprehensive integrated range of youth friendly services;  Sub-programme 2: Youth Empowerment: Provides necessary training, support, mentorship, life skill development for capacity building and professional development.
Performance against Programme Strategic Objectives and Measures The table below sets out the performance of the programme against the performance measures and targets set for 2021.
216 Table 4 Performance measures for programme Programme: Outcome: P2:Development and Implementation of Youth Programmes Effective youth development programmes and services 2021 Outcome indicator Outturn Target 2022 Revised Target Outturn Explanation of Difference between Targets and Outturn Quantity and quality of support mechanism made available (Workshop, training, mentorship etc.)

Contributing indicators SP1:Youth Services Different groups/stakeholders associated with SP2:Youth Empowerment 1.
Increase in the number of youth led groups and NGOs 2.

Increase in the number of active youth Council members Registers per year.

N/A 12 12 24 Increase in demand from youths and other associated partners 2021 Outturn Target 2022 Revised Target Outturn Explanation of Difference between Targets and Outturn 29 26 26 19 More Marketing was done to seek new partners as such more programmes was sustained.

N/A 52 52 5 Low interest in targeted youths to form groups.
N/A 260 1030 1004 New programmes were materialized and increase in youth engagement .
Programme Expenditure Performance Table 5 Consolidated programme expenditure performance SR'000s Programmes SP1:Youth Services SP2:Youth Empowerment Total Economic Classification CURRENT EXPENDITURE Compensation of Employees Wages and Salaries in Cash Wages and Salaries in Kind Use of Goods and Services Office Expenses Transportation and Travel cost Maintenance and Repairs Materials and Supplies Other Uses of Goods and Services Minor Capital Outlays 2021 Audited Outturn 2022 Budget Revised Budget Preliminary Outturn Variance Revised Budget to Outturn 2,162 5,592 7,754 7,754 6,470 6,470 - 1,284 422 83 5 24 718 32 2,046 6,824 8,870 8,870 6,483 6,483 - 2,387 946 571 50 35 786 - 2,046 6,474 8,520 8,520 6,133 6,133 - 2,387 946 571 50 35 786 - 2,794 5,046 7,840 7,834 5,716 5,716 - 2,118 708 231 - 28 1,151 - -36.6% 22.1% 8.0% 8.1% 6.8% 6.8% 0.0% 11.3% 25.1% 59.5% 100.0% 20.1% -46.4% 0.0% 217 SR'000s CAPITAL EXPENDITURE Non-financial Assets Building and Infrastructure Machinery and Equipment Other Fixed Assets Non-produced Assets 2021 Audited Outturn 2022 Budget Revised Budget Preliminary Outturn - - - - - - - - - - - - - - - - - - 7 7 - - - 7 Variance Revised Budget to Outturn 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% Total 7,754 8,870 8,520 7,840 8.0% 218 National Sports Council 1.
Summary of Preliminary Outturn SR'000s Budget Revised Budget Preliminary Outturn Compensation of Employees 2022 Use of Goods and Services Capital P1:Governance, Management & Administration P2:Sport Management and Training Total 33,991 33,101 38,844 72,835 37,234 70,335 28,372 37,228 65,599 6,152 15,242 9,545 15,696 27,683 42,925 6,978 - 6,978 Variance Revised Budget to Outturn 14.3% 0.0% 6.7% 2.
Strategic Overview of Entity Mandate The mandate of the National Sports Council (NSC) is to facilitate a more active, cohesive and healthier Seychelles for the social well-being of its citizens and create a sustainable sporting environment which enhances international relations; national and international success; economic benefits and a bolstered sense of national identity and pride.
Strategic Priorities in 2022 to 2024 Strategic Priorities Provide support and resources for the planning and implementation of high level performance and professional sports development.
Ensure effective planning and implementation for the maintenance and management of national sports facilities and prioritise Sports projects in the districts; Results Achieved (Yes/No) Programs or Sub- programs Impacted Explanation of Results for priorities not achieved Yes P2.1 All High Level Athletes were assisted during the year 2022 No P1 & P2 Insufficient manpower was inadequate and not qualified to undertake specific duties/ No clear cut of ownership of the district’s facilities Establish the Sports Science, Technology and Medical Centre to optimize high level performance.
No P2.1 Proposal to outsource the service not materialized Develop a Sports, Leisure, recreational and entertainment Hub/Arena at the Roche Caiman Sports complex; No P2 Discussions were held but project still in planning stage.

Promote Sports and physical activities as a health alternative against Covid-19.

Yes P2.2 Many activities organised for the General Public in 2022 Source: Report Strategic Priorities from PPBB Statement 2022 – 2024 published in 2022 Budget Book 1 219 3.
Budget Overview Receipts Outturn Table 1 Receipts outturn SR'000s Receipts transferred to Consolidated Fund Medical Fees Sale of Sports Equipment Sports events Hire of buses Sale of Sports award tickets Rental of Sports facilities Total Justification: 2021 Audited Outturn Budget 2022 Revised Budget Preliminary Outturn Variance Revised Budget to Outturn 484 9 1 62 13 398 484 1,664 175 15 250 75 50 1,099 1,664 1,315 175 15 250 75 50 750 1,315 849 14 9 251 32 - 544 849 -35.4% -92.2% -43.1% 0.2% -56.8% -100.0% -27.4% -35.4% With the resumption of sports activities in year 2022, NSC has seen an increase in revenue compared to year 2021.
The increase was observed in Sports Events activities through Baby Gym activities, Use of swimming pool and Gym facilities as well as an increase in rental of NSC Hall for entertainment activities.

However, NSC will need to review the rates since most rates are dated over 10 years.

This exercise has already started with the review of medical and Gym fees.

Since there was no sports award in 2022 NSC did not raise any funds from the sale of Sports Award Tickets.
Revenue collected from the Hire of NSC Buses has been lower than the forecast since a few buses were written off in 2022 and no provision was made for replacement as it is not a core business of the NSC.

The most revenue from this head was from Hire of buses on Praslin.
Consolidated Expenditure Outturn Table 2 Consolidated expenditure outturn R'000s Programmes P1:Governance, Management & Administration P2:Sport Management and Training Total Economic Classification CURRENT EXPENDITURE Compensation of Employees Wages and Salaries in Cash Wages and Salaries in Kind Use of Goods and Services Office Expenses Transportation and Travel cost Maintenance and Repairs Materials and Supplies Other Uses of Goods and Services Minor Capital Outlays 2021 Audited Outturn Budget 2022 Revised Budget Preliminary Outturn Variance Revised Budget to Outturn -0.1% 14.5% -12.8% 21.3% -24.6% -4.3% -123.7% 220 R'000s 2021 Audited Outturn Budget 2022 Revised Budget Preliminary Outturn Variance Revised Budget to Outturn CAPITAL EXPENDITURE 2,242 11,000 11,000 6,978 36.6% Non-financial Assets Building and Infrastructure Machinery and Equipment Other Fixed Assets Non-produced Assets 2,242 2,242 - - - 11,000 11,000 - - - 11,000 11,000 - - - 6,978 6,978 - - - 36.6% 36.6% 0.0% 0.0% 0.0% Total 41,569 72,835 70,335 65,599 6.7% 4.
Programme Performance Programme 1: Governance, Management and Administration The purpose of the programme is to provide efficient support and effective management of resources of the Council.

Performance against Programme Strategic Objectives and Measures The table below sets out the performance of the programme against the performance measures and targets set for 2022.
Programme Expenditure Performance Table 3 Consolidated programme expenditure performance SR'000s 2021 Audited Outturn 2022 Budget Revised Budget Preliminary Outturn Programmes P1:Governance, Management & Administration Total Economic Classification CURRENT EXPENDITURE Compensation of Employees Wages and Salaries in Cash Wages and Salaries in Kind Use of Goods and Services Office Expenses Transportation and Travel cost Maintenance and Repairs Materials and Supplies Other Uses of Goods and Services Minor Capital Outlays 21,782 21,782 19,541 4,527 4,527 - 15,014 7,781 323 644 45 6,124 98 33,991 33,991 22,991 7,155 7,155 - 15,836 8,662 639 1,980 45 4,280 230 33,101 33,101 22,101 6,265 6,265 - 15,836 8,662 639 1,980 45 4,280 230 28,372 28,372 21,394 6,152 6,152 - 15,242 8,154 662 1,870 45 3,824 688 Variance Revised Budget to Outturn 14.3% 14.3% 3.2% 1.8% 1.8% 0.0% 3.8% 5.9% -3.6% 5.6% 0.9% 10.7% -199.0% CAPITAL EXPENDITURE 2,242 11,000 11,000 6,978 36.6% Non-financial Assets Total Building and Infrastructure Machinery and Equipment Other Fixed Assets Non-produced Assets 2,242 2,242 - - - 21,782 11,000 11,000 - - - 33,991 11,000 11,000 - - - 33,101 6,978 6,978 - - - 28,372 36.6% 36.6% 0.0% 0.0% 0.0% 14.3% 221 Justification: National Sports Council was able to start renovation on Palais de Sport for the roof & fitness trail.
Discussion and a plan was done for renovation of tartan track for stad Linite, Anse Royale and tennis court.

Contract was signed between NSC and Mekra for the renovation of tennis court.

NSC also started procedure to purchase 12 mobile toilets which will help at the different sports venues which do not have toilets and also lights were bought for the palais de sport.

Meetings were done with various federations and district authorities to get their input on the Anse Royale projects.
Discussions also were done with various private businesses for PPPs.

Although lack of comprehensive maintenance plan and discussion with the right parties makes it difficult to implement the PSIP.

In certain instances, commitment had been made for projects but funding’s had not been secured.

Lack of a Project Manager to follow up with projects make it difficult to ensure that renovation or even new projects kick start when it should be.
Programme 2: Sports Management and Development The purpose of the programme is to support excellence, nurture talent towards high achievements and optimise athletes’ performances and capabilities.

The programme comprises the following sub-programmes:  Sub-Programme 1 Sports Development and Training: Develops high level athletes and ensures efficient management of the federations and associations;  Sub-Programme 2 Regional Sports Development: Provides equal opportunities to athletes in the regions.
The programme comprises the following sub-programmes: Performance against Programme Strategic Objectives and Measures The table below sets out the performance of the programme against the performance measures and targets set for 2022.

Table 4 Performance measures for programme Programme: Outcome: P2:Sport Management and Training A vibrant culture of sports and recreation at all level developed Outcome indicator 1.

Number of athletes participating in National Competitions 2.
Number of medals won at international competitions 3.

Number of national team athletes 4.

Number of athletes achieving Olympic Qualification 5.

Number of Athletes on Road to Paris 2024 & Los Angeles 2028 6.
Number of Federations organising 2 or more national competitions 2021 Outturn Target 2022 Revised Target Outturn 5 - 3478 50 4532 75 75 47 22 400 450 595 N/A N/A N/A N/A Explanation of Difference between Targets and Outturn Since we just came out of Covid-19 athletes were looking forward after the lock-down period to be able to practice their sports.
There has been an increase in participation at local level competitions This was due to the fact that very few athletes managed to compete at international competitions compared to previous years.

Secondly international competitions for some sports disciplines were not available from the start of the year.
Federations which had serious programmes managed to get their national teams together to prepare and participate in international competition, especially after such a long time that these international competitions were not organised.

Athletes welcomed these opportunities.


N/A 20 20 0 Awaiting for confirmation of funding for this programme 3 20 20 17 Since we just came out of Covid-19 and not all of the 28 federations managed to implement their calendar as some restrictions for team sports were waived later during the year.

However, some federations did not make the effort do organise competitions after the restrictions were waived.
This has been a very good result when we consider the fact that limited sports could organise competition the year before due to health restrictions in the country.
222 Programme: Outcome: P2:Sport Management and Training A vibrant culture of sports and recreation at all level developed Outcome indicator Contributing indicators 2021 Outturn Target 2021 Outturn Target 2022 Revised Target 2022 Revised Target Outturn Outturn Explanation of Difference between Targets and Outturn Explanation of Difference between Targets and Outturn SP1:Sports Development & Training 1.
Number of Qualified International coaches N/A 50 30 95 Data collected from Federations shows there’s more qualifies coaches than the targets set.

2.

Attendance Sports Management Courses N/A 100 N/A 3.

Attendance of Sports Science and Technology Courses 4.

Attendance of Good Governance in sports session SP2:Regional Sports Development 1.

Number of people participating in Sports for All Activities 2.

Number of Children accessing Baby Gym.


1000 200 - - - 70 1 0 0 These trainings were not organized in 2022.

It was partly due to restrictions to indoor gatherings.

No course was conducted.

These trainings were not organized in 2022.

It was partly due to restrictions to indoor gatherings and delay in confirming the new structure of NSC.

20 60 4000 4000 5000 More organisation have organised and participated in sports activities.

400 500 500 Meet target due to open days organised 3.
Number of Registered Participants in Outdoor Pursuits 4.
Number of students enrolled in swimming classes 1000 200 1400 1500 Additional program have been organsise for school children 75 660 450 450 Lean to swim class have not taken place as usual at the swimming pool Programme Expenditure Performance Table 5 Consolidated programme expenditure performance SR'000s Programmes SP1:Sports Development & Training SP2:Regional Sports Development Total Economic Classification CURRENT EXPENDITURE Compensation of Employees Wages and Salaries in Cash Wages and Salaries in Kind Use of Goods and Services Office Expenses Transportation and Travel cost Maintenance and Repairs Materials and Supplies Other Uses of Goods and Services Minor Capital Outlays 2021 Audited Outturn 2022 Budget Revised Budget Preliminary Outturn Variance Revised Budget to Outturn -3.1% 11.1% 0.0% 0.0% 6.3% 6.3% 22.0% -2.4% 38.5% -13.6% 34.0% -25.1% -9.7% 0.0% 223 SR'000s CAPITAL EXPENDITURE Non-financial Assets Building and Infrastructure Machinery and Equipment Other Fixed Assets Non-produced Assets 2021 Audited Outturn 2022 Budget Revised Budget Preliminary Outturn Variance Revised Budget to Outturn - - - - - - - - - - - - - - - - - - - - - - - - 0.0% 0.0% 0.0% 0.0% 0.0% 0.0%
 0.0% Total 19,787 38,844 37,234 37,228 224 National Council for Children 1.
Summary of Preliminary Outturn 2022 SR'000s Budget Revised Budget Preliminary Outturn Compensation of Employees P1:Governance, Management & Administration P2:Child & Family Services P3:Residential Child Support Services Total 2,608 2,608 2,754 8,567 13,929 2,804 8,517 13,929 2,657 2,698 8,235 13,590 1,362 2,030 5,142 8,534 Use of Goods and Services 1,296 668 3,093 5,056 Capital Variance Revised Budget to Outturn -1.9% 3.8% 3.3% 2.4% - - - - 2.
Strategic Overview of Entity Mandate The National Council for Children (NCC) is governed by the NCC Act (Revised 1991, Amended 1999).

The NCC is mandated to promote professional and effective interventions for the protection and safety of children so that they can realise their full potential in a society which respects their rights and dignity, as laid down in the United Nations (UN) Convention on the Rights of the Child (CRC) which was ratified by the Government of Seychelles.
NCC is also responsible for undertaking research to inform policy formation as well as advise the government on matters relating to children and their families.

Strategic Priorities in 2022 to 2024 Strategic Priorities Build community and professional capacity to promote and support NCC’s Safeguarding and Child Protection debate and production of a relevant ‘Keeping Children Safe’ set of guidelines and Training Package for schools and people who work with children.
Give more children the opportunity and a platform for expressing their views and feelings on issues that matter to them and on those that are impacting on the national and global economies such as climate change and the global pandemic Improve the quality of the facilities at the President’s Village by seeking additional funding for the completion of the renovation of the other two houses, the launderette, the library and the playroom.
Improve the quality of leadership and capacity of the President’s Village staff to provide a stimulating and exciting living environment for its vulnerable children.

Continue to evaluate and build upon the services offered by the therapists.
Continue to promote the Right of Child through awareness training the UNCRC Results Achieved (Yes/No) Programs or Sub-programs Impacted Partially P2 Explanation of Results for priorities not achieved Provided 18 "Safeguarding & Child Protection" sessions and help Scouts edit their Safeguarding Policy.
However we were unable to produce the guidelines due to limited capacity and other unforeseen priorities Yes P2 Yes P3 Yes Yes Yes P3 P2 P2 Source: Report Strategic Priorities from PPBB Statement 2022 – 2024 published in 2022 Budget Book 1 225 3.
Budget Overview Consolidated Expenditure Outturn Table 1 Consolidated expenditure outturn R'000s 2021 Audited Outturn 2022 Budget Revised Budget Preliminary Outturn Programmes P1:Governance, Management & Administration P2:Child & Family Services P3:Residential Child Support Services Total Economic Classification CURRENT EXPENDITURE Compensation of Employees Wages and Salaries in Cash Wages and Salaries in Kind Use of Goods and Services Office Expenses Transportation and Travel cost Maintenance and Repairs Materials and Supplies Other Uses of Goods and Services Minor Capital Outlays CAPITAL EXPENDITURE Non-financial Assets Building and Infrastructure Machinery and Equipment Other Fixed Assets Non-produced Assets 2,169 2,650 8,110 12,929 12,521 8,554 8,554 - 3,968 1,351 165 563 1,187 591 110 407 407 - - - 407 2,608 2,754 8,567 13,929 13,929 9,837 9,837 - 4,092 1,425 193 667 1,175 523 109 - - - - - - 2,608 2,754 8,567 13,929 13,929 9,837 9,837 - 4,092 1,425 193 667 1,172 523 112 - - - - - - 2,657 2,698 8,235 13,590 13,590 8,534 8,534 - 5,056 1,643 375 732 1,122 666 519 - - - - - - Variance Revised Budget to Outturn -1.9% 2.0% 3.9% 2.4% 2.4% 13.2% 13.2% 0.0% -23.6% -15.3% -94.7% -9.8% 4.3% -27.2% -364.5% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% Total 12,929 13,929 13,929 13,590 2.4% 4.
Programme Performance Programme 1: Governance, Management and Administration The purpose of the programme is to provide for the overall governance, leadership and management of NCC, ensuring efficiency, expediency and effectiveness of work processes, whilst maintaining good working relationships with key government organisations and other stakeholders.
Performance against Programme Strategic Objectives and Measures The table below sets out the performance of the programme against the performance measures and targets set for 2022.
226 Programme Expenditure Performance Table 2 Consolidated programme expenditure performance SR'000s Programmes P1:Governance, Management & Administration Total Economic Classification CURRENT EXPENDITURE Compensation of Employees Wages and Salaries in Cash Wages and Salaries in Kind Use of Goods and Services Office Expenses Transportation and Travel cost Maintenance and Repairs Materials and Supplies Other Uses of Goods and Services Minor Capital Outlays CAPITAL EXPENDITURE Non-financial Assets Building and Infrastructure Machinery and Equipment Other Fixed Assets Non-produced Assets 2021 Audited Outturn 2022 Budget Revised Budget Preliminary Outturn Variance Revised Budget to Outturn 2,169 2,169 2,169 1,214 1,214 - 954 348 61 218 11 275 41 - - - - - - 2,608 2,608 2,608 1,562 1,562 - 1,047 410 36 302 50 239 10 - - - - - - 2,608 2,608 2,608 1,562 1,562 - 1,047 410 36 302 47 239 13 - - - - - - 2,657 2,657 -1.9% -1.9% 2,657 1,362 1,362 - 1,296 401 246 302 35 256 56 - - - - - - -1.9% 12.8% 12.8% 0.0% -23.8% 2.2% -591.9% 0.0% 26.9% -7.1% -340.3% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% Total 2,169 2,608 2,608 2,657 -1.9% Programme 2: Child and Family Services The main aim of the programme is to implement the functions of the NCC Act, which is namely to advocate and protect the interests of children under the age of eighteen by promoting and providing relevant professional development opportunities on matters related to children as well as providing therapeutic interventions to children and their families through self-referral
 and referral from Social Affairs, schools and other agencies.
Performance against Programme Strategic Objectives and Measures The table below sets out the performance of the programme against the performance measures and targets set for 2022.

227 Table 3 Performance measures for programme Programme: Outcome: P2:Child & Family Services Contributing indicators P2:Child & Family Services 1.

Number of parents participating in NCC parental training and empowerment programmes 2.

Number of awareness raising sessions on relevant UNCRC articles promoted 3.
Number of safeguarding and child protection awareness raising sessions conducted 4.

Number of therapeutic sessions delivered 5.


Number of children participating in Festival Zanfan 2021 Outturn Target 2022 Revised Target Outturn Explanation of Difference between Targets and Outturn 76 95 95 256 Target exceeded due to requests from private enterprises and schools 7 5 8 8 8 Target met 10 10 18 Target exceeded due to getting access to more primary schools being receptive to the Safeguarding Training for P6 pupils.
731 600 600 962 Target exceeded due to the increased capacity of the team by the recruitment of a part time child psychologist 360 500 900 1000 Target exceeded due to good marketing and publicity of activities Programme Expenditure Performance Table 4 Consolidated programme expenditure performance SR'000s Programmes P2:Child & Family Services Total Economic Classification CURRENT EXPENDITURE Compensation of Employees Wages and Salaries in Cash Wages and Salaries in Kind Use of Goods and Services Office Expenses Transportation and Travel cost Maintenance and Repairs Materials and Supplies Other Uses of Goods and Services Minor Capital Outlays 2021 Audited Outturn 2022 Budget Revised Budget Preliminary Outturn Variance Revised Budget to Outturn 2,650 2,650 2,754 2,754 2,754 2,804 2,698 2,698 3.8% 3.8% 2,650 2,263 2,263 - 387 211 14 - - 115 47 2,754 2,414 2,414 - 340 268 57 - - - 15 2,754 2,314 2,414 - 340 268 57 - - - 15 2,698 2,030 2,030 - 668 315 42 4 - 143 164 3.8% 12.3% 12.3% 0.0% -36.3% -17.5% 26.9% -100.0% 0.0% 0.0% -995.7% 228 SR'000s CAPITAL EXPENDITURE Non-financial Assets Building and Infrastructure Machinery and Equipment Other Fixed Assets Non-produced Assets 2021 Audited Outturn 2022 Budget Revised Budget Preliminary Outturn Variance Revised Budget to Outturn - - - - - - - - - - - - - - - - - - - - - - - - 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 2.0% Total 2,650 2,754 2,754 2,698 Programme 3: Residential Child Support Services The purpose of this programme is to provide a caring and safe home environment for
 children facing risks or suffering from abandonment, abuse and/or neglect.
It is also aimed at helping the children in care to develop their potential by providing them with the necessities of life and raising their self-esteem and confidence.

Performance against Programme Strategic Objectives and Measures The table below sets out the performance of the programme against the performance measures and targets set for 2022.
Table 5 Performance measures for programme Programme: Outcome: Contributing indicators P3:Residential Child Support Services 2021 Outturn Target 2022 Revised Target P3:Residential Child Support Services Outturn Explanation of Difference between Targets and Outturn 1.

Number of children aged 14 to 16 years enrolled on a re-integration programme 2.

Number of staff participating in training related to children in care.

3.

% of children receiving targeted therapeutic interventions 4.
Number of facilities renovated N/A 4 3 20 7 6 5 15 60% 65% 60% 83% Revised target not met because 2 of the children left the village as part of their reintegration with their family.

Target exceeded because of the training offered to all the Child Support Officers on the subject of looking after vulnerable children Target exceeded due to the use of additional therapists.

24 children (out of 29) had access to a counsellor or a psychologist during 2022.

N/A 2 2 2 Target met.


2 houses renovated and in use from August 2022.
Programme Expenditure Performance Table 6 Consolidated programme expenditure performance SR'000s Programmes P3:Residential Child Support Services Total 2021 Audited Outturn Budget 2022 Revised Budget Preliminary Outturn Variance Revised Budget to Outturn 8,110 8,110 8,567 8,567 8,517 8,517 8,235 8,235 3.3% 3.9% 229 SR'000s 2021 Audited Outturn Budget 2022 Revised Budget Preliminary Outturn Variance Revised Budget to Outturn Economic Classification CURRENT EXPENDITURE Compensation of Employees Wages and Salaries in Cash Wages and Salaries in Kind Use of Goods and Services Office Expenses Transportation and Travel cost Maintenance and Repairs Materials and Supplies Other Uses of Goods and Services Minor Capital Outlays CAPITAL EXPENDITURE Non-financial Assets Building and Infrastructure Machinery and Equipment Other Fixed Assets Non-produced Assets 7,703 5,076 5,076 - 2,627 792 90 345 1,176 201 22 407 407 - - - 407 8,567 5,861 5,861 - 2,705 747 100 365 1,125 284 84 - - - - - - 8,517 5,576 5,861 - 2,705 747 100 365 1,125 287 84 - - - - - - 8,235 5,142 5,142 - 3,093 927 88 426 1,087 267 299 - - - - - - Total 8,110 8,567 8,517 8,235 3.9% 12.3% 12.3% 0.0% -14.3% -24.0% 12.5% -16.7% 3.4% 6.1% -255.5% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 3.9% 230 INTERNAL AFFAIRS PORTFOLIO 231 Office of Internal Affairs Minister 1.
Summary of Preliminary Outturn SR'000s Budget Revised Budget Preliminary Outturn Compensation of Employees 2022 P1:Minister's Support Services P2:Regional Maritime Security Bodies P3:Human Trafficking Control Services Total 4,860 7,750 1,070 4,260 7,650 1,070 3,464 9,527 640 13,681 12,981 13,632 1,616 3,179 278 5,073 Use of Goods and Services 1,849 Capital Variance Revised Budget to Outturn - 18.7% 4,620 1,728 -24.5% 363 - 40.2% 6,831 1,728 -5.0% 2.
Strategic Overview of Entity Mandate The Office of the Internal Affairs Minister’s mandate is to provide strategic direction, monitor and oversee government departments and agencies within the portfolio to ensure efficient service delivery.

Strategic Priorities in 2022 to 2024 Strategic Priorities Results Achieved (Yes/No) Programs or Sub-programs Impacted Explanation of Results for priorities not achieved  Maritime Security 1.0 is extended until June 2023 1.
Ensure sustainability of RCOC operations by mid-2022; No P2 2.

Provide full coverage of vessel traffic for our maritime space through multi source sensors; Yes P2 3.

Provide sufficient capacity building to develop a professional regional team for Visit, Board, Search and Seizure (VBSS); 4.

Eliminate trafficking or forced labour by enhancing awareness of employers applying for foreign workers; and Yes Yes P2 P3 5.
Promote awareness for trafficking of children and women via media programs and community meetings.

Yes P3  Maritime Security 2.0 is under discussion and will be effective in January 2024 The contribution of all member states is not yet effective The Centre is technically fully operational   1.

Regional Vessel Monitoring System (VMS) database which is under discussion will allow regional states to be able to track all vessels that have VMS onboard.
; Training has been conducted at different levels which will allow each agency to build their own capacity in VBSS.

Further support continues to be provided even if result has been achieved Awareness was provided to eight employers during adhoc site visits in 2022.

Awareness was through a workshop on Child Protection (Child Sexual Abuse) held by the UK National Crime Agency to school and hotel representatives.

It focused on preventing child sex offenders from coming into contact with children.
The representatives who attended and received their International Child Protection Certificate were expected to share knowledge thereafter.

Source: Report Strategic Priorities from PPBB Statement 2022 – 2024 published in 2022 Budget Book1 232 3.
Budget Overview Consolidated Expenditure Outturn Table 1 Consolidated expenditure outturn SR'000s Programmes P1:Minister's Support Services P2:Regional Maritime Security Bodies P3:Human Trafficking Control Services Total Economic Classification CURRENT EXPENDITURE Compensation of Employees Wages and Salaries in Cash Wages and Salaries in Kind Use of Goods and Services Office Expenses Transportation and Travel cost Maintenance and Repairs Materials and Supplies Other Uses of Goods and Services Minor Capital Outlays CAPITAL EXPENDITURE Non-financial Assets Building and Infrastructure Machinery and Equipment Other Fixed Assets Non-produced Assets 2021 Audited Outturn Budget 2022 Revised Budget Preliminary Outturn Variance Revised Budget to Outturn 3,428 9,175 4,279 16,883 12,030 5,524 5,524 - 6,506 4,301 239 303 98 1,294 271 4,853 4,853 - - - 4,853 4,860 7,750 1,070 13,681 13,681 7,187 7,187 48 6,494 3,674 502 337 195 1,523 214 - - - - - - 4,260 7,650 1,070 12,981 12,981 6,487 6,487 48 6,494 3,674 502 337 195 1,523 214 - - - - - - 3,464 9,527 640 13,632 11,904 5,073 5,073 40 6,831 3,855 455 365 45 1,323 748 1,728 1,728 - - - 1,728 18.7% -24.5% 40.2% -5.0% 8.3% 21.8% 21.8% 16.7% -5.2% -4.9% 9.3% -8.4% 76.7% 13.1% -248.7% -100.0% -100.0% 0.0% 0.0% 0.0% -100.0% -5.0% Total 16,883 13,681 12,981 13,632 4.
Programme Performance Programme 1: Minister’s Support Services The purpose of the programme is to ensure appropriate support to the Minister’s Office for efficient oversight of the departments and agencies under the Ministry’s Portfolio.
Programme Expenditure Performance Table 2 Consolidated programme expenditure performance SR'000s Programmes P1:Minister's Support Services Total 2021 Audited Outturn Budget 2022 Revised Budget Preliminary Outturn Variance Revised Budget to Outturn 3,428 3,428 4,860 4,860 4,260 4,260 3,464 3,464 18.7% 18.7% 233 SR'000s 2021 Audited Outturn Budget 2022 Revised Budget Preliminary Outturn Variance Revised Budget to Outturn Economic Classification CURRENT EXPENDITURE Compensation of Employees Wages and Salaries in Cash Wages and Salaries in Kind Use of Goods and Services Office Expenses Transportation and Travel cost Maintenance and Repairs Materials and Supplies Other Uses of Goods and Services Minor Capital Outlays CAPITAL EXPENDITURE Non-financial Assets Building and Infrastructure Machinery and Equipment Other Fixed Assets Non-produced Assets Total Justification: 3,428 2,085 2,085 - 1,343 836 120 102 - 47 237 - - - - - - 4,860 3,331 3,331 48 1,529 713 178 94 - 427 69 - - - - - - 4,260 2,731 2,731 48 1,529 713 178 94 - 427 69 - - - - - - 3,464 1,616 1,616 40 1,849 1,142 201 105 - 96 264 - - - - - - 18.7% 40.8% 40.8% 16.7% -20.9% -60.2% -12.9% -12.6% 0.0% 77.4% -280.7% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 3,428 4,860 4,260 3,464 18.7% The overall savings from the Minister’s Support Services is attributable to the provision for security for the Minister which has still not been used to date and delays in recruitment for vacant posts.
The savings was effectively reallocated to cater for shortfalls in utility bills and purchasing of radio and office equipment, as well as shortfalls in other programmes.

Overall the Secretariat effectively reprioritized expenditure within the existing budget.
Programme 2: Regional Maritime Security Bodies The purpose of the programme is to co-ordinate information and operations on maritime safety and security and any other related issues in conformity with regional agreements, national legislation, the Africa Integrated Maritime Strategy (AIMS-2050) and the United Nations Convention on the Law of the Sea 1982 (UNCLOS III).
The programme comprises the following sub-programmes:  Sub-programme 1 Governance, Management and Administration: Ensures that the centres function efficiently and effectively with all the necessary support and required resources in place;  Sub-programme 2 National Information Sharing and Co-ordination Centre: Enhances and creates a mechanism for co-ordination and information sharing on the air, land and maritime space;  Sub-programme 3 Regional Centre for Operational Co-ordination: Organises and co-ordinates operations at sea to prevent and stop actions or situations affecting maritime security and safety in the Eastern Southern African and Indian Ocean region ; and 234  Sub-programme 4 Regional Fusion and Law Enforcement Centre for Safety and Security at Sea: Provides national and regional capacity building for maritime law enforcement to gather national, regional and international information for maritime safety and security activities.
Performance against Programme Strategic Objectives and Measures The table below sets out the performance of the programme against the performance measures and targets set for 2021.

Table 3 Performance measures for programme Programme: P2:Regional Maritime Security Bodies Outcome: Improve the ability to effectively coordinate operation at sea SP2:National Information Sharing and Coordination Centre Outcome indicator 2021 Outturn Target 1.Number of cases in distress 109 2.
% of legal cases successfully completed 4 2021 85 20 Contributing indicators Outturn Target 2022 Revised Target 85 10 2022 Revised Target Outturn 73 4 Outturn Explanation of Difference between Targets and Outturn Increased education in the maritime community on safety.

Evidence gathered in certain cases are not sufficient for prosecution.
Explanation of Difference between Targets and Outturn 1.Time taken to disseminate information 2.Number of irregular incidents reported 10 10 45 minutes 60 minutes Lack of staff with currently staff multi-tasking.

114 96 50 78 Increased monitoring and coordination between agencies are required, to maintain the highest level of efficiency in coordination.
Outcome: Improve the ability to effectively coordinate operation at sea SP3:Regional Centre for Operational Coordination Outcome indicator 1.Number of incidents reported in the region Contributing indicators 2021 Outturn Target 850 200 2021 Outturn Target 2022 Revised Target 850 2022 Revised Target Outturn Explanation of Difference between Targets and Outturn 1,041 Improvement of monitoring and increase in the number of partners for sharing of information.
Outturn Explanation of Difference between Targets and Outturn 1.Number of incidents responded to 200 300 300 118 Target was based on previous 2 years activity in the Joint Management Area.

The number of vessels in the Joint Management Area has reduced over the years.
Outcome: Increase the number of Regional and International organizations participating in the training SP4:Regional Fusion and Law Enforcement Centre for Safety and Security at Sea Outcome indicator 1.Number of regional and international organizations participating in the training 2021 Outturn Target 2022 Revised Target Outturn Explanation of Difference between Targets and Outturn 5 10 10 5 Work is ongoing to build partnerships with other organisations.
235 Outcome: Increase the number of Regional and International organizations participating in the training SP4:Regional Fusion and Law Enforcement Centre for Safety and Security at Sea Contributing indicators 1.Number of national and regional training events organized 2021 Outturn Target 2022 Revised Target Outturn Explanation of Difference between Targets and Outturn 33 20 30 40 2.
Number of organization supporting information network 6 15 - - Received an increase in demand for trainings from organisations.

No requests made as the information sharing part of REFLECS3 is no longer functional within the centre.

The 6 organisations are still supporting the information-sharing network through other mechanisms that have been set up subsequently, with a broader scope of focus, not only for anti-piracy (e.g.
National Information Sharing and Coordination Centre or the Regional Maritime Information Sharing Centre in Madagascar) Programme Expenditure Performance Table 4 Consolidated programme expenditure performance SR'000s 2021 Audited Outturn 2022 Budget Revised Budget Preliminary Outturn Variance Revised Budget to Outturn Programmes SP1:Central Administration SP2:National Information Sharing and Coordination Centre SP3:Regional Centre for Operational Co-ordination SP4:Regional Fusion and Law Enforcement Centre for Safety and Security at Sea Total Economic Classification CURRENT EXPENDITURE Compensation of Employees Wages and Salaries in Cash Wages and Salaries in Kind Use of Goods and Services Office Expenses Transportation and Travel cost Maintenance and Repairs Materials and Supplies Other Uses of Goods and Services Minor Capital Outlays CAPITAL EXPENDITURE Non-financial Assets Total Building and Infrastructure Machinery and Equipment Other Fixed Assets Non-produced Assets 4,415 237 2,472 2,051 9,175 8,105 3,270 3,270 - 4,835 3,406 89 200 - 1,130 10 1,070 1,070 - - - 1,070 9,175 3,176 703 2,935 936 3,176 703 2,935 836 7,750 7,650 7,750 3,550 3,550 - 4,200 2,836 236 233 - 770 125 - - - - - - 7,650 3,450 3,450 - 4,200 2,836 236 233 - 770 125 - - - - - - 2,832 807 3,233 2,655 9,527 7,799 3,179 3,179 - 4,620 2,668 248 260 - 967 477 1,728 1,728 - - - 1,728 10.8% -14.8% -10.1% -217.5% -24.5% -1.9% 7.8% 7.8% 0.0% -10.0% 5.9% -4.9% -11.4% 0.0% -25.7% -281.5% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 7,750 7,650 9,527 -24.5% 236
 Justification: The overspending is mostly attributable to the appointment of a new Director for the centre, which was not budgeted for, hence the additional acquisition of furniture and office equipment under Minor Capital Outlays, and purchase of additional CCTV camera for the centre.
The shortfall is also due to payments relating to the regional trainings from the United Nations Office on Drugs and Crime (UNODC).

Insufficient funds within the trading and operating account through which the trainings are normally paid from grants received, as a result of late refund by UNODC, the payments were settled within the recurrent budget instead.
Programme 3: Human Trafficking Control Service The purpose of this programme is to detect, report and combat trafficking in persons in Seychelles and provides protection and assistance to victims and other vulnerable groups, in compliance with the country’s international obligations.
Programme Expenditure Performance Table 5 Consolidated programme expenditure performance SR'000s Programmes P3:Human Trafficking Control Services Total Economic Classification CURRENT EXPENDITURE Compensation of Employees Wages and Salaries in Cash Wages and Salaries in Kind Use of Goods and Services Office Expenses Transportation and Travel cost Maintenance and Repairs Materials and Supplies Other Uses of Goods and Services Minor Capital Outlays CAPITAL EXPENDITURE Non-financial Assets Building and Infrastructure Machinery and Equipment Other Fixed Assets Non-produced Assets Total Justification: 2021 Audited Outturn Budget 2022 Revised Budget Preliminary Outturn Variance Revised Budget to Outturn 4,279 4,279 496 168 168 - 328 58 30 0 98 117 24 3,783 3,783 - - - 3,783 4,279 1,070 1,070 1,070 305 305 - 765 125 88 10 195 327 20 - - - - - - 1,070 1,070 1,070 305 305 - 765 125 88 10 195 327 20 - - - - - - 640 640 640 278 278 - 363 44 7 - 45 260 7 - - - - - - 40.2% 40.2% 40.2% 9.1% 9.1% 0.0% 52.6% 64.7% 92.1% 100.0% 76.7% 20.5% 67.4% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 1,070 1,070 640 40.2% There were very few presumed Trafficking In Person victims to assist during the year, thus resulted to significant savings.
Funds were reallocated to cater for shortfalls in other programmes.

During the year, the 237 section also promoted greater awareness for trafficking of children and women via media programs and community meetings.

238 Seychelles Prison Service 1.


Summary of Preliminary Outturn SR'000s Budget Revised Budget Preliminary Outturn Compensation of Employees 2022 P1:Governance, Management and Administration P2:Custodial Services P3:Rehabilitation and Reintegration Total 18,057 60,044 5,747 83,849 18,057 71,617 5,747 95,422 16,780 66,208 4,965 87,953 5,354 20,691 3,874 29,919 2.
Strategic Overview of Entity Capital Use of Goods and Services 11,426 - 33,144 12,373 - 1,091 45,662 12,373 Variance Revised Budget to Outturn 7.1% 7.6% 13.6% 7.8% Mandate The mandate of the Seychelles Prison Service (SPS) is to:  Ensure safe and secure incarceration of prisoners;  Ensure the proper administration of sentences of offenders in the community; and  Provide rehabilitation opportunities aimed towards successful reintegration of prisoners.
Strategic Priorities in 2022 to 2024 Strategic Priorities 1.

Improve the provision of appropriate care and safety of prisoners; 2.

Develop a solid framework for rehabilitation and social reintegration of offenders; 3.

Improve security to enhance public safety; 4.

Improve human resource capacity to effectively maintain the prison; 5.

Improve physical infrastructure; 6.

Develop opportunities to reduce reliance on state budget; and 7.
Enhance effectiveness in engagement with national and international stakeholders and partners.
Results Achieved (Yes/No) Programs or Sub-programs Impacted Explanation of Results for priorities not achieved Yes Yes Yes Yes Yes No P2 P3 P1,P2,P3 P1,P2,P3 P2 P1,P2,P3 Yes P1,P2,P3 Mostly achieved, ongoing improvement of infrastuctures for the care and safety of prisoners COVID-19 had an impact on manpower and strategic planning during the first half of the year, but managed to conduct some programmes in the second half of the year.
Continuous recruitment of security personnel and installation of security equipment (body scanner) ongoing Ongoing training and capacity building to enhance staff knowledge New infrastructure identified to be constructed in 2023.

Started the Agricultural programme during the year, a boost up of output is needed to be able to achieve significant reduction on state budget.

Achieved, but the COVID-19 pandemic to some extent had an impact on the level of partnership (both local and international).
Targeting re-engagement in 2023.

Source: Report Strategic Priorities from PPBB Statement 2022 – 2024 published in 2022 Budget Book1 239 3.
Budget Overview Consolidated Expenditure Outturn Table 1 Consolidated expenditure outturn SR'000s Programmes P1:Governance, Management and Administration P2:Custodial Services P3:Rehabilitation and Reintegration Total Economic Classification CURRENT EXPENDITURE Compensation of Employees Wages and Salaries in Cash Wages and Salaries in Kind Use of Goods and Services Office Expenses Transportation and Travel cost Maintenance and Repairs Materials and Supplies Other Uses of Goods and Services Minor Capital Outlays CAPITAL EXPENDITURE Non-financial Assets Building and Infrastructure Machinery and Equipment Other Fixed Assets Non-produced Assets 2021 Audited Outturn Budget 2022 Revised Budget Preliminary Outturn Variance Revised Budget to Outturn 15,236 52,620 4,550 72,406 72,359 26,382 26,382 651 45,976 9,658 2,599 2,845 10,064 18,696 1,464 47 47 - - - 47 18,057 60,044 5,747 83,849 81,436 34,673 34,673 647 46,764 10,678 2,620 3,063 10,415 15,963 3,377 2,413 2,413 2,413 - - - 18,057 71,617 5,747 95,422 81,436 34,673 34,673 647 46,764 10,678 2,620 3,063 10,415 15,963 3,377 13,986 13,986 13,986 - - - 16,780 66,208 4,965 87,953 75,580 29,919 29,919 810 45,662 10,371 4,167 2,784 9,956 14,089 3,484 12,373 12,373 12,373 - - - 7.1% 7.6% 13.6% 7.8% 7.2% 13.7% 13.7% -25.2% 2.4% 2.9% -59.0% 9.1% 4.4% 11.7% -3.2% 11.5% 11.5% 11.5% 0.0% 0.0% 0.0% 7.8% Total 72,406 83,849 95,422 87,953 4.
Programme Performance Programme 1: Governance, Management and Administration The purpose of the programme is to enhance the administration and management of correctional practices to successfully contribute towards a safer community.
Programme Expenditure Performance Table 2 Consolidated programme expenditure performance SR'000s Programmes P1:Governance, Management and Administration Total 2021 Audited Outturn Budget 2022 Revised Budget Preliminary Outturn Variance Revised Budget to Outturn 15,236 15,236 18,057 18,057 18,057 18,057 16,780 16,780 7.1% 7.1% 240 SR'000s 2021 Audited Outturn Budget 2022 Revised Budget Preliminary Outturn Variance Revised Budget to Outturn Economic Classification CURRENT EXPENDITURE Compensation of Employees Wages and Salaries in Cash Wages and Salaries in Kind Use of Goods and Services Office Expenses Transportation and Travel cost Maintenance and Repairs Materials and Supplies Other Uses of Goods and Services Minor Capital Outlays CAPITAL EXPENDITURE Non-financial Assets Building and Infrastructure Machinery and Equipment Other Fixed Assets Non-produced Assets 15,236 4,781 4,781 - 10,455 7,940 552 240 - 1,666 57 - - - - - - 18,057 7,038 7,038 - 11,020 8,932 332 318 - 1,374 63 - - - - - - 18,057 7,038 7,038 - 11,020 8,932 332 318 - 1,374 63 - - - - - - 16,780 5,354 5,354 - 11,426 8,614 1,292 316 - 1,204 - - - - - - - 7.1% 23.9% 23.9% 0.0% -3.7% 3.6% -289.2% 0.7% 0.0% 12.4% 100.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% Total 15,236 18,057 18,057 16,780 7.1% Programme 2: Custodial Services The purpose of the programme is to promote the safety of the public, prisoners and prison personnel.
Performance against Programme Strategic Objectives and Measures The table below sets out the performance of the programme against the performance measures and targets set for 2022.

Table 3 Performance measures for programme Programme: Outcome: P2:Custodial Services Improved security standards Outcome indicator 1.

Number of incidents at prisons against staff 2.


Number of incidents at Prisons between inmates 2021 Outturn Target 2022 Revised Target Outturn 39 35 35 26 44 55 55 20 Contributing indicators 2021 Outturn Target 2022 Revised Target P2:Custodial Services Outturn Explanation of Difference between Targets and Outturn  Improved inmate’s supervision in residential block.

 Effectiveness of the disciplinary/ privilege  mechanisms that serves as a deterrent.
Training/awareness on different method/ways to deal/defuse, not to escalate situations that may arise between inmates or between staff and inmates.

Explanation of Difference between Targets and Outturn 1.

Ratio of Prison Officers to Prisoners* 1:5 1:8 * 1:19 1:25 Increase in inmate population by 16% over the year with no significant recruitment space.

241 *Limitation of using this ratio (1:8) is that it assumes that all staff worked every day of the week for twenty-four hours.
It does not consider shift duties where this number of staff per inmate is drastically reduced.
Therefore, calculation of ratio has been changed to reflect staff to inmate ratio (1:19) considering shift Programme Expenditure Performance Table 4 Consolidated programme expenditure performance SR'000s Programmes P2:Custodial Services Total Economic Classification CURRENT EXPENDITURE Compensation of Employees Wages and Salaries in Cash Wages and Salaries in Kind Use of Goods and Services Office Expenses Transportation and Travel cost Maintenance and Repairs Materials and Supplies Other Uses of Goods and Services Minor Capital Outlays CAPITAL EXPENDITURE Non-financial Assets Building and Infrastructure Machinery and Equipment Other Fixed Assets Non-produced Assets 2021 Audited Outturn Budget 2022 Revised Budget Preliminary Outturn Variance Revised Budget to Outturn 52,620 52,620 52,620 18,095 18,095 651 34,525 1,409 1,877 2,515 9,825 17,005 1,243 - - - - - - 60,044 60,044 57,632 23,154 23,154 647 34,478 1,499 1,932 2,570 10,157 14,464 3,209 2,413 2,413 2,413 - - - 71,617 71,617 57,632 23,154 23,154 647 34,478 1,499 1,932 2,570 10,157 14,464 3,209 13,986 13,986 13,986 - - - 66,208 66,208 53,835 20,691 20,691 810 33,144 1,471 2,520 2,344 9,652 12,864 3,484 12,373 12,373 12,373 - - - 7.6% 7.6% 6.6% 10.6% 10.6% -25.2% 3.9% 1.9% -30.4% 8.8% 5.0% 11.1% -8.6% 11.5% 11.5% 11.5% 0.0% 0.0% 0.0% Total 52,620 60,044 71,617 66,208 7.6% Programme 3: Rehabilitation and Reintegration The purpose of the programme is to promote the safety of the public, prisoners and prison personnel.
Performance against Programme Strategic Objectives and Measures The table below sets out the performance of the programme against the performance measures and targets set for 2022.
242 Table 5 Performance measures for programme Programme: Outcome: P3:Rehabilitation and Reintegration 1.Increased number of prisoners enrolled in rehabilitation programmes 2.Increased number of offenders (Probationers) enrolled in rehabilitation programmes Outcome indicator 2021 Outturn Target 2022 Revised Target Outturn Explanation of Difference between Targets and Outturn 1.

% of prison population enrolled in rehabilitation programmes 2.
% of offenders in the community placed on Probation Orders and other community-based programmes Contributing indicators 1.

Number of Prison based programmes available 2.

Number of Probation programmes available 65% 70% 70% 51% 65% 95% 90% 84% Two of our private partners were not active during the year (namely PHAB Construction Pty, Ltd. and IPHS) hence this affects the number of inmates participating on the programme.
Also, there are inmates suspended from the programme for delayed period with disciplinary offences.

Supervising clients placed on probation or other community-based sentencing proves to be a challenge since the whereabouts are unknown for some or failure to comply with the Orders of the Court.

In such situations, the Court is informed for breach of Order.
2021 Outturn Target 2022 Revised Target Outturn Explanation of Difference between Targets and Outturn P3:Rehabilitation and Reintegration 10 9 12 10 9 5 9 5 Revised target achieved Revised target achieved Programme Expenditure Performance Table 6 Consolidated programme expenditure performance SR'000s Programmes P3:Rehabilitation and Reintegration Total Economic Classification CURRENT EXPENDITURE Compensation of Employees Wages and Salaries in Cash Wages and Salaries in Kind Use of Goods and Services Office Expenses Transportation and Travel cost Maintenance and Repairs Materials and Supplies Other Uses of Goods and Services Minor Capital Outlays 2021 Audited Outturn 2022 Budget Revised Budget Preliminary Outturn Variance Revised Budget to Outturn 4,550 4,550 4,503 3,507 3,507 - 996 309 170 89 239 25 164 5,747 5,747 5,747 4,481 4,481 - 1,266 247 356 175 258 125 105 5,747 5,747 5,747 4,481 4,481 - 1,266 247 356 175 258 125 105 4,965 4,965 13.6% 13.6% 4,965 3,874 3,874 - 1,091 286 355 124 304 21 - 13.6% 13.6% 13.6% 0.0% 13.8% -15.7% 0.2% 29.1% -18.0% 82.9% 100.0% 243 SR'000s CAPITAL EXPENDITURE Non-financial Assets Building and Infrastructure Machinery and Equipment Other Fixed Assets Non-produced Assets Total Justification: 2021 Audited Outturn 2022 Budget Revised Budget Preliminary Outturn 47 47 - - - 47 - - - - - - - - - - - - Variance Revised Budget to Outturn 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% - - - - - - 4,550 5,747 5,747 4,965 13.6% Savings from delayed recruitments of Probation and Rehabilitation officers due
 to difficulty encountered in recruiting suitable candidates, however this has not prevented the Seychelles Prison Services from achieving the priority objective that is to “Improve security to enhance public safety”.
Although there has been an increase in inmate population by 16% over the years, the Prison operation has not been affected.

On the contrary, the indicators shows a decrease in the number of incidents recorded at prisons against staff and between inmates.

The savings under minor capital outlays is due to a freeze on the budget because the asset register was not in order; however, the issue has been resolved during the year.

244 Department of Police 1.


Summary of Preliminary Outturn SR'000s Budget Revised Budget Preliminary Outturn Compensation of Employees 2022 P1:Governance, Management and Administration 146,097 156,450 P2:Visible Policing 91,033 P3:Response Services 36,537 P4: Detective Services 97,267 P5: Anti-Narcotics Bureau 527,382 Total 78,147 166,634 91,033 36,537 56,429 428,780 77,619 171,353 86,917 35,926 33,462 405,277 55,437 98,132 52,438 31,243 21,917 259,167 2.
Strategic Overview of Entity Use of Goods and Services 20,930 71,404 34,480 4,683 11,545 143,041 Capital 1,252 1,817 - - - 3,070 Variance Revised Budget to Outturn 0.7% -2.8% 4.5% 1.7% 40.7% 5.5% Mandate The mandate of the Department of Police, as per Article 161 of the Constitution of Seychelles, is to maintain law and order; to prevent and detect crime in Seychelles and any other area over which the Republic has proclaimed its jurisdiction.
Strategic Priorities in 2022 to 2024 Strategic Priorities Results Achieved (Yes/No) Programs or Sub-programs Impacted Explanation of Results for priorities not achieved 1.

To enhance our objective of proactive crime planning and operations No P2, P3, P4, P5 Conducted some operations but not to the acceptable quantity as focus was mainly on reactive policing 2.

To improve Police Response by 5% each year beginning 2022 through our Human Capital Development Plan 3.
Invest in Information systems and Communication Technology to aid policing No No P1, P2, P3, P4, P5 Quantity and quality of vehicles & vessels are far from required standard and lacking in advance policing technologies P1, P2, P3, P4, P5 Some projects are at the national level, which require inputs and resources from other ministries.

Source: Report Strategic Priorities from PPBB Statement 2022 – 2024 published in 2022 Budget Book 3.
Budget Overview Receipts Outturn Table 1 Receipts outturn SR'000s Receipts transferred to Consolidated Fund Police Miscellaneous Service of Special Police/National Guards Provision of Security Criminal Fees & Fines Total 2021 Audited Outturn 9,876 2,100 4,549 884 2,342 9,876 2022 Revised Budget Preliminary Outturn 15,800 2,500 6,000 2,300 5,000 15,800 13,618 3,234 4,086 1,388 4,911 13,618 Variance Revised Budget to Outturn -13.8% 29.3% -31.9% -39.7% -1.8% -13.8% Budget 10,800 2,500 6,000 2,300 - 10,800 245 Justification: Police Miscellaneous fees are in respect of Character Certificates, Learners Permits, Upgrade of Learners Permits, Renewal of Learners permits, Driving Theory Tests, Off-Road and On-Road Driving Tests, Blasting Fees, Accident Report and Lost of ID certification.
The increase is due to the re-introduction of Accident Report, Loss of ID certification and increase in the overall activities due to the removal of restriction during the COVID-19 pandemic.

SSU Police/National Guards fees include Static duties by PSSW Guards for high profile Government officials and a few sensitive buildings requiring armed guards.

Receipts are also for escorts and for verification of arms that come on and off the tuna vessels docking in the Fishing Port.
The services are still being maintained, however the decrease in payments due to less requests coming in due to the impact of COVID-19 clients has shifted to other fishing port.

Provision of Security fees for small vessel escorts are mostly for small to medium leisure boats that are sailing beyond the Amirantes and require armed guards on board to ensure safety and security of their clients.
There is a decrease in the number of requests due to the COVID-19 pandemic, however the sales increased slightly during 2022 compared to 2021.
Consolidated Expenditure Outturn Table 2 Consolidated expenditure outturn 2021 Audited Outturn Budget 2022 Revised Budget Preliminary Outturn Variance Revised Budget to Outturn SR'000s Programmes P1:Governance, Management and Administration P2:Visible Policing P3:Response Services P4: Detective Services P5: Anti-Narcotics Bureau Total Economic Classification CURRENT EXPENDITURE Compensation of Employees Wages and Salaries in Cash Wages and Salaries in Kind Use of Goods and Services Office Expenses Transportation and Travel cost Maintenance and Repairs Materials and Supplies Other Uses of Goods and Services Minor Capital Outlays CAPITAL EXPENDITURE Non-financial Assets Building and Infrastructure Machinery and Equipment Other Fixed Assets Non-produced Assets 70,197 161,773 86,275 35,594 46,411 400,249 394,367 255,245 255,245 - 139,122 25,424 21,934 17,148 4,855 58,180 11,582 5,883 5,883 5,671 - - 211 146,097 156,450 91,033 36,537 97,267 527,382 396,554 264,781 264,781 - 131,774 25,440 18,639 15,485 4,749 63,071 4,390 130,828 130,828 130,828 - - - 78,147 166,634 91,033 36,537 56,429 428,780 407,038 264,781 264,781 - 142,258 25,890 18,639 15,485 5,753 72,101 4,390 21,741 21,741 21,741 - - - 77,619 171,353 86,917 35,926 33,462 405,277 402,208 259,167 259,167 - 143,041 26,635 22,833 16,239 8,491 59,120 9,723 3,070 3,070 3,070 - - - 0.7% -2.8% 4.5% 1.7% 40.7% 5.5% 1.2% 2.1% 2.1% 0.0% -0.6% -2.9% -22.5% -4.9% -47.6% 18.0% -121.5% 85.9% 85.9% 85.9% 0.0% 0.0% 0.0% 5.5% Total 400,249 527,382 428,780 405,277 246 4.
Programme Performance Programme 1: Governance, Management and Administration The purpose of the programme is to provide management and administrative services to support the implementation of the strategic objectives of the Seychelles Police Force.
Specific services include the overall management and administration of the Police Department; providing leadership and policies; maintaining the corporate image and relations with stakeholders and providing adequate resources, administrative support and empowerment of personnel.
Programme Expenditure Performance Table 3 Consolidated programme expenditure performance SR'000s 2021 Audited Outturn 2022 Budget Revised Budget Preliminary Outturn Variance Revised Budget to Outturn Programmes P1:Governance, Management and Administration Total 70,197 70,197 146,097 146,097 78,147 78,147 77,619 77,619 0.7% 0.7% Economic Classification CURRENT EXPENDITURE Compensation of Employees Wages and Salaries in Cash Wages and Salaries in Kind Use of Goods and Services Office Expenses Transportation and Travel cost Maintenance and Repairs Materials and Supplies Other Uses of Goods and Services Minor Capital Outlays CAPITAL EXPENDITURE Non-financial Assets Building and Infrastructure Machinery and Equipment Other Fixed Assets Non-produced Assets 64,526 44,451 44,451 - 20,075 12,966 302 2,384 141 3,134 1,148 5,671 5,671 5,671 - - - 72,547 53,158 53,158 - 19,390 12,912 320 1,840 250 3,218 850 73,549 73,549 73,549 - - - 72,847 53,158 53,158 - 19,690 13,212 320 1,840 250 3,218 850 5,300 5,300 5,300 - - - 76,367 55,437 55,437 - 20,930 14,053 300 2,023 350 3,355 849 1,252 1,252 1,252 - - - -4.8% -4.3% -4.3% 0.0% -6.3% -6.4% 6.2% -10.0% -40.0% -4.3% 0.1% 76.4% 76.4% 76.4% 0.0% 0.0% 0.0% Total 70,197 146,097 78,147 77,619 0.7% Programme 2: Visible Policing The purpose of this programme is to reduce reactive crime by addressing the issue of substance abuse as a main contributing factor, improving police responses and managing the perception of crime by mobilizing the community and empowering victims.
247 The programme comprises the following sub-programmes:  Sub-programme 1Traffic Management: Provides for traffic control, management and escorts;  Sub-programme 2 Community, Airport Policing: provides for border control and community policing; and  Sub-programme 3 Police Emergency Services: Provides for rapid and emergency responses.
Performance against Programme Strategic Objectives and Measures The table below sets out the performance of the programme against the performance measures and targets set for 2022.

Table 4 Performance measures for programme Programme: Outcome: P2:Visible Policing Increased public confidence in policing Contributing indicators 1.
Response time to respond to reported incidents (percentages of incidents in which response time is within 10 mins) 2021 Outturn Target 2022 Revised Target Outturn SP1:Traffic Management 90% 85% 85% 78% SP2:Community, Airport Policing 1.

Average Percentage of intervention (passive and active) including data available 80% 82% 82% 85% Explanation of Difference between Targets and Outturn Quantity and quality of vehicle & vessel are far from required standard and lacking in advance policing technologies.
Community Policing and Social Media interaction encouraged reporting and facilitated intervention.

1.

Number of incidents dealt weekly as against total reported SP3:Police Emergency Services 75% 75% 75% 69% Unavailability of tracker dog (GP) due to ageing and poor health conditions.
Programme Expenditure Performance Table 5 Consolidated programme expenditure performance SR'000s Programmes SP1:Traffic Management SP2:Community, Airport Policing SP3:Police Emergency Services Total Economic Classification CURRENT EXPENDITURE Compensation of Employees Wages and Salaries in Cash Wages and Salaries in Kind Use of Goods and Services Office Expenses Transportation and Travel cost Maintenance and Repairs Materials and Supplies Other Uses of Goods and Services Minor Capital Outlays 2021 Audited Outturn 2022 Budget Revised Budget Preliminary Outturn Variance Revised Budget to Outturn 6,841 151,030 3,901 161,773 161,561 100,674 100,674 - 60,887 5,075 14,664 12,396 3,175 18,908 6,669 7,335 144,734 4,380 156,450 155,700 105,970 105,970 - 49,730 4,945 11,675 10,565 2,650 18,770 1,125 7,335 154,918 4,380 166,634 165,884 105,970 105,970 - 59,914 5,095 11,675 10,565 3,654 27,800 1,125 6,047 161,669 3,637 171,353 169,536 98,132 98,132 - 71,404 5,767 18,517 12,133 6,251 22,346 6,390 17.6% -4.4% 17.0% -2.8% -2.2% 7.4% 7.4% 0.0% -19.2% -13.2% -58.6% -14.8% -71.1% 19.6% -468.0% 248 SR'000s CAPITAL EXPENDITURE Non-financial Assets Building and Infrastructure Machinery and Equipment Other Fixed Assets Non-produced Assets 2021 Audited Outturn 211 211 - - - 211 2022 Budget Revised Budget Preliminary Outturn 750 750 750 - - - 750 750 750 - - - 1,817 1,817 1,817 - - - Variance Revised Budget to Outturn -142.3% -142.3% -142.3% 0.0% 0.0% 0.0% Total 161,773 156,450 166,634 171,353 -2.8% Programme 3: Response Services The
 purpose of the programme is to maintain public order, provide tactical response and guarantee the protection of dignitaries.
The programme comprises the following sub-programmes:  Sub-programme 1 Public Security Support: Maintain public order and security of vessels against acts of piracy;  Sub-programme 2 VIP Services: Dignitaries protection; and  Sub-programme 3 Small Vessel and Marine Police: Coastline patrol and security.

Performance against Programme Strategic Objectives and Measures The table below sets out the performance of the programme against the performance measures and targets set for 2022.
Table 6 Performance measures for programme P3:Response Services Programme: Reduction in crime Outcome: Contributing indicators 2021 Outturn 2022 Target Revised Target SP1:Public Security Support Outturn Explanation of Difference between Targets and Outturn 1.

Number of stations providing 24hrs tactical Order & Tactical Response Unit Support 2.

Vessel Protection: Number of vessels services provided 8 8 8 8 1031 900 900 600 COVID-19 impacted the number of request for the service.

1.
1.

Annual average number of days for issuing Police Certificates 1 1 1 1 SP2:VIP Services SP3:Small Vessel and Marine Police 1.

Number of vessels searched and inspected 1531 1600 1600 1850 The increase in duties by respective unit was due to the phasing out of ANB.
249 Programme Expenditure Performance Table 7 Consolidated programme expenditure performance 2021 Audited Outturn Budget 2022 Revised Budget Preliminary Outturn Variance Revised Budget to Outturn SR'000s Programmes SP1:Public Security Support SP2:VIP Services SP3:Small Vessel and Marine Police Total Economic Classification CURRENT EXPENDITURE Compensation of Employees Wages and Salaries in Cash Wages and Salaries in Kind Use of Goods and Services Office Expenses Transportation and Travel cost Maintenance and Repairs Materials and Supplies Other Uses of Goods and Services Minor Capital Outlays CAPITAL EXPENDITURE Non-financial Assets Building and Infrastructure Machinery and Equipment Other Fixed Assets Non-produced Assets 74,499 6,316 5,460 86,275 86,275 52,405 52,405 - 33,870 3,060 679 707 467 28,205 752 - - - - - - 78,787 6,237 6,009 91,033 91,033 52,919 52,919 - 38,114 3,292 770 1,190 445 31,223 1,194 - - - - - - 78,787 6,237 6,009 91,033 91,033 52,919 52,919 - 38,114 3,292 770 1,190 445 31,223 1,194 - - - - - - 73,189 6,962 6,767 86,917 86,917 52,438 52,438 - 34,480 3,236 636 882 442 27,875 1,410 - - - - - - 7.1% -11.6% -12.6% 4.5% 4.5% 0.9% 0.9% 0.0% 9.5% 1.7% 17.4% 25.9% 0.7% 10.7% -18.1% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 4.5% Total 86,275 91,033 91,033 86,917 Programme 4: Detective Services The purpose of this programme is to detect and investigate national and transnational crimes for successful prosecution of offenders with co-ordinated focus on apprehension of known criminals, focusing on priority crimes
 and effective utilisation of intelligence, forensic and scientific support.
The programme comprises the following sub-programmes:  Sub-programme 1 Criminal Investigations: Provides for investigations and detection of serious crimes;  Sub-programme 2 Specialised Crime Investigations: Provides for investigations and detections of specialised crimes (i.e.

fraud, commercial and cyber-crimes); and  Sub-programme 3 Forensic Services: Assists in crime investigations by providing scientific support.
Performance against Programme Strategic Objectives and Measures The table below sets out the performance of the programme against the performance measures and targets set for 2022.

250 Table 8 Performance measures for programme Programme: Outcome: P4: Detective Services All crimes adequately investifgated in a timely manner Contributing indicators 1.
Reduction in the backlog of cases after 1 month 2021 Outturn Target 2022 Revised Target Outturn SP1:Criminal Investigations 170 175 175 255 SP2:Specialised Crime Investigations 1.

% of crime solving 64% 70% 70% 55% 1.
Turnaround time to process forensic evidence in days SP3:Forensic Services 6 6 6 6 Programme Expenditure Performance Table 9 Consolidated programme expenditure performance Explanation of Difference between Targets and Outturn Increase in the number of reported cases, especially serious ones Increase in the number and complexity of cases reported 2021 Audited Outturn Budget 2022 Revised Budget Preliminary Outturn Variance Revised Budget to Outturn SR'000s Programmes SP1:Criminal Investigations SP2:Specialised Crime Investigations SP3:Forensic Services Total Economic Classification CURRENT EXPENDITURE Compensation of Employees Wages and Salaries in Cash Wages and Salaries in Kind Use of Goods and Services Office Expenses Transportation and Travel cost Maintenance and Repairs Materials and Supplies Other Uses of Goods and Services Minor Capital Outlays CAPITAL EXPENDITURE Non-financial Assets Building and Infrastructure Machinery and Equipment Other Fixed Assets Non-produced Assets 19,460 7,455 8,679 35,594 35,594 30,997 30,997 - 4,597 424 715 119 1,071 1,564 704 - - - - - - 18,486 8,746 9,305 36,537 36,537 30,692 30,692 - 5,845 369 905 535 1,395 1,882 759 - - - - - - 18,486 8,746 9,305 36,537 36,537 30,692 30,692 - 5,845 369 905 535 1,395 1,882 759 - - - - - - 20,435 5,593 9,898 35,926 35,926 31,243 31,243 - 4,683 322 530 84 1,447 1,399 901 - - - - - - -10.5% 36.1% -6.4% 1.7% 1.7% -1.8% -1.8% 0.0% 19.9% 12.7% 41.5% 84.4% -3.7% 25.6% -18.8% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 1.7% Total 35,594 36,537 36,537 35,926 251
 Programme 5: Anti-Narcotics Bureau The purpose of this programme is to provide professional, efficient and effective services in combating narcotic activities at national and international level.
It also provides financial, corporate, administration and organisational development for an effective and efficient service delivery in line with the National Strategy.
The programme comprises the following sub-programmes:  Sub-programme 1 Management: Provides management services, ensuring transparency and responsible spending;  Sub-programme 2 Drugs Enforcement Operations: Obtains and gathers information, carries out  narcotics operations within the jurisdiction of Seychelles and supports international joint operations; and Sub-programme 3 Drugs Enforcement Investigations: Carries out field investigations in cases of drug related offences, support the financial and assets investigation, register arrests and compile case file for successful prosecution.
Performance against Programme Strategic Objectives and Measures The table below sets out the performance of the programme against the performance measures and targets set for 2022.

Table 10 Performance measures for programme Programme: P5: Anti-Narcotics Bureau 1.

Border Control and Patrol Operations 2.

Cases established for Prosecution Outcome: Outcome indicator 2021 Outturn Target 2022 Revised Target Outturn SP2:Drug Enforcement Operations Explanation of Difference between Targets and Outturn 1.
Number of cases of arrests 893 115 115 55 The restructuring impacted 6 months of operations.

SP3:Drug Enforcement Investigations 2.

Number of succesful prosecutions against number of brought before court 20% 80% 80% 40% The restructuring impacted 6 months of operations.
Programme Expenditure Performance Table 11 Consolidated programme expenditure performance SR'000s Programmes SP1: Management SP2:Drug Enforcement Operations SP3:Drug Enforcement Investigations Total 2021 Audited Outturn Budget 2022 Revised Budget Preliminary Outturn Variance Revised Budget to Outturn 18,338 20,533 7,539 46,411 70,132 19,501 7,634 97,267 29,294 19,501 7,634 56,429 15,169 14,036 4,257 33,462 48.2% 28.0% 44.2% 40.7% 252 SR'000s 2021 Audited Outturn Budget 2022 Revised Budget Preliminary Outturn Variance Revised Budget to Outturn Economic Classification CURRENT EXPENDITURE Compensation of Employees Wages and Salaries in Cash Wages and Salaries in Kind Use of Goods and Services Office Expenses Transportation and Travel cost Maintenance and Repairs Materials and Supplies Other Uses of Goods and Services Minor Capital Outlays CAPITAL EXPENDITURE Non-financial Assets Building and Infrastructure Machinery and Equipment Other Fixed Assets Non-produced Assets Total Justification: 46,411 26,718 26,718 - 19,693 3,899 5,573 1,542 - 6,369 2,311 - - - - - - 40,738 22,043 22,043 - 18,695 3,922 4,969 1,355 9 7,978 462 56,529 56,529 56,529 - - - 40,738 22,043 22,043 - 18,695 3,922 4,969 1,355 9 7,978 462 15,691 15,691 15,691 - - - 33,462 21,917 21,917 - 11,545 3,258 2,850 1,117 1 4,146 172 - - - - - - 17.9% 0.6% 0.6% 0.0% 38.2% 16.9% 42.6% 17.5% 85.1% 48.0% 62.7% 100.0% 100.0% 100.0% 0.0% 0.0% 0.0% 46,411 97,267 56,429 33,462 40.7% Restructuring of the unit began in June 2022 and lasted up to January 2023.
The administrative and logistical costs were transferred to Programme 2 for special operations.

Reduction in the operational costs for the office due to lower manpower.

253 Disaster Risk Management Division 1.


Summary of Preliminary Outturn 2022 SR'000s Budget Revised Budget Preliminary Outturn Compensation of Employees Use of Goods and Services Capital P1:Policy and Management P2:Risk Reduction Management and Civil Protection P3:Planning, Intelligence, Research and Information Management Total 6,701 3,698 6,601 3,398 749 749 11,148 10,748 6,124 2,855 815 9,795 1,981 1,861 644 4,486 4,144 994 15 5,152 - - 157 157 2.
Strategic Overview of Entity Variance Revised Budget to Outturn 7.2% 16.0% -8.9% 8.9% Mandate The Department was created under the Disaster Risk Management Act 2014 to establish the national office responsible for Disaster Risk Management through a comprehensive and integrated all-hazard approach and for matters connected therewith or incidental thereto.

Strategic Priorities in 2022 to 2024 Strategic Priorities 1.

Activate the National Disaster Risk Management Committee; 2.
Activate the Vulnerability Committee; 3.

Implement Strategic Human Resource Management; 4.

Institutionalise strategic stakeholder engagement and partnership management; 5.

Develop and establish an efficient Information Management System; and 6.

Establish a public private partnership for the construction of a building to house the DRMD.
Results Achieved (Yes/No) Programs or Sub-programs Impacted Explanation of Results for priorities not achieved Yes Yes Yes Yes No No P1 P1 P1 P2 P2 P1 No baseline prior to 2021, hence still establishing the Information Management System (IMS) Budgeted for 2024-2025 Source: Report Strategic Priorities from PPBB Statement 2022 – 2024 published in 2022 Budget Book1 3.
Budget Overview Consolidated Expenditure Outturn Table 1 Consolidated expenditure outturn SR'000s 2021 Audited Outturn 2022 Budget Revised Budget Preliminary Outturn Variance Revised Budget to Outturn Programmes P1:Policy and Management P2:Risk Reduction Management and Civil Protection P3:Planning, Intelligence, Research and Information Management Total 6,067 2,432 642 9,141 6,701 3,698 749 11,148 6,601 3,398 749 10,748 6,124 2,855 815 9,795 7.2% 16.0% -8.9% 8.9% 254 SR'000s Economic Classification CURRENT EXPENDITURE Compensation of Employees Wages and Salaries in Cash Wages and Salaries in Kind Use of Goods and Services Office Expenses Transportation and Travel cost Maintenance and Repairs Materials and Supplies Other Uses of Goods and Services Minor Capital Outlays CAPITAL EXPENDITURE Non-financial Assets Building and Infrastructure Machinery and Equipment Other Fixed Assets Non-produced Assets 2021 Audited Outturn 2022 Budget Revised Budget Preliminary Outturn Variance Revised Budget to Outturn 9,141 4,858 4,858 - 4,283 1,473 239 358 18 1,660 536 - - - - - - 11,148 5,694 5,694 - 5,454 1,606 345 377 135 1,979 1,012 - - - - - - 10,748 5,294 5,294 - 5,454 1,606 345 377 135 1,979 1,012 - - - - - - 9,638 4,486 4,486 - 5,152 1,599 305 268 29 2,233 719 157 157 - - - 157 10.3% 15.3% 15.3% 0.0% 5.5% 0.4% 11.7% 29.0% 78.9% -12.8% 28.9% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 8.9% Total 9,141 11,148 10,748 9,795 4.
Programme Performance Programme 1: Policy and Management The purpose of the programme is to provide overall leadership, management and strategic policy direction of the Department.
Programme Expenditure Performance Table 2 Consolidated programme expenditure performance SR'000s Programmes P1:Policy and Management Total Economic Classification CURRENT EXPENDITURE Compensation of Employees Wages and Salaries in Cash Wages and Salaries in Kind Use of Goods and Services Office Expenses Transportation and Travel cost Maintenance and Repairs Materials and Supplies Other Uses of Goods and Services Minor Capital Outlays 2021 Audited Outturn Budget 2022 Revised Budget Preliminary Outturn Variance Revised Budget to Outturn 6,067 6,067 6,067 2,382 2,382 - 3,685 1,473 239 358 15 1,599 - 6,701 6,701 6,701 2,494 2,494 - 4,207 1,606 345 377 35 1,844 - 6,601 6,601 6,601 2,394 2,394 - 4,207 1,606 345 377 35 1,844 - 6,124 6,124 6,124 1,981 1,981 - 4,144 1,599 262 268 22 1,993 - 7.2% 7.2% 7.2% 17.3% 17.3% 0.0% 1.5% 0.4% 24.1% 29.0% 36.2% -8.1% 0.0% 255 SR'000s CAPITAL EXPENDITURE Non-financial Assets Building and Infrastructure Machinery and Equipment Other Fixed Assets Non-produced Assets 2021 Audited Outturn Budget 2022 Revised Budget Preliminary Outturn Variance Revised Budget to Outturn - - - - - - - - - - - - - - - - - - - - - - - - Total 6,067 6,701 6,601 6,124 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 7.2% Programme 2: Risk Reduction, Management and Civil Protection The purpose of the programme is to protect the country and its people from disaster through activities related to disaster management and risk reduction.
Services provided by the programme include a national integrated emergency management system, formulation of policies on risk reduction and management, the provision of directives and guidance to ministries, agencies and other bodies in relation to risk reduction and management, as well as services to co-ordinate and manage the country’s emergency response system.
This programme is concerned with civil protection for preparation of the country, through training, and various exercises to improve capacity and ability of different government agencies and private sector.

Civil protection is about responding to emergency, incident management, search, and rescue Performance against Programme Strategic Objectives and Measures The table below sets out the performance of the programme against the performance measures and targets set for 2022.
Table 3 Performance measures for programme Programme: Outcome: P2:Risk Reduction Management and Civil Protection 1.

Reducing the Underlying Risk and Vulnerable Factors (URVF) by mainstreaming risk reduction and management 2.

Upscaling of government readiness 3.

Education, Awareness and knowledge on risk reduction management Contributing indicators 2021 Outturn Target 2022 Revised Target Explanation of Difference between Targets and Outturn Outturn P2:Risk Reduction Management and Civil Protection 1.
URVF identified and assessed 20% 60% 60% 0% There was no set methodology and standard to identify and assess risk 2.

National Integrated Emergency Management Plan developed, tested and implemented 3.MDA's specific plans developed, tested and implemented 4.
In relation to (1) Risk communication regulation, education and awareness strategy develop and implemented 20% 100% 100% 100% Reviewed and operationalised 5% 40% 40% 0% 5% 85% 85% 0% Key Sectoral plans were not reviewed and the program only started late 2021 Risk Communication program is yet to start as (1) only started in first quarter of 2022 256 Programme Expenditure Performance Table 4 Consolidated programme expenditure performance SR'000s Programmes P2:Risk Reduction Management and Civil Protection Total Economic Classification CURRENT EXPENDITURE Compensation of Employees Wages and Salaries in Cash Wages and Salaries in Kind Use of Goods and Services Office Expenses Transportation and Travel cost Maintenance and Repairs Materials and Supplies Other Uses of Goods and Services Minor Capital Outlays CAPITAL EXPENDITURE Non-financial Assets Building and Infrastructure Machinery and Equipment Other Fixed Assets Non-produced Assets Total Justification: 2021 Audited Outturn 2022 Budget Revised Budget Preliminary Outturn Variance Revised Budget to Outturn 2,432 2,432 2,432 1,894 1,894 - 538 - - - 2 - 536 - - - - - - 3,698 3,698 3,398 3,398 2,855 2,855 16.0% 16.0% 3,698 2,486 2,486 - 1,212 - - - 100 100 1,012 - - - - - - 3,398 2,186 2,186 - 1,212 - - - 100 100 1,012 - - - - - - 2,855 1,861 1,861 - 994 - 43 - 6 226 719 - - - - - - 16.0% 14.9% 14.9% 0.0% 18.0% 0.0% -100.0% 0.0% 93.8% -125.7% 28.9% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 2,432 3,698 3,398 2,855 16.0% As a result of the change in management and a complete
 restructuring of the organization, provision were made for new recruitment and promotions due to the restructuring of the division, and the Seychelles Vulnerability Assessment Committee formed under the DRM Act 2014.
Programme 3: Planning.

Intelligence, Research and Information Management The purpose of the programme is to establish a national planning and intelligence system and formulate regulations to facilitate contingency planning, scenario planning and visioning exercises, resources planning, business continuity planning, and budget planning.

The programme develops and maintains an electronic database, which contains information on disasters and disaster risks.
The programme is also responsible for conducting post event assessments.

Performance against Programme Strategic Objectives and Measures The table below sets out the performance of the programme against the performance measures and targets set for 2022.

257 Table 5 Performance measures for programme Programme: Outcome: Contributing indicators P3:Planning, Intelligence, Research and Information Management 1.

Enhance information and knowledge management for risk reduction 2.
A clear and comprehensive national framework for construction planning in Seychelles 3.

Strengthen disaster preparedness for effective emergency response and to build back better in recovery,rehabilitation and reconstruction 2021 Outturn Target 2022 Revised Target Explanation of Difference between Targets and Outturn Outturn P3:Planning, Intelligence, Research and Information Management 1.

National integrated risk reduction management information management system developed and functioning 2.
National standards and guidelines for conducting disaster risk assessment have been developed and applied.

3.

National integrated emergency management services established and functioning 5% 30% 30% - - 100% 100% 45% 45% - - - The Information Management System (IMS) program is being implemented in 2023.
There was no set methodology and standard to identify and assess risk No budget directly allocated to the programme currently, will need to reprioritise funds within the existing Division’s budget for establishment of the National Emergency Command (NEOC) Programme Expenditure Performance Table 6 Consolidated programme expenditure performance 2021 Audited Outturn Budget 2022 Revised Budget Preliminary Outturn Variance Revised Budget to Outturn SR'000s Programmes P3:Planning, Intelligence, Research and Information Management Total Economic Classification CURRENT EXPENDITURE Compensation of Employees Wages and Salaries in Cash Wages and Salaries in Kind Use of Goods and Services Office Expenses Transportation and Travel cost Maintenance and Repairs Materials and Supplies Other Uses of Goods and Services Minor Capital Outlays CAPITAL EXPENDITURE Non-financial Assets Building and Infrastructure Machinery and Equipment Other Fixed Assets Non-produced Assets 642 642 749 749 749 749 642 582 582 - 61 - - - - 61 - - - - - - - 749 714 714 - 35 - - - - 35 - - - - - - - 749 714 714 - 35 - - - - 35 - - - - - - - Total 642 749 749 815 815 659 644 644 - 15 - - - - 15 - 157 157 - - - 157 815 -8.9% -8.9% 12.0% 9.8% 9.8% 0.0% 57.1% 0.0% 0.0% 0.0% 0.0% 57.1% 0.0% -100.0% -100.0% 0.0% 0.0% 0.0% -100.0% -8.9% 258 Department of Immigration and Civil Status 1.
Summary of Preliminary Outturn 2022 SR'000s Budget Revised Budget Preliminary Outturn Compensation of Employees Use of Goods and Services Capital P1:Governance, Management and Administration P2:Citizen's Affairs Services P3:Border Control, Surveillance and Processing Total 6,389 6,089 38,212 37,812 19,897 19,097 64,498 62,998 6,702 33,271 19,008 58,981 4,172 7,997 15,434 27,604 2,530 25,274 3,574 31,378 - - - - 2.
Strategic Overview of Entity Variance Revised Budget to Outturn -10.1% 12.0% 0.5% 6.4% Mandate The mandate of the Department of Immigration and Civil Status is to provide for effective control of the national borders through immigration law enforcement while maintaining proper records of events related to births, deaths and marriages occurring within these borders.

Strategic Priorities in 2022 to 2024 Strategic Priorities 1.
Promote quality service delivery within the rank and file, as well as management of the Department to meet customers’ needs and expectations; 2.

Guard against identity theft and improve the efficiency of border management through implementation of the E-passport Project and the Advancing Passenger Information System; and 3.
Enhance national security and border control by strengthening capacity to deal with threats of trans-border criminal activities such as human trafficking, drug trafficking and terrorism.

Results Achieved (Yes/No) Programs or Sub-programs Impacted Explanation of Results for priorities not achieved No All Work In Progress.

Yes P2 and P3 Advancing Passenger Information System partially operational.

Yes P3 Actions in conjunction with other partners in Law Enforcement.
Source: Report Strategic Priorities from PPBB Statement 2022 – 2024 published in 2022 Budget Book1 259 3.
Budget Overview Receipts Outturn Table 1 Receipts outturn SR'000s Receipts transferred to Consolidated Fund Civil Status Fees ID Card Fees Marriage Fees Immigration Fees Passport Fees Residence Permit Fees Citizenship Fees Administration Fees Total Justification: 2021 Audited Outturn 153,938 130 2,157 3,052 136,573 5,662 5,947 412 5 153,938 2022 Budget Revised Budget Preliminary Outturn 129,757 164 2,140 3,584 116,400 4,589 2,869 - 10 129,757 156,773 164 2,140 3,584 143,416 4,589 2,869 - 10 156,773 171,365 112 2,682 2,347 150,109 10,358 3,371 459 1,927 171,365 Variance Revised Budget to Outturn 9.3% -32.0% 25.3% -34.5% 4.7% 125.7% 17.5% 100.0% 19166.0% 9.3% There has been an increase in the revenue for Passport Fees.
This has resulted from more applications with the re-opening of the borders and less restrictions on travels.

In addition, increased demand for new passports with the introduction of Biometric passports in November 2022.

To note that the fee payable for passports has remained unchanged.

Significant increase in collection of Administration Fees because Air Seychelles has been able to clear some of its long outstanding debts during the last quarter of the year.
For Citizenship Fees, although no funds was budgeted, there are still special circumstances whereby citizenship are given.

This is in relation of marriages to Seychellois, priority workers, former citizen of Seychelles and by naturalization.

The Immigration Fees has also increased, because emphasis is still being maintained for employers to settle their GOP arrears or expired GOP for their workers, before issuing new ones.
Consolidated Expenditure Outturn Table 2 Consolidated expenditure outturn SR'000s Programmes P1:Governance, Management and Administration P2:Citizen's Affairs Services P3:Border Control, Surveillance and Processing Total Economic Classification 2021 Audited Outturn Budget 2022 Revised Budget Preliminary Outturn Variance Revised Budget to Outturn 4,641 20,574 17,832 43,048 6,389 38,212 19,897 64,498 6,089 37,812 19,097 62,998 6,702 33,271 19,008 58,981 -10.1% 12.0% 0.5% 6.4% 260 SR'000s CURRENT EXPENDITURE Compensation of Employees Wages and Salaries in Cash Wages and Salaries in Kind Use of Goods and Services Office Expenses Transportation and Travel cost Maintenance and Repairs Materials and Supplies Other Uses of Goods and Services Minor Capital Outlays CAPITAL EXPENDITURE Non-financial Assets Building and Infrastructure Machinery and Equipment Other Fixed Assets Non-produced Assets 2021 Audited Outturn Budget 2022 Revised Budget Preliminary Outturn Variance Revised Budget to Outturn 43,048 25,406 25,406 - 17,642 3,344 559 581 13 1,872 11,274 - - - - - - 64,498 31,098 31,098 - 33,399 3,797 787 645 2,182 2,301 23,688 - - - - - - 62,998 29,598 29,598 - 33,399 3,797 787 645 2,182 2,301 23,688 - - - - - - 58,981 27,604 27,604 - 31,378 3,741 581 655 16 2,656 23,729 - - - - - - 6.4% 6.7% 6.7% 0.0% 6.1% 1.5% 26.2% -1.5% 99.3% -15.4% -0.2% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 6.4% Total 43,048 64,498 62,998 58,981 4.
Programme Performance Programme 1: Governance, Management and Administration The purpose of this programme is to provide management, administrative and human resource support services.
Programme Expenditure Performance Table 3 Consolidated programme expenditure performance SR'000s Programmes P1:Governance, Management and Administration Total Economic Classification CURRENT EXPENDITURE Compensation of Employees Wages and Salaries in Cash Wages and Salaries in Kind Use of Goods and Services Office Expenses Transportation and Travel cost Maintenance and Repairs Materials and Supplies Other Uses of Goods and Services Minor Capital Outlays 2021 Audited Outturn Budget 2022 Revised Budget Preliminary Outturn Variance Revised Budget to Outturn 4,641 4,641 4,641 2,704 2,704 - 1,937 1,156 169 237 - 333 42 6,389 6,389 6,389 4,449 4,449 - 1,940 1,297 83 172 - 331 57 6,089 6,089 6,089 4,149 4,149 - 1,940 1,297 83 172 - 331 57 6,702 6,702 6,702 4,172 4,172 - 2,530 1,369 41 224 - 528 369 -10.1% -10.1% -10.1% -0.6% -0.6% 0.0% -30.4% -5.5% 50.9% -29.9% 0.0% -59.5% -553.9% 261 SR'000s CAPITAL EXPENDITURE Non-financial Assets Building and Infrastructure Machinery and Equipment Other Fixed Assets Non-produced Assets Total Justification: 2021 Audited Outturn Budget 2022 Revised Budget Preliminary Outturn Variance Revised Budget to Outturn - - - - - - - - - - - - - - - - - - - - - - - - 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 4,641 6,389 6,089 6,702 -10.1% The overspending is mainly due to unforeseen acquisition of furniture and office equipment for the refurbishment of the Passport Unit, to cater for the biometric system.
Programme 2: Citizens Affairs Services The programme comprises the following sub-programmes:  Sub-programme 1Records Management: Registers, records and maintains vital events in respect of births, deaths, marriages and divorces occurring in Seychelles; and  Sub-programme 2 Processing Services: Provides effective passport control in the country; establishes rights to claim Seychelles citizenship; processes applications and issues all permits, maintains a national population database and issues identity cards to all residents in the country.
Performance against Programme Strategic Objectives and Measures The table below sets out the performance of the programme against the performance measures and targets set for 2021.

Table 4 Performance measures for programme Programme: Outcome: P2:Citizen's Affairs Services Public satisfaction with the Department's citizen’s affairs services Contributing indicators 1.

Status of visitors and residents available in real-time 2.
% of vital events recorded same day 2021 Outturn Target 2022 Revised Target SP1:Records Management 97% 97% 99% 100% 100% 100% SP2:Processing Services Outturn Explanation of Difference between Targets and Outturn 100% 100% 1.

% of passports issued within 24 hrs 97% 100% 100% 90% 2.
% of dependent permits issued within 5 days 3.% of permanent residence permits and citizenship applications processed within 90 days 4.% of identity cards and civil status certificates Issued within 24 hrs 98% 98% 98% 98% 95% 98% 98% 98% 100% 100% 100% 100% 5.
% of work permits issued within 1-5 days 96% 98% 98% 98% The Department encountered a setback in the delivery of passport, due to technical breakdown of the passport printers 262 Programme Expenditure Performance Table 5 Consolidated programme expenditure performance SR'000s Programmes SP1:Records Management SP2:Processing Services Total Economic Classification CURRENT EXPENDITURE Compensation of Employees Wages and Salaries in Cash Wages and Salaries in Kind Use of Goods and Services Office Expenses Transportation and Travel cost Maintenance and Repairs Materials and Supplies Other Uses of Goods and Services Minor Capital Outlays CAPITAL EXPENDITURE Non-financial Assets Building and Infrastructure Machinery and Equipment Other Fixed Assets Non-produced Assets Total Justification: 2021 Audited Outturn 2022 Budget Revised Budget Preliminary Outturn Variance Revised Budget to Outturn 2,246 18,328 20,574 20,574 7,987 7,987 - 12,588 1,442 182 185 - 632 10,148 - - - - - - 3,316 34,897 38,212 38,212 9,169 9,169 - 29,044 1,572 293 338 2,168 1,087 23,586 - - - - - - 3,016 34,797 37,812 37,812 8,769 8,769 - 29,044 1,572 293 338 2,168 1,087 23,586 - - - - - - 2,285 30,986 33,271 33,271 7,997 7,997 - 25,274 1,568 180 255 - 804 22,467 - - - - - - 24.2% 11.0% 12.0% 12.0% 8.8% 8.8% 0.0% 13.0% 0.3% 38.7% 24.4% 100.0% 26.0% 4.7% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 20,574 38,212 37,812 33,271 12.0% One major achievement is the finalisation of the biometric passport system.
The savings identified was reprioritised particularly to pay the subscription fees to the International Civil Aviation Organisation (ICAO) and a sum was transferred to the Office of Internal Affairs Minister for payment of the United Nations Office on Drugs and Crime (UNODC) training.

There was also acquisition of a new transport for the Praslin office, to help enhance the service delivery in relation to spot checks and banking as well as reducing expenditure on taxi fares.
Programme 3: Border Control Services The purpose of the programme is to maintain effective border control and surveillance and enforces Immigration laws.

Performance against Programme Strategic Objectives and Measures The table below sets out the performance of the programme against the performance measures and targets set for 2022.

263 Table 6 Performance measures for programme Programme: Outcome: P3:Border Control, Surveillance and Processing Proper Control of movement of persons Outcome indicator 1.
% of visitors overstaying their conditions of entry 2.

Number of illegal immigrants residing in the country 2021 Outturn Target N/A 650 0.2% 1029 2021 Contributing indicators Outturn Target 2022 Revised Target N/A 300 2022 Revised Target Explanation of Difference between Targets and Outturn Outturn N/A 704 Failure to renew their permits.

Outturn Explanation of Difference between Targets and Outturn P3:Border Control, Surveillance and Processing 1.
% of persons intercepted entering with falsified travel documents 0.01% 0.02% 0.01% 0.01% Training/refresher courses are being given to airport staff in detection of false/counterfeit documents 2.

% of persons not being admitted into the country 3.

% of cases processed within one minute 4.

Number of passengers that are declared Prohibited Immigrants upon entry at the Airport 5.
Number of foreigners that have been deported from the country 0.01% N/A N/A N/A - N/A N/A N/A 193 120 64 40 50 60 199 126 Did not meet entry requirements and staff are more vigilant/alert after each training session More illegal immigrants have been identified and repatriated Programme Expenditure Performance Table 7 Consolidated programme expenditure performance SR'000s 2021 Audited Outturn 2022 Budget Revised Budget Preliminary Outturn Variance Revised Budget to Outturn Programmes P3:Border Control, Surveillance and Processing Total 17,832 17,832 19,897 19,897 19,097 19,097 19,008 19,008 0.5% 0.5% Economic Classification CURRENT EXPENDITURE Compensation of Employees Wages and Salaries in Cash Wages and Salaries in Kind Use of Goods and Services Office Expenses Transportation and Travel cost Maintenance and Repairs Materials and Supplies Other Uses of Goods and Services Minor Capital Outlays 17,832 14,715 14,715 - 3,117 746 208 160 13 907 1,084 19,897 17,481 17,481 - 2,416 927 411 135 14 884 45 19,097 16,681 16,681 - 2,416 927 411 135 14 884 45 19,008 15,434 15,434 - 3,574 805 360 176 16 1,324 893 0.5% 7.5% 7.5% 0.0% -47.9% 13.2% 12.3% -30.4% -13.9% -49.8% -1879.6% 264 SR'000s CAPITAL EXPENDITURE Non-financial Assets Building and Infrastructure Machinery and Equipment Other Fixed Assets Non-produced Assets 2021 Audited Outturn 2022 Budget Revised Budget Preliminary Outturn - - - - - - - - - - - - - - - - - - - - - - - - Total 17,832 19,897 19,097 19,008 Variance Revised Budget to Outturn 0.0% 0.0% 0.0% 0.0%
 0.0% 0.0% 0.5% 265 Seychelles Fire and Rescue Services Agency 1.
Summary of Preliminary Outturn SR'000s Budget Revised Budget Preliminary Outturn Compensation of Employees 2022 Use of Goods and Services P1:Governance, Management and Administration P2:Emergency Operations P3:Fire Prevention and Safety P4:Lifeguard Services Total 6,332 6,512 65,817 6,643 4,504 83,296 63,603 6,643 4,504 81,262 6,932 63,360 5,871 4,180 80,343 1,716 5,152 42,190 5,622 3,363 52,891 19,549 249 817 25,767 Variance Revised Budget to Outturn -6.4% 0.4% 11.6% 7.2% 1.1% Capital 64 1,621 - - 1,685 2.
Strategic Overview of Entity Mandate The mandate of the Seychelles Fire and Rescue Services Agency (SFRSA) is to protect and save life, property and the environment from the effect of fires, hazardous and other incidents.

Strategic Priorities in 2022 to 2024 Strategic Priorities Results Achieved (Yes/No) Programs or Sub-programs Impacted Explanation of Results for priorities not achieved 1.

Improve response to emergencies; 2.

Develop a quality workforce (capacity building); 3.
Improve health and safety for Agency personnel; and 4.

Implement an education and sensitisation programme.

Yes Yes Yes No P2 P1 All Training of drivers, Sensitisation of the public, reduced damage, maintained response time Training in staff management Training in health and safety, procurement of personnel protective equipment P3.2 Sensitisation done but the programme is still under development Source: Report Strategic Priorities from PPBB Statement 2022 – 2024 published in 2022 Budget Book 3.
Budget Overview Receipts Outturn Table 1 Receipts outturn SR'000s 2021 Audited Outturn 2022 Revised Budget Preliminary Outturn Budget Receipts transferred to Consolidated Fund Fire Safety Training Sale of Fire incident report Standby with LPG Tanker Total 177 143 1 34 177 342 262 5 75 342 467 262 5 200 467 341 194 2 144 341 Variance Revised Budget to Outturn -27.1% -25.9% -58.0% -28.0% -27.1% 266 Justification: Lower collection from Sale of Fire Incidents Report and Standby with LPG Tanker due to less request for report of fire incident and less demand for the service.
Reduction in Fire Safety Training due to cancellation and postponement of planned trainings by the requesting organisations/Government entities.
Consolidated Expenditure Outturn Table 2 Consolidated expenditure outturn 2021 Audited Outturn Budget 2022 Revised Budget Preliminary Outturn Variance Revised Budget to Outturn SR'000s Programmes P1:Governance, Management and Administration P2:Emergency Operations P3:Fire Prevention and Safety P4:Lifeguard Services Total Economic Classification CURRENT EXPENDITURE Compensation of Employees Wages and Salaries in Cash Wages and Salaries in Kind Use of Goods and Services Office Expenses Transportation and Travel cost Maintenance and Repairs Materials and Supplies Other Uses of Goods and Services Minor Capital Outlays CAPITAL EXPENDITURE Non-financial Assets Building and Infrastructure Machinery and Equipment Other Fixed Assets Non-produced Assets 5,984 80,167 5,979 3,479 95,610 87,842 49,211 49,211 155 38,630 3,116 1,812 3,642 514 2,552 26,840 7,768 7,768 7,768 - - - 6,332 65,817 6,643 4,504 83,296 79,331 54,086 54,086 150 25,245 3,984 1,761 2,615 1,454 2,731 12,550 3,965 3,965 3,965 - - - 6,512 63,603 6,643 4,504 81,262 79,511 54,086 54,086 150 25,425 3,984 1,761 2,615 1,454 2,911 12,550 1,751 1,751 1,751 - - - 6,932 63,360 5,871 4,180 80,343 78,658 52,891 52,891 150 25,767 4,001 2,598 2,223 1,235 2,950 12,610 1,685 1,685 1,685 - - - -6.4% 0.4% 11.6% 7.2% 1.1% 1.1% 2.2% 2.2% 0.0% -1.3% -0.4% -47.5% 15.0% 15.0% -1.3% -0.5% 3.8% 3.8% 3.8% 0.0% 0.0% 0.0% 1.1% Total 95,610 83,296 81,262 80,343 4.
Programme Performance Programme 1: Governance, Management and Administration The purpose of the programme is to provide strategic leadership to shape and direct service provision in the protection of life and property through fire suppression, fire prevention, rescue and other related emergency operations.
267 Programme Expenditure Performance Table 3 Consolidated programme expenditure performance SR'000s Programmes P1:Governance, Management and Administration Total Economic Classification CURRENT EXPENDITURE Compensation of Employees Wages and Salaries in Cash Wages and Salaries in Kind Use of Goods and Services Office Expenses Transportation and Travel cost Maintenance and Repairs Materials and Supplies Other Uses of Goods and Services Minor Capital Outlays CAPITAL EXPENDITURE Non-financial Assets Building and Infrastructure Machinery and Equipment Other Fixed Assets Non-produced Assets 2021 Audited Outturn 2022 Budget Revised Budget Preliminary Outturn Variance Revised Budget to Outturn 5,984 5,984 5,984 1,817 1,817 - 4,168 1,707 978 383 - 1,046 53 - - - - - - 6,332 6,332 6,332 1,592 1,592 - 4,741 2,151 1,000 415 - 1,092 83 - - - - - - 6,512 6,512 6,512 1,592 1,592 - 4,921 2,151 1,000 415 - 1,272 83 - - - - - - 6,932 6,932 6,868 1,716 1,716 - 5,152 2,015 1,378 235 - 1,468 55 64 64 64 - - - -6.4% -6.4% -5.5% -7.8% -7.8% 0.0% -4.7% 6.3% -37.8% 43.3% 0.0% -15.4% 33.8% -100.0% -100.0% -100.0% 0.0% 0.0% 0.0% Total 5,984 6,332 6,512 6,932 -6.4% Programme 2: Emergency Operations The purpose of the programme is to co-ordinate and respond to all emergency incidents, which fall within the SFRSA’s mandate.
Performance against Programme Strategic Objectives and Measures The table below sets out the performance of the programme against the performance measures and targets set for 2022.

Table 4 Performance measures for programme Programme: Outcome: P2:Emergency Operations Effective response to emergency incidents Outcome indicator 2021 Outturn Target 2022 Revised Target Outturn Explanation of Difference between Targets and Outturn 1.
Reduction in the loss of life and property 8% 93% 93% 59% Damage recorded shows an increase due to the type of materials that the buildings are built with; and fire not being discovered at the incipient stage or prompt notifications not given to the Agency.

There is a need to carry out more community-based sensitisation programmes.

268 Contributing indicators 2021 Outturn 2022 Target Revised Target P2:Emergency Operations Outturn Explanation of Difference between Targets and Outturn 1.
Amount of time taken to reach the scene Within 12 minutes Within 10 minutes Within 10 minutes Within 10 minutes The Anse Royale fire station is now operational, alongside the other two stations on Mahé, thus improving coverage in the Southern region.
Programme Expenditure Performance Table 5 Consolidated programme expenditure performance 2021 Audited Outturn 2022 Budget Revised Budget Preliminary Outturn Variance Revised Budget to Outturn 65,817 65,817 63,603 63,603 63,360 63,360 0.4% 0.4% SR'000s Programmes P2:Emergency Operations Total Economic Classification CURRENT EXPENDITURE Compensation of Employees Wages and Salaries in Cash Wages and Salaries in Kind Use of Goods and Services Office Expenses Transportation and Travel cost Maintenance and Repairs Materials and Supplies Other Uses of Goods and Services Minor Capital Outlays CAPITAL EXPENDITURE Non-financial Assets Building and Infrastructure Machinery and Equipment Other Fixed Assets Non-produced Assets 80,167 80,167 72,399 39,007 39,007 - 33,393 1,041 690 3,182 507 1,498 26,475 7,768 7,768 7,768 - - - 61,852 42,772 42,772 - 19,080 1,322 616 2,075 1,425 1,580 12,062 3,965 3,965 3,965 - - - 61,852 42,772 42,772 - 19,080 1,322 616 2,075 1,425 1,580 12,062 1,751 1,751 1,751 - - - 61,739 42,190 42,190 - 19,549 1,641 1,043 1,883 1,221 1,440 12,321 1,621 1,621 1,621 - - - 0.2% 1.4% 1.4% 0.0% -2.5% -24.1% -69.3% 9.3% 14.3% 8.8% -2.1% 7.4% 7.4% 7.4% 0.0% 0.0% 0.0% 0.4% Total 80,167 65,817 63,603 63,360 Programme 3: Fire Prevention and Safety The purpose of the programme is to minimise the number of fire incidents or relevant emergencies which could result in loss of life and property, through effective fire safety enforcement and public education and sensitisation programmes.
The programme comprises the following sub-programmes:  Sub-programme 1 Fire Prevention and Investigations: Provides for technical fire prevention services, undertakes inspections and code enforcement activities, and investigates fire and other hazardous material incidents; and 269  Sub-programme 2 Fire Training: Provides for the development and conduct of theoretical and practical training in rescue and fire safety.

Training is given to both the SFRSA staff and personnel outside the Agency.
Performance against Programme Strategic Objectives and Measures The table below sets out the performance of the programme against the performance measures and targets set for 2022.
Table 6 Performance measures for programme Programme: P3:Fire Prevention and Safety Outcome: 1.Compliance with local safety regulations and measures (derived from International regulations) 2.Capacity enhancement on fire awareness and fire fighting Outcome indicator 2021 Outturn Target 2022 Revised Target Outturn Explanation of Difference between Targets and Outturn 1.

Compliance with safety regulations and measures 88% 75% 80% 85% 2.
% of public trained 10% 70% 70% 52% Contributing indicators 2021 Outturn Target 2022 Revised Target Outturn SP1:Fire Prevention and Investigation 1.

Number of visits /inspections carried out 2543 2500 2850 3421 SP2:Fire Training 1.

Number of individuals trained in basic fire safety 475 3000 1500 776 Programme Expenditure Performance Table 7 Consolidated programme expenditure performance Increase in the number of inspections leading to increased compliance.
It is to be noted that the Agency is still awaiting approval of the Fire Safety Regulation.

Received 53 requests for training from both private and Government institutions, however only 47 institutions have been trained, because of cancellation or postponement from the others.

Explanation of Difference between Targets and Outturn Availability of transport to carry out the inspections and appropriate inspection programs on both Mahé and Praslin.
Received 53 requests for training from both private and Government institutions, however only 47 institutions have been trained, due to cancellation or postponement from the others.
SR'000s Programmes SP1:Fire Prevention and Investigation SP2:Fire Training Total Economic Classification CURRENT EXPENDITURE Compensation of Employees Wages and Salaries in Cash Wages and Salaries in Kind 2021 Audited Outturn Budget 2022 Revised Budget Preliminary Outturn Variance Revised Budget to Outturn 3,776 2,203 5,979 5,979 5,659 5,659 - 4,380 2,263 6,643 6,643 6,182 6,182 - 4,380 2,263 6,643 6,643 6,182 6,182 - 3,906 1,965 5,871 5,871 5,622 5,622 - 10.8% 13.2% 11.6% 11.6% 9.1% 9.1% 0.0% 270 SR'000s 2021 Audited Outturn Budget 2022 Revised Budget Preliminary Outturn Variance Revised Budget to Outturn Use of Goods and Services Office Expenses Transportation and Travel cost Maintenance and Repairs Materials and Supplies Other Uses of Goods and Services Minor Capital Outlays CAPITAL EXPENDITURE Non-financial Assets Building and Infrastructure Machinery and Equipment Other Fixed Assets Non-produced Assets Total Justification: 320 200 - - 2 - 118 - - - - - - 461 256 - 30 10 - 165 - - - - - - 461 256 - 30 10 - 165 - - - - - - 249 166 - - - - 83 - - - - - - 45.9% 35.2% 0.0% 100.0% 100.0% 0.0% 49.5% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 5,979 6,643 6,643 5,871 11.6% The overall savings within the budget relates to greater efficiency and savings on the cost of materials and supplies, in view that the stock from 2021 was still available.
There has been effective response to increasing the number of inspections resulting in increased compliance.

However, the fire trainings proves to be challenging due to cancellation or postponement following requests from the institutions.

Programme 4: Lifeguard Service The purpose of the programme is to provide a safe beach and aquatic environment throughout Seychelles.
Performance against Programme Strategic Objectives and Measures The table below sets out the performance of the programme against the performance measures and targets set for 2022.

Table 8 Performance measures for programme P4:Lifeguard Services Programme: Promotion of safety on the beaches Outcome: Outcome indicator 2021 Outturn Target 2022 Revised Target Outturn 1.
Number of beaches with active lifeguard patrol 3 4 2 2 Contributing indicators 2021 Outturn Target 2022 Revised Target Outturn P4:Lifeguard Services Explanation of Difference between Targets and Outturn Target revised downwards because there has been a change in the number of beaches covered due to decrease in the number of lifeguards in service.

Explanation of Difference between Targets and Outturn 1.

% of drowning incidents on beaches covered 3.
% of effective response of other incidents on beaches covered N/A N/A 0% 0% 0% No drowning cases on beaches covered 100% 100% 100% 271 Programme Expenditure Performance Table 9 Consolidated programme expenditure performance 2021 Audited Outturn Budget 2022 Revised Budget Preliminary Outturn Variance Revised Budget to Outturn SR'000s Programmes P4:Lifeguard Services Total Economic Classification CURRENT EXPENDITURE Compensation of Employees Wages and Salaries in Cash Wages and Salaries in Kind Use of Goods and Services Office Expenses Transportation and Travel cost Maintenance and Repairs Materials and Supplies Other Uses of Goods and Services Minor Capital Outlays CAPITAL EXPENDITURE Non-financial Assets Building and Infrastructure Machinery and Equipment Other Fixed Assets Non-produced Assets 3,479 3,479 3,479 2,729 2,729 155 750 168 143 77 5 8 194 - - - - - - 4,504 4,504 4,504 3,540 3,540 150 964 255 145 95 19 60 240 - - - - - - 4,504 4,504 4,504 3,540 3,540 150 964 255 145 95 19 60 240 - - - - - - 4,180 4,180 4,180 3,363 3,363 150 817 179 177 105 14 42 150 - - - - - - 7.2% 7.2% 7.2% 5.0% 5.0% 0.0% 15.2% 29.6% -22.1% -10.1% 24.4% 30.6% 37.4% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 7.2% Total 3,479 4,504 4,504 4,180 272 EDUCATION PORTFOLIO 273 Ministry of Education 1.
Summary of Preliminary Outturn SR'000s Budget Revised Budget Preliminary Outturn Compensation of Employees 2022 Use of Goods and Services Capital Variance Revised Budget to Outturn P1:Governance, Management and Administration P2:Instituttional Support Services P3:Formal Early Childhood Care and Education P4:Primary Education P5:Secondary Education P6:Tertiary Non-University Education P7: Education Sector Development Total 62,541 56,928 54,029 15,533 30,268 8,228 212,077 201,927 189,469 18,533 170,936 - 2.
Strategic Overview of Entity Mandate The Ministry of Education (MoE) is the principal advisor to the Government on education matters: early childhood, primary, secondary, tertiary and higher education.
The Ministry is also the main steward of the education system in that it:    maintains a clear focus on the long term health and performance of the system ensuring that all leaders strive to make achievement possible and worthwhile; creates context for all parties in the system to deliver and fulfil the major intents of the Government in relation to education; and creates links and platforms for other sectors of the community including the private and public, to network meaningfully towards facilitating achievements of all learners in the Seychelles.
The system is designed to enable all students to perform and succeed with minimum disruption.

The design also permits the building of networks from all nooks and potential agents of the society.

The Ministry works across boundaries both locally and internationally.

Strategic Priorities in 2022 to 2024 Strategic Priorities 1.

Strengthen mechanisms and empower personnel to enhance the institutionalisation of the devolution of responsibilities (autonomy) to educational institutions; 2.
Strengthen technology- enabled infrastructure to enhance Technology Enabled Learning and Management in the education system in Seychelles; Results Achieved (Yes/No) Programs or Sub-programs Impacted Explanation of Results for priorities not achieved Partially P1, P3, P4 and P5 Partially achieved for sensitisation sessions for school leaders and school council conducted.

It is an ongoing process which extend over a period of three years.
Partially P1, P2, P3, P4, P5 and P6 Work is ongoing for capacity building for teachers, development of a portal for online learning, procurement of access devices being done in phase.

274 Strategic Priorities 3.


Implement a robust management and leadership strategy for teaching and learning within a conducive and enriching environment in the education system; Results Achieved (Yes/No) Programs or Sub-programs Impacted Explanation of Results for priorities not achieved Partially P3, P4 and P5 School Leaders have been trained in Executive Leadership Development.

Work is ongoing to improve the teaching and learning environment.

4.
4.

Implement a value-based education model for effective behaviour management; Partially P2, P3, P4, P5 and P6 The Whole School Behaviour Management Policy has been reviewed along with the code of conduct for both primary and secondary schools for implementation in 2023.
The Ministry has embarked on a collaborative venture with UNESCO and other organisations on Ethics Education as an essential approach to strengthen the educational programmes and pedagogical approaches that foster ethical values in an inter- cultural and inter- faith learning context.

5.

Provide worthwhile teaching and learning experiences (including Technical, Vocational Education and Training) for raising aspirations and achieving meaningful learning outcomes; 6.
Strengthen strategies for recruitment, training and development, and retention of teachers; 7.

Develop and implement a comprehensive reconstruction/renovation plan for educational institutions based on established priorities; and 8.

Engage stakeholders to contribute and actively participate in educational programmes and projects.

Partially P2, P3, P4, P5, P6 and P7 A new model of curriculum processes has been adopted through the setting up of school based subject working groups.
Procurement of Special Education Needs Resources to cater for diverse needs of learners.

Partially P1, P2, P3, P4, P5 and P6 Teacher Development and Management Policy is being implemented.

Revision of teacher's workload.

Professional development of teachers in partnership with SITE is ongoing.

Partially P1.3, P2, P3, P4, P5 and P6 Ongoing in collaboration with the Seychelles Infrastructure Agency (SIA).
Major renovation works on Anse Kerlan Creche, Re-roofing of Baie Lazare School, reconstruction of Anse Royal Creche to name a few…..

Partially P1, P2, P3, P4, P5, P6 and P7 Signing of MOU with the Institute of Culture, Launching of Lospitalite Clubs in schools, school breakfast programme with STC and CARITAS, partnership with Cable & Wireless for fast internet in schools.

Source: Report Strategic Priorities from PPBB Statement 2022 – 2024 published in 2022 Budget Book 3.
Budget Overview Receipts Outturn Table 1 Receipts outturn SR'000s Receipts transferred to Consolidated Fund School Meal Fees Polytechnic School Fees Sale of Uniform Materials Others Total 2021 Audited Outturn 2,753 1,244 162 1,028 319 2,753 2022 Revised Budget Preliminary Outturn 2,549 1,079 70 1,100 300 2,549 3,156 1,598 199 1,127 231 3,156 Variance Revised Budget to Outturn 23.8% 48.2% 184.8% 2.5% -22.9% 23.8% Budget 5,924 4,454 70 1,100 300 5,924 275 Justification: The positive variance in relation to School Meal Fees is due to collection of arrears.
The Ministry also introduced a new programme as of September 2022 in which school meals are given for free to students.

Furthermore, there was a significant increase in collection of polytechnic school fees as a result of enforcement of signed agreements.
Consolidated Expenditure Outturn Table 2 Consolidated expenditure outturn SR'000s 2021 Audited Outturn 2022 Budget Revised Budget Preliminary Outturn Variance Revised Budget to Outturn Programmes P1:Governance, Management and Administration P2:Instituttional Support Services P3:Formal Early Childhood Care and Education P4:Primary Education P5:Secondary Education P6:Tertiary Non-University Education P7: Education Sector Development Total Economic Classification CURRENT EXPENDITURE Compensation of Employees Wages and Salaries in Cash Wages and Salaries in Kind Use of Goods and Services Office Expenses Transportation and Travel cost Maintenance and Repairs Materials and Supplies Other Uses of Goods and Services Minor Capital Outlays CAPITAL EXPENDITURE Non-financial Assets Building and Infrastructure Machinery and Equipment Other Fixed Assets Non-produced Assets 52,728 174,146 73,400 184,856 232,388 111,263 1,627 830,408 796,674 486,247 486,247 42,207 310,427 32,870 19,558 14,531 24,758 157,477 19,027 33,735 33,735 26,091 5,422 - 2,222 62,541 212,077 85,437 244,497 280,120 133,714 7,784 1,026,171 894,103 543,838 543,838 42,530 350,265 40,270 42,639 19,357 27,311 155,794 22,364 132,068 132,068 132,068 - - - 56,928 201,927 70,167 222,615 251,473 119,045 6,934 929,089 874,103 523,838 523,838 42,530 350,265 40,270 42,639 19,357 27,311 155,794 22,364 54,986 54,986 54,986 - - - 54,029 189,469 61,063 198,268 236,992 109,258 5,795 854,874 815,141 484,577 484,577 38,349 330,564 38,779 36,598 14,099 22,653 161,459 18,628
 39,733 39,733 39,193 - - 540 5.1% 6.2% 13.0% 10.9% 5.8% 8.2% 16.4% 8.0% 6.7% 7.5% 7.5% 9.8% 5.6% 3.7% 14.2% 27.2% 17.1% -3.6% 16.7% 27.7% 27.7% 28.7% 0.0% 0.0% -100.0% Total 830,408 1,026,171 929,089 854,874 8.0% 4.
Programme Performance Programme 1: Governance, Management and Administration The purpose of the programme is to provide for the overall leadership, management and strategic policy direction of the Ministry.
The programme comprises the following sub-programmes: 276  Sub-Programme 1 Minister’s Secretariat: Provides overall strategic policy direction to the Ministry;  Sub-programme 2 Central Administration, Finance and Procurement: Ensures effective administration of the Ministry’s assets in line with policy directions, ensures policy implementation, monitoring and evaluation in line with established standards, and provides effective management of financial resources; and  Sub-programme 3 Infrastructure Development: Ensures the development and implementation of projects as per established standards.
Programme Expenditure Performance Table 3 Consolidated programme expenditure performance SR'000s Programmes SP1:Minister's Secretariat SP2:Central Administration, Finance and Procurement SP3:Infrastructure Development Total Economic Classification CURRENT EXPENDITURE Compensation of Employees Wages and Salaries in Cash Wages and Salaries in Kind Use of Goods and Services Office Expenses Transportation and Travel cost Maintenance and Repairs Materials and Supplies Other Uses of Goods and Services Minor Capital Outlays CAPITAL EXPENDITURE Non-financial Assets Building and Infrastructure Machinery and Equipment Other Fixed Assets Non-produced Assets 2021 Audited Outturn 2022 Budget Revised Budget Preliminary Outturn Variance Revised Budget to Outturn 4,695 32,798 15,235 52,728 44,368 15,867 15,867 899 28,500 5,576 3,964 7,472 - 5,479 5,111 8,360 8,360 8,298 - - 63 7,564 35,329 19,648 62,541 52,693 23,211 23,211 1,274 29,482 6,058 5,163 9,286 - 6,544 1,158 9,848 9,848 9,848 - - - 6,064 33,723 17,141 56,928 43,693 14,211 14,211 1,274 29,482 6,058 5,163 9,286 - 6,544 1,158 13,235 13,235 13,235 - - - 6,988 38,226 8,815 54,029 45,801 15,533 15,533 402 30,268 6,942 8,531 6,570 - 5,955 1,868 8,228 8,228 7,966 - - 262 -15.2% -13.4% 48.6% 5.1% -4.8% -9.3% -9.3% 68.4% -2.7% -14.6% -65.2% 29.3% 0.0% 9.0% -61.3% 37.8% 37.8% 39.8% 0.0% 0.0% -100.0% Total 52,728 62,541 56,928 54,029 5.1% Programme 2: Institutional Support Services The purpose of the programme is to ensure that educational institutions are supported to
 effectively facilitate teaching and learning, and that up-to-date essential instructional materials are readily available.
The programme comprises the following sub-programmes:  Sub-programme 1 Institutional Management: Ensures the implementation of educational policies and provide directions and support to the schools for quality teaching and learning; 277  Sub-programme 2: Allied Education Services: Provides strategic direction in the provision of services to institutions pertaining to assessment and examinations, school health and nutrition services; extra-curricular activities, and education needs and support of learners as per the provisions of the Education (Amendment) Act 2017 and other regulations; and  Sub-programme 3 Technical Vocational Education and Training (TVET): Provides strategic leadership, guidance and support to educational institutions for the further promotion and development of TVET at all levels in the National Curriculum in line with the Ministry’s Strategic Plan.
Performance against Programme Strategic Objectives and Measures The table below sets out the performance of the programme against the performance measures and targets set for 2021.

Table 4 Performance measures for programme Programme: P2:Instituttional Support Services SP1:Institutional Management Outcome: Improved quality of teaching, educational materials and support to schools Outcome indicator 2021 Outturn Target 2022 Revised Target Outturn Explanation of Difference between Targets and Outturn 1.
% of qualified local teachers 90 92 80 82 2.

Number of local teachers trained (both in- and pre-service) BEd SEC: 8 Dip SEC: 8 Licence: 0 Dip ECCE & Pri: 120 7 35 4 7 35 4 6 6 4 135 135 135 3.

% of SENCOs trained at Degree Level in Special Education Needs N/A N/A N/A 2 Outturn exceeds target.
Training of teachers at Diploma through Blended Learning Model (BLM) (120), the Post Graduate Certificate in Education (PGCE) (35), and Advanced Diploma (6) programme have contributed to the increase of qualified local teachers.

One is yet to complete the training Completion of studies by all students at Unisey.

Successful completion by all students (120 in-service and 15 pre-service) Training at Masters degree level started in 2020 and completed in 2022.

Contributing indicators 1.


Number of teachers making use of Digital Content via an established Multimedia Learning Portal 2021 Outturn Target 2022 Revised Target Explanation of Difference between Targets and Outturn Outturn N/A N/A 900 1034 Statistic is based on the number of individual searches as of December 2022.

New items have been purchased in 2022 and distribution of stock include stock of 2021.

2.
2.

% of educational materials provided to schools as per established standards N/A N/A 90 80 Outcome: Outcome indicator SP2:Allied Education Services Improved quality of services in terms of Assessment and Examinations, School Health and Nutrition Services, Extra Curricular Activities, Education Needs and Support of Learners 2021 Outturn Target 2022 Revised Target Outturn Explanation of Difference between Targets and Outturn 1.
% of Schools satisfied with the provision of services N/A N/A 90 80 Given the number of schools, it has not been possible to provide support and resources to all schools in an equitable manner.

278 Contributing indicators 2021 Outturn Target 2022 Revised Target Outturn Explanation of Difference between Targets and Outturn 1.

Number of schools supported in Assessment and Examination N/A N/A 2.

Number of schools implementing the Health Promoting School Framework N/A 15 35 10 35 10 Target has been achieved.
The section has been proactive in providing support to schools.

Outturn equates the target.

Implementation of the Framework needs to be strengthened in all schools though.

Outcome indicator 2021 Outturn Target 2022 Revised Target Outturn Explanation of Difference between Targets and Outturn 3.

Number of schools with functional Extra Curricular Activities/Clubs N/A 28 28 24 The outturn is lower than the target.
This could be attributed to difficulties schools have faced in garnering support from the community and other organisations to implement clubs after health restrictions were lifted.

There is a slight improvement over the target The outturn of 2022 will serve as baseline.

Great improvement over the target.

All schools have been equipped with basic SEN resources.

16 School Counsellors started training with Arden University in November, 2022 and will complete training in 2024.
N/A 20 20 21 N/A N/A N/A N/A 480 N/A 5 35 N/A N/A N/A N/A SP3:Technical Vocational Education and Training Students completing General Education and Skill Development Programmes 2022 Revised Target Outturn Outturn Target 2021 Explanation of Difference between Targets and Outturn Contributing indicators Outturn Target 2022 Revised Target Outturn Explanation of Difference between Targets and Outturn 82 82 93 70.3 2021 1.
% of TVET learners (S5) who have completed a programme of training and in employment within 3 months of completing the programme 2.% of TVET learners who access further training after completion of a programme 3.

% of TVET teachers with minimum qualification 4.

% of secondary schools with 75% of (minimum) required specialist resources for TVET N/A N/A 92 90 35 40 94 90 30 50 94 90 35 N/A The data is not available yet.

94 90 4.
94 90 4.

Number of schools participating in National and International Sustainability Competitions/Projects 5.

Number of learners accessing Specialised Services 6.Number of schools equipped with SEN resources as per established standards 7.

Number of Counsellors trained at Degree Level as per established standards Outcome: Outcome indicator 1.
% of learners who have successfully completed TVET programmes 279 Programme Expenditure Performance Table 5 Consolidated programme expenditure performance SR'000s 2021 Audited Outturn 2022 Budget Revised Budget Preliminary Outturn Variance Revised Budget to Outturn Programmes SP1:Institutional Management SP2:Allied Education Services SP3:Technical Vocational Education and Training Total Economic Classification CURRENT EXPENDITURE Compensation of Employees Wages and Salaries in Cash Wages and Salaries in Kind Use of Goods and Services Office Expenses Transportation and Travel cost Maintenance and Repairs Materials and Supplies Other Uses of Goods and Services Minor Capital Outlays CAPITAL EXPENDITURE Non-financial Assets Building and Infrastructure Machinery and Equipment Other Fixed Assets Non-produced Assets 168,633 2,364 3,149 174,146 173,951 21,355 21,355 - 152,596 1,618 14,617 57 23,219 110,919 2,167 195 195 - - - 195 176,396 32,419 3,262 212,077 174,496 24,419 3,012 201,927 164,215 23,328 1,926 189,469 212,077 24,220 24,220 - 187,857 5,876 34,521 75 24,667 115,670 7,049 - - - - - - 201,927 14,070 14,070 - 187,857 5,876 34,521 75 24,667 115,670 7,049 - - - - - - 189,469 18,533 18,533 - 170,936 2,613 26,144 55 21,191 116,807 4,125 - - - - - - 5.9% 4.5% 36.1% 6.2% 6.2% -31.7% -31.7% 0.0% 9.0% 55.5% 24.3% 27.2% 14.1% -1.0% 41.5% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% Total 174,146 212,077 201,927 189,469 6.2% Programme 3: Formal Early Childhood Care and Education The purpose of the programme is to support the
 development and provision of quality formal early childhood education.
Performance against Programme Strategic Objectives and Measures The table below sets out the performance of the programme against the performance measures and targets set for 2022.

280 Table 6 Performance measures for programme Programme: Outcome: P3:Formal Early Childhood Care and Education Improved performance in formal early childhood education Outcome indicator 1.

% of learners in P2 achieving the competency level in literacy 2.
% of learners in P2 achieving the competency level in numeracy 2021 Outturn Target 94 87 - - 2021 Contributing indicators Outturn Target 2022 Revised Target 94 87 2022 Revised Target Outturn 58.8 26.3 Outturn Explanation of Difference between Targets and Outturn Explanation of Difference between Targets and Outturn 1.

% of teachers with minimum teacher qualification (diploma ) 2.

% of classes with 18 pupils or less (Crèche) 3.

% of classes with 25 pupils or less (P1 & P2) 4.

No.
No.

of crèches built and upgraded 5.

% of crèches which have the minimum facilities standards as set by the Infrastructure Planning & Management Division P3:Formal Early Childhood Care and Education 60 64 82 87 75 90 87 60 82 87 56 79 Not fully achieved due to student population and shortage of classroom.

Not fully achieved due to student population and shortage of classroom.
0 built 5 upgraded 0 built 5 upgraded 0 built 2 upgraded 0 built 1 upgraded Major upgrading work is ongoing on Anse Kerlan Creche Praslin 80 90 95 95 All crèche have minimum facilities.
Programme Expenditure Performance Table 7 Consolidated programme expenditure performance SR'000s Programmes P3:Formal Early Childhood Care and Education Total 2021 Audited Outturn 2022 Budget Revised Budget Preliminary Outturn Variance Revised Budget to Outturn 73,400 73,400 85,437 85,437 70,167 70,167 61,063 61,063 13.0% 13.0% Economic Classification CURRENT EXPENDITURE Compensation of Employees Wages and Salaries in Cash Wages and Salaries in Kind Use of Goods and Services Office Expenses Transportation and Travel cost Maintenance and Repairs Materials and Supplies Other Uses of Goods and Services Minor Capital Outlays 67,104 63,420 63,420 - 3,685 808 18 699 - 2,000 160 70,167 66,452 66,452 - 3,715 949 245 1,079 - - 1,442 70,167 66,452 66,452 - 3,715 949 245 1,079 - - 1,442 59,277 57,253 57,253 - 2,024 833 57 685 9 - 441 15.5% 13.8% 13.8% 0.0% 45.5% 12.3% 76.7% 36.5% -100.0% 0.0% 69.4% 281 SR'000s CAPITAL EXPENDITURE Non-financial Assets Building and Infrastructure Machinery and Equipment Other Fixed Assets Non-produced Assets Total Justification: 2021 Audited Outturn 6,295 6,295 - 5,422 - 873 2022 Budget Revised Budget Preliminary Outturn 15,270 15,270 15,270 - - - - - - - - - 1,786 1,786 1,544 - - 242 Variance Revised Budget to Outturn -100.0% -100.0% -100.0% 0.0% 0.0% -100.0% 73,400 85,437 70,167 61,063 13.0% Effective use of funds has been made to renovate a number of crèches.
There was a delay in procurement of resources such as educational toys and playground equipment which hindered the Ministry in fully providing a more conducive teaching and learning environment.

Programme 4: Primary Education The purpose of the programme is to support the development and provision of quality primary education.

Performance against Programme Strategic Objectives and Measures The table below sets out the performance of the programme against the performance measures and targets set for 2022.
Table 8 Performance measures for programme Programme: Outcome: P4:Primary Education Improved performance in primary education Outcome indicator 2021 Outturn Target 2022 Revised Target Outturn Explanation of Difference between Targets and Outturn 1.

% of learners in P6 scoring grade C and above in English 31 58 58 36 2.

% of learners in P6 scoring grade C and above in maths 16 45 45 25 Whilst the outturn of 2022 is better than that of 2021, there is a significant difference when compared with the targets.
This may be due to the poor quality of teaching and inadequate qualified teachers.

The outturn of 2022 is much better than that of 2021 despite the significant difference with targets which may be due to the poor quality of teaching and inadequate qualified teachers.

Contributing indicators 2021 Outturn Target 2022 Revised Target Outturn Explanation of Difference between Targets and Outturn 1.

% of teachers with minimum qualifications (Diploma) 2.

% of classes with 28 pupils or fewer (P3-P6) 3.


Number of institutions built and upgraded P4:Primary Education 85 96 70 96 70 92 60 92 0 built 6 upgraded 2 built 5 upgraded 2 built 5 upgraded 0 built 0 upgraded Retirement and resignation of teachers and exemption from zoning resulted in the merging of some classes.
282 Programme Expenditure Performance Table 9 Consolidated programme expenditure performance SR'000s Programmes P4:Primary Education Total Economic Classification CURRENT EXPENDITURE Compensation of Employees Wages and Salaries in Cash Wages and Salaries in Kind Use of Goods and Services Office Expenses Transportation and Travel cost Maintenance and Repairs Materials and Supplies Other Uses of Goods and Services Minor Capital Outlays CAPITAL EXPENDITURE Non-financial Assets Building and Infrastructure Machinery and Equipment Other Fixed Assets Non-produced Assets Total Justification: 2021 Audited Outturn Budget 2022 Revised Budget Preliminary Outturn Variance Revised Budget to Outturn 184,856 184,856 244,497 244,497 222,615 222,615 198,268 198,268 10.9% 10.9% 183,532 158,146 158,146 4,947 25,386 9,927 119 2,530 55 - 7,808 1,323 1,323 429 - - 895 210,615 184,550 184,550 4,848 26,065 11,106 335 3,592 149 63 5,973 33,882 33,882 33,882 - - - 210,615 184,550 184,550 4,848 26,065 11,106 335 3,592 149 63 5,973 12,000 12,000 12,000 - - - 189,624 165,004 165,004 3,310 24,620 11,823 195 3,292 118 - 5,882 8,644 8,644 8,636 - - 8 10.0% 10.6% 10.6% 31.7% 5.5% -6.5% 41.8% 8.4% 20.8% 100.0% 1.5% 28.0% 28.0% 28.0% 0.0% 0.0% -100.0% 184,856 244,497 222,615 198,268 10.9% Effective use of funds have been made to renovate a number of schools and procure resources to provide a more conducive teaching and learning environment.
Programme 5: Secondary Education The purpose of the programme is support the development and provision of quality secondary education.

Performance against Programme Strategic Objectives and Measures The table below sets out the performance of the programme against the performance measures and targets set for 2022.
283 Table 10 Performance measures for programme Programme: Outcome: P5:Secondary Education Improved performance in secondary education Outcome indicator 2021 Outturn Target 2022 Revised Target Explanation of Difference between Targets and Outturn Outturn 1.

% of learner in S5 enrolled in IGCSE scoring grade C and above in English 1st language 2.

% of learners in S5 enrolled in IGCSE scoring grade C and above in English 2nd language 3.
% of learners in S5 enrolled in IGCSE scoring grade C and above in Maths Contributing indicators 1.

% of learner completing S5 (disaggregated by gender) 2.

% of learners enrolled in IGCSE / DELF subjects 3.

% of teachers at lower and middle secondary with minimum required qualifications (Diploma) 4.

% of S5 learners continuing to an A level programmes at SALS 5.

% of learners from SALS qualifying for GoS scholarships (18+ academic points) 6.
% of teachers at upper secondary (SALS) with minimum required qualifications (1st Degree) 98 92 92 89 79 out of 89 pupils scored grade C and above 55 69 2021 Outturn Male: 94 Female: 96 52 55 52 55 2022 Target Revised Target P5:Secondary Education Male: 98 Male: 98 Female: 98 Female: 98 46 49 Outturn Male: 98 Female: 98 Explanation of Difference between Targets and Outturn Eng 46 Eng 70 Eng 70 Eng 70 Mat 39 Fre 69 Mat 48 Fre 87 Mat 48 Fre 87 Mat 48 Fre 87 93 10 33 100 99 20 38 99 20 38 99 14 38 90 (1st degree in edu) 90 (1st degree in edu) 90 (1st degree in edu) Many students did not meet the criteria to join SALS.
Programme Expenditure Performance Table 11 Consolidated programme expenditure performance SR'000s Programmes P5:Secondary Education Total Economic Classification CURRENT EXPENDITURE Compensation of Employees Wages and Salaries in Cash Wages and Salaries in Kind 2021 Audited Outturn Budget 2022 Revised Budget Preliminary Outturn Variance Revised Budget to Outturn SR'000s Use of Goods and Services Office Expenses Transportation and Travel cost Maintenance and Repairs Materials and Supplies Other Uses of Goods and Services Minor Capital Outlays CAPITAL EXPENDITURE Non-financial Assets Building and Infrastructure Machinery and Equipment Other Fixed Assets Non-produced Assets 2021 Audited Outturn Budget 2022 Revised Budget Preliminary Outturn Variance Revised Budget to Outturn 43,070 6,863 183 2,223 46 - 989 16,798 16,798 16,798 - - - 49,190 8,111 934 3,601 242 57 4,053 50,025 50,025 50,025 - - - 49,190 8,111 934 3,601 242 57 4,053 21,378 21,378 21,378 - - - 46,905 7,841 385 2,064 141 14 4,566 20,381 20,381 20,381 - - - 4.6% 3.3% 58.8% 42.7% 41.6% 75.5% -12.6% 4.7% 4.7% 4.7% 0.0% 0.0% 0.0% 5.8% Total 232,388 280,120 251,473 236,992 Programme 6: Tertiary Non-University Education The purpose of the programme is support the development and provision of quality tertiary education and training to meet
 the human resource needs of the country.
Performance against Programme Strategic Objectives and Measures The table below sets out the performance of the programme against the performance measures and targets set for 2022.

Table 12 Performance measures for programme Programme: Outcome: P6:Tertiary Non-University Education Improved performance in tertiary non-university education and training 2022 2021 Outcome indicator Outturn Target Revised Target Outturn Explanation of Difference between Targets and Outturn 1.
% of graduate achieving an average of 55% (pass mark) at the end of the programme/course Contributing indicators 1.

% of learner meeting entry requirements in their respective programmes of study 2.

Number of lecturers with minimum qualifications (1 level above the teaching level) 3.Number of programmes accredited 4.

Number of institutions accredited 5.
Number of students enrolled graduating in their respective programmes - 94 94 94 2021 Outturn Target 2022 Revised Target Outturn Explanation of Difference between Targets and Outturn P6:Tertiary Non-University Education 72 76 76 79 95 115 7 76 96 121 8 77 96 121 9 82 96 121 9 82 285 Programme Expenditure Performance Table 13 Consolidated programme expenditure performance SR'000s Programmes P6:Tertiary Non-University Education Total Economic Classification CURRENT EXPENDITURE Compensation of Employees Wages and Salaries in Cash Wages and Salaries in Kind Use of Goods and Services Office Expenses Transportation and Travel cost Maintenance and Repairs Materials and Supplies Other Uses of Goods and Services Minor Capital Outlays CAPITAL EXPENDITURE Non-financial Assets Building and Infrastructure Machinery and Equipment Other Fixed Assets Non-produced Assets 2021 Audited Outturn Budget 2022 Revised Budget Preliminary Outturn Variance Revised Budget to Outturn 111,263 111,263 133,714 133,714 119,045 119,045 109,258 109,258 8.2% 8.2% 110,501 53,629 53,629 3,596 56,872 7,980 656 1,551 1,437 39,077 2,574 762 762 566 - - 196 110,671 59,013 59,013 4,218 51,658 7,690 1,398 1,705 1,653 32,372 2,621 23,043 23,043 23,043 - - - 110,671 59,013 59,013 4,218 51,658 7,690 1,398 1,705 1,653 32,372 2,621 8,374 8,374 8,374 - - - 108,592 54,070 54,070 2,743 54,522 8,414 1,100 1,427 1,092 38,080 1,666 665 665 665 - - - 1.9% 8.4% 8.4% 35.0% -5.5% -9.4% 21.4% 16.3% 33.9% -17.6% 36.4% 92.1% 92.1% 92.1% 0.0% 0.0% 0.0% Total 111,263
 133,714 119,045 109,258 8.2% Programme 7: Education Sector Development The purpose of the programme is to provide rationale and systematic analysis to the process of educational development to make it more effective and efficient to respond to national and learners needs.
The programme comprises the following sub-programmes:  Sub-Programme 1: Networks and Engagement: Brings together partners and stakeholders of education and together look for ways to market and advance the sector through national and international projects and activities; and  Sub-programme 2: Planning and Policy Development: Provides strategic direction through effective planning, monitoring and evaluation of the education system, and makes provision for adequate resources as per the established standards, and undertakes procurement of educational supplies.
Performance against Programme Strategic Objectives and Measures The table below sets out the performance of the programme against the performance measures and targets set for 2022.

286 Table 14 Performance measures for programme Programme: P7: Education Sector Development SP1: Networks and Engagement Outcome: Improved partnership between MoE, national and international partners 2022 2021 Outcome indicator Outturn Target Revised Target Outturn Explanation of Difference between Targets and Outturn 1.
% of engagement with national partners 2.

% of engagement with international partners N/A N/A N/A N/A 2021 Contributing indicators Outturn Target 33 20 2022 Revised Target 1.Number of conferences in which MoE participates annually N/A N/A 2.

Number of agreements signed between MoE and national partners N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A 3.

Number of agreements signed between MoE and international partners 4.
Number of staff participated in training offered by bilateral/ multilateral partners of MoE.

5.

Number of educational institutions that are members of at least one international body 6.

Number of webinars/ seminars/ fora hosted by MoE 7.

Number of project proposals submitted to national and international partners for funding Contributing indicators 8.
Number of approved projects funded by national and international partners 33 Target met 20 Target met Outturn Explanation of Difference between Targets and Outturn 2 Target met 4 3 18 1 5 3 Target not met due to more focus on international partnership bringing more benefits Target exceeded as there were more collaborations.

Staff proceeded on training in fields relating to disability, gender, TVET policies, global citizenship education and reform in education.
Seychelles Maritime Academy signed MOU with Beach Fishing Limited for promotion of fishing vocation.

Fora hosted on: Education Day 2022, Attainment, Inclusive Education, Mental Health, and Sharing of Good Practice.

Two projects submitted to UNESCO and one to COL. 2 5 2 6 1 1 3 2021 Outturn Target 2022 Revised Target Outturn Explanation of Difference between Targets and Outturn N/A N/A 3 2 One project funded by UNESCO relating to ESD and another project by COL for development of IGCSE courses for SIDOL.
287 Outcome: An effective and comprehensive data management system is established to ensure provision of quality data for decision making SP7.2:Planning and Policy Development Outcome indicator 1.

% of data sources of quality established across the education sector 2021 Outturn Target 2022 Revised Target Outturn Explanation of Difference between Targets and Outturn N/A 2021 100 100 100 The work started jointly with DICT in secondary state schools is ongoing.
2022 Revised Target Outturn Explanation of Difference between Targets and Outturn Contributing indicators Outturn Target 1.

Number of schools’ data processing officers trained to manage the data management system.

35 46 46 46 2.

Number of educational institutions producing quality (reliable) data sets.

37 45 45 42 3.

Number of educational institutions equipped with minimum data management tools and resources 46 46 46 46 4.
Number of researches conducted to inform policies 3 3 3 6 Programme Expenditure Performance Table 15 Consolidated programme expenditure performance Training sessions were conducted throughout the year for all data management officers for the current system in place.

In spite of continuous support visits, new data handlers in the system hinder the provision of real time data to the centralised system.
All educational institutions are equipped with minimum IT facilities and an excel standardised template formalised by EMIS Section.

However, in some institutions, the facilities need to be upgraded and maintained.

EMIS Section managed to replace 5 brand new computer in secondary schools.
Additional Priority Areas for Research were identified and assigned to the Section SR'000s Programmes SP1: Networks and Engagement SP2:Planning and Policy Development Total Economic Classification CURRENT EXPENDITURE Compensation of Employees Wages and Salaries in Cash Wages and Salaries in Kind Use of Goods and Services Office Expenses Transportation and Travel cost Maintenance and Repairs Materials and Supplies Other Uses of Goods and Services Minor Capital Outlays 2021 Audited Outturn 2022 Budget Revised Budget Preliminary Outturn Variance Revised Budget to Outturn 1,627 - 1,627 1,627 1,309 1,309 - 318 97 2 - - 2 217 4,149 3,635 7,784 7,784 5,487 5,487 - 2,297 479 42 18 600 1,089 69 3,899 3,035 6,934 6,934 4,637 4,637 - 2,297 479 42 18 600 1,089 69 2,958 2,837 5,795 5,767 4,477 4,477 - 1,290 313 186 7 102 602 80 24.1% 6.5% 16.4% 16.8% 3.4% 3.4% 0.0% 43.8% 34.8% -337.8% 60.3% 83.0% 44.7% -17.3% 288 SR'000s CAPITAL EXPENDITURE Non-financial Assets Building and Infrastructure Machinery and Equipment Other Fixed Assets Non-produced Assets Total Justification: 2021 Audited Outturn 2022 Budget Revised Budget Preliminary Outturn - - - - - - - - - - - - - - - - - - 28 28 - - - 28 Variance Revised Budget to Outturn -100.0% -100.0% 0.0% 0.0% 0.0% -100.0% 1,627 7,784 6,934 5,795 16.4% Through networking and engagement with international and local stakeholders the Ministry has benefited in terms of funding of various projects and capacity building for teaching staff and school leadership.
A number of research initiatives were started or have been completed to inform decision-making.

Budget allocated for procurement of other uses of goods and services was underutilized due to late execution of procurement.

289 Seychelles Qualifications Authority 1.


Summary of Preliminary Outturn 2022 SR'000s Budget Revised Budget Preliminary Outturn Compensation of Employees P1:Governance, Management & Administration P2:Quality and Compliance Total 3,421 4,720 8,141 3,430 4,712 8,141 3,398 4,541 7,940 945 3,374 4,318 2.
Strategic Overview of Entity Use of Goods and Services 2,454 1,167 3,621 Variance Revised Budget to Outturn Capital - - - 0.9% 3.6% 2.5% Mandate The overall mandate of the Seychelles Qualifications Authority (SQA), a Category 2 Budget Dependent Public Body, in line with the provisions of the Seychelles Qualifications Authority Act (2005) and related regulations and policies, is to develop, implement and maintain a National Qualifications Framework (NQF) with a view to:  promote the quality and standards of education and training through a system of accreditation, validation, school inspection and quality assurance;  ensure comprehensiveness in the recognition of learning and qualifications attained in the country, while ensuring parity for occupational qualifications;  establish criteria for, and monitor the process of, recognition of competencies outside formal education and training;  promote and regulate the development of qualifications based on unit standards or learning outcomes which are linked to the workplace and society requirements; and  promote a more integrated approach to education and training, increase articulation of qualifications, and mobility of learners within a coherent and integrated learning system considering the need for both national and international portability.
Strategic Priorities in 2022 to 2024 Strategic Priorities Review the legal and regulatory instruments, manuals and operational instruments of the Authority to reflect local and international trends and developments in quality assurance and provide for more effective implementation of the Seychelles NQF and more effective service delivery; Provide guidance and support to providers to expedite the processes of programme validation, school inspection and institutional accreditation; Results Achieved (Yes/No) Programs or Sub-programs Impacted Explanation of Results for priorities not achieved This strategic objective has been partly achieved.
The review of the National Qualifications Framework Regulations which started on 23 November 2022 will be completed in April 2023.

The review of the National Qualifications Framework will be undertaken in 2023.

Funding has been secured.
No P1 Yes P2 290 Strategic Priorities Provide capacity building opportunities to ensure that capabilities of the Authority personnel, providers and immediate stakeholders are developed to meet competency requirements and improve service delivery; Recruit to provide secretarial and administrative support to the Accreditation Unit (Schools) for improved service delivery; Improve the institutional quality assurance standards by monitoring compliance with the regulations and requirements; Recruit to enhance the technical capacity of the Authority for effective delivery on its mandate and functions.
Lobby for adequate infrastructure to meet the functional requirements of the Authority; Ensure the continued active involvement of the Authority in the development of the African Continental Qualifications Framework.
Results Achieved (Yes/No) Programs or Sub-programs Impacted Explanation of Results for priorities not achieved Yes P1 and P2 No Yes No No P2 P2 P2 P1 Yes P1 Recruitment has not been possible due to freeze on the post of Office Assistant Partly achieved as recruitment was done for one post only The Authority is currently temporarily housed in two locations as it was not possible to identify adequate and conducive infrastructure.
Source: Report Strategic Priorities from PPBB Statement 2021 – 2023 published in 2021 Budget Book 3.
Budget Overview Receipts Outturn Table 1 Receipts outturn SR'000s Receipts transferred to Consolidated Fund Certify True Copy of Qualifications Evaluation of Qualifications Recognition of Prior Learning Total Justification: 2021 Audited Outturn 2022 Revised Budget Preliminary Outturn Budget 375 117 258 140 375 288 100 188 70 288 426 100 326 108 426 786 73 712 176 786 Variance Revised Budget to Outturn 84.5% -26.6% 118.6% 63.1% 84.5%  Certify True Copy of Qualifications: Request for the service of Certify True Copy decreased in 2022 due primarily to the large number of GOP applicants requested evaluation of their qualifications rather that certify true copy of qualifications.
291  Evaluation of Qualifications: There was a very high increase in the number of applicants for evaluation of qualifications in particular GOP applicants and these requested primarily the fast track service, which is at a fee higher than the regular fee.
 Recognition of Prior Learning (RPL): There were more enrollments than anticipates, which consist of 2 large groups of RPL candidates: a group of 16 candidates from IECD and another group of 21 candidates targeting Diploma in Business Management and Administration.
Consolidated Expenditure Outturn Table 2 Consolidated expenditure outturn R'000s Programmes P1:Governance, Management and Administration P2:Quality and Compliance Total Economic Classification CURRENT EXPENDITURE Compensation of Employees Wages and Salaries in Cash Wages and Salaries in Kind Use of Goods and Services Office Expenses Transportation and Travel cost Maintenance and Repairs Materials and Supplies Other Uses of Goods and Services Minor Capital Outlays CAPITAL EXPENDITURE Non-financial Assets Building and Infrastructure Machinery and Equipment Other Fixed Assets Non-produced Assets 2021 Audited Outturn 2022 Budget Revised Budget Preliminary Outturn 3,078 4,248 7,326 7,326 4,520 4,520 - 2,805 411 124 157 3 2,001 109 - - - - - - 3,421 4,720 8,141 8,141 4,646 4,646 - 3,496 476 169 179 4 2,559 109 - - - - - - 3,430 4,712 8,141 8,141 4,646 4,646 - 3,496 476 191 175 4 2,532 118 - - - - - - 3,398 4,541 7,940 7,940 4,318 4,318 - 3,621 545 170 136 4 2,535 232 - - - - - - Variance Revised Budget to Outturn 0.9% 3.6% 2.5% 2.5% 7.0% 7.0% 0.0% -3.6% -14.6% 11.0% 22.3% 10.6% -0.1% -96.4% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% Total 7,326 8,141 8,141 7,940 2.5% 4.
Programme Performance Programme 1: Governance, Management and Administration The purpose of the programme is to provide for the overall governance and management of the Authority, and centralised human resource, administrative and financial management support services.
292 Programme Expenditure Performance Table 3 Consolidated programme expenditure performance SR'000s Programmes P1:Governance, Management & Administration Total Economic Classification CURRENT EXPENDITURE Compensation of Employees Wages and Salaries in Cash Wages and Salaries in Kind Use of Goods and Services Office Expenses Transportation and Travel cost Maintenance and Repairs Materials and Supplies Other Uses of Goods and Services Minor Capital Outlays CAPITAL EXPENDITURE Non-financial Assets Building and Infrastructure Machinery and Equipment Other Fixed Assets Non-produced Assets 2021 Audited Outturn 2022 Budget Revised Budget Preliminary Outturn Variance Revised Budget to Outturn 3,078 3,078 3,078 955 955 - 2,124 318 46 152 3 1,560 44 - - - - - - 3,421 3,421 3,421 987 987 - 2,434 324 61 167 4 1,828 51 - - - - - - 3,430 3,430 3,430 987 987 - 2,442 324 61 163 4 1,836 55 - - - - - - 3,398 3,398 0.9% 0.9% 3,398 945 945 - 2,454 364 63 136 4 1,834 54 - - - - - - 0.9% 4.3% 4.3% 0.0% -0.5% -12.6% -2.6% 16.5% 10.6% 0.2% 1.7% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% Total 3,078 3,421 3,430 3,398 0.9% Programme 2: Quality and Compliance The purpose of the programme is to develop, implement and maintain the Seychelles National Qualifications Framework.
It sets quality assurance standards and monitors compliance by education and training providers.

Performance against Programme Strategic Objectives and Measures The table below sets out the performance of the programme against the performance measures and targets set for 2021.
293 Table 4 Performance measures for programme Programme Expenditure Performance Programme: Outcome: P2:Quality and Compliance Providers are compliant with SQA regulations and requirements, resulting in improved institutional quality Outcome indicator 1.

% of tertiary education and training providers with all programmes validated/accredited 2.

% of tertiary education and training providers accredited 3.

% of tertiary education and training providers re- accredited upon expiry of accreditation status 4.
% of unit standards based qualifications and part qualifications approved 5.

% of performing public schools Contributing indicators 1. a) Number of programmes/ courses with full validation/accreditation status as at end of each year 1. b) Number of programmes/ courses reviewed and revalidated upon expiry of validation/accreditation status 2.

Number of accreditation and monitoring visits per year 3.
Number of unit standards based qualifications and part qualifications reviewed, developed and approved as at end of each year 4.

Number of public schools whole inspection and return visits per year 2021 Outturn Target 2022 Revised Target Outturn Explanation of Difference between Targets and Outturn 70% 80% 80% 70% There were no new providers with all programmes accredited this year.
55% 73% 64% 64% Revised target reached N/A 18% 18% 18% Target reached 65% 76% 76% 72% There was delay in obtaining endorsement of unit standards from the industry.
42% 33% 2021 Outturn Target 49% 2022 Revised Target 49% Revised target reached Outturn Explanation of Difference between Targets and Outturn 115 121 121 122 There was one new programme for UniSey which was accredited 8 3 14 14 14 Target reached 3 3 3 Target reached 51 60 60 57 There was delay in obtaining endorsement of unit standards from the industry.
7 9 9 9 Target reached 294 Table 5 Consolidated programme expenditure performance 2021 Audited Outturn 2022 Budget Revised Budget Preliminary Outturn Variance Revised Budget to Outturn SR'000s Programmes P2:Quality and Compliance Total Economic Classification CURRENT EXPENDITURE Compensation of Employees Wages and Salaries in Cash Wages and Salaries in Kind Use of Goods and Services Office Expenses Transportation and Travel cost Maintenance and Repairs Materials and Supplies Other Uses of Goods and Services Minor Capital Outlays CAPITAL EXPENDITURE Non-financial Assets Building and Infrastructure Machinery and Equipment Other Fixed Assets Non-produced Assets 4,248 4,248 4,248 3,566 3,566 - 682 94 77 5 - 440 65 - - - - - - 4,720 4,720 4,712 4,712 4,541 4,541 4,720 3,659 3,659 - 1,062 152 108 12 - 732 58 - - - - - - 4,712 3,659 3,659 - 1,053 152 130 12 - 696 63 - - - - - - 4,541 3,374 3,374 - 1,167 181 108 - - 702 178 - - - - - - 3.6% 3.6% 3.6% 7.8% 7.8% 0.0% -10.9% -18.7% 17.4% 100.0% 0.0% -0.8% -182.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 3.6% Total 4,248 4,720 4,712 4,541 295 Institute of Early Childhood Development 1.
Summary of Preliminary Outturn SR'000s Budget Revised Budget Preliminary Outturn Compensation of Employees 2022 P1:Governance, Management and Administration P2:Early Childhood Care and Education P3:Co-ordination, Evaluation and Research P4:Advocacy, Communication and Information Total 4,434 32,342 676 677 38,129 4,434 31,692 626 477 37,229 4,779 30,269 611 258 35,917 1,311 1,287 429 109 3,136 2.
Strategic Overview of Entity Use of Goods and Services 3,307 28,814 181 149 32,452 Capital 160 168 - - 329 Variance Revised Budget to Outturn -7.8% 4.5% 2.4% 46.0% 3.5% Mandate The Institute of Early Childhood Development (IECD) is the institutional anchor for Early Childhood Care and Education (ECCE) in the country.
The IECD’s mandate is to provide co-ordination, leadership and strategic direction for early childhood development at national level, and advise Government on policy issues and programmes relating to early childhood development.
It is also responsible for regulating the childminding services for children aged 0-4 years; undertaking research to inform policy formulation, programme and standards development; promoting and advocating the importance of early childhood development; and additionally, overseeing and managing the new financial assistance scheme for registered childcare services, in collaboration with the relevant partners and stakeholders.
Strategic Priorities in 2022 to 2024 Strategic Priorities Results Achieved (Yes/No) Programs or Sub-programs Impacted 1.

Operationalise IECD as the new regulator for centre-based childminding services and implement the provisions of the legal frameworks; Partially Achieved P2 Explanation of Results for priorities not achieved As indicated in the last report, this strategic priority is the Institute’s major undertakings following the enactment of its new law and associated regulation for national standards.
It is intended to be fully achieved in 2023.

That said, steady progress has been made, as part of the transition process, to set up and operate as a new regulator:  Approval of the Framework on National Standards for Day Care Centres by Cabinet.

Following which, all 12 standards have been drafted in collaboration with all partners and submitted to the Attorney General’s Office in December 2022.

The second phase of the audit in 19 Day Care Centres has completed.
Its objective to establish the status of service provision in relation to the approved National Standards for Day Care Centres.

Two feedback sessions were held with Day Care Operators and each of them have been provided with an implementation plan with recommendation for further improvements in services.

The data is currently being analysed and a report with findings and recommendations is expected during the second quarter of 2023.
  296 Strategic Priorities Results Achieved (Yes/No) Programs or Sub-programs Impacted 2.

Improve availability of disaggregated data on ECCE indicators to support decision making by implementing a data management system nationally, and systematically collecting these data; Partially Achieved P4 3.

Improve ECCE services by assisting the sector stakeholders to address gaps they encounter in implementing high priority ECCE projects in the National Action Plan; 4.
Implement a communications strategy to promote and increase visibility of ECCE amongst partners, stakeholders and the population; 5.

Assure quality of early learning programme in home- based and centre-based childminding services in preparation for crèche and pre- school readiness; 6.
Transform the Institute into a Category 2 Centre for ECCE under the auspices of UNESCO to promote international co- operation with regard to the holistic development of children, and strengthen ECCE for quality Yes P3 Yes P4 Yes P3 No P1 Explanation of Results for priorities not achieved This priority is yet to be achieved in its entirety as it is a longitudinal project involving all sectors in ECCE in the country.

Progress is in order.


Technically the project has completed in the education sector – a re-run of the main pilot study was conducted in 2022 and a report has been produced.

A draft indicator framework was also submitted by the Consultant.

A meeting with the education sector is programmed in the first quarter of 2023 to chart the way forward.

A pre-pilot study has been completed in the social affairs sector and over 25 indicators have been tested in 2022 and a report is available.
A main pilot and training of social workers for its implementation will take place during the second quarter of 2023.

We anticipate the completion of the project in 2023 in readiness for the development of the ‘Early Childhood Management Information System’ (ECMIS) in 2024 – which is part of IECD’s Strategic Results Framework for 2022-2026.
However, tangible improvements and positive results are expected in data management in ECCE across government sectors, once this longitudinal project is completed with the national information system operationalized.

The National Action Plan has reached the 2-year cycle, implementation at the end of December 2022.

A national evaluation workshop was conducted and preliminary results shows that 81% projects nationally has been completed.
The evaluation report is being finalised for submission end of first quarter 2023 and the findings will be to all sectors and stakeholders during the second quarter of 2023.

The Communications Strategy has been successfully implemented in 2022.

It has helped to further promote and increase the visibility of IECD and ECCE nationally and internationally.
Parents and public in general have received many essential information about ECCE and are more aware of the Institute’s activities and projects to advance the ECCE agenda nationally.

Various initiatives were implemented and appreciated by partners and stakeholders.

The second edition of the Assessment of Early Learning Readiness for children, aged 3 to 4 years old, in registered and unregistered childcare settings was conducted in 2022.
In total, 1186 children were assessed, and this represents a slight increase in the number of children’s participation.

According to the preliminary report, a high percentage of children, 83% nationally, has attained the level of readiness for crèche in 2023.

This is encouraging as it is comparable with the national baseline of readiness set in 2021.
This project is also linked with the review of IECD National Standards for Childminding Regulation and the newly developed Stimulation and Early Learning Programme for the home-based childminding services funded by UNESCO Participation Programme.

This priority relates to the construction of the headquarters of the Institute and also house the Category 2 Centre for ECCE under the auspices of UNESCO.
The President of the Republic has announced that this project is one among the existing major projects of the Government sponsored by the UAE Government.

The IECD building is being funded through 297 Results Achieved (Yes/No) Programs or Sub-programs Impacted Strategic Priorities provision in line with Sustainable Development Goal (SDG) 4; and 7.
Establish and strengthen links with member states, international organisations and donor agencies to further develop ECCE in response to UNESCO’s Global Priority Africa and its Medium Term Strategy.

Partially Achieved P1 Explanation of Results for priorities not achieved a grant of over $1 million on a government-allocated parcel of land at the man-made island of Ile du Port.
A review of the proposed concept for the purpose-built building was re-examined and re-submitted to the Seychelles Infrastructure Agency in July 2022.

A meeting was convened with the Agency to chart the way forward.

The project is due to start during 2023.

The formulation of a new legal framework for early childhood development has been completed, in collaboration with the Attorney General’s Office.
It was approved by the National Assembly in September 2022 and assented by the President of the Republic of Seychelles in December 2022.

The promulgation of the law provides the legal basis for the Institute to establish and operate as a Category 2 Centre for ECCE under the auspices of UNESCO, and implement the agreement signed between UNESCO and Seychelles.
Whilst awaiting for the enactment of the law, the IECD has taken a proactive role nationally to review its operational structure and functions in readiness for the setting of the International Centre, and the Board and Public Service Bureau endorsed this.
It has participated in various international forums and conferences organised by UNESCO such as UNESCO Category 2 Centre meetings hosted by Regional Centre for Quality Education in Saudi Arabia and UNESCO Regional Bureau for Education in the Arab States, the World Conference on ECCE in Tashkent Uzbekistan and the African Union Cluster for ECCE webinars, among others.

Source: Report Strategic Priorities from PPBB Statement 2021 – 2023 published in 2021 Budget Book1 3.
Budget Overview Receipts Outturn Table 1 Receipts outturn SR'000s Receipts transferred to Consolidated Fund Registration fee for Childminding Services Total Justification: 2021 Audited Outturn 12 12 12 Budget 12 12 12 2022 Revised Budget Preliminary Outturn 12 12 12 Variance Revised Budget to Outturn -66.7% -66.7% -66.7% 4 4 4 During the first quarter, readiness visits to childminding establishments eligible for registration purposes were limited due the Covid-19 restrictions and shortage of staff in the section.
The readiness visits intensified during the second half of the year, but the observation shows that the childminders were not ready to register their services due to non-compliance of the mandatory standards.
298 Consolidated Expenditure Outturn Table 2 Consolidated expenditure outturn SR'000s 2021 Audited Outturn 2022 Budget Revised Budget Preliminary Outturn Variance Revised Budget to Outturn Programmes P1:Governance, Management and Administration P2:Early Childhood Care and Education P3:Co-ordination, Evaluation and Research P4:Advocacy, Communication and Information Total Economic Classification CURRENT EXPENDITURE Compensation of Employees Wages and Salaries in Cash Wages and Salaries in Kind Use of Goods and Services Office Expenses Transportation and Travel cost Maintenance and Repairs Materials and Supplies Other Uses of Goods and Services Minor Capital Outlays CAPITAL EXPENDITURE Non-financial Assets Building and Infrastructure Machinery and Equipment Other Fixed Assets Non-produced Assets 4,210 3,407 599 613 8,828 8,353 3,759 3,759 - 4,594 719 180 71 8 3,351 265 475 475 - - - 475 4,434 32,342 676 677 38,129 38,129 4,665 4,665 - 33,464 737 144 50 6 32,442 86 - - - - - - 4,434 31,692 626 477 37,229 37,229 3,765 3,765 - 33,464 737 144 50 6 32,442 86 - - - - - - 4,779 30,269 611 258 35,917 35,588 3,136 3,136 - 32,452 440 495 108 1 31,220 187 329 329 - - - 329 -7.8% 4.5% 2.4% 46.0% 3.5% 4.4% 16.7% 16.7% 0.0% 3.0% 40.2% -243.9% -116.8% 75.2% 3.8% -117.1% -100.0% -100.0% 0.0% 0.0% 0.0% -100.0% Total 8,828 38,129 37,229 35,917 3.5% 4.
Programme Performance Programme 1: Governance, Management and Administration The purpose of the programme is to provide for the overall governance, leadership and management of the Institute, and centralised human resource, administration and financial management support services.

In addition, to have an appropriate monitoring and evaluation structure in place to assess the overall performance of the organisation in line with established key performance indicators.
299 Programme Expenditure Performance Table 3 Consolidated programme expenditure performance SR'000s Programmes 2021 Audited Outturn Budget 2022 Revised Budget Preliminary Outturn Variance Revised Budget to Outturn P1:Governance, Management and Administration Total 4,210 4,210 4,434 4,434 4,434 4,434 4,779 4,779 -7.8% -7.8% Economic Classification CURRENT EXPENDITURE Compensation of Employees Wages and Salaries in Cash Wages and Salaries in Kind Use of Goods and Services Office Expenses Transportation and Travel cost Maintenance and Repairs Materials and Supplies Other Uses of Goods and Services Minor Capital Outlays CAPITAL EXPENDITURE Non-financial Assets Building and Infrastructure Machinery and Equipment Other Fixed Assets Non-produced Assets 3,979 1,374 1,374 - 2,606 522 80 71 4 1,667 262 230 230 - - - 230 4,434 1,402 1,402 - 3,032 460 40 50 4 2,394 84 - - - - - - 4,434 1,402 1,402 - 3,032 460 40 50 4 2,394 84 - - - - - - 4,619 1,311 1,311 - 3,307 248 399 108 1 2,378 173 160 160 - - - 160 -4.2% 6.5% 6.5% 0.0% -9.1% 46.2% -896.8% -116.8% 57.4% 0.7% -106.5% -100.0% -100.0% 0.0% 0.0% 0.0% -100.0% Total 4,210 4,434 4,434 4,779 -7.8% Programme 2: Early Childhood Care and Education The purpose of the programme is to develop and implement regulatory policies and structures for early childhood services (0-4 years).
It sets standards for registration, training, inspection and monitoring, and ensures compliance by service providers.

Performance against Programme Strategic Objectives and Measures The table below sets out the performance of the programme against the performance measures and targets set for 2021.
300 Table 4 Performance measures for programme Programme: Outcome: P2:Early Childhood Care and Education Service providers are registered and complying with established standards (home-based service) Outcome indicator 2021 Outturn Target 2022 Revised Target Outturn Explanation of Difference between Targets and Outturn 1.

% of service providers registered with IECD 79% 60% 70% 75% 2.
% of registered service providers complying with national standards 86% N/A N/A N/A 3.% Level of compliance of registered childminders to the National Standards N/A 65% 65% 85% 4.

% of children attained developmental milestones in readiness for crèche and pre-school education 83.3% 70% (for registered & unregistered services) 85% (for registered & unregistered services) 83% 5.
% of childcare programme staff trained to the required national standard on staffing and training (new training programme - "Certificate in Childcare & Development") Contributing indicators 1.

Number of registered childminders attending one (1) Professional Development session per year N/A 15% 15% 25% 2021 Outturn Target 2022 Revised Target Outturn Explanation of Difference between Targets and Outturn P2:Early Childhood Care and Education N/A 75 75 100 2.
% of registered childminders complying to the mandatory standards N/A 90% 90% 78% 3.

% level compliance of registered childminders to the desirable standards 4.

% of registered childminders implementing the Early Learning Programme (as per the Seychelles Early Learning Framework - SELF, 2016) N/A 65% 65% 93% 84% N/A N/A N/A In view of the closure of 6 childcare services there was a reduction in the calculation denominator.
This lead to an increase in the outturn although the anticipated number of registration was not reached.

Following a pilot on new Indicators for the inspection of home-based childcare services in 2021, a new outcome indicator was identified to measure the level of compliance to the established standards.

Consequently; this indicator will no longer be measured.
It is the first year that the overall level of Compliance to the National Standards is measured for a whole year and the registered Childminders are doing relatively well due to continuous monitoring and support The revised target is based on the final report.The difference is due to reduction in the expected number of children for assessment from the unregistered services.

Overall, the majority of children are ready for crèche/preschool education.
26 registered childminders graduated in ‘Child Care and Development’ through the Recognition of Prior Learning (RPL) approach on 5th November 2022.

100 registered childminders attended two or more Continuous Professional Development (CPD) sessions to help raise the quality of service provision.

The level of compliance to mandatory standards is lower than anticipated, this is mainly due to weaknesses in the implementation of safety and staffing standards.
There are plans to intensify support in this area in 2023 Childminders are effectively maintaining the other non-mandatory standards.

This is evident with the high increase in the level of compliance as indicated in the outturn.

In view of the implementation of a newly developed early learning programme funded by the UNESCO being piloted in all registered Home-based Childcare service.

The measurement of this indicator was temporarily placed on hold for 2022.
301 Programme Expenditure Performance Table 5 Consolidated programme expenditure performance SR'000s Programmes P2:Early Childhood Care and Education Total Economic Classification CURRENT EXPENDITURE Compensation of Employees Wages and Salaries in Cash Wages and Salaries in Kind Use of Goods and Services Office Expenses Transportation and Travel cost Maintenance and Repairs Materials and Supplies Other Uses of Goods and Services Minor Capital Outlays CAPITAL EXPENDITURE Non-financial Assets Building and Infrastructure Machinery and Equipment Other Fixed Assets Non-produced Assets 2021 Audited Outturn 2022 Budget Revised Budget Preliminary Outturn Variance Revised Budget to Outturn 3,407 3,407 3,163 1,523 1,523 - 1,640 73 88 - 2 1,474 4 244 244 - - - 244 32,342 32,342 31,692 31,692 30,269 30,269 4.5% 4.5% 32,342 2,263 2,263 - 30,079 119 79 - 2 29,877 2 - - - - - - 31,692 1,613 1,613 - 30,079 119 79 - 2 29,877 2 - - - - - - 30,101 1,287 1,287 - 28,814 94 85 - - 28,623 12 168 168 - - - 168 5.0% 20.2% 20.2% 0.0% 4.2% 20.5% -7.0% 0.0% 100.0% 4.2% -476.3% -100.0% -100.0% 0.0% 0.0% 0.0% -100.0% Total 3,407 32,342 31,692 30,269 4.5% Programme 3: Coordination, Evaluation and Research The purpose of the programme is to develop, co-ordinate and evaluate the National Action Plan (NAP) for ECCE in collaboration with ECCE sectors.
The programme also includes monitoring support provisions in the implementation of the NAP.

Also within the programme emerging research studies are undertaken to provide relevant data for policy dialogue, and subsequent policy review development and formulation.

Performance against Programme Strategic Objectives and Measures The table below sets out the performance of the programme against the performance measures and targets set for 2022.
Table 6 Performance measures for programme Programme: Outcome: P3:Co-ordination, Evaluation and Research Improved service delivery in ECCE Sectors through the implementation of the National Action Plan Outcome indicator 2021 Outturn Target 2022 Revised Target Outturn Explanation of Difference between Targets and Outturn 1.
Programmes in the National Action Plan (NAP) 2021-22, completed by each sector (at the end of two-year period) - - - Education 2 Education 2 Education 1 Health 3 Social 3 Health 4 Social 0 Health 4 Social 1 One project has completed.

The other one is incomplete, in view that the expected outcome has not been met.

All four projects successfully completed.

One project completed.


302 Programme: Outcome: P3:Co-ordination, Evaluation and Research Improved service delivery in ECCE Sectors through the implementation of the National Action Plan Outcome indicator 2021 Outturn Target 2022 Revised Target Outturn Explanation of Difference between Targets and Outturn - Local Gov 2 Local Gov 1 Local Gov 1 IECD 1 IECD 6 IECD 5 IECD 5 One project completed.

The other project encountered delays due to change in the location for the construction of a new child care centre.
One project completed in 2021.

All five remaining projects completed in 2022.

Overall, all six projects has been successfully achieved.

Contributing indicators 2021 Outturn Target 2022 Revised Target Outturn Explanation of Difference between Targets and Outturn 1.

Number of research in ECCE conducted (for two- year period in IECD) 2.
Number of workshops conducted for sectoral teams P3:Co-ordination, Evaluation and Research 5 3 2 2 2 3 2 2 Two researches have been successfully carried out (Assessment Early Learning Readiness study 2022 and Audit 2nd Phase) Two workshops conducted successfully, namely the Mid-Year Progress Review workshop in July, and the National Action Plan (NAP) Evaluation workshop in December.

The validation workshop for development of new NAP ECCE 2023-2024 did not materialise.
Programme Expenditure Performance Table 7 Consolidated programme expenditure performance SR'000s 2021 Audited Outturn 2022 Revised Budget Preliminary Outturn Budget Programmes P3:Co-ordination, Evaluation and Research Total Economic Classification CURRENT EXPENDITURE Compensation of Employees Wages and Salaries in Cash Wages and Salaries in Kind Use of Goods and Services Office Expenses Transportation and Travel cost Maintenance and Repairs Materials and Supplies Other Uses of Goods and Services Minor Capital Outlays 599 599 599 460 460 - 138 32 10 - 2 95 - 676 676 676 528 528 - 148 39 14 - 1 95 - 626 626 626 478 478 - 148 39 14 - 1 95 - 611 611 611 429 429 - 181 32 11 - - 138 - Variance Revised Budget to Outturn 2.4% 2.4% 2.4% 10.2% 10.2% 0.0% -22.6% 17.5% 18.1% 0.0% 100.0% -45.5% 0.0% 303 SR'000s CAPITAL EXPENDITURE Non-financial Assets Building and Infrastructure Machinery and Equipment Other Fixed Assets Non-produced Assets 2021 Audited Outturn 2022 Revised Budget Preliminary Outturn Budget - - - - - - - - - - - - - - - - - - Variance Revised Budget to Outturn 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% - - - - - - Total 599 676 626 611 2.4% Programme 4: Advocacy, Communication and Information The programme seeks to advocate for ECCE standards and policies that attend to health, nutrition, security and learning, and which provide for children’s holistic development.
It promotes standards and attainment of standards; collects, disseminates and maintains information and statistics on ECCE as appropriate; and advocates for and advises on the establishment of environments conducive to the holistic development of children.

It also promotes the importance of ECCE and communicates information on good practices to all stakeholders and the population in general.
Performance against Programme Strategic Objectives and Measures The table below sets out the performance of the programme against the performance measures and targets set for 2022.

Table 8 Performance measures for programme Programme: Outcome: P4:Advocacy, Communication and Information Increased visibility of ECCE and sensitization of issues amongst the population Outcome indicator 2021 Outturn Target 2022 Revised Target Outturn Explanation of Difference between Targets and Outturn 1.
% of targeted audience showing understanding on ECCE issues (a new targeted survey every 3 years) 2.

Number of sectors providing IECD with reliable data on ECD indicators - 80% - - 2 2 2 2 The survey is usually planned on a bi-annual basis.

The last one was done in 2019 and was due in 2021.

It could not be effected due to Covid-19 health restrictions and shortage of staff in the Advocacy Section.

The next one is planned for 2024 as per the Strategic Plan.
IECD received data on ECD indicators from Education (main pilot study) and Social Affairs (pre-pilot study).

The findings have been shared with the relevant partners, in line with Data Management in ECCE project.

Contributing indicators 2021 Outturn Target 2022 Revised Target Outturn Explanation of Difference between Targets and Outturn P4:Advocacy, Communication and Information 1.
Number of sectors with reliable collection of ECCE related data (at the level of their sectors) 1 (Education - pilot data) 2 (Education; Social - Pilot Data) 2 (Education; Social - Pilot Data) 2 (Education; Social - Pilot Data) 2.

Number of new targeted media advocacy programmes (as per established communication plan) per year 3 3 2 4 Same as above.

Target successfully achieved.


Revised target attained but with two additional initiatives successfully completed, with the objective of promoting the ECCE workforce and its overall importance on holistic development of children.

304 Contributing indicators 3.
Number of organization in the business/private sector, and donor agencies contributing towards ECCE (as per established plan) 2021 Outturn Target 2022 Revised Target Outturn Explanation of Difference between Targets and Outturn 2 1 1 2 Target achieved with an additional donor contributing towards ECCE and IECD related activities Programme Expenditure Performance Table 9 Consolidated programme expenditure performance SR'000s Programmes P4:Advocacy, Communication and Information Total Economic Classification CURRENT EXPENDITURE Compensation of Employees Wages and Salaries in Cash Wages and Salaries in Kind Use of Goods and Services Office Expenses Transportation and Travel cost Maintenance and Repairs Materials and Supplies Other Uses of Goods and Services Minor Capital Outlays CAPITAL EXPENDITURE Non-financial Assets Building and Infrastructure Machinery and Equipment Other Fixed Assets Non-produced Assets Total Justification: 2021 Audited Outturn 2022 Budget Revised Budget Preliminary Outturn Variance Revised Budget to Outturn 613 613 613 403 403 - 210 93 3 - - 114 - - - - - - - 677 677 677 471 471 - 206 119 11 - - 76 - - - - - - - 477 477 477 271 271 - 206 119 11 - - 76 - - - - - - - 258 258 258 109 109 - 149 66 - - - 81 2 - - - - - - 46.0% 46.0% 46.0% 59.9% 59.9% 0.0% 27.6% 44.3% 100.0% 0.0% 0.0% -6.6% -100.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 613 677 477 258 46.0% Major delays encountered in the implementation of activities and procurement of service from an external consultant, which was approved by the
 Procurement Oversight Unit.
In spite of this, with the arrival of the new Director in June, the planned activities were accelerated and targets accomplished which has helped to increase the understanding of ECCE related issues and the visibility of IECD.

305 Tertiary Education Commission 1.


Summary of Preliminary Outturn 2022 SR'000s Budget Revised Budget Preliminary Outturn Compensation of Employees Use of Goods and Services Capital P1:Governance, Management and Administration P2:Research and Strategy P3:Compliance Total 1,119 834 242 2,195 1,119 834 242 2,195 778 602 307 1,686 584 602 165 1,351 194 - - 194 - - 141 141 Variance Revised Budget to Outturn 30.5% 27.8% -26.7% 23.2% 2.
Strategic Overview of Entity Mandate The overall mandate of the Tertiary Education Commission (TEC) is to regulate the tertiary education and training sub-sector to safeguard and advance the interest of learners and to provide policy recommendations and guidelines to guide the rationalised and harmonised development of the sub-sector.
Strategic Priorities in 2022 to 2024 Results Achieved (Yes/No) Strategic Priorities Programs or Sub-programs Impacted Explanation of Results for priorities not achieved With dissolution looming, there are no strategic priorities as such but the current work of the Commission will be undertaken within the Ministry of Education notably to: 1.

Revise the Tertiary Education Act to enable TEC to regulate institutions effectively; 2.
Revise indicators for tertiary education and training and publish annually the indicator report; and 3.

Further develop a policy framework and instruments to monitor and evaluate the performance of providers.

Partially P1 Partially P2 No P3 Meetings continued with stakeholders to revise the law but with the dissolution of TEC, the Ministry of Education had to take over the role.
An Indicator Review consultancy jointly sponsored through the budget and UNECSO enabled TEC to revise its indicators, but it could not publish the report in 2022.

With the dissolution at the end of April 2022, and with TEC officers doing work mostly for the Ministry of Education since the start of the year no work was done on such policy framework.

Source: Report Strategic Priorities from PPBB Statement 2021 – 2023 published in 2021 Budget Book1 306 3.
Budget Overview Consolidated Expenditure Outturn Table 1 Consolidated expenditure outturn SR'000s 2021 Audited Outturn 2022 Budget Revised Budget Preliminary Outturn Variance Revised Budget to Outturn Programmes P1:Governance, Management and Administration P2:Research and Strategy P3:Compliance Total Economic Classification CURRENT EXPENDITURE Compensation of Employees Wages and Salaries in Cash Wages and Salaries in Kind Use of Goods and Services Office Expenses Transportation and Travel cost Maintenance and Repairs Materials and Supplies Other Uses of Goods and Services Minor Capital Outlays CAPITAL EXPENDITURE Non-financial Assets Building and Infrastructure Machinery and Equipment Other Fixed Assets Non-produced Assets Total Justification: 1,243 886 115 2,244 2,244 1,739 1,739 - 505 132 13 26 - 309 27 - - - - - - 1,119 834 242 2,195 2,195 1,818 1,818 - 377 237 13 37 1 70 19 - - - - - - 1,119 834 242 2,195 2,195 1,818 1,818 - 377 237 13 37 1 70 19 - - - - - - 778 602 307 1,686 1,545 1,351 1,351 - 194 58 65 5 - 66 - 141 141 - - 141 30.5% 27.8% -26.7% 23.2% 29.6% 25.7% 25.7% 0.0% 48.5% 75.5% -413.0% 85.5% 100.0% 6.2% 100.0% -100.0% -100.0% 0.0% 0.0% 0.0% -100.0% 2,244 2,195 2,195 1,686 23.2% The Tertiary Education Commission (TEC) was dissolved at the end of April 2022.
There were changes in its operation.

Most of TEC activities planned to be implemented during the course of the year ceased, except for an ongoing consultancy work on Indicators for Tertiary Education Sector.

The technical staff were mostly performing duties of the Ministry of Education since the start of 2022.

Visits and meetings to Professional Centres were very limited in view of restrictions because of the COVID-19 pandemic.

4.
4.

Programme Performance Programme 1: Governance, Management and Administration The purpose of the programme is to provide for the overall governance, leadership and management of the Commission, and centralised human resource and financial management support services.
307 Programme Expenditure Performance Table 2 Consolidated programme expenditure performance SR'000s Programmes P1:Governance, Management and Administration Total Economic Classification CURRENT EXPENDITURE Compensation of Employees Wages and Salaries in Cash Wages and Salaries in Kind Use of Goods and Services Office Expenses Transportation and Travel cost Maintenance and Repairs Materials and Supplies Other Uses of Goods and Services Minor Capital Outlays CAPITAL EXPENDITURE Non-financial Assets Building and Infrastructure Machinery and Equipment Other Fixed Assets Non-produced Assets Total Justification: 2021 Audited Outturn 2022 Budget Revised Budget Preliminary Outturn Variance Revised Budget to Outturn 1,243 1,243 1,119 1,119 1,119 1,119 1,243 761 761 - 482 108 13 26 - 309 27 - - - - - - 1,119 790 790 - 329 198 13 37 1 61 19 - - - - - - 1,119 790 790 - 329 198 13 37 1 61 19 - - - - - - 778 778 778 584 584 - 194 58 65 5 - 66 - - - - - - - 30.5% 30.5% 30.5% 26.1% 26.1% 0.0% 41.0% 70.7% -413.0% 85.5% 100.0% -7.6% 100.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 1,243 1,119 1,119 778 30.5% As mentioned above, the Tertiary Education Commission was dissolved at the end of April 2022.
There were changes in its operation.

Most of TEC activities planned to be implemented during the course of the year ceased, except for an ongoing consultancy work on Indicators for Tertiary Education Sector, hence the overall savings.

Programme 2: Research and Strategy The purpose of the programme is to provide for data provision to inform the policy advisory and policy formulation roles of the Commission.
Performance against Programme Strategic Objectives and Measures The table below sets out the performance of the programme against the performance measures and targets set for 2022.

308 Table 3 Performance measures for programme Programme: Outcome: P2:Research and Strategy Research modalities established and operational and strategies developed Outcome indicator 2021 Outturn Target 2022 Revised Target Outturn Explanation of Difference between Targets and Outturn 1.
Research modalities established and operational and strategies developed 2 4 2 - Contributing indicators 2021 Outturn Target 2022 Revised Target Outturn P2:Research and Strategy 1.

Number of research documents endorsed by TEC Board 2 4 2 - The Indicator Report was produced, however it could not be endorsed by the TEC Board because the Board tenure ended in 2021.
Explanation of Difference between Targets and Outturn The Indicator Report was produced, however it could not be endorsed by the TEC Board because the Board tenure ended in 2021.
Programme Expenditure Performance Table 4 Consolidated programme expenditure performance SR'000s Programmes P2:Research and Strategy Total Economic Classification CURRENT EXPENDITURE Compensation of Employees Wages and Salaries in Cash Wages and Salaries in Kind Use of Goods and Services Office Expenses Transportation and Travel cost Maintenance and Repairs Materials and Supplies Other Uses of Goods and Services Minor Capital Outlays CAPITAL EXPENDITURE Non-financial Assets Building and Infrastructure Machinery and Equipment Other Fixed Assets Non-produced Assets Total Justification: 2021 Audited Outturn Budget 2022 Revised Budget Preliminary Outturn 886 886 886 868 868 - 18 18 - - - - - - - - - - - 834 834 834 808 808 - 26 17 - - - 9 - - - - - - - 834 834 834 808 808 - 26 17 - - - 9 - - - - - - - 602 602 602 602 602 - - - - - - - - - - - - - - Variance Revised Budget to Outturn 27.8% 27.8% 27.8% 25.5% 25.5% 0.0% 100.0% 100.0% 0.0% 0.0% 0.0% 100.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 886 834 834 602 27.8% No spending took place under this programme, except for Wages and Salaries of the employees.
309 Programme 3: Compliance The purpose of the programme is to ensure that tertiary education providers and other relevant bodies adhere to the national legal and policy framework for tertiary education.

Performance against Programme Strategic Objectives and Measures The table below sets out the performance of the programme against the performance measures and targets set for 2022.

Table 5 Performance measures for programme Programme: Outcome: Outcome indicator 1.
Number of institutions compliant with regulations and standards P3:Compliance Institutions compliant with regulations and standards 2021 Outturn Target 2022 Revised Target Outturn Explanation of Difference between Targets and Outturn 11 10 10 Up to the dissolution of TEC in April, institutions continued to be compliant to TEC demands.

10 2021 Contributing indicators Outturn Target 2022 Revised Target Outturn P3:Compliance Explanation of Difference between Targets and Outturn 1.
Number of institutions monitored 10 11 10 10 Up to the dissolution of TEC in April, institutions continued to be compliant to TEC demands.
Programme Expenditure Performance Table 6 Consolidated programme expenditure performance 2021 Audited Outturn Budget 2022 Revised Budget Preliminary Outturn Variance Revised Budget to Outturn SR'000s Programmes P3:Compliance Total Economic Classification CURRENT EXPENDITURE Compensation of Employees Wages and Salaries in Cash Wages and Salaries in Kind Use of Goods and Services Office Expenses Transportation and Travel cost Maintenance and Repairs Materials and Supplies Other Uses of Goods and Services Minor Capital Outlays CAPITAL EXPENDITURE Non-financial Assets Building and Infrastructure Machinery and Equipment Other Fixed Assets Non-produced Assets 115 115 115 110 110 - 5 5 - - - - - - - - - - - 242 242 242 220 220 - 22 22 - - - - - - - - - - - 242 242 242 220 220 - 22 22 - - - - - - - - - - - 307 307 165 165 165 - - - - - - - - 141 141 - - - 141 307 -26.7% -26.7% 31.8% 25.0% 25.0% 0.0% 100.0% 100.0% 0.0% 0.0% 0.0% 0.0% 0.0% -100.0% -100.0% 0.0% 0.0% 0.0% -100.0% -26.7% Total 115 242 242 310 Justification: Successfully reviewed and developed the Indicator Report (relating to the strategic priority of P2), UNESCO assisted TEC through grant funding with the consultancy; however the report was not published because it could not be endorsed by the TEC Board since the Board tenure ended in 2021.
311 Agency for National Human Resource Development 1.

Summary of Preliminary Outturn SR'000s Budget Revised Budget Preliminary Outturn Compensation of Employees 2022 P1:Governance, Management and Administration P2:Human Capacity Development P3:Scholarship Management Total 6,158 1,189 213,574 220,921 5,758 1,089 213,274 220,121 4,237 880 158,946 164,063 2,179 813 810 3,802 2.
Strategic Overview of Entity Use of Goods and Services 2,058 67 158,136 160,261 Capital - - - - Variance Revised Budget to Outturn 26.4% 19.2% 25.5% 25.5% Mandate The mandate of the Agency for National Human Resource Development (ANHRD) is to advise and assist in the field of human resource development in order to improve national skills and create a framework for the development of human capital through the development of organisation and the individual.
Strategic Priorities in 2022 to 2024 Strategic Priorities 1.

Improve the HRD training programmes through effective implementation and management of the Government’s Scholarship Scheme; 2.

Establish a platform for effective HRD linkages between government departments, private sectors and other stakeholders; and 3.

Ensure access to training to meet the country’s human resource needs.
Results Achieved (Yes/No) Programs or Sub-programs Impacted Yes No Yes P3 P2 P3 Explanation of Results for priorities not achieved Delayed due to incomplete project with the Department of Information and Communication Technologies (DICT).

Source: Report Strategic Priorities from PPBB Statement 2021 – 2023 published in 2021 Budget Book 3.
Budget Overview Receipts Outturn Table 1 Receipts outturn SR'000s Receipts transferred to Consolidated Fund Tertiary Fee Breaching of Bonds Total Justification: 2021 Audited Outturn 1,676 989 686 1,676 2022 Revised Budget 2,081 1,145 936 2,081 Preliminary Outturn 1,165 757 408 1,165 Variance Revised Budget to Outturn -44.0% -33.9% -56.4% -44.0% Budget 2,081 1,145 936 2,081 Despite constant follow-ups, clients are still not respecting the bond agreements.
312 Consolidated Expenditure Outturn Table 2 Consolidated expenditure outturn SR'000s 2021 Audited Outturn 2022 Budget Revised Budget Preliminary Outturn Variance Revised Budget to Outturn Programmes P1:Governance, Management and Administration P2:Human Capacity Development P3:Scholarship Management Total Economic Classification CURRENT EXPENDITURE Compensation of Employees Wages and Salaries in Cash Wages and Salaries in Kind Use of Goods and Services Office Expenses Transportation and Travel cost Maintenance and Repairs Materials and Supplies Other Uses of Goods and Services Minor Capital Outlays CAPITAL EXPENDITURE Non-financial Assets Building and Infrastructure Machinery and Equipment Other Fixed Assets Non-produced Assets Total Justification: 4,610 1,071 194,288 199,970 199,970 4,245 4,245 - 195,725 604 37 159 0 194,912 13 - - - - - - 6,158 1,189 213,574 220,921 220,921 5,588 5,588 - 215,333 714 51 160 0 214,318 88 - - - - - - 5,758 1,089 213,274 220,121 220,121 4,788 4,788 - 215,333 714 51 160 0 214,318 88 - - - - - - 4,237 880 158,946 164,063 164,063 3,802 3,802 - 160,261 515 50 75 1 159,605 15 - - - - - - 26.4% 19.2% 25.5% 25.5% 25.5% 20.6% 20.6% 0.0% 25.6% 27.9% 2.7% 53.4% -231.0% 25.5% 82.6% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 199,970 220,921 220,121 164,063 25.5%  More students proceeding on overseas studies and more participants attending the talks, due to removal of COVID-19 restrictions.
 The restructuration of the Agency took longer than anticipated, resulting in postponement of some activities.

4.

Programme Performance Programme 1: Governance, Management and Administration The purpose of the programme is to ensure effective management of the Agency’s resources in line with policies and established standards.
313 Programme Expenditure Performance Table 3 Consolidated programme expenditure performance SR'000s Programmes 2021 Audited Outturn Budget 2022 Revised Budget Preliminary Outturn Variance Revised Budget to Outturn P1:Governance, Management and Administration Total 4,610 4,610 6,158 6,158 5,758 5,758 4,237 4,237 26.4% 26.4% Economic Classification CURRENT EXPENDITURE Compensation of Employees Wages and Salaries in Cash Wages and Salaries in Kind Use of Goods and Services Office Expenses Transportation and Travel cost Maintenance and Repairs Materials and Supplies Other Uses of Goods and Services Minor Capital Outlays CAPITAL EXPENDITURE Non-financial Assets Building and Infrastructure Machinery and Equipment Other Fixed Assets Non-produced Assets Total Justification: 4,610 2,282 2,282 - 2,329 391 36 159 0 1,730 13 - - - - - - 6,158 3,209 3,209 - 2,949 445 34 160 0 2,221 88 - - - - - - 5,758 2,809 2,809 - 2,949 445 34 160 0 2,221 88 - - - - - - 4,237 2,179 2,179 - 2,058 328 44 75 1 1,595 15 - - - - - - 26.4% 22.4% 22.4% 0.0% 30.2% 26.4% -28.6% 53.4% -231.0% 28.2% 82.6% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 4,610 6,158 5,758 4,237 26.4% Due to restructuring of the Agency, funds were under utilised because of:  staff turnover and postponement of recruitment;   decrease in office building rent and utilities, resulting from relocation to the new office premises.
termination of board mandate thus no board member allowances paid; Programme 2: Human Capacity Development The purpose of the programme is to ensure human resources are developed to meet the current and future needs of the country and promote awareness on the importance of Human Resource Development.

Performance against Programme Strategic Objectives and Measures The table below sets out the performance of the programme against the performance measures and targets set for 2021.
314 Table 4 Performance measures for programme Programme: Outcome: P2:Human Capacity Development Improved Human Resource Development Practices at National Level Outcome indicator 2021 Outturn Target 2022 Revised Target Outturn Explanation of Difference between Targets and Outturn 1.
Number of attendees at human resource development activities 861 360 360 543 More students are showing interest in career talks and other activities as well as resumption of physical meetings thus an increase in the number of attendees.

Contributing indicators 2021 Outturn Target 2022 Revised Target Outturn Explanation of Difference between Targets and Outturn P2:Human Capacity Development 1.
% of activities implemented from National Human Resource Development Strategy 9% 100% 100% - No activities were undertaken due to the ongoing restructuring at the ANHRD.

The Human Resource Development (HRD) Planning unit was supposed to move under the Department of Employment.

Five completed reports were sent to top management for finalisation.

However in view of the restructuring and at the same time the board mandate had ended, therefore no approval by the Board.

2.
2.

Number of board approved research on HRD disseminated to stakeholders 3.
Number of HRD promotional activities organised 3 4 5 4 5 4 Programme Expenditure Performance Table 5 Consolidated programme expenditure performance 5 4 2022 SR'000s Programmes P2:Human Capacity Development Total Economic Classification CURRENT EXPENDITURE Compensation of Employees Wages and Salaries in Cash Wages and Salaries in Kind Use of Goods and Services Office Expenses Transportation and Travel cost Maintenance and Repairs Materials and Supplies Other Uses of Goods and Services Minor Capital Outlays 2021 Audited Outturn 1,071 1,071 1,071 990 990 - 82 53 1 - - 28 - Budget Revised Budget Preliminary Outturn 1,189 1,189 1,089 1,089 1,189 1,063 1,063 - 126 84 17 - - 25 - 1,089 963 963 - 126 84 17 - - 25 - 880 880 880 813 813 - 67 61 6 - - - - Variance Revised Budget to Outturn 19.2% 19.2% 19.2% 15.5% 15.5% 0.0% 46.9% 27.1% 66.2% 0.0% 0.0% 100.0% 0.0% 315 SR'000s CAPITAL EXPENDITURE Non-financial Assets Building and Infrastructure Machinery and Equipment Other Fixed Assets Non-produced Assets Total Justification: 2021 Audited Outturn 2022 Budget Revised Budget Preliminary Outturn - - - - - - - - - - - - - - - - - - - - - - - - Variance Revised Budget to Outturn 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 1,071 1,189 1,089 880 19.2% The saving is mainly due to the restructuring of the Agency and postponement of some activities.
Programme 3 Scholarship Management The purpose of the programme is to manage the Tertiary Training Fund through effective implementation of the Government Scholarship Scheme.

Performance against Programme Strategic Objectives and Measures The table below sets out the performance of the programme against the performance measures and targets set for 2022.
Table 6 Performance measures for programme Programme: Outcome: P3:Scholarship Management Ensuring access to training to meet the country's human resource needs Outcome indicator 2021 Outturn Target 2022 Revised Target Outturn Explanation of Difference between Targets and Outturn 1.

% increase of scholarship awardees graduating -21% 5% -40% 18% 2.

% increase of students awarded scholarship 53% 60% -32% 19.6% Alleviation of COVID-19 restrictions hence training could be completed on time.
Less request for extension.

Increase in physical classes influencing better grades.

Moderate number of applications of eligible students.

Reduction in COVID- 19 restrictions worldwide, leading students to reinitiate their application for overseas scholarships.

Contributing indicators 2021 Outturn Target 2022 Revised Target P3:Scholarship Management Outturn Explanation of Difference between Targets and Outturn 1.

Number of graduates 2.


Number of students awarded scholarship 245 266 160 335 180 290 290 209 Some students had to extend their studies in 2020/2021 due to the COVID pandemic, thus graduated in 2022.

Overall reduction in students’ performances.
316 Programme Expenditure Performance Table 7 Consolidated programme expenditure performance SR'000s Programmes P3:Scholarship Management Total Economic Classification CURRENT EXPENDITURE Compensation of Employees Wages and Salaries in Cash Wages and Salaries in Kind Use of Goods and Services Office Expenses Transportation and Travel cost Maintenance and Repairs Materials and Supplies Other Uses of Goods and Services Minor Capital Outlays CAPITAL EXPENDITURE Non-financial Assets Building and Infrastructure Machinery and Equipment Other Fixed Assets Non-produced Assets Total Justification: 2021 Audited Outturn 2022 Budget Revised Budget Preliminary Outturn Variance Revised Budget to Outturn 194,288 194,288 213,574 213,574 213,274 213,274 158,946 158,946 25.5% 25.5% 194,288 973 973 - 193,315 160 - - - 193,155 - - - - - - - 213,574 1,316 1,316 - 212,257 186 - - - 212,072 - - - - - - - 213,274 1,016 1,016 - 212,257 186 - - - 212,072 - - - - - - - 158,946 810 810 - 158,136 126 - - - 158,010 - - - - - - - 25.5% 20.3% 20.3% 0.0% 25.5% 31.9% 0.0% 0.0% 0.0% 25.5% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 194,288 213,574 213,274 158,946 25.5%  Tertiary Training Fund: Due to the rescheduling of A Level sitting for the 2021Cohort.
Deferment and lack of placement venue for the best performers from the Seychelles Maritime Academy (SMA) and Seychelles Institute of Agriculture and Horticulture (SIAH).

Furthermore, most prospective students did not take up internship before they started their studies.

 Local Training Funds: Funds allocated for trainings particularly for the Ministry of Health and Community Decentralisation did not fully utilised.

317 LAND AND HOUSING PORTFOLIO 318 Ministry of Land and Housing 1.
Summary of Preliminary Outturn SR'000s Budget Revised Budget Preliminary Outturn 2022 Compensat ion of Employees Use of Goods and Services Capital Variance Revised Budget to Outturn P1:Governance, Management & Administration P2:Land Management and Administration P3:Housing Management Total 21,264 20,764 57,290 16,464 95,018 56,990 15,764 93,518 20,585 46,676 8,112 75,373 8,956 11,628 - 0.9% 15,936 3,675 28,568 4,811 4,436 20,875 25,930 - 25,930 18.1% 48.5% 19.4% 2.
Strategic Overview of Entity Mandate The mandate of the Department of Lands and Housing is to facilitate social, economic and environmental development through sustainable and efficient use of land resources; and to facilitate affordable housing opportunities to ensure all families become home owners.
Strategic Priorities in 2022 to 2024 Strategic Priorities Results Achieved (Yes/No) Programs or Sub-programs Impacted Explanation of Results for priorities not achieved Rebrand the Ministry and its Inner Island Office, incorporating interactive and fully digitalised systems automating customer service frameworks, and modernizing the operations of the Customer Services Centre with effective communication tools and monitoring mechanisms, enhancing both the internal and external sharing of information aimed at educating and providing high level service to the public; Have fully integrated digitalised Information and Technological (IT) systems for online libraries of up to date policies, to conduct meetings, manage files, correspondences and cases, automate and modernise manual procedures, traditional practices and decision making; Ensure that all active housing applicants are on the Housing Point System, and in consultation with key relevant stakeholders, efficiently plan and make provisions for a steady stream of housing and residential land over the next three years to match the existing demands; No All No All Yes for the housing component No for Land component Housing Management The inner island has been restructured and is now fully operational with new recruits.
Renovation on the office has also been completed.

The Customer service center has not yet been renovated and the operational overall has not yet been carried out pending the appointment in post of the Director General Public Affairs and Principal Information Communication Officer that will oversee the unit.

Slow progress on the digitalization component, need to refine clear action plan upon implementation of the strategic plan.
Standard Operating Procedures (SOP) and manuals are being revised with expected completion date set for 2nd quarter of 2023 80% completed and being reviewed to cover district whose information are not yet 99% accurate and in the system Lands component – expected completion by start of 3rd Quarter (work in progress, delays due to various stakeholder involvement) 319 Strategic Priorities Results Achieved (Yes/No) Programs or Sub-programs Impacted Explanation of Results for priorities not achieved With the assistance of the Registration Division, complete the State Land Inventory, inclusive of the Inner Islands Land Registration Project to proactively manage state land and implement allocations under different policy frameworks; and No Land Management and Administration which includes SP4: Centre for Geographic Information Services (GIS).
Housing Management  At approximately 30%  Constraints from getting good and reliable data sets from different sources to carry out the exercise.

 Need to better understand how information is being gathered by the Land Registrar to validate the reliability of the information being used and what can be automated once the data has been linked.

 Lack of systems capturing real time data systematically.
Improve transparency and enhance decision making through effective mechanisms, consolidating and implementing new operational structures to increase efficiency and productivity, through the establishment of Standard Operating Procedures (SOPs), setting SMART goals and targets, empowering staff at all levels, and instilling the sense of ownership and accountability, with mechanisms to monitor performance and take constructive corrective measures Yes/No All Partially completed with all Standard Operating Procedures currently being revised and expected completion of the exercise aimed at the 2nd Quarter of 2023.
Already has a clear calendar of policy papers that needs to be revised Goals and targets has already been set for the years to come with yearly work plan at the start of each calendar year.

Monitoring framework of workforce performance is already in place.

Source: Report Strategic Priorities from PPBB Statement 2022 – 2024 published in 2022 Budget Book1 3.
Budget Overview Receipts Outturn Table 1 Receipts outturn SR'000s Receipts transferred to Consolidated Fund Planning Fees Survey Fees Maps and Prints Miscellaneous Property Transfer Fees Short term Rent of Land and Buildings Royalties from Land Marine Rent of Independence House Long Term Lease - Land & Building Sale of State Lands Sale of Plots (Land Bank) Total Justification: 2021 Audited Outturn 2022 Variance Budget Revised Budget Preliminary Outturn Revised Budget to Outturn 79,053 4,991 251 115 17 13,282 2,287 7,619 119 45,233 1,511 3,628 79,053 83,068 - 265 212 123 9,885 2,000 - 167 62,415 2,000 6,000 83,068 83,068 - 265 212 123 9,885 2,000 - 167 62,415 2,000 6,000 83,068 66,202 - 213 153 7 6,842 3,064 - 108 47,411 2,532 5,872 66,202 -20.3% 0.0% -19.6% -27.9% -94.7% -30.8% 53.2% 0.0% -35.5% -24.0% 26.6% -2.1% -20.3% Overall, the Ministry collected revenues slightly below the revised budget by -19.1% as stated below: 320  Survey fees – Less survey cases lodged.
 Maps and Prints – Less demand for maps and prints.

 Miscellaneous – The decrease relates to the transfer of the non-tax revenue line “Sale of Tender Document” to the new created agency, Seychelles Infrastructure Agency, which actually collect the tender fees.

 Property Transfer Fees – Less collection of sanction fees.

 Rent of Independence House - Most of the offices have been converted into Government offices, currently there are only two tenants paying rent.
 Long Term Lease-Land & Building - Arrears in rent payments & delays in settling same; delays in reviewing rents due to lack of workforce.

The item listed below were above the revised budget projection;  Short Term Rent of Land & Buildings- There was an increase in revenue because of some debtors have paid the rent arrears during the year 2022.
 Sale of State Lands – There has been an increase which is due to application of market value for the sale of encroachments on state land (illegal) Payments from debtors has improved although there are still some debtors who have not paid their debts.

Standard procedures are being followed to recover the depts., which includes legal actions.
Consolidated Expenditure Outturn Table 2 Consolidated expenditure outturn R'000s Programmes P1:Governance, Management & Administration P2:Land Management and Administration P3:Housing Management Total Economic Classification CURRENT EXPENDITURE Compensation of Employees Wages and Salaries in Cash Wages and Salaries in Kind Use of Goods and Services Office Expenses Transportation and Travel cost Maintenance and Repairs Materials and Supplies Other Uses of Goods and Services Minor Capital Outlays CAPITAL EXPENDITURE Non-financial Assets Building and Infrastructure Machinery and Equipment Other Fixed Assets Non-produced Assets 2021 Audited Outturn 2022 Budget Revised Budget Preliminary Outturn Variance Revised Budget to Outturn 19,356 28,314 6,707 54,376 45,266 26,524 26,524 497 18,741 5,811 768 2,754 24 6,387 2,500 9,110 9,110 - - - 9,110 21,264 57,290 16,464 95,018 62,991 34,697 34,697 750 28,294 4,593 1,727 2,128 171 17,651 1,274 32,027 32,027 - - - 32,027 20,764 56,990 15,764 93,518 61,491 33,197 33,197 750 28,294 4,593 1,727 2,128 171 16,951 1,974 32,027 32,027 - - - 32,027 20,585 46,676 8,112 75,373 0.9% 18.1% 48.5% 19.4% 49,443 28,568 28,568 571 20,875 5,363 913 2,364 70 8,553 3,041 25,930 25,930 - - - 25,930 19.6% 13.9% 13.9% 23.8% 26.2% -16.8% 47.2% -11.1% 58.8% 49.5% -54.0% 19.0% 19.0% 0.0% 0.0% 0.0% 19.0% Total 54,376 95,018 93,518 75,373 19.4% 321 Justification: Overall the preliminary outturns were below the revised budget resulting in savings.
The savings were vired into other programs to finance emerging unforeseen priority activities in support of the strategic objectives; of digitization and equipping sections to be more efficient.

No adverse effects were observed.

There was a change in the programmes whereby the Infrastructure Support was a programme on its own and the Housing Management moved to programme 3.

4.
4.

Programme Programme 1: Governance, Management and Administration The purpose of the programme is to enhance and improve efficiency and effectiveness of the governance and management of the Department.
The programme comprises the following sub-programmes:  Sub-programme 1 Minister`s Secretariat: Ensures the Department is facilitating national socio- economic development through sustainable and efficient use of our land resources for habitat, economic, social and infrastructural needs, through an effective policy framework, regulations and provisions of ancillary technical service to the public;  Sub-programme 2 PS Secretariat, HR, Administration, Finance and Procurement: Enhances the performance of the Department as a whole by putting in place administrative procedures and operating protocols to facilitate effective service delivery; streamlines existing processes and procedures to facilitate the technical operations of the Department, and an effective policy framework and tools to guide decision making and to oversee the effective delivery and implementation of all sub-programmes of the Department; and  Sub-programme 3 Inner Island Office: Ensures the efficient implementation of all sub- programmes of the Department through its decentralization and delegated mandate to meet the demands and expectations of the inner island population and their stakeholders.
Programme Expenditure Performance Table 3 Consolidated programme expenditure performance SR'000s Programmes SP1:Minister's Secretariat SP2:PS Secretariat, HR, Admin, Finance and Procurement SP3:Inner Island Office Total Economic Classification CURRENT EXPENDITURE Compensation of Employees Wages and Salaries in Cash Wages and Salaries in Kind 2021 Audited Outturn 2022 Budget Revised Budget Preliminary Outturn Variance Revised Budget to Outturn -11.8% 21.1% 0.9% 0.9% 16.2% 16.2% 33.5% 322 SR'000s 2021 Audited Outturn 2022 Budget Revised Budget Preliminary Outturn Variance Revised Budget to Outturn Use of Goods and Services Office Expenses Transportation and Travel cost Maintenance and Repairs Materials and Supplies Other Uses of Goods and Services Minor Capital Outlays CAPITAL EXPENDITURE Non-financial Assets Building and Infrastructure Machinery and Equipment Other Fixed Assets Non-produced Assets 11,535 5,555 542 2,607 - 1,379 955 - - - - - - 10,079 3,922 957 1,960 78 2,075 517 - - - - - - 10,079 3,922 957 1,960 78 2,075 517 - - - - - - 11,628 5,173 390 2,216 23 1,652 1,796 - - - - - - Total 19,356 21,264 20,764 20,585 -15.4% -31.9% 59.2% -13.0% 71.0% 20.4% -247.7% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.9% Programme 2: Land Management and Administration The purpose of the programme is to facilitate social, economic
 and environmental development through sustainable and efficient use of land resources.
The programme comprises the following sub-programmes:  Sub-programme 1 Land Policy and Legislation: Prepare and ensures compliance to agreements for the efficient and transparent use of land through developing and implementing land policies, guidelines and associated legislation;  Sub-Programme 2 State Land Management: Makes available surveyed plots of state land to Seychelles citizens for socio-economic development, based on the policies for land allocation through Government.
Ensures compliance to agreements for the efficient and transparent use of land through developing and implementing land policies, guidelines and associated legislation;  Sub-Programme 2 State Land Management: Makes available surveyed residential plots of state land to Seychelles citizens for the construction of their dwellings, based on the policies for land allocation through Government and private funding;  Sub-Programme 3 Spatial Data Infrastructure and Surveying: Facilitates the surveying needs of the spatial data community through good and reliable survey infrastructure, and carries out surveys for and on behalf of the Government; and  Sub-Programme 4 Geographic Information Services (GIS): Provides effective and efficient geospatial services to complement Government and private sectors as well as the population at large.
Performance against Programme Strategic Objectives and Measures The table below sets out the performance of the programme against the performance measures and targets set for 2021.
323 Table 4 Performance measures for programme Programme: P2:Land Management and Administration Outcome: Efficient use of land Contributing indicators 1 % of Total Valuation finalised over total received (Acquisition, Sales, Lease and Housing Valuation) 2 % of Offer letter issued over total cases received 3.Number of land bank plots allocated (up to letter of payment issued) 4.Number of other state land plots allocated (Up to letter of payment issued) 1.% of Applications Processed until valuation compared total applications received 1.
Average processing time for approval of surveys lodged (Excluding external processing delays with SR No) 2.

% of control points fixed out of 250, cumulative per year 3.
% of completed surveys registered per year (Relocation of Beacons, new surveys, Topographical surveys, sub-division, relocation of beacons, detailed surveys with Job No) 2021 Outturn Target 2022 Revised Target Outturn SP1:Land Policy and Administration Explanation of Difference between Targets and Outturn 77% 70% 70% 88% Limited hindrances, additional staff assisting with valuation 92% 60% 60% 74% More staff dealing with offer and priotirization of offer cases.
44 25 75 55 75 55 60 Delays in allocation of land bank projects 20 Delays in allocation of state land plots SP2:State Land Management 20% 50% 40% 17% Delays in assessments and obtaining views, delays in survey works that resulted in fewer cases reaching the valuation stage.
SP3:Spatial Data Infrastructure and Surveying 5 weeks 4 weeks 5 weeks 5 weeks Lack qualified and experienced Land Surveyors to assist with the approval of surveys 27.20% 50% 40% 32% 79.20% 85% 80% 60% i) Only 12 points fixed; 7 Fregate, 2 on La Digue and 3 at Providence ii) Less marks fixed due to other prioritoies cases and covid 19 pandemic i)Nature of current priority cases, longer to complete ii) Wet/ rainy weather iii) Cases are partially approved iv) Cases waiting further instruction or further advice v) Slower process under new normal due to Covid 19 Pandemic affecting access to information and services vi) More cases registered in 2022 compared to 2021 vii) Cases still in process or awaiting further action by Private Land Surveyors viii) Government cases still in process, or awaiting mutation, or sorting out charges, or approval of another survey SP4:Geographic Information Services (GIS) 1.
Number of visits on the Web GIS per quarter 76.84% ≥35 ≥35 86% (Total) 51% above target The average WebGIS usage has been high for this year (in several instances its been more than 7000 hits per month.

This mean users have been using more of this services for various reasons which could include viewing of their land, national projects etc.

324 Programme: P2:Land Management and Administration Outcome: Efficient use of land Contributing indicators 2021 Outturn Target 2022 Revised Target 2.
Average time taken in hours to respond to requests per quarter 12 (or less) 10 10 3.

Number of layers updated/created per quarter for fundamental datasets 10 (or more) 15 15 Outturn 11.2 hours Total.

1.2 hours below target on average More than 15 layers have been updated.

Explanation of Difference between Targets and Outturn This could be because time taken to close an open thicken is too long or unrecorded on time even though the task has been done and the ticket has been closed.
Closer attention when closing tickets and we have to make sure we deliver on time.

It is to be noted that several layers have been updated/created are from project outside MLH but still relevant to us.

This includes districts layers, Maritime Boundary layers, Land Use layers etc.
Table 5 Consolidated programme expenditure performance SR'000s Programmes SP1:Land Policy and Administration SP2:State Land Management SP3:Spatial Data Infrastructure and Surveying SP4:Geographic Information Services (GIS) Total Economic Classification CURRENT EXPENDITURE Compensation of Employees Wages and Salaries in Cash Wages and Salaries in Kind Use of Goods and Services Office Expenses Transportation and Travel cost Maintenance and Repairs Materials and Supplies Other Uses of Goods and Services Minor Capital Outlays CAPITAL EXPENDITURE Non-financial Assets Building and Infrastructure Machinery and Equipment Other Fixed Assets Non-produced Assets 2021 Audited Outturn 2022 Budget Revised Budget Preliminary Outturn Variance Revised Budget to Outturn 3,271 12,531 10,053 2,459 28,314 19,203 15,514 15,514 - 3,689 256 224 147 24 1,599 1,438 9,110 9,110 - - - 9,110 3,461 36,428 13,984 3,417 57,290 25,263 19,435 19,435 180 5,828 668 709 168 93 3,304 708 32,027 32,027 - - - 32,027 3,148 36,440 14,234 3,167 56,990 24,963 18,435 18,435 180 6,528 668 709 168 93 3,304 1,408 32,027 32,027 - - - 32,027 2,852 29,497 11,148 3,180 46,676 20,747 15,936 15,936 192 4,811 188 504 148 48 2,495 1,235 25,930 25,930 - - - 25,930 9.4% 19.1% 21.7% -0.4% 18.1% 16.9% 13.6% 13.6% -6.7% 26.3% 71.8% 28.9% 11.5% 48.4% 24.5% 12.3% 19.0% 19.0% 0.0% 0.0% 0.0% 19.0% Total 28,314 57,290 56,990 46,676 18.1% 325 Justification: For the Lands Department, the Ministry experienced substantial delays in recruitment of various technical post as a
 result of lack of competencies and qualified personnel on the labor market.
The lack of manpower affected the Department and continues to be a cause for concern towards the efficiency and effectiveness of the Department in line with the strategic objectives.

Despite having clear Standard Operating Procedures, if Sections within the Department are not adequately staffed, the Ministry will experience delay and would not achieve one of its strategic objective as set out within the required time.
The benefit of the strategic approach to restructure the Praslin office was also evident through savings under the program also.

To meet other strategic objectives within the programme, the Ministry will continue its effort to resolve staffing issue and digitalized its operations and aim for better efficiency.

Unsuccessful complex negotiations for Land acquisitions, affected the anticipated capital spending under the specific vote of Non- Financial Assets.
As a result the Ministry could not add more land to its inventory as expected.

Programme 3: Housing Management The purpose of the programme is to facilitate affordable housing opportunities to ensure all families become home owners.

Performance against Programme Strategic Objectives and Measures The table below sets out the performance of the programme against the performance measures and targets set for 2021.
Table 6 Performance measures for programme Programme: Outcome: P3:Housing Management Increased access to housing products 2022 2021 Outcome indicator Outturn Target Revised Target Outturn % Of current housing applications to be assisted based on existing demand Contributing indicators 9% 5% 5% 13.05 2021 Outturn Target 2022 Revised Target Outturn P3:Housing Management Explanation of Difference between Targets and Outturn Good performance of the loan and allocation component.
Also saw a reduction in the number of application as the Department registered a significant number cancellation Explanation of Difference between Targets and Outturn 1.

Number of houses Allocated 190 26 Units(As per budget ceiling) 68 Units(As per budget ceiling) 164 Increase in number of units delivered under GOS funding, Allocation of condominiums (2bedrooms) and good stock management to reallocate houses upon transfers 2.
% of loan application processed 30% 40% 40% 65.16% increased in number of applicants pushing to get their projects going after the pandemic 326 Programme Expenditure Performance Table 7 Consolidated programme expenditure performance SR'000s Programmes P3:Housing Management Total Economic Classification CURRENT EXPENDITURE Compensation of Employees Wages and Salaries in Cash Wages and Salaries in Kind Use of Goods and Services Office Expenses Transportation and Travel cost Maintenance and Repairs Materials and Supplies Other Uses of Goods and Services Minor Capital Outlays CAPITAL EXPENDITURE Non-financial Assets Building and Infrastructure Machinery and Equipment Other Fixed Assets Non-produced Assets Total Justification: 2021 Audited Outturn Budget 2022 Revised Budget Preliminary Outturn Variance Revised Budget to Outturn 6,707 6,707 6,707 3,189 3,189 - 3,517 - 2 - - 3,409 107 - - - - - - 16,464 16,464 15,764 15,764 8,112 8,112 48.5% 48.5% 16,464 4,077 4,077 - 12,387 3 62 - - 12,272 50 - - - - - - 15,764 4,077 4,077 - 11,687 3 62 - - 11,572 50 - - - - - - 8,112 3,675 3,675 - 4,436 2 18 4,406 9 - - - - - - 48.5% 9.9% 9.9% 0.0% 62.0% 33.6% 70.2% 0.0% 0.0% 61.9% 81.4% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 6,707 16,464 15,764 8,112 48.5% The same strategy for the inner Island visit was employed, resulting in better client management and a reduction in travel and transportation cost.
Accumulated savings were used to address other priority need of the Department to improve office working conditions of employees and I.T equipment.

Housing client’s management for the inner island has greatly improved and the focus remains to digitize the operations within housing and improve on transparency, in line with the strategic objectives.

327 Seychelles Infrastructure Agency 1.


Summary of Preliminary Outturn SR'000s Budget Revised Budget Preliminar y Outturn Compensati on of Employees Use of Goods and Services Capital 2021 Variance Revised Budget to Outturn P1: Governance, Management & Administration P2:Infrastructure Support Total 6,362 8,375 11,751 473,816 480,178 201,624 209,999 168,468 180,219 1,372 30,829 32,201 5,355 2,481 7,837 5,024 -40.3% 135,157 140,181 16.4% 14.2% 2.
Strategic Overview of Entity Mandate The Seychelles Infrastructure Agency (SIA) provides technical services for civil engineering and construction projects.

The technical services comprise of: structural surveys, appraisals for projects, concept planning, detailed design, cost estimate, procurement of construction services through tendering, tender evaluation report, and supervision during construction.
SIA also provides property management and maintenance services to ministries and government departments administering buildings and properties.

In addition, it provides services to the Property Management Corporation (PMC) for projects where it does not have in-house technical capacity.

The services are provided to ministry departments which do not have an in-house Project Implementation Unit.
Services are provided to all ministries and departments, but excludes the transport sector which is covered by the Transport Department, and commercial state owned enterprises, aside from assistance given to the PMC.
Strategic Priorities in 2022 to 2024 Strategic Priorities Results Achieved (Yes/No) Programs or Sub-programs Impacted Explanation of Results for priorities not achieved As part of establishing a National Centralised Infrastructure Department, review and implement a migration plan of relevant available resources from other MDAs served under the mandate, and establish formalised procedures for the organisation to be able to discharge this function (including property management functions) with co- ordination and consistency; Improve on quality control and performance of contractors with the aim of improving on service delivery to beneficiary organisations; Re-adjust project priorities and plans in accordance with revised national development plans for a more comprehensive approach to project design and planning, and establish a revised major project master implementation plan for the Agency to work with; Provide steady stream of housing and residential land opportunities to respond to demand; and Yes P1&P2 Although this priority was generally met, there has been some delays in taking on the role of the property management functions while the Agency has strived to establish a database of physical infrastructure that currently belongs to Government.
Yes P1&P2 While we have already seen a marked improvement with a larger proportion of projects being executed within the stipulated timeframe, there is a lot of improvement to be made in this area.

No P1&P2 With much of the budget preparation already done by the time the Agency was fully functional, there was limited scope in influencing the prioritization process.

Yes P1&P2 Completed the construction of 283 housing units with a further 106 under construction at the end of 2022.
Undertook infrastructure works for 100 residential plots under the land bank scheme.

328 Strategic Priorities Results Achieved (Yes/No) Programs or Sub-programs Impacted Explanation of Results for priorities not achieved Fill gaps for specialist fields to enable planning and implementation of major national projects in a fully integrated manner with more control, whilst keeping focus on staff.

Yes P1&P2 Partially achieved with the recruitment of a contract specialist.
Other positions such as principal engineer and master planner prioritized for 2023.

Source: Report Strategic Priorities from PPBB Statement 2022 – 2024 published in 2022 Budget Book1 3.
Budget Overview Receipts Outturn Table 1 Receipts outturn SR'000s Receipts transferred to Consolidated Fund Sale of Tender Documents Total Justification: 2021 Audited Outturn Budget - - - - - - 2022 Revised Budget Preliminary Outturn Variance Revised Budget to Outturn - - - 158 158 158 -100.0% -100.0% -100.0% The budget line for sale of tender documents was created after the budget had been forecasted for 2022 as before it was under the miscellaneous vote that falls under the MLH budget, so in the table above it shows only the preliminary outturns for 2022.
Consolidated Expenditure Outturn Table 2 Consolidated expenditure outturn R'000s Programmes P1: Governance, Management & Administration P2:Infrastructure Support Total 2021 Audited Outturn 2022 Budget Revised Budget Preliminary Outturn Variance Revised Budget to Outturn 5,073 178,229 183,302 6,362 473,816 480,178 8,375 201,624 209,999 11,751 168,468 180,219 -40.3% 16.4% 14.2% Economic Classification CURRENT EXPENDITURE Compensation of Employees Wages and Salaries in Cash Wages and Salaries in Kind Use of Goods and Services Office Expenses Transportation and Travel cost Maintenance and Repairs Materials and Supplies Other Uses of Goods and Services Minor Capital Outlays 22,245 18,530 18,530 1,115 3,715 705 398 351 19 722 404 48,566 40,697 40,697 2,720 7,868 1,676 679 781 - 1,605 408 47,266 37,385 37,385 2,720 9,881 1,676 679 781 - 1,605 2,421 40,037 32,201 32,201 2,027 7,837 1,492 630 289 13 532 2,854 15.3% 13.9% 13.9% 25.5% 20.7% 11.0% 7.2% 63.0% 0.0% 66.9% -17.9% 329 R'000s CAPITAL EXPENDITURE Non-financial Assets Building and Infrastructure Machinery and Equipment Other Fixed Assets Non-produced Assets Total Justification: 2021 Audited Outturn 2022 Budget Revised Budget Preliminary Outturn 161,057 161,057 94,119 32,387 3,677 30,874 431,613 431,613 431,613 - - - 162,733 162,733 162,733 - - - 140,181 140,181 111,114 - - 29,067 Variance Revised Budget to Outturn 13.9% 13.9% 31.7% 0.0% 0.0% -100% 183,302 480,178 209,999 180,219 14.2% The main reason for variance under wages and salaries in cash was due to staff
 turnover in 2022 whereby some posts remained vacant for months while replacements were identified and this had an impact on the service delivery.
In addition, a combination of moving the majority of the expatiate staff to cheaper housing options as well as the drive to recruit more local staff and fewer expatriate staff than originally projected in order to use the allocated resources efficiently.

Savings were under the local consultancy vote whereby there were delays in procuring the new digital platform for SIA’s operations.
Most of these funds were instead vired to the Minor Capital Outlays vote to allow for procurement of mostly IT equipment in preparation for the relocation of SIA in 2023.

Under Capital Expenditure, 11.7 million earmarked for Ile Du Port Infrastructure remained unspent as the project was not ready for tender.

The remaining amount were spread across Housing and Land bank projects which were a little behind schedule in terms of implementation or had been implemented with savings.
The overall performance in this regard was quite encouraging and highlighted the work done on the contractual side to ensure that contractors were delivering within the project timeline.

4.

Programme Performance Programme 1: Governance, Management and Administration The purpose of the programme is to enhance and improve efficiency and effectiveness of the governance and management of the Agency.
Through the administration, human resource and procurement sections, the programme enhances the performance of the Agency by putting in place and ensuring adherence to procedures.

Co-ordinates and organises resources to deliver services to various beneficiary organisations requesting services from the Agency.
Programme Expenditure Performance Table 3 Consolidated programme expenditure performance SR'000s 2021 Audited Outturn 2022 Budget Revised Budget Preliminary Outturn Variance Revised Budget to Outturn Programmes P1: Governance, Management & Administration Total 5,073 5,073 6,362 6,362 8,375 8,375 11,751 11,751 -40.3% -40.3% 330 SR'000s Economic Classification CURRENT EXPENDITURE Compensation of Employees Wages and Salaries in Cash Wages and Salaries in Kind Use of Goods and Services Office Expenses Transportation and Travel cost Maintenance and Repairs Materials and Supplies Other Uses of Goods and Services Minor Capital Outlays CAPITAL EXPENDITURE Non-financial Assets Building and Infrastructure Machinery and Equipment Other Fixed Assets Non-produced Assets Total Justification: 2021 Audited Outturn Budget 2022 Revised Budget Preliminary Outturn Variance Revised Budget to Outturn 5,073 1,648 1,648 956 3,425 677 311 351 19 712 398 - - - - - - 6,362 1,756 1,756 620 4,606 1,537 438 781 0 829 402 - - - - - - 8,375 1,756 1,756 620 6,619 1,537 438 781 0 829 2,415 - - - - - - 6,727 1,372 1,372 206 5,355 1,390 227 289 13 376 2,854 5,024 5,024 5,024 - - - 19.7% 21.9% 21.9% 66.8% 19.1% 9.5% 48.1% 63.0% 0.0% 54.6% -18.2% -100% -100.0% -100.0% 0.0% 0.0% 0.0% 5,073 6,362 8,375 11,751 -40.3% The outturns were below the budget under the wages and salaries due to the delay in the Agency recruiting a Senior Admin Officer and the replacement for a private secretary who had resigned.
The delay in recruiting these staff had a serious impact on the existing resources who needed to assume additional responsibilities to keep the Agency functioning.

The savings incurred related to the reduction in rent of houses for expatriate staff who have been moved into PMC houses where the rent was cheaper.

In addition, expatriate staffs were replaced by locals once contract term ended.
The standardization of the type of housing for all expatriates has helped in ensuring that staff see more consistency and equality in decision making, while the recruitment of more local staff is in line with our internal policy of localization.

These savings allowed us to invest in other areas in Minor Capital Outlays in preparation for the physical move of SIA to new premises in 2023.
Due to the migration of additional staff to the agency in 2022, there was an increase in the spending under “consumables, printing and stationery and telephone local & rental”.

Fewer projects than anticipated were implemented on Praslin and La Digue which meant that there were savings under line items for domestic airfares and domestic subsistence allowances and instead these funds were used to assist operations on Mahe by hiring additional vehicles to increase the pool of resources.
Much of the accumulated savings were instead used to fund investment into IT and Printing Equipment as well as new vehicles which would provided more cost effective long term solutions in ensuring better project delivery as well as in preparation for the migration 331 of the agency staff to the new premises.

Many of the existing equipment have needed to be replaced due to a lack of investment into these items over the past few years.
Programme 2: Infrastructure Support The purpose of the programme is to provide in-house consultancy, technical support and advisory services for civil engineering projects for ministries, departments and agencies (MDAs) covered under the mandate, as well technical services required for maintenance of government buildings and properties.
Performance against Programme Strategic Objectives and Measures The table below sets out the performance of the programme against the performance measures and targets set for 2021.
Table 4 Performance measures for programme Programme: Outcome: P2:Infrastructure Support Effective and efficient service delivery Outcome indicator 2021 Outturn Target 2022 Revised Target Outturn % of projects delivered within (a) the specified time frame and (b) on budget 60% on time, 65% on budget 50% on time, 50% on budget 48% on time; 72% on budget 1.
Average processing time in weeks per submission for large projects P2:Infrastructure Support 15 weeks:32 projects targeted 15 weeks:32 projects targeted 11 weeks; 156 projects 2.
Average processing time in weeks per submission for small projects 9 weeks: 128 projects targeted 26 units (within ceiling) 9 weeks: 128 projects targeted 26 units (within ceiling) 11 weeks; 156 projects Explanation of Difference between Targets and Outturn In 2022, SIA inherited many projects previously being undertaken by various departments which already had significant delays.
As for the project budget, a review was done on all projects to with the emphasis on bringing them back within the contract sum.

Submission time for small projects increased due to additional procedures such as the requirement for permission from Lands Department to undertake Local Govt.

Projects and the requirement for Planning Approval for small projects that were previously exempt.


3.

Number of residential units per year 4.

Number of residential plots served with Infrastructure 5.
Number of major projects to be implemented for other MDAs 66 units with 66 units with NSP NSP 283 units 283 units completed, most of which were commenced pre- 2022.

88 plots 10 projects to complete implementation 88 plots 10 projects to complete implementation 100 plots 100 plots serviced with infrastructure from 5 projects that started between 2020-2021.
8 projects to complete designs 9 projects to complete designs 30 projects design completed Under SIA's mandate, it was necessary to allocate resources to undertake deigns for many 332 Programme: Outcome: P2:Infrastructure Support Effective and efficient service delivery Outcome indicator 2021 Outturn Target 2022 Revised Target Outturn Explanation of Difference between Targets and Outturn 'external MDAs' in line with their budget for 2022-23.
Programme Expenditure Performance Table 5 Consolidated programme expenditure performance SR'000s Programmes P2:Infrastructure Support Total Economic Classification CURRENT EXPENDITURE Compensation of Employees Wages and Salaries in Cash Wages and Salaries in Kind Use of Goods and Services Office Expenses Transportation and Travel cost Maintenance and Repairs Materials and Supplies Other Uses of Goods and Services Minor Capital Outlays CAPITAL EXPENDITURE Non-financial Assets Building and Infrastructure Machinery and Equipment Other Fixed Assets Non-produced Assets Total Justification: 2021 Audited Outturn Budget 2022 Revised Budget Preliminary Outturn Variance Revised Budget to Outturn 178,229 178,229 473,816 473,816 201,624 201,624 168,468 168,468 16.4% 16.4% 17,172 16,882 16,882 159 290 28 87 - - 9 6 161,057 161,057 94,119 32,387 3,677 30,874 42,203 38,941 38,941 2,100 3,262 139 241 - - 776 6 431,613 431,613 431,613 - - - 38,891 35,629 35,629 2,100 3,262 139 241 - - 776 6 162,733 162,733 162,733 - - - 33,310 30,829 30,829 1,821 2,481 101 403 156 - 135,157 135,157 106,090 - - 29,067 14.3% 13.5% 13.5% 13.3% 23.9% 27.1% -67.5% 0.0% 0.0% 79.9% 100.0% 16.9% 16.9% 34.8% 0.0% 0.0% -100.0% 178,229 473,816 201,624 168,468 16.4% Savings due to delayed recruitment as replacement for staff turnover did have an impact on project delivery, though in many instances, we have had the opportunity to recruit more reliable staff with better output which will have a positive impact in the long-run.
Although the targets set for project delivery were exceeded comfortably, these targets were set at a time when the agency had not yet been formed and were in line with the ex-Infrastructure Department’s mandate and resources.

In reality, the actual project delivery was lower than those that were anticipated after the forming of Seychelles Infrastructure Agency (SIA), with the delayed recruitment playing a significant role in this regard.
However, the localization of professional posts also feeds in to a longer term strategy which has resulted in a reduction in the expenditure under wages and salaries in kind which cover housing for expatriate employees.

333 The Agency was unable to procure and implement a digital platform for its services and work processes which has had an impact of the efficiency of our operations, especially as we operate across multiple offices.
An overrun under Transportation and Travel costs enabled us to conduct a few overseas missions to explore technical collaborations with international counterparts and to explore alternative construction technologies as well as improve our technical knowledge base.

Additionally, the with the non-renewal of many expatriate contracts, provision needed to be made for their return home.
Delays in project implementation for varying reasons such as delayed designs, contractor performance and complications on site.

However, the performance in this area was a marked improvement compared to past years showing, especially when it comes to improving contractor performance through better monitoring and contract management.
Some identified savings due to delays on projects were also used to service land bank projects with utilities helping in achieving and exceeding the target for land bank plots set for 2022.

334 Planning Authority 1.


Summary of Preliminary Outturn 2022 SR'000s Budget Revised Budget Preliminary Outturn Compensation of Employees P1:Governance, Management & Administration P2:Land Use Policy and Planning P3:Development Control Total 7,199 2,245 7,056 16,500 7,199 2,245 7,056 16,500 7,510 1,987 6,386 15,883 2,402 1,943 6,247 10,592 Use of Goods and Services 5,108 45 139 5,292 Capital - - - - Variance Revised Budget to Outturn -4.3% 11.5% 9.5% 3.7% 2.
Strategic Overview of Entity Mandate The Seychelles Planning Authority is mandated under the Physical Planning Act 2021, to regulate construction development and uses of land that create the built environment of Seychelles.

The Planning Authority Board has a governing mandate to establish and review construction and land use planning policies and guidelines for approval as well as to decide on planning applications based on recommendations made by its technical Committees.
The Development Planning and Policy Section is mandated to work on strategic policies and guidelines relating to construction and uses of land, ensuring that these are implemented through assessment of preplanning requests and new planning applications.
The Quality Assurance and Building Control Section, under the jurisdiction of the Building Regulations, assesses planning applications, undertakes monitoring of developments that are under construction to ensure compliance with approval, enforces on illegal construction, and investigates planning related queries.
The Planning Application Services Bureau receives different types of planning submissions and administers their processing until a final decision is communicated, by liaising systematically with internal and external referral agencies and the clients.
Strategic Priorities in 2022 to 2024 Results Strategic Priorities Achieved (Yes/No) Programs or Sub-programs Impacted Explanation of Results for priorities not achieved Finalize stakeholder consultations and conduct a road map for the full operationalization of Seychelles Strategic Land Use Development Plan; Continue with stakeholders’ consultations on the implementation of the Victoria Spatial Development Plan, especially Victoria Waterfront and Traffic Management Plan for inner and greater Victoria; Produce development plans for specific urban or sites of special interest; Produce development plans/guidelines for all high residential growth/urban areas and re development of residential sites for Greater Victoria; Ongoing P2 Work on the land use and development plans are still on- going.
This will be part and parcel of materializing the Land use planning work.

Yes P2 Ongoing P2 Ongoing P2 The Victoria Waterfront Development plan was finalized in 2022 and same received Cabinet approval.

Implementation of the traffic Management Plan for Victoria is ongoing, jointly with other key partners, such as the Department of Land Transport.

There is no time-frame for this work.


It will be continuous, as and when areas are identified where a development Plan is required in specific relation to the Planning Authority's land use mandate.

There is no time-frame for this work.

It will be continuous, as and when areas are identified where a development Plan is required in specific relation to the Planning Authority's land use mandate.
335 Strategic Priorities See through the finalization of the Bill to set up a professional and construction council and assist in the setting up of the council; Deliver a high standard of service which meets the clients’ expectations so that we can contribute to improve the country’s ranking in Ease of Doing Business to below 60 index in the construction sector; Finalize the digitalization records of past planning applications; Produce new housing estate extension guidelines where possible, and put emphasis on orderly housing extensions in areas where common guidelines are not feasible as a means to reduce pressure on the Ministry of Land and Housing in relation to demand for housing; Increase manpower in the Certification Unit to improve efficiency by reducing time frame taken to release final decisions; Re-structure the work of the various committees and bring in new key members to facilitate swift decision making and to increase efficiency; Educate the public on the mandate of the Authority by bringing the work of the Authority closer to the public through public sensitization activities and a digitalized media campaign, and updating of the website, YouTube, Instagram and Facebook pages, where information will be disseminated; Enhance quality control in construction through capacity building of Development Control Officers, Engineers, Urban Planner, Planning Officers and Architects; Work with schools and the Agency for National Human Resource Development to ensure that students are being trained in key required professional fields, such as urban planning, land use planning, engineering and architecture; and Work with the Ministry of Finance for necessary funding for new posts to build up capacity in the various key areas that are currently a challenge for efficient service delivery.
Results Achieved (Yes/No) Programs or Sub-programs Impacted Yes P1 Ongoing P1 Explanation of Results for priorities not achieved The Act was assented to by the President in November 2022.

Improvement in time frame taken in release of plans.

Other areas are being targeted for improvement.

Ongoing P1 Currently down to the year 2011.

The authority encountered delay in 2022, in view that they could not recruit an architect.
However, they have worked jointly with Seychelles Infrastructure Agency to produce design guidelines for Perseverance Housing Estate.

The budget line did not allow for new recruitment.

But the Authority worked as a team and managed to improve the time frame.

Plans are now released within a week of decisions taken.

New members from the SFRSA & Ministry of Employment(Occupational Health) joined the Committees Ongoing P2 No P3 Yes P1 The authority now has presence on Instagram & Facebook.
And also made use of the traditional advertisement medium through the newspapers.

They conducted Public sensitization activities.

Their website is updated regularly with recent information.

Ongoing P1 Ongoing P2 Land Use officers received training in 2022.

The target for 2023 is on the Development Control unit.

Ongoing P1 The Authority conducted several talks in secondary and post- secondary schools.
They organized an open day activity, where students were welcomed and had a firsthand insight in our work.

They have initiated collaboration with ANHRD to provide information about vital positions that should be priorities for the country's training plan.

Ongoing P1 The autority secured a post for Principal Development Control Officer.
Source: Report Strategic Priorities from PPBB Statement 2022 – 2024 published in 2022 Budget Book 336 Justification: On an overall perspective, the Plannig Authority managed to deliver on its mandate in the year 2022.

However, the Authority faced certain constraints that impeded our abilities to deliver more efficiently.

These include:  -Constant issues with internet interruptions that bring delays to the effective functioning of the e- planning system.
-Delay encountered with the referral partners (in view of their own resource constraints) in providing feedback on consulted cases.

-Lack of necessary human resources in all units of the Authority, which lead to delay in finalizing certain cases.

-The inability to review the existing salary packages of staff.

-Lack of public and district participation, more time is spend in the consultation exercises that lead to delay in finalizing some Land Use Plans.
-Due to old vehicle fleet, considerable amount of the budget are spend on maintenance of vehicles to ensure continued, vital site presence.

The Authority have managed to secure funds for the year 2023 to replace one vehicle.

It is there plan to continue with this replacement plan going forth.

     3.
Budget Overview Receipts Outturn Table 1 Receipts outturn SR'000s Receipts transferred to Consolidated Fund Planning Fees Sale of Booklets Total Justification: 2021 Audited Outturn Budget 5,000 5,000 5,000 17 - 17 17 2022 Revised Budget Preliminary Outturn 5,034 5,000 34 5,034 6,167 6,123 44 6,167 Variance Revised Budget to Outturn 22.5% 1.9% 22.0% 22.5% The Authority was able to exceed revised target for planning fees by 1.9% and this shows an increase in the type and number of applications received for the year at the total of 2318.
There is a continuous increase in commercial and residential applications received which shows by the increase in revenue collection.
The following are the types of applications processed during the year:  Small Projects  Flats  Sub divide  Tourism  Housing 337 Consolidated Expenditure Outturn Table 2 Consolidated expenditure outturn R'000s 2021 Audited Outturn 2022 Budget Revised Budget Preliminary Outturn Programmes P1:Governance, Management & Administration P2:Land Use Policy and Planning P3:Development Control Total Economic Classification CURRENT EXPENDITURE Compensation of Employees Wages and Salaries in Cash Wages and Salaries in Kind Use of Goods and Services Office Expenses Transportation and Travel cost Maintenance and Repairs Materials and Supplies Other Uses of Goods and Services Minor Capital Outlays CAPITAL EXPENDITURE Non-financial Assets Building and Infrastructure Machinery and Equipment Other Fixed Assets Non-produced Assets 7,192 2,169 6,815 16,176 16,176 11,735 11,735 - 4,441 1,410 461 379 - 1,971 220 - - - - - - 7,199 2,245 7,056 16,500 16,500 11,909 11,909 - 4,591 1,477 421 280 - 2,363 50 - - - - - - 7,199 2,245 7,056 16,500 16,500 11,909 11,909 - 4,591 1,477 421 280 - 2,363 50 - - - - - - 7,510 1,987 6,386 15,883 15,883 10,592 10,592 - 5,292 1,513 433 353 18 2,184 789 - - - - - - Variance Revised Budget to Outturn -4.3% 11.5% 9.5% 3.7% 3.7% 11.1% 11.1% 0.0% -15.3% -2.5% -2.8% -26.2% 0.0% 7.6% -1485.5% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% Total 16,176 16,500 16,500 15,883 3.7% 4.
Programme Performance Programme 1: Governance, Management and Administration The purpose of the programme is to provide quality service and promote good governance through an effective managerial structure, efficient administration and management of resources, giving the necessary material support to enable both staff and the organisation to perform and achieve its goals.
The programme comprises the following sub-programmes:  Sub-programme 1 CEO’s Secretariat: Provides good governance through efficient management and leadership skills, ensuring that allocated resources are used effectively;  Sub-programme 2 Human Resource, Administration and Finance: Improves human resource capacity through provision of training and incentives, creating a framework for staff retention to enhance productivity and performance; and.
Sub-programme 3 Board, Secretariat and Committees: Delivers service to the public by deciding on development proposals.

The Secretariat provides technical support for efficient decision making pertaining to planning submissions to uphold existing land use and construction related policies and guidelines.

The 338 Committees assess the feasibility of development proposals and make recommendations on planning applications to the Planning Authority Board.
Programme Expenditure Performance Table 3 Consolidated programme expenditure performance SR'000s Programmes SP1:CEO's Secretariat SP2:HR, Admin and Finance SP3:Board Secretariat and Committees Total Economic Classification CURRENT EXPENDITURE Compensation of Employees Wages and Salaries in Cash Wages and Salaries in Kind Use of Goods and Services Office Expenses Transportation and Travel cost Maintenance and Repairs Materials and Supplies Other Uses of Goods and Services Minor Capital Outlays CAPITAL EXPENDITURE Non-financial Assets Building and Infrastructure Machinery and Equipment Other Fixed Assets Non-produced Assets 2021 Audited Outturn Budget 2022 Revised Budget Preliminary Outturn Variance Revised Budget to Outturn 2,224 3,421 1,547 7,192 7,192 2,883 2,883 - 4,309 1,396 342 379 - 1,971 220 - - - - - - 2,168 3,093 1,939 7,199 7,199 2,777 2,777 - 4,422 1,452 278 280 - 2,363 50 - - - - - - 2,168 3,093 1,939 7,199 7,199 2,777 2,777 - 4,422 1,452 278 280 - 2,363 50 - - - - - - 1,821 3,877 1,811 7,510 7,510 2,402 2,402 - 5,108 1,469 312 353 - 2,184 789 - - - - - - 16.0% -25.4% 6.6% -4.3% -4.3% 13.5% 13.5% 0.0% -15.5% -1.2% -12.5% -26.2% 0.0% 7.6% -1485.5% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% Total 7,192 7,199 7,199 7,510 -4.3% Programme 2: Land Use Policy and Planning The purpose of the programme is to prepare and review land use plans, associated policies and construction guidelines including field studies, public consultations, as well as assessment of planning applications and pre-planning requests.
Performance against Programme Strategic Objectives and Measures The table below sets out the performance of the programme against the performance measures and targets set for 2022.

339 Table 4 Performance measures for programme Programme: Outcome: Outcome indicator % of planning and pre- planning and other assessments done within the prescribed time frame.
Contributing indicators 1.% of land use plans which has completed review and consultation stages for the existing electoral districts 2.% of current guidelines and policies finalized for approval out of the existing 39 drafts P2:Land Use Policy and Planning Improved land use efficiency 2021 Outturn Target 2022 Revised Target Outturn Explanation of Difference between Targets and Outturn 95% 100% 95% 90% 2021 Outturn Target 2022 Revised Target Outturn P2:Land Use Policy and Planning 59% 80% 100% 65% 86% 90% 55% 60% The authority encountered human resources constraint in the first half of the year.
Hence was unable to achieve overall target.

However, the situation improved with recruitment in the second half of the year.

Explanation of Difference between Targets and Outturn The authority was able to proceed with public consultation exercises in the last quarter.

Hence, fell short of our target Only few reviews made by PA's internal technical Committee.

To date, PA has been unable to recruit a policy analyst, given the offered salary package.

Hence could only slightly meet target.
Programme Expenditure Performance Table 5 Consolidated programme expenditure performance SR'000s Programmes P2:Land Use Policy and Planning Total Economic Classification CURRENT EXPENDITURE Compensation of Employees Wages and Salaries in Cash Wages and Salaries in Kind Use of Goods and Services Office Expenses Transportation and Travel cost Maintenance and Repairs Materials and Supplies Other Uses of Goods and Services Minor Capital Outlays 2021 Audited Outturn Budget 2022 Revised Budget Preliminary Outturn Variance Revised Budget to Outturn 2,169 2,169 2,169 2,128 2,128 - 42 - 42 - - - - 2,245 2,245 2,245 2,199 2,199 - 46 - 46 - - - - 2,245 2,245 2,245 2,199 2,199 - 46 - 46 - - - - 1,987 1,987 11.5% 11.5% 1,987 1,943 1,943 - 45 - 45 - - - - 11.5% 11.7% 11.7% 0.0% 2.5% 0.0% 2.5% 0.0% 0.0% 0.0% 0.0% 340 SR'000s CAPITAL EXPENDITURE Non-financial Assets Building and Infrastructure Machinery and Equipment Other Fixed Assets Non-produced Assets Total Justification: 2021 Audited Outturn Budget 2022 Revised Budget Preliminary Outturn Variance Revised Budget to Outturn - - - - - - - - - - - - - - - - - - - - - - - - 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 2,169 2,245 2,245 1,987 11.5% The recruitment of the post of Senior Architect did not materialized and this lead to delays in finalizing development plans and other design guidelines, planned for the year.
Despite the lack of staff, the unit manage to conduct planned visit scheduled on Praslin/La-Digue for appraisals of development projects submitted.

Programme 3: Development Control The purpose of the programme is to ensure that construction developments are implemented in line with approval granted by the Planning Authority Board, through efficient monitoring and enforcement action.
The programme comprises the following sub-programmes:  Sub-programme 1 Monitoring and Enforcement: Ensures that once applications are approved, the implementation of these developments are properly monitored and if there are deviations and non- compliance, ensures that appropriate enforcement actions are taken; and  Sub-programme 2 Planning Submission Processing: Caters for the services and operations of the Planning Authority Services Bureau where the processes of planning applications and other types of submissions are administered until a final decision is conveyed to developers.
Performance against Programme Strategic Objectives and Measures The table below sets out the performance of the programme against the performance measures and targets set for 2022.
Table 6 Performance measures for programme Programme: P3:Development Control Outcome: Outcome indicator 1.% of total number of applications visited compared to the total number of applications under monitoring Reduced illegal development and improved efficiency in the process of planning submissions 2021 Outturn Target 2022 Revised Target Outturn Explanation of Difference between Targets and Outturn 85% 90% 95% 85% The authority experienced human resources constraints to effectively monitor, the number of active applications and dealing with illegal development at any one time.
Hence, they fell short of our target.
341 Contributing indicators 1.% of total number of visits compare to the total number of control notice 2.% of non-compliance cases dealt with successfully Outcome indicator 1.% of new application released against total number of new applications received Contributing indicators % of final decisions conveyed to applicants within 4 weeks 2021 Outturn Target 2022 Revised Target Outturn SP1:Assessment, Monitoring and Enforcement Explanation of Difference between Targets and Outturn 90% 80% 90% 87% 85% 85% 90% 90% The authority had human resources constraints at the beginning of the year, but they managed to pick up as we moved into the year.
Hence, they slightly fell short of our target.

Most cases resulted in full compliance.

The remaining percentages is for ongoing cases with enforcement issued in late December 2022.

Therefore, they managed to meet their target.


SP2:Planning Submission Processing 2021 Outturn Target 2022 Revised Target Outturn Explanation of Difference between Targets and Outturn 85% 95% 90% 92% 2021 Outturn Target 2022 Revised Target Outturn 77% 80% 90% 92% Despite feedback on re-submission being out of the authorities hands, and delays caused by certain referral agencies in providing timely feedback, at times, they were able to meet there target.
Explanation of Difference between Targets and Outturn Despite feedback on re-submission being out of the authorities hands, and delays caused by certain referral agencies in providing timely feedback, at times, they were able to meet our target.
Programme Expenditure Performance Table 7 Consolidated programme expenditure performance SR'000s 2021 Audited Outturn 2022 Budget Revised Budget Preliminary Outturn Programmes SP1:Assessment, Monitoring and Enforcement SP2:Planning Submission Processing Total Economic Classification CURRENT EXPENDITURE Compensation of Employees Wages and Salaries in Cash Wages and Salaries in Kind 4,689 2,127 6,815 6,815 6,724 6,724 - 4,964 2,093 7,056 7,056 6,933 6,933 - 4,964 2,093 7,056 7,056 6,933 6,933 - 4,296 2,090 6,386 6,386 6,247 6,247 - Variance Revised Budget to Outturn 13.5% 0.1% 9.5% 9.5% 9.9% 9.9% 0.0% 342 SR'000s Use of Goods and Services Office Expenses Transportation and Travel cost Maintenance and Repairs Materials and Supplies Other Uses of Goods and Services Minor Capital Outlays CAPITAL EXPENDITURE Non-financial Assets Building and Infrastructure Machinery and Equipment Other Fixed Assets Non-produced Assets 2021 Audited Outturn 2022 Budget Revised Budget Preliminary Outturn 91 14 77 - - - - - - - - - - 123 25 98 123 25 98 - - - - - - - - - - - - - - - - - - - - 139 44 76 - 18 - - - - - - - - Variance Revised Budget to Outturn -12.8% -77.5% 22.2% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% Total 6,815 7,056 7,056 6,386 9.5% 343 LOCAL GOVERNMENT AND COMMUNITY AFFAIRS PORTFOLIO 344 Ministry of Local Government and Community Affairs 1.
Summary of Preliminary Outturn SR'000s Budget Revised Budget Preliminary Outturn Compensation of Employees 2022 Use of Goods and Services P1:Governance, Management & Administration P2:Local Governance, Support and Development P3:Community Infrastructure Development P4:Burial services Total 16,354 16,354 16,248 7,055 9,193 67,742 63,742 44,097 10,229 27,197 9,729 58,452 24,485 8,638 21,164 37,233 496 7,095 2,236 1,543 21,752 - 138,421 117,021 107,823 35,810 50,206 21,807 Capital - 55 Variance Revised Budget to Outturn 0.6% 8.3% 10.0% 11.2% 7.9% 2.
Strategic Overview of Entity Mandate The mandate of the Ministry of Local Government is to oversee the affairs of the districts and to empower the local communities.

Its role is to ensure good governance through citizen’s engagement, inclusiveness and empowerment towards development with transparency and accountability, as well as maintaining linkages between the central and local government.
Strategic Priorities in 2022 to 2024 Strategic Priorities Results Achieved (Yes/No) Programs or Sub-programs Impacted Explanation of Results for priorities not achieved 1.

Implement the Local Government Reform Programme; 2.

Develop transparent, accountable and inclusive local services; 3.

Develop inclusive community- based programmmes; and 4.

Provide and enhance community infrastructure and facilities.

Yes Yes Yes Yes P1.2 P2.1 P1.2 P3 Implementation of Cashier module.
change in banking methods for inner islands offices.

Encouraging tenants to settle their rent through bank transfer Rotation of District Administrators.

Ceased to take security firms for building surveillance but employed security officers New Strategic Plan 2022-2026.

Development of internal procurement policy Launching of table tennis in districts.

Sponsored the "Beyond Talent" show P2.1 and P3 Accelerate major maintenance of districts infrastructure.
Source: Report Strategic Priorities from PPBB Statement 2022 – 2024 published in 2022 Budget Book 345 3.
Budget Overview Receipts Outturn Table 1 Receipts outturn SR'000s Receipts transferred to Consolidated Fund Rent of Facilities Rent of Offices Rent of Daycare Burial services Fees Total Justification: 2021 Audited Outturn 1,002 443 179 380 - 1,002 2022 Budget Revised Budget Preliminary Outturn 940 300 240 400 103 940 940 300 240 400 150 940 2,687 1,328 242 1,118 181 2,687 Variance Revised Budget to Outturn 185.8% 342.5% 0.7% 179.4% 20.4% 185.8%  Rent of facilities has increased due to relief of Covid-19 restrictions and revised in rates in 2022.
 Rent of Daycare has increased due to revised rates and operation of three new daycares.

 Burial Services has increased due to increase in re-opening to grave due to non-availabilities of space for new burial in most cemetery.
Consolidated Expenditure Outturn Table 2 Consolidated expenditure outturn R'000s Programmes P1:Governance, Management & Administration P2:Local Governance, Support and Development P3:Community Infrastructure Development P4:Burial services Total Economic Classification CURRENT EXPENDITURE Compensation of Employees Wages and Salaries in Cash Wages and Salaries in Kind Use of Goods and Services Office Expenses Transportation and Travel cost Maintenance and Repairs Materials and Supplies Other Uses of Goods and Services Minor Capital Outlays 2021 Audited Outturn Budget 2022 Revised Budget Preliminary Outturn Variance Revised Budget to Outturn 12,013 55,993 22,430 - 90,435 72,389 26,631 26,631 - -3.3% -32.8% 1.6% 61.3% 12.5% -35.9% 346 R'000s CAPITAL EXPENDITURE Non-financial Assets Building and Infrastructure Machinery and Equipment Other Fixed Assets Non-produced Assets 2021 Audited Outturn 18,046 18,046 17,178 - - 868 Budget 41,450 41,450 41,450 - - - 2022 Revised Budget Preliminary Outturn Variance Revised Budget to Outturn 24,550 24,550 24,550 - - - 21,807 21,807 21,553 - - 254 11.2% 11.2% 12.2% 0.0% 0.0% 0.0% 7.9% Total
 90,435 138,421 117,021 107,823 4.
Programme Performance Programme 1: Governance, Management and Administration The purpose of the programme is to ensure the overall management, formulation of policies and provide appropriate administrative support services to all other programmes in regards to general administration, finance, human resources, policy planning, monitoring and evaluation of the Ministry.
The programme comprises the following sub-programmes:  Sub-programme 1 Minister’s Support Services: Ensures appropriate support to the Minister’s Office  in line with its functions and responsibilities; and Sub-programme 2 Management, Human Resources and Administration: Promotes human resource development and workers’ training, manages the finance of the Ministry, initiates and formulates policies taking into accounts the needs and aspiration of the people.
Performance against Programme Strategic Objectives and Measures The table below sets out the performance of the programme against the performance measures and targets set for 2022.
Programme Expenditure Performance Table 3 Consolidated programme expenditure performance SR'000s Programmes SP1:Minister's Support Services SP2:Management, Human Resources and Administration Total Economic Classification CURRENT EXPENDITURE Compensation of Employees Wages and Salaries in Cash Wages and Salaries in Kind Use of Goods and Services Office Expenses Transportation and Travel cost Maintenance and Repairs Materials and Supplies Other Uses of Goods and Services Minor Capital Outlays 2021 Audited Outturn Budget 2022 Revised Budget Preliminary Outturn Variance Revised Budget to Outturn 1,970 10,042 12,013 12,013 5,235 5,235 - -8.0% 0.6% 0.6% 12.9% 12.9% 0.0% -11.4% -11.2% -103.6% -60.1% 72.9% 0.1% -10.5% 347 SR'000s CAPITAL EXPENDITURE Non-financial Assets Building and Infrastructure Machinery and Equipment Other Fixed Assets Non-produced Assets 2021 Audited Outturn Budget 2022 Revised Budget Preliminary Outturn Variance Revised Budget to Outturn - - - - - - - - - - - - - - - - - - - - - - - - 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% Total 12,013 16,354 16,354 16,248 0.6% Programme 2: Local Governance, Support and Development The purpose of the programme is to ensure support to the Local Government Reform Programme and effective functioning of the District
 Administration Offices.
The programme comprises the following sub-programmes:  Sub-programme 1 District Administration: Enhances the effectiveness of the District Administration Offices in delivering quality services in a sustainable manner; and  Sub-programme 2 Community Life Programmes: Develops, promotes and implements community based programmes and schemes of interest at the local level.
Performance against Programme Strategic Objectives and Measures The table below sets out the performance of the programme against the performance measures and targets set for 2021.

Table 4 Performance measures for programme Programme: Outcome: Outcome indicator P2:Local Governance, Support and Development Improve delivery of public services at local level 2021 Outturn Target 2022 Revised Target Outturn Explanation of Difference between Targets and Outturn 1.
Number of issues raised and resolved at local level 369 100 100 3268 Introduction of Regional Teams involving other MDAs.

Improved relationships with stakeholders Contributing indicators SP1:District Administration 2020 Outturn Target 2021 Revised Target Outturn Explanation of Difference between Targets and Outturn 1.

Number of clients visiting DA's office 1758 3000 3000 14172 2.

Number of delegated functions at local level per year 3.
Average turnouts in public consultative meetings per district SP2:Community Life Programmes 3 58 10 60 10 60 7 75 Rebranding of District Administration Offices / customer satisfaction Reviewing of Decentralisation services offered by MDAs Involvement of District Authority 1.

Number of activities & programmes yearly 39 200 200 288 Revamping of Programme Section 2.
Average number of participants in specific activities per district per yearly 48 130 130 110 Diversity in Program/Activities 348 Programme Expenditure Performance Table 5 Consolidated programme expenditure performance SR'000s Programmes SP1:District Administration SP2:Community Life Programmes Total Economic Classification CURRENT EXPENDITURE Compensation of Employees Wages and Salaries in Cash Wages and Salaries in Kind Use of Goods and Services Office Expenses Transportation and Travel cost Maintenance and Repairs Materials and Supplies Other Uses of Goods and Services Minor Capital Outlays CAPITAL EXPENDITURE Non-financial Assets Building and Infrastructure Machinery and Equipment Other Fixed Assets Non-produced Assets 2021 Audited Outturn 2022 Budget Revised Budget Preliminary Outturn Variance Revised Budget to Outturn 53,861 2,132 55,993 55,993 18,838 18,838 - 37,155 5,793 267 108 - 30,295 691 - - - - - - 62,048 5,694 67,742 67,742 26,476 26,476 - 41,266 7,294 775 477 - 31,596 1,125 - - - - - - 59,048 4,694 63,742 63,742 22,976 22,976 - 40,766 7,294 775 477 - 31,096 1,125 - - - - - - 55,035 3,417 58,452 58,397 21,164 21,164 - 37,233 7,217 849 352 - 27,331 1,484 55 55 - - - 55 6.8% 27.2% 8.3% 8.4% 7.9% 7.9% 0.0% 8.7% 1.0% -9.6% 26.3% 0.0% 12.1% -31.9% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% Total Programme 3: Community Infrastructure Development The purpose of the programme is to plan, co-ordinate and implement the basic physical community projects derived from community needs and aspirations.
58,452 67,742 55,993 63,742 8.3% Performance against Programme Strategic Objectives and Measures The table below sets out the performance of the programme against the performance measures and targets set for 2022.

Table 6 Performance measures for programme Programme: Outcome: P3:Community Infrastructure Development Conducive environment for social economical, physical, educational and environmental and well- being of the community Outcome indicator 2021 Outturn Target 2022 Revised Target Outturn 1.
Construction of community infrastructure per year - 2 2 - Explanation of Difference between Targets and Outturn 1.

Cascade Community Centre - India Grant was not approved for 2022.

2.
2.

Construction new Bel Ombre DA's Office project -the tender process was delayed due to re-design of the foundation structure and had to await 349 Programme: Outcome: P3:Community Infrastructure Development Conducive environment for social economical, physical, educational and environmental and well- being of the community Contributing indicators 2021 Outturn Target 2022 Revised Target Outturn planning approval.

Was tendered in November 2022.


Explanation of Difference between Targets and Outturn P3:Community Infrastructure Development 1.

Number of districts small projects implemented per year 74 150 150 128 2.

Number of completed major planned maintenance projects per year 3.
Number of new day care centre per year 12 - 4 - 4 - 12 - Programme Expenditure Performance Table 7 Consolidated programme expenditure performance Most projects had to go to planning authority - since our projects are mainly roads - we were in shortage of surveyors and engineers.
Due to available funds under District Small Projects, decision was made for virement to implement major maintenance of infrastructure that was scheduled for 2023 SR'000s Programmes P3:Community Infrastructure Development Total Economic Classification CURRENT EXPENDITURE Compensation of Employees Wages and Salaries in Cash Wages and Salaries in Kind Use of Goods and Services Office Expenses Transportation and Travel cost Maintenance and Repairs Materials and Supplies Other Uses of Goods and Services Minor Capital Outlays CAPITAL EXPENDITURE Non-financial Assets Building and Infrastructure Machinery and Equipment Other Fixed Assets Non-produced Assets Total 2021 Audited Outturn 2022 Budget Revised Budget Preliminary Outturn Variance Revised Budget to Outturn 22,430 22,430 4,384 2,558 2,558 - 1,825 177 69 1,513 - 67 - 18,046 18,046 17,178 - - 868 22,430 44,097 44,097 27,197 27,197 24,485 24,485 10.0% 10.0% 2,647 402 402 - 2,245 175 70 2,000 - - - 41,450 41,450 41,450 - - - 2,647 402 402 - 2,245 175 70 2,000 - - - 24,550 24,550 24,550 - - - 2,732 496 496 - 2,236 202 65 1,970 21,752 21,752 21,553 - - 199 -3.2% -23.5% -23.5% 0.0% 0.4% -15.2% 7.2% 1.5% 0.0% 0.0% 0.0% 11.4% 11.4% 12.2% 0.0% 0.0% 0.0% 44,097 27,197 24,485 10.0% 350 Justification: The Ministry experienced a delay in the implementation of its project as most projects had to go to planning authority for approval prior to being tendered.
Similarly, as most of MLGCA districts small projects were access roads and due to a shortage of surveyors and engineers within the Ministry, this led to an impact on the project execution.

Programme 4: Burial Services The purpose of the programme is to carry out all related burial services performed in state cemeteries and ensure that the cemetery grounds are well maintained.
Performance against Programme Strategic Objectives and Measures The table below sets out the performance of the programme against the performance measures and targets set for 2022.
Programme Expenditure Performance Table 8 Consolidated programme expenditure performance SR'000s Programmes P4:Burial services Total Economic Classification CURRENT EXPENDITURE Compensation of Employees Wages and Salaries in Cash Wages and Salaries in Kind Use of Goods and Services Office Expenses Transportation and Travel cost Maintenance and Repairs Materials and Supplies Other Uses of Goods and Services Minor Capital Outlays CAPITAL EXPENDITURE Non-financial Assets Building and Infrastructure Machinery and Equipment Other Fixed Assets Non-produced Assets Total 2021 Audited Outturn 2022 Budget Revised Budget Preliminary Outturn Variance Revised Budget to Outturn - - - - - - - - - - - - - - - - - - - 10,229 10,229 10,229 7,965 7,965 - 2,264 204 355 448 95 1,062 100 - - - - - 9,729 9,729 9,729 7,465 7,465 - 2,264 204 355 448 95 1,062 100 - - - - - 8,638 8,638 8,638 7,095 7,095 - 1,543 338 355 347 38 208 256 - - - - - 11.2% 11.2% 11.2% 5.0% 5.0% 0.0% 31.8% -65.7% 0.1% 22.4% 59.5% 80.4% -156.3% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 10,229 9,729 8,638 11.2% 351 Justification: The Burial Services did not make use of the skiff for disposal of debris from the cemeteries instead the uses of pick-up trucks were uses at seasonal times.
However, to ensure that the staffs perform their duties at the expected level, appropriate resources and equipment were provided accordingly.

352 HEALTH PORTFOLIO 353 Ministry of Health 1.
Summary of Preliminary Outturn SR'000s Budget Revised Budget Preliminary Outturn Compensation of Employees 2022 Use of Goods and Services Capital Variance Revised Budget to Outturn P1: Governance Management and Administration P2: Training and Professional Development P3: Drug Abuse Prevention and Rehabilitation Total 25,383 26,783 24,095 14,477 9,619 27,235 26,135 23,766 10,258 12,815 57,086 32,992 109,704 85,910 28,637 76,498 12,179 16,162 36,914 38,596 - 693 296 989 10.0% 9.1% 15.2% 11.0% 2.
Strategic Overview of Entity Mandate The Ministry is responsible for macro health policy formulation and the monitoring and evaluation of core health indicators.

The Ministry is also responsible for human resource development of the national health sector, through training and continuous professional development of all health cadres.
Additionally, it is responsible for co-ordinating health promotion (social and behaviour change communication) and matters of international co-operation and inter-sectorial collaboration.

As of January 2021, the Ministry of Health has the additional responsibility of steering the programmes for the prevention of drug abuse and rehabilitation.

The main aim of these programmes is to implement the national drug master plan and reduce the demand and harmful effects of illicit drugs and alcohol.
Strategic Priorities in 2022 to 2024 Strategic Priorities 1.

Develop new health sector strategic plan and monitoring and evaluation framework; 2.

Improve the structures and processes for policy setting and strengthening of institutional accountability, monitoring and evaluation 3.

Implement innovative health promotion interventions to address main risk factors and disease burden; 4.

Increase the production, skills and deployment of human resources for health; 5.
Reduce harm from and demand for drugs and alcohol.

Results Achieved (Yes/No) Programs or Sub-programs Impacted Yes P1.3 Yes P1.3 Explanation of Results for priorities not achieved No formal M&E framework.

Targets and core indicators to be monitored at sector level developed and in use.

The NHSP should guide for the whole sector.

No formal sector evaluation exercises conducted Annual sector performance monitoring with report and dissemination institutionalized.
Yes P1.4 Media, Work place wellness programme, Youth and Social Media Yes P2.1 and P2.2 Good collaboration with training Institutions locally and Internationally.

Ongoing P3 Source: Report Strategic Priorities from PPBB Statement 2022 – 2024 published in 2022 Budget Book1 354 3.
Budget Overview Consolidated Expenditure Outturn Table 1 Consolidated expenditure outturn R'000s Programmes P1: Governance Management and Administration P2: Training and Professional Development Total Economic Classification CURRENT EXPENDITURE Compensation of Employees Wages and Salaries in Cash Wages and Salaries in Kind Use of Goods and Services Office Expenses Transportation and Travel cost Maintenance and Repairs Materials and Supplies Other Uses of Goods and Services Minor Capital Outlays CAPITAL EXPENDITURE Non-financial Assets Building and Infrastructure Machinery and Equipment Other Fixed Assets Non-produced Assets Total Justification: 2021 Audited Outturn 2022 Budget Revised Budget Preliminary Outturn Variance Revised Budget to Outturn 20,548 23,549 80,221 78,796 36,760 36,760 1,762 42,036 4,926 4,199 1,236 5,837 22,452 1,623 1,426 1,426 1,426 - - - 25,383 27,235 109,704 87,010 40,005 40,005 1,980 47,006 7,363 5,995 1,488 4,491 24,397 1,292 22,694 22,694 22,694 - - - 26,783 26,135 85,910 84,010 37,605 37,605 1,980 46,406 7,363 5,995 1,488 4,491 23,797 1,292 1,900 1,900 1,900 - - - 24,095 23,766 76,498 75,510 36,914 36,914 1,355 38,596 6,034 4,823 1,201 4,146 19,485 1,552 989 989 989 - - - 10.0% 9.1% 11.0% 10.1% 1.8% 1.8% 31.6% 16.8% 18.1% 19.5% 19.3% 7.7% 18.1% -20.1% 0.0% 48.0% 48.0% 48.0% 0.0% 0.0% 0.0% 80,221 109,704 85,910 76,498 11.0% In 2022, there is a variance of 11% as compared to 10% in 2021, funds were used wisely in 2022 enabling the Ministry to achieve all of its priority objectives.
The main difference is in wages and salaries in kind as two staff from Nigeria resigned, thus reducing the expenditure in rental of housing.

In addition, there was a delay in starting the project for fencing of the NIHSS building resulting to savings under capital expenditure.

4.
4.

Programme Performance Programme 1: Governance, Management and Administration The purpose of the programme is to provide health sector policies, provide stewardship, and strengthen governance and accountability of the health care system.
The programme comprises the following sub-programmes:  355  Sub-programme 1 Minister’s Support Services: Provides adequate support to the Minister’s secretariat;  Sub-Programme 2 Administration and Human Resource Management: Ensures good governance of the Ministry’s resources;  Sub-Programme 3 Research, Policy Planning and Evaluation: Develops and implements strategies and methodologies for health system strengthening and monitoring of performance; and  Sub-Programme 4 Health Communication and Partnership: Promotes and protects health along the life course and strengthens local and international partnerships in health.
Performance against Programme Strategic Objectives and Measures The table below sets out the performance of the programme against the performance measures and targets set for 2022.

Table 2 Performance measures for programme Outcome: Governance and stewardship strengthened P1: Governance Management and Administration Outcome indicator 2021 Outturn 1.

Number of new Bills developed / revised and endorsed 2.

Number of new Health Policies developed and endorsed 3.
Annual Health Performance report developed, validated and disseminated 4.

Annual National Health Accounts report produced and disseminated 5.

National Drug Observatory Report developed and disseminated 6.

Implementation research conducted 3 1 3 1 0 0 Contributing indicator 2021 Outturn 1.

Number of new partnership projects mobilized annually 2.

Number of Health Promotion products developed and implemented 3.
Number of Continuous Professional Development sessions conducted 10 49 53 2022 Target Revised Target SP3: Research, Policy Planing and Evaluation Outturn Explanation of Difference between Targets and Outturn 3 3 1 1 1 1 3 3 1 1 1 1 Civil Status amendment Act .

Inquest into death Act, have been completed.

The HPC amendment Act is still being worked on.

However a new Act for COVID Vaccination for 5 to 12 years have been developed and approved.

3 3 1 1 On going Initiated The report is not yet due.
In 2022 UNODC conducted a training to go over the various reporting indicators with some of the fcal persons in the country.

Initiated Research on National Health Accounts for the past 3 years.

[2019, 2020, 2021.

2022 Revised Target SP4: Health Communication and Partnership Outturn Target Explanation of Difference between Targets and Outturn 10 49 52 10 3 Most of the agreements were drafted in 2022 and still in the negotiating stages between MOH and the other parties for finalization.
49 100+ high achievement 52 60 Good Involvement of Councils 356 Contributing indicator 2021 Outturn 2022 Revised Target SP4: Health Communication and Partnership Outturn Target Explanation of Difference between Targets and Outturn 4.

Number of bilateral and multilateral partnership active in health 5.
Number of CSR and Donations received 15 20 48 20 48 20 Programme Expenditure Performance 48 good achievement, ongoing process 48 High achievement Table 3 Consolidated programme expenditure performance SR'000s Programmes SP1: Minister's Support Services SP2: Administration and Human Resource Development SP3: Research, Policy Planning and Evaluation SP4: Health Communication and Partnership Total Economic Classification CURRENT EXPENDITURE Compensation of Employees Wages and Salaries in Cash Wages and Salaries in Kind Use of Goods and Services Office Expenses Transportation and Travel cost Maintenance and Repairs Materials and Supplies Other Uses of Goods and Services Minor Capital Outlays CAPITAL EXPENDITURE Non-financial Assets Building and Infrastructure Machinery and Equipment Other Fixed Assets Non-produced Assets Total Justification: 2021 Audited Outturn 2022 Budget Revised Budget Preliminary Outturn Variance Revised Budget to Outturn 2,322 16,090 586 1,550 20,548 20,548 11,388 11,388 214 9,160 1,285 402 267 247 6,438 307 - - - - - - 3,664 18,104 1,764 1,851 25,383 25,383 14,824 14,824 456 10,559 1,824 679 191 85 6,993 330 - - - - - - 3,364 19,904 1,664 1,851 26,783 24,883 14,324 14,324 456 10,559 1,824 679 191 85 6,993 330 1,900 1,900 1,900 - - - 1,950 42.0% 19,118 1,176 1,851 24,095 3.9% 29.3% 0.0% 10.0% 24,095 14,477 14,477 232 9,619 1,640 608 153 350 6,204 431 - - - - - - 3.2% -1.1% -1.1% 49.1% 8.9% 10.1% 10.6% 19.8% -312.1% 11.3% -30.5% 100.0% 100.0% 100.0% 0.0% 0.0% 0.0% 20,548 25,383 26,783 24,095
 10.0% The reason for the variances are as follows:  Wages and Salaries in kind is for housing for foreign staff, two staff from the statistic section left the country.
 Less purchasing of printing supplies such as toners etc.

and the stocks from previous year was still available.

357  There was a reduction in Transportation and Travel Cost both locally and Internationally as payment was effected as a group under another entity.

 Less spending under repairs and maintenance due to good conditions of the office bus.

MOH is renting office facilities and minimal repairs and maintenance was required.
 Under Materials and Supplies, there was high overspending, with a variance of -312.1%.

This follows the request from PHA to assist in funding of a research on the effects of COVID -19 Vaccines.

The study was essential but unforeseen, thus the Ministry cater for the related cost.

Staff on contracts were being paid under Other Uses of Goods and Services, however in 2022 some of those staff moved to full time employment and were featured on MOH payroll.
  A new high tech photocopier for health promotion was purchased under Minor Capital Outlays.

 Funds allocated under Capital expenditure for the fencing of the new NIHSS building was not used in 2022 as there was delay in starting the project.

Work is expected to start in 2023.

Programme 2: Training and Professional Development The purpose of the programme is to produce the right quality and quantity of human resources for the health and social care needs of the country.
The programme comprises the following sub-programmes:  Sub-programme 1 In-Service Professional Development: Ensures the continuous professional development and highest level of competence of all health personnel.

It caters for both national and international training; and  Sub-programme 2 Pre-Service Health and Social Care Training: Oversees the training conducted by the National Institute of Health and Social Services (NIHSS) to ensure the continued supply of health and social care professionals.
Performance against Programme Strategic Objectives and Measures The table below sets out the performance of the programme against the performance measures and targets set for 2022.

Table 4 Performance measures for programme P2: Training and Professional Development Outcome: Health sector staffed with adequate, highly competent, motivated workforce Outcome indicator 1.
Increase in number of trained health professional 2021 Outturn Target 2022 Revised Target Outturn Explanation of Difference between Targets and Outturn 15% 15% 15% 15% Achieved Contributing indicators 2021 Outturn 1.

Number of in-service health professionals trained at BSC and MSC level annually.

2.

Number of Allied Health Professionals trained 3.

Number of persons trained at Guy Morel's Institute.
13 15 6 2022 Target Revised Target SP1: In Service Professional Development Outturn Explanation of Difference between Targets and Outturn 15 15 6 15 16 Achieved 15 12 Budget constraints, too limited sponsorship from the ANHRD for such a big ministry 6 3 completed Plus 4 ongoing 358 Contributing indicators 2021 Outturn 2022 Target Revised Target SP2: Pre- Service Health and social care training Outturn Explanation of Difference between Targets and Outturn 1.
Number of in-service programmes implemented in partnership with other training institutions 2.

Number of new in- service programmes by NIHSS alone 3.

Number of projects for implementation and development by NIHSS 4.

% of requested short training for health and social work conducted.

5.

% increase in short training offered by NIHSS to meet service needs.
2 2 2 3 2 2 1 1 2 1 1 0 50% 50% 50% 50% 20% 20% 20% 20% Programme Expenditure Performance Table 5 Consolidated programme expenditure performance (1) Chamberlain Project - Decision taken to consider alternative cost effective options.

(2) For Domiciallry/Residential Care - not implemented given budget constraints as a result of capital project.
SR'000s Programmes SP1: In Service Professional Development SP2: Pre Service Health and Social Care Training Total Economic Classification CURRENT EXPENDITURE Compensation of Employees Wages and Salaries in Cash Wages and Salaries in Kind Use of Goods and Services Office Expenses Transportation and Travel cost Maintenance and Repairs Materials and Supplies Other Uses of Goods and Services Minor Capital Outlays CAPITAL EXPENDITURE Non-financial Assets Building and Infrastructure Machinery and Equipment Other Fixed Assets Non-produced Assets 2021 Audited Outturn 2022 Budget Revised Budget Preliminary Outturn Variance Revised Budget to Outturn 296 23,253 23,549 23,549 9,369 9,369 291 14,180 1,598 2,918 179 - 8,065 1,128 - - - - - - 2,136 25,099 27,235 27,235 10,845 10,845 324 16,390 1,573 3,564 186 - 10,178 565 - - - - - - 2,136 23,999 26,135 26,135 10,345 10,345 324 15,790 1,573 3,564 186 - 9,578 565 - - - - - - 1,448 22,317 23,766 32.2% 7.0% 9.1% 23,072 10,258 10,258 324 12,815 2,023 3,162 185 - 6,344 777 11.7% 0.8% 0.8% 0.0% 18.8% -28.6% 11.3% 0.3% 0.0% 33.8% -37.5% 693 693 693 - - - -100.0% -100.0% -100.0% 0.0% 0.0% 0.0% Total 23,549 27,235 26,135 23,766 9.1% 359 Programme 3: Drug Abuse Prevention and Rehabilitation The purpose of the programme is to improve the national coordination for identifying and addressing drug use and its harm by developing new and innovative responses to prevent the uptake or delay the onset of drug use.
To also reduce the adverse health, social and economic consequences associated with drug use by providing treatment and rehabilitation services.
The programme comprises the following sub-programmes:  Sub Programme 1 Drug Programme Management: Provides good governance, accountability and transparency which is key to the fruitful and successful operation of the Division;  Sub Programme 2 Prevention and Education: Prevents or delays the onset of drug use amongst young people;  Sub Programme 3 Treatment and Rehabilitation: Provides detoxification, maintenance and rehabilitation programmes with a view to stabilising patients physically, psychosocially and spiritually, and provide skills acquisition to prepare the patient for re-integration into the work force and the community; and  Sub Programme 4 Aftercare and Community Services: Provides ongoing community support during and after the rehabilitation programme to re-integrate patients back into society; and, addresses adverse health, social and economic consequences of the use of drugs on individuals, families and communities through harm reduction programmes which include strategies such as the exchange of needles/syringes for intravenous drug users, drug driving, drug diversion programmes, and needle and syringe programmes, responding to critical incidents, including family and other interpersonal violence in which drugs are implicated.
Performance against Programme Strategic Objectives and Measures The table below sets out the performance of the programme against the performance measures and targets set for 2022.

Table 6 Performance measures for programme P3: Drug Abuse Prevention and Rehabilitation Outcome: Targeted prevention programmes and interventions have increased SP2: Prevention and Education Outcome indicator 2021 Outturn Target 2022 Revised Target Outturn Explanation of Difference between Targets and Outturn 1.
Increase in number of educational and skills development programmes 50% 85% 85% 86% There is an increase in the number of Prevention Programme both at universal and selective group.

E.g.

The Peer Educator's programme was held in one secondary school in 2021, 2022 same was conducted in 3 more secondary schools and manual developed to initiate the programme.

UPC training remains to one as the previous year.


New training programme for vulnerable young people developed in 2022 to pilot in two institution.in total there were 3 new programs SP3: Prevention and Rehabilitation Outcome Outcome indicator Prioritised treatment and rehabilitation programmes introduced and implemented 2021 Outturn Target 2022 Revised Target Outturn Explanation of Difference between Targets and Outturn 1.
Recruitment N/A 75% 75% 58% no applicant for particular post although advertised on different media platform.

In other scenarios candidate does not meet the requirements of the post.
360 Contributing indicators 2021 Outturn Target 2022 Revised Target Outturn Explanation of Difference between Targets and Outturn SP1:Drug Programme Management % increase of clients on the different treatment and rehabilitation programmes 70% Accessibility of decentralised services available to clients 0 85% 85% 82% Data still being validated and to be forwarded end of month.

One Extra dispensing point added at MAT Clinic morning peak hours to facilitate clients going to work.
Dispensing time extended to 12noon at MAT Clinic.

The proposed MAT Clinic in West Region never materialised as issues of identifying the premise and budget constraint.
1 10 Locations/ 1 Mobile vehicle and Medical Assisted Treatment (MAT) Clinic in the West Region 11 Locations/ 1 Mobile vehicle and Medical Assisted Treatment (MAT) Clinic in the West Region SP4:Aftercare and Community Services Outcome: Increase in the number of clients successfully rehabilitated 2021 Outcome indicator Outturn Target 2022 Revised Target Outturn Explanation of Difference between Targets and Outturn % increase of clients successfully rehabilitated Contributing indicators % increase in the number of vocational and skills development programmes N/A 2021 Outturn Target 80% 80% N/A There were no inpatient services during the reporting year 2022 Revised Target Outturn Explanation of Difference between Targets and Outturn N/A 35% 35% 15% only one program were implemented last year (Re- skilling and Up-Skilling Program) 11 participants were selected to attend the program Programme Expenditure Performance Table 7 Consolidated programme expenditure performance SR'000s Programmes SP1:Drug Programme Management SP2:Prevention and Education SP3:Treatment and Rehabilitaion SP4:Aftercare and Community Services Total Economic Classification CURRENT EXPENDITURE Compensation of Employees Wages and Salaries in Cash Wages and Salaries in Kind 2021 Audited Outturn Budget 2022 Revised Budget Preliminary Outturn Variance Revised Budget to Outturn 8,416 1,408 20,418 5,882 36,125 34,699 16,003 16,003 1,257 29,607 1,763 18,242 7,475 57,086 34,392 14,336 14,336 1,200 6,913 1,763 16,842 7,475 32,992 32,992 12,936 12,936
 1,200 6,474 827 16,019 5,317 28,637 28,342 12,179 12,179 799 6.3% 53.1% 4.9% 28.9% 13.2% 14.1% 5.8% 5.8% 33.4% 361 SR'000s 2021 Audited Outturn Budget 2022 Revised Budget Preliminary Outturn Variance Revised Budget to Outturn Use of Goods and Services Office Expenses Transportation and Travel cost Maintenance and Repairs Materials and Supplies Other Uses of Goods and Services Minor Capital Outlays CAPITAL EXPENDITURE Non-financial Assets Building and Infrastructure Machinery and Equipment Other Fixed Assets Non-produced Assets Total Justification: 18,696 2,044 879 790 5,590 7,949 188 1,426 1,426 1,426 - - - 20,057 3,967 1,752 1,110 4,406 7,225 397 22,694 22,694 22,694 - - - 20,057 3,967 1,752 1,110 4,406 7,225 397 - - - - - - 16,162 2,371 1,054 862 3,796 6,937 344 296 296 296 - - - 19.4% 40.2% 39.8% 22.3% 13.8% 4.0% 13.3% -100% -100% -100% 0% 0% 0% 36,125 57,086 32,992 28,637 13.2% Under Wages and Salaries in cash, 2 Nurses and 1 Doctor resigned, whilst another Doctor was transferred to Health Care Agency.
Due to the resignation of those staff who were all expatriates, it resulted to a savings under housing.

As a result of staff shortage in relation to above, there was a reduction in implementation of certain planned activities, thus resulting in less funds used under Office Expenses and under Transportation and Travel Cost.

The asset register of DSAPTR was not in order and Ministry of Finance requested that the matter be rectified before any further purchases can be undertaken.
The restriction on Materials and Supplies lasted till around mid-year.

This also had an effect on budget execution until the asset register are rectified.

362 Health Care Agency 1.
Summary of Preliminary Outturn SR'000s Budget Revised Budget Preliminary Outturn Compensation of Employees 2022 Use of Goods and Services Capital Variance Revised Budget to Outturn P1: Governance Management and Administration P2: Hospital and Specialised Services P3:Community Curative and Preventive Services P4:Health Support Services Total 55,446 47,960 50,458 15,747 13,304 21,407 750,658 833,646 713,719 235,552 451,956 26,212 210,068 208,579 221,815 133,794 74,588 13,433 117,667 1,133,839 122,087 1,212,273 124,432 1,110,425 76,284 461,376 48,149 587,997 - 61,051 -5.2% 14.4% -6.3% -1.9% 8.4% 2.
Strategic Overview of Entity Mandate The Health Care Agency (HCA) provides preventive, primary, secondary and tertiary care through the Seychelles Hospital and the Community Health Services.
Its objectives are to promote, protect and restore the health of the public by taking appropriate measures to prevent disability and death resulting from illness or other causes Strategic Priorities in 2022 to 2024 Strategic Priorities Results Achieved (Yes/No) Programs or Sub-programs Impacted Explanation of Results for priorities not achieved 1.
Prevention strategies based on needs of population: o Improve health care outcomes by influencing guidelines and protocol implementation within HCA; Partially P2 and P3 o Promote a health care service that is transparent; and Partially P2 and P3 o Empower community to participate in decision making about health care needs and services; 2.
Efficient, safe and timely health care services: o Introduce patient safety and quality assurance; Yes P2 and P3 Partially P2 and P3 o Establish Health Information System; Partially P2 and P3 o Plan for future services and re-organise existing services based on demographics and health needs; o Maintain clinical governance strategies that ensure patients have access to the best available health care services; Partially P2 and P3 Partially P2 and P3 o Deliver clinician-led healthcare innovation to improve health outcomes; and Partially P2 and P3 Guidelines for Continuity of Essential Health Services established.
Implementation of SeyPEN Guidelines for Hypertension and Diabetes is ongoing There are policies and Standard Operation Procedures (SOPs) that has been establish, but in view of emerging health issues/trends there are still other policies and SoPs that need to be addressed Quality of Care Technical Working Group established with roadmap – Ongoing with the assistance of WHO and Oxford University Electronic Medical Records have gone live for the outpatient services.
Delay in acquisition of hardware Discussion is Ongoing to review HCA’s Structure taking into consideration its services and the health needs of the country There is existing specialist to provide the necessary services but there is the challenge in recruiting personnel in leadership role for clinical governance Strategies are being put in place to work with clinicians in leadership position to provide better understanding of their role in innovative health care services 363 Strategic Priorities Results Achieved (Yes/No) Programs or Sub-programs Impacted Explanation of Results for priorities not achieved o Strengthen infection prevention and control programme.
Yes P2 and P3 o Strengthen Child Health Programme; Partially 3.

Shifting the balance of care closer to the community and reducing admissions to hospital: o Promote opportunities for patients to receive the most appropriate health care in the most appropriate health care setting as close as possible to where they live; and o Initiate innovations that support improvement in health care delivery.

4.
4.

A sustainable, high quality workforce to meet the future health care needs: o Engage clinicians in leadership, planning and decision making; and o Re-design and empower the workforce to improve work culture and build capacity and commitment to lead in health reform.

5.
Early intervention and preventing ill-health: o Improve prevention based on the needs of population at risk; o Strengthen antenatal care and early childhood care; o Strengthen the Expanded Programme on Immunisation; o Promote healthy eating practices and prevention of malnutrition amongst school- aged children; o Improve the prevention, control and management of non-communicable disease through nutrition; Improve accessibility to Youth Health Services; and to improve business performance; and o Consider public-private partnership opportunities to ensure the best use of allocated resources.
7.

Optimising the use of technology: o Modernise procurement system; and o Adopt information technology services that are of international accredited standards.

8.

Development of infrastructure: o Improve facilities in line with Government of Seychelles policies and strategies, and according to the Hospitals Master Plan in Seychelles.
Yes P2 and P3 Partially Partially P1, P2, P3 and P4 Implementation of projects, ongoing which includes the Health Information System (HIS) Challenges include scarcity of competent candidates locally, remuneration packages, infrastructure issues.
Partially P1, P2, P3 and P4 HCA structure is being revised and recruitment of staff in critical post is ongoing Partially P2 and P3 Strategies are being put in place to target the vulnerable groups in the population Yes Yes Partially P3 P3 P3 P3 P3 Partially P2 and P3 Targeting quality services by developing SOP and procedures for the programs Initiating the health promoting school to provide a more comprehensive approach for the health of the school age child Revamping the youth health services Aligning family planning services with emerging international result based practices Establishment of different committees to improve accountability and governance No P1, P2, P3 and P4 Policy and Capacity challenges.
Partially P2, P3 and P4 Better support and improvement in the use of the procurement system with more integration within the system Partially P2 and P3 Implementation of the HIS ongoing Partially P2 and P3 New facilities in development, e.g St. Mary’s Hospital and Baie Lazare Health Center o Improve Family Planning Programme.

Partially 6.
Partially 6.

Best use of allocated resources: o Establish appropriate governance mechanisms Partially P2 and P3 Source: Report Strategic Priorities from PPBB Statement 2022 – 2024 published in 2022 Budget Book 364 3.
Budget Overview Receipts Outturn Table 1 Receipts outturn SR'000s Receipts transferred to Consolidated Fund Prescription Fees Medical Fees Dental Fees Innoculation/Vaccination Pharmacy Haemodyllis Miscellaneous COVID-PCR Test Quarantine Facility Services Rent of Snack Shop Rent of Staff Quarters Total Justification: 2021 Audited Outturn Budget 2022 Revised Budget Preliminary Outturn Variance Revised Budget to Outturn 65,538 1,451 11,199 122 6 1,068 21,090 3,314 27,057 76 9 146 65,538 22,572 1,244 13,642 105 200 2,585 3,000 1,500 - - 72 224 22,572 26,829 1,013 13,642 105 200 1,002 7,771 1,500 1,300 - 72 224 26,829 30,568 1,032 14,685 208 73 1,119 8,636 3,027 1,598 90 15 86 30,568 13.9% 1.9% 7.6% 98.1% 63.6% 11.7% 11.1% 101.8% 22.9% 100% 79.9% 61.4% 13.9% A positive outturn overall as more revenue have collected than what was projected.
The outturn is not showing significant variances based on the projection.

The Health Care Agency have been able to gear up its debt collection which has added to the total collection as it is the case for COVID-19 related activities from prior years as well as other activities such as Dialysis.

The reduction in collection compare to 2021 relates to significant reduction in COVID-19 related activities.
The Agency is facing difficulty in collecting revenue from rental of facilities and there is a necessity to revised existing procedures in the coming year.

Those challenges include non-compliance to payment terms, limited use of proper information system (large portion is paper based).
Consolidated Expenditure Outturn Table 2 Consolidated expenditure outturn R'000s Programmes P1: Governance Management and Administration P2: Hospital and Specialised Services P3:Community Curative and Preventive Services P4:Health Support Services Total 2021 Audited Outturn 2022 Budget Revised Budget Preliminary Outturn Variance Revised Budget to Outturn 209,165 701,005 220,372 113,453 1,243,995 55,446 750,658 210,068 117,667 1,133,839 47,960 833,646 208,579 122,087 1,212,273 50,458 713,719 221,815 124,432 1,110,425 -5.2% 14.4% -6.3% -1.9% 8.4% Economic Classification CURRENT EXPENDITURE Compensation of Employees Wages and Salaries in Cash Wages and Salaries in Kind 1,013,525 473,041 473,041 30,009 1,010,140 496,369 496,369 30,351 1,119,756 496,369 496,369 30,351 1,049,373 461,376 461,376 28,448 6.3% 7.0% 7.0% 6.3% 365 R'000s Use of Goods and Services Office Expenses Transportation and Travel cost Maintenance and Repairs Materials and Supplies Other Uses of Goods and Services Minor Capital Outlays CAPITAL EXPENDITURE Non-financial Assets Building and Infrastructure Machinery and Equipment Other Fixed Assets Non-produced Assets 2021 Audited Outturn 540,484 82,552 16,863 23,840 278,984 85,098 23,140 230,470 230,470 21,580 - - 208,890 2022 Budget Revised Budget Preliminary Outturn 513,771 59,152 13,674 14,237 258,950 105,192 32,215 123,699 123,699 97,910 - - 25,789 623,387 78,969 15,674 19,237 273,950 115,192 90,015 92,517 92,517 75,066 - - 17,451 587,997 90,709 22,840 21,768 286,548 95,960 41,724 61,051 61,051
 23,972 - - 37,079 Variance Revised Budget to Outturn 5.7% -14.9% -45.7% -13.2% -4.6% 16.7% 53.6% 34.0% 34.0% 68.1% 0.0% 0.0% -112.5% Total 1,243,995 1,133,839 1,212,273 1,110,425 8.4% 4.
Programme Performance Programme 1: Governance, Management and Administration The purpose of the programme is to ensure efficient performance and compliance to rules and regulations of all units within the HCA.

It provides procurement services, and manages and maintains the properties and transport fleet of HCA.
The programme comprises the following sub-programmes:  Sub-Programme 1 Management and Quality Assurance Services: Ensures that the quality of the work in the HCA is at the highest level and that the agency operates effectively.

Provides for appropriate and effective procedures and mechanisms for quality assurance and accountability and identifies practice models; and  Sub-Programme 2 Administration and Human Resources Management: Recruits health care professionals and support staff.
Manages the retention, performance and development of staff.

Ensures adherence to government procedures and regulations.

Procure services, transport and manages property.

Performance against Programme Strategic Objectives and Measures The table below sets out the performance of the programme against the performance measures and targets set for 2022.
Programme Expenditure Performance Table 3 Consolidated programme expenditure performance SR'000s 2021 Audited Outturn 2022 Budget Revised Budget Preliminary Outturn Variance Revised Budget to Outturn Programmes SP1:Management and Quality Assurance Services SP2:Administration and Human Resource Management Total 160,868 48,298 209,165 7,602 47,844 55,446 8,402 39,558 47,960 17,464 32,994 50,458 -107.9% 16.6% -5.2% 366 SR'000s Economic Classification CURRENT EXPENDITURE Compensation of Employees Wages and Salaries in Cash Wages and Salaries in Kind Use of Goods and Services Office Expenses Transportation and Travel cost Maintenance and Repairs Materials and Supplies Other Uses of Goods and Services Minor Capital Outlays CAPITAL EXPENDITURE Non-financial Assets Building and Infrastructure Machinery and Equipment Other Fixed Assets Non-produced Assets 2021 Audited Outturn 2022 Budget Revised Budget Preliminary Outturn Variance Revised Budget to Outturn 21,327 10,627 10,627 234 10,699 2,090 3,672 244 - 808 3,651 187,839 187,839 - - - 187,839 29,657 19,426 19,426 300 10,231 2,106 3,779 306 77 2,148 1,515 25,789 25,789 - - - 25,789 30,509 19,426 19,426 300 11,083 2,159 4,579 306 77 2,148 1,515 17,451 17,451 - - - 17,451 29,051 15,747 15,747 260 13,304 2,587 4,466 200 21 2,407 3,364 21,407 21,407 - - 21,407 4.8% 18.9% 18.9% 13.3% 0.0% -20.0% -19.9% 2.5% 34.6% 72.9% -12.0% -122.0% -22.7% -22.7% 0.0% 0.0% 0.0% -22.7% Total 209,165 55,446 47,960 50,458 -5.2% Programme 2: Hospital and Specialised Services The programme
 provides overseas medical services; specialised services including elective and emergency; inpatient; surgical services; outpatient care; ambulatory care; diagnostic services; pharmaceutical services; palliative and rehabilitative services.
Performance against Programme Strategic Objectives and Measures The table below sets out the performance of the programme against the performance measures and targets set for 2022.

Table 4 Performance measures for programme Programme: Outcome: P2: Hospital and Specialised Services Prevention of avoidable mortality Outcome indicator Reduce the mortality rate at Seychelles Hospital Contributing indicators 1.

Reduce length of hospitalised stay – Seychelles Hospital 2.

Bed occupancy rate - Seychelles 3.


Reduce length of hospitalised stay – Maternity Ward 2021 Outturn Target 5% -21% 2021 Outturn Target 2022 Revised Target 5% 2022 Revised Target Outturn N/A Outturn 16% 20% 20% -4% 14% 20% 20% -16% Explanation of Difference between Targets and Outturn Explanation of Difference between Targets and Outturn The increase is related to the backlogs and additional measures due to COVID 19.

In-depth evaluation is required.


The increase is related to the backlogs and additional measures due to COVID 19.

In-depth evaluation is required.

-1% 20% 20% 1% COVID 19 measures prolonged length of stay 367 Programme: Outcome: P2: Hospital and Specialised Services Prevention of avoidable mortality Outcome indicator 4.

Reduce surgical site infection rate 5.

Re-admission rate 6.

Clinical pathways for the following conditions: 1.

Leptospirosis infection 2.

Stroke 3.

Acute Coronary Syndrome 4.


Asthma 7.
Acute Coronary Syndrome – reduction of door to thrombolysis 2021 Outturn Target 0% 0% 20% 5% 2022 Revised Target 20% 5% Outturn N/A N/A Explanation of Difference between Targets and Outturn Monitoring affected by various challenges Monitoring affected by various challenges 90% 100% 100% 100% 0% 40% 40% N/A Implementation of protocol ongoing Programme Expenditure Performance Table 5 Consolidated programme expenditure performance SR'000s Programmes P2:Hospital and Specialised Services Total Economic Classification CURRENT EXPENDITURE Compensation of Employees Wages and Salaries in Cash Wages and Salaries in Kind Use of Goods and Services Office Expenses Transportation and Travel cost Maintenance and Repairs Materials and Supplies Other Uses of Goods and Services Minor Capital Outlays CAPITAL EXPENDITURE Non-financial Assets Building and Infrastructure Machinery and Equipment Other Fixed Assets Non-produced Assets Total Justification: 2021 Audited Outturn 2022 Budget Revised Budget Preliminary Outturn Variance Revised Budget to Outturn 701,005 701,005 750,658 750,658 833,646 833,646 713,719 713,719 14.4% 14.4% 674,270 248,254 248,254 19,457 426,016 55,607 4,671 7,732 267,896 61,995 8,657 26,735 26,735 7,024 - - 19,711 671,383 260,682 260,682 20,140 410,700 34,256 3,900 3,350 247,704 86,850 14,500 79,275 79,275 79,275 - - - 763,581 260,682 260,682 20,140 502,898 45,254 5,100 8,350 262,704 90,850 70,500 70,066 70,066 70,066 - - - 687,507 235,552 235,552 18,006 451,956 52,941 9,347 7,394 273,655 71,003 19,609 26,212
 26,212 10,825 - - 15,387 10.0% 9.6% 9.6% 10.6% 10.1% -17.0% -83.3% 11.4% -4.2% 21.8% 72.2% 62.6% 62.6% 84.6% 0.0% 0.0% -100.0% 701,005 750,658 833,646 713,719 14.4% The Agency received additional funding compared to previous year, noticeably in Minor Capital, as a result of urgent requirement for the service.
The Agency, encountered a budget space in the wages and salaries that 368 was used to address the challenges within transport and travelling as a result of high cost of airfares for expatriate staff as well as office expenses to address the cost of utilities.

Drawbacks in implementing capital projects had given a very low outturn and compared to previous year the Agency spent far less on capital projects.
Programme 3: Community Curative and Preventive Services The purpose of the programme is to bring preventative and curative health services closer to the people at district and regional levels.

These include: consultations; out patients and emergency services; maternal health; family planning; pre-conception; post-natal care; child health, immunisation; school health services; domiciliary care; public health; pharmaceutical dispensing; dental services, and other related activities.
Performance against Programme Strategic Objectives and Measures The table below sets out the performance of the programme against the performance measures and targets set for 2022.

Table 6 Performance measures for programme Programme: Outcome: P3: Community Curative and Prevention Services Quality, sustainable health prevention Contributing indicators 1.

Reduction in referred cases to specialists 2.

Increase post-natal coverage 3.


Immunization coverage rate of vaccine for each vaccine in the national schedule 4.

Antenatal care full coverage 5.

Increase rate of HIV testing 6.

Increase screening of cervical cancer 7.

Clinical pathways for the following conditions: 1.

Diabetes Mellitus 2.

Hypertension 3.

Leptospirosis 4.

Gastroenteritis in children 5.

Asthma 8.

Reduction in incidences relating to patient safety 9.
Increase in patient satisfaction relating to new appointment system in health centres 2021 Outturn Target N/A 90% 98% 100% -32% -32% 15% 95% 98% 100% 10% 10% 2022 Revised Target 15% 95% 98% 100% 10% 10% Outturn 27% 97.65% Explanation of Difference between Targets and Outturn 19651 (2021), 14146 (2022).

A 27% reduction achieved.

97.65% - 6 weeks visit at HC 98% Target sustained 99% N/A 82% 14 non-attendence awaiting data for 2022 82% increase from 3257 (2021) to 5925 (2022).
50% 100% 100% 100% N/A N/A 15% 15% N/A Developing Quality of Care Tools 50% 50% N/A Planning to conduct patient satisfaction survey 2023 Programme Expenditure Performance Table 7 Consolidated programme expenditure performance SR'000s Programmes P3:Community Curative and Preventive Services Total Economic Classification CURRENT EXPENDITURE Compensation of Employees Wages and Salaries in Cash Wages and Salaries in Kind 2021 Audited Outturn 220,372 220,372 204,475 140,962 140,962 9,570 2022 Budget Revised Budget Preliminary Outturn Variance Revised Budget to Outturn 210,068 210,068 191,433 134,479 134,479 8,903 208,579 208,579 203,579 134,479 134,479 8,903 221,815 221,815 208,382 133,794 133,794 9,732 -6.3% -6.3% -2.4% 0.5% 0.5% -9.3% 369 SR'000s Use of Goods and Services Office Expenses Transportation and Travel cost Maintenance and Repairs Materials and Supplies Other Uses of Goods and Services Minor Capital Outlays CAPITAL EXPENDITURE Non-financial Assets Building and Infrastructure Machinery and Equipment Other Fixed Assets Non-produced Assets 2021 Audited Outturn 2022 Budget Revised Budget Preliminary Outturn 63,514 15,445 2,466 6,060 11,048 18,923 2 15,897 15,897 14,556 - - 1,341 56,954 14,210 1,750 4,170 11,119 12,802 4,000 18,635 18,635 18,635 - - - 69,100 20,356 1,750 4,170 11,119 18,802 4,000 5,000 5,000 5,000 - - - 74,588 24,331 1,957 3,859 12,857 18,255 3,596 13,433 13,433 13,147 - - 286 Variance Revised Budget to Outturn -7.9% -19.5% -11.8% 7.5% -15.6% 2.9% 10.1% -168.7% -168.7% -162.9% 0.0% 0.0%
 -100.0% Total 220,372 210,068 208,579 221,815 -6.3% Programme 4: Health and Support Services The purpose of this programme is to provide non-clinical services to support the delivery of safe and high quality health care services by the Seychelles Hospital and Community Health Service.
These include biomedical, catering, security, laundry, telecommunication, cleaning, landscaping, waste management, pest control, health information, and transport and porter services.

Performance against Programme Strategic Objectives and Measures The table below sets out the performance of the programme against the performance measures and targets set for 2022.
Programme Expenditure Performance Table 8 Consolidated programme expenditure performance SR'000s Programmes P4:Health Support Services Total Economic Classification CURRENT EXPENDITURE Compensation of Employees Wages and Salaries in Cash Wages and Salaries in Kind Use of Goods and Services Office Expenses Transportation and Travel cost Maintenance and Repairs Materials and Supplies Other Uses of Goods and Services Minor Capital Outlays 2021 Audited Outturn Budget 2022 Revised Budget Preliminary Outturn Variance Revised Budget to Outturn 113,453 113,453 117,667 117,667 122,087 122,087 124,432 124,432 -1.9% - -1.9% 6.7% 6.7% 55.3% -19.5% 3.1% -66.5% -60.9% 71.3% -26.6% -8.3% 370 SR'000s CAPITAL EXPENDITURE Non-financial Assets Building and Infrastructure Machinery and Equipment Other Fixed Assets Non-produced Assets 2021 Audited Outturn Budget 2022 Revised Budget Preliminary Outturn Variance Revised Budget to Outturn - - - - - - - - - - - - - - - - - - - - - - - - 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% Total 113,453 117,667 122,087 124,432 -1.9% 371 Public Health Authority 1.
Summary of Preliminary Outturn SR'000s Budget Revised Budget Preliminary Outturn Compensatio n of Employees Use of Goods and Services Capital 2022 Variance Revised Budget to Outturn P1: Governance Management and Administration P2: Public Health Protection Total 10,816 12,616 55,610 66,426 53,010 65,626 12,328 48,928 61,256 6,198 4,242 1,888 33,523 39,721 14,976 19,218 429 2,317 2.3% 7.7% 6.7% 2.
Strategic Overview of Entity Mandate The Public Health Authority (PHA) monitors, evaluates and ensures efficient operations of public health laws.

It also regulates, monitors and evaluate all health-related services and ensures they adhere to good practices in the interest of the general public.

Strategic Priorities in 2022 to 2024 Strategic Priorities 1.

Strengthen and sustain surveillance of COVID-19; 2.
Ensure that laboratory reagents and consumables are available for surveillance and other activities; 3.

Construct and furbish the new Public Health Laboratory and Isolation Centre; 4.

Support immunisation against COVID-19; 5.

Provide training and implement the new Integrated Disease Surveillance Response guidelines; and 6.

Integrate COVID-19 activities in usual work.


Results Achieved (Yes/No) Programs or Sub-programs Impacted Yes Yes No P2 P2 P1 Yes P1 and P2 Explanation of Results for priorities not achieved Family hospital was used as isolation facility.
Funds were not forthcoming for construction of facilities Yes P2 The process is ongoing and will continue in 2024-2025 Yes P1 and P2 Most units have resumed their functions and activities except Public Health lab who were still doing PCR testing for COVID-19 Source: Report Strategic Priorities from PPBB Statement 2022 – 2024 published in 2022 Budget Book1 372 3.
Budget Overview Consolidated Expenditure Outturn Table 1 Consolidated expenditure outturn R'000s Programmes P1: Governance Management and Administration P2: Public Health Protection Total Economic Classification CURRENT EXPENDITURE Compensation of Employees Wages and Salaries in Cash Wages and Salaries in Kind Use of Goods and Services Office Expenses Transportation and Travel cost Maintenance and Repairs Materials and Supplies Other Uses of Goods and Services Minor Capital Outlays CAPITAL EXPENDITURE Non-financial Assets Building and Infrastructure Machinery and Equipment Other Fixed Assets Non-produced Assets Total Justification: 2021 Audited Outturn 2022 Budget Revised Budget Preliminary Outturn Variance Revised Budget to Outturn 13,372 61,115 74,488 58,577 42,206 42,206 416 16,371 2,711 703 781 8,546 1,774 1,441 15,911 15,911 - - - 15,911 10,816 55,610 66,426 66,426 49,436 49,436 648 16,990 1,826 1,011 691 9,098 2,136 1,580 - - - - - - 12,616 53,010 65,626 65,626 46,836 46,836 648 18,790 1,826 1,011 691 9,098 2,136 3,380 - - - - - - 12,328 48,928 61,256 2.3% 7.7% 6.7% 58,939 39,721 39,721 387 19,218 2,396 1,003 635 11,131 1,708 1,958 2,317 2,317 - - - 2,317 10.2% 15.2% 15.2% 40.3% -2.3% -31.2% 0.7% 8.1% -22.3% 20.1% 42.1% -100.0% -100.0% 0.0% 0.0% 0.0% -100.0% 74,488 66,426 65,626 61,256 6.7% During 2022, there was a gradual resumption of routine services compared to 2021 where the focus was mainly on managing COVID-19 epidemic.
 Public Health Authority was able to mount an effective response against COVID-19.

One key area was PCR testing of COVID-19 which is done by Public Health lab.

The lab was able to procure kits and accessories for early detection of COVID-19 and ensuring early isolation of cases.

 Public Health Laboratory has built up capacity by setting up and procuring reagents and accessories for conducting Genomic surveillance of SARS COV 2 for the country to identify the variants circulating locally.
 PHA was able to continue providing care to HIV, Hepatitis B and C Patients Despite COVID-19 outbreak.

 Public Health services conduct Inspection of businesses, food establishments and homes; Evaluate construction sites for commencement and occupancy of building, has a permanent presence at ports 373 and Airport for clearing of vessels; Participate in surveillance activities and all these requires extensive usage of transport.

 PHA acquired 3 new vehicles to improve above services.
 All regulatory boards/entities under PHA remain on track with targets.

Challenges:  COVID-19 brings with it new costs that were not taken into account in the 2021 budget.

Test kits, reagents and accessories are important for Surveillance and are also costly.

Some kits were paid from contingency funds but accessories were paid under recurrent budget.

 Human capacity shortage to manage COVID-19 and ensuring that routine activities are maintained.
 Public Health Authority were able to replace 3 old vehicles, despite this, Public health Officers are still using public transport for community field work to meet pressing needs.

 Construction of Public Health Lab has been deferred towards a PPP project; and there is an Acute shortage of space for adequate function of Public Health Lab.

Decrease in housing rent: Out of the 3 houses rented, 1 was returned.
Office expenses and telephone cost carried forward from previous year due to late receipt of bill from October 2021 were paid in 2022 budget.

Additionally, there was printing cost for new Covid vaccination certificates provided through VCS agreement.

Increase in purchasing of vaccines, medical and laboratory supplies compared to previous year where related supplies were paid by contingencies funds/ Covid Relief funds and through donations.
Moreover, the cost of related supplies compared to previous year has increased significantly due to rise in cost of freight and transportation.

4.
Programme Performance Programme 1: Governance, Management and Administration The purpose of the programme is to ensure the efficient management of the PHA by:  Providing leadership and management to ensure that all sections in the PHA deliver services according to set policies, plans and budgets, based on the targets of the National Health Strategic Plan; and  Ensuring that all personnel and human resource matters are managed efficiently, that all assets are maintained in the best possible condition and resources are available as required.
Programme Expenditure Performance Table 2 Consolidated programme expenditure performance SR'000s Programmes 2021 Audited Outturn 2022 Budget Revised Budget Preliminary Outturn Variance Revised Budget to Outturn P1: Governance Management and Administration Total 13,372 13,372 10,816 10,816 12,616 12,616 12,328 12,328 2.3% 2.3% Economic Classification 374 SR'000s CURRENT EXPENDITURE Compensation of Employees Wages and Salaries in Cash Wages and Salaries in Kind Use of Goods and Services Office Expenses Transportation and Travel cost Maintenance and Repairs Materials and Supplies Other Uses of Goods and Services Minor Capital Outlays CAPITAL EXPENDITURE Non-financial Assets Building and Infrastructure Machinery and Equipment Other Fixed Assets Non-produced Assets 2021 Audited Outturn 2022 Budget Revised Budget Preliminary Outturn 10,477 5,982 5,982 - 4,495 1,982 158 483 13 1,773 84 2,895 2,895 - - - 2,895 10,816 6,798 6,798 - 4,018 898 320 444 90 2,106 160 - - - - - - 12,616 6,798 6,798 - 5,818 898 320 444 90 2,106 1,960 - - - - - - 10,440 6,198 6,198 - 4,242 1,584 334 419 38 1,708 160 1,888 1,888 - - - 1,888 Variance Revised Budget to Outturn 17.2% 8.8% 8.8% 0.0% 27.1% -76.4% -4.2% 5.6% 57.3% 18.9% 91.9% -100.0% -100.0% 0.0% 0.0% 0.0% -100.0% Total 13,372 10,816 12,616 12,328 2.3% Programme 2: Public health Protection The purpose of the programme is to ensure comprehensive and integrated disease prevention, surveillance and control and to respond to public health threats.
The programme comprises the following sub- programmes:  Sub-programme 1 Public Health Enforcement: Establishes and operates necessary mechanisms to ensure that all health-related services in the public and private sector meet the requirements and standards set out in relevant laws relating to public health.
Ensures pharmaceuticals, medicinal products, and pesticides control meet the quality standards set out in relevant legislations; and  Sub-Programme 2 Disease Control: Promotes measures to protect the health of the nation in all relevant areas, including environmental health services, prevention of vector-borne and sexually transmitted diseases, control of non-communicable diseases, tobacco control, and water and food safety.
Performance against Programme Strategic Objectives and Measures The table below sets out the performance of the programme against the performance measures and targets set for 2022.

Table 3 Performance measures for programme Programme: Outcome: P2: Public Health Protection Reduction in communicable and non-communicable diseases Outcome indicator 2021 Outturn Target 2022 Revised Target Outturn Explanation of Difference between Targets and Outturn 1.

Number of new cases of Tuberculosis.


N/A 4 4 16 This indicator does not really reflect outcome of PHA and has been removed for 2023.

All patients were treated and contacts tested.
375 Programme: Outcome: P2: Public Health Protection Reduction in communicable and non-communicable diseases Outcome indicator 2021 Outturn Target 2022 Revised Target Outturn Explanation of Difference between Targets and Outturn Incidence of hepatitis C N/A 10% 10% Incidence of Hepatitis B N/A 10% 10% 13 new cases/ 100,000 13 new cases/100,000 This indicator does not reflect outcome and has been removed for 2023 This indicator does not reflect outcome and has been removed for 2023 1 food outbreak reported and investigated.
3.

Maintain zero reported major food outbreaks N/A 2021 Contributing indicators Outturn Target 0 0 1 2022 Revised Target Outturn Explanation of Difference between Targets and Outturn Communicable diseases 1.

% of eligible people on Anti Retrovirals (HIV) 2.

% of people who completed treatment of Tuberculosis SP2:Disease Control 91% 93% 93% 90% N/A 90% 90% 95% 3.

% of food establishments with valid food handlers certificate N/A 90% 90% 90% 2.
Major food premises sampled for microbiology and chemical contamination N/A 70% 70% 190 microbiology samples and 64 chemical 3.

Number of eligible persons treated for Hepatitis C per year Non- Communicable diseases 1.

% of school children attending NCD risk factor screening 2.

% of establishment visited compliant with smoking bans Environmental services 1.

% of Planning applications/site visits, reports completed (number increases yearly) 4.

% of meat inspections slaughter house 5.


% of food premises visited twice a year.

6.

% areas where water samples collected according to existing regulations (swimming pool, bottled water, drinking water, effluents.)

7.

Number of premises visited for housing sanitation (% yearly increment from baseline) 8.
Presence and maintenance of appropriate laboratory diagnostic equipment and reagents to support surveillance for early detection of infectious diseases (8200) 90% 96% 96% 96% Treatment is available but need to find strategy to encourage the drop outs to come back in service This indicator has been removed for 2023 because of the small numbers of cases Occupational Health has resumed its activities post COVID and will intensify testing of food handlers This indicator needs to be revised as sampling for microbiology and chemical are completely different.
Laboratory could not process samples because they were focusing on testing for COVID-19 During COVID-19 services were scaled down.

In 2022 there was a resumption of services and extra effort spend b School has resumed as pre-COVID.

The team were able to enroll more children.


There is a need to intensify compliance for 2023 Number of applications have increased compared to previous year There are 4 slaughter houses number of meat inspections have gone up Concerted effort by team to catch up from previous years due to COVID-19 Concerted effort by team to catch up from previous years due to COVID-19 Public Health Officers were conducting surveillance for COVID-19 as well as housing sanitation hence below target.
This is an ongoing process where laboratory has to ensure equipment are maintained and relevant kits procured 376 Programme Expenditure Performance Table 4 Consolidated programme expenditure performance SR'000s Programmes SP1: Public Health Enforcement SP2:Disease Control Total Economic Classification CURRENT EXPENDITURE Compensation of Employees Wages and Salaries in Cash Wages and Salaries in Kind Use of Goods and Services Office Expenses Transportation and Travel cost Maintenance and Repairs Materials and Supplies Other Uses of Goods and Services Minor Capital Outlays CAPITAL EXPENDITURE Non-financial Assets Building and Infrastructure Machinery and Equipment Other Fixed Assets Non-produced Assets Total 2021 Audited Outturn 2022 Budget Revised Budget Preliminary Outturn Variance Revised Budget to Outturn 32,811 28,304 61,115 48,100 36,224 36,224 416 11,876 729 544 297 8,532 1 1,357 13,016 13,016 - - - 13,016 61,115 38,350 17,260 55,610 55,610 42,638 42,638 648 12,972 928 691 247 9,008 30 1,420 - - - - - - 36,550 16,460 53,010 53,010 40,038 40,038 648 12,972 928 691 247 9,008 30 1,420 - - - - - - 34,155 14,773 48,928 48,499 33,523 33,523 387 14,976 813 670 216 11,092 - 1,798 429 429 429 6.6% 10.2% 7.7% 8.5% 16.3% 16.3% 40.3% -15.4% 12.4% 3.0% 12.4% -23.1% 100.0% -26.6% -100.0% -100.0% 0.0% 0.0% 0.0% -100.0% 55,610 53,010 48,928 7.7% 377 Seychelles Nurses and Midwives Council 1.
Summary of Preliminary Outturn SR'000s Budget Amendment Revised Budget Preliminary Outturn Compensation of Employees 2022 Use of Goods and Services Capital Variance Revised Budget to Outturn P1: Nursing and Midwifery Professional Services Total 1,378 1,378 1,378 1,378 1,314 1,314 891 891 424 424 - - 4.6% 4.6% 2.
Strategic Overview of Entity Mandate The mandate of the Seychelles Nurses and Midwives Council (SNMC) is to protect the Seychellois public by maintaining and upgrading professional standards for nurses and midwives.
It is the statutory body which regulates nursing and midwifery training, qualifications, registrations, licensing, scopes of practice and the disciplinary control of the professions under the provisions made in the Nurses and Midwives Act 1985, (Chapter 150) and Nurses and Midwives Regulations 1989.
The Council is therefore responsible for establishing and improving the standards of education and training; maintaining the professional register; establishing and maintaining standards; establishing and promoting standards of professional conduct; and monitoring and evaluating practices.

Strategic Priorities in 2022 to 2024 Strategic Priorities 1.
Monitor and support practicing nurses and midwives in the implementation of the National Continuous Professional Development (CPD) framework for nurses and midwives; 2.

Continue to promote the diversity and availability of continuous training and lifelong learning for delivery of high quality nursing and midwifery services, through on- line CPD in partnership with World Continuing Education Alliance, Commonwealth of Learning, and International Council of Nurses; 3.
Implement a licensing examination framework for nurses trained locally and abroad in 2022; 4.

Develop scopes of practice for the different specialities in the nursing profession (on-going); 5.

Develop a framework or policy for “return to practice” in 2021 for implementation in 2022; 6.
Develop professional practice standards in Nursing and Midwifery (on-going); and Results Achieved (Yes/No) Programs or Sub- programs Impacted Yes P1.2 Yes P1.2 No P1.2 Ongoing P1.2 Yes P1.2 Ongoing P1.2 Explanation of Results for priorities not achieved In the process of training nurses and midwives to administer the license exam.

Delay for implementation resulted from unavailability of course provider for training of the nurses and midwives in the field of exam management in 2022.
378 Strategic Priorities 7.

Strengthen reflective practices in nursing and midwifery using different approaches (on-going).

Results Achieved (Yes/No) Programs or Sub- programs Impacted Yes P1.2 Explanation of Results for priorities not achieved Source: Report Strategic Priorities from PPBB Statement 2022 – 2024 published in 2022 Budget Book1 3.
Budget Overview Consolidated Expenditure Outturn Table 1 Consolidated expenditure outturn 2021 2022 R'000s Audited Outturn Budget (Amendment) Revised Budget Preliminary Outturn Variance Revised Budget to Outturn Programmes P1: Nursing and Midwifery Professional Services Total Economic Classification CURRENT EXPENDITURE Compensation of Employees Wages and Salaries in Cash Wages and Salaries in Kind Use of Goods and Services Office Expenses Transportation and Travel cost Maintenance and Repairs Materials and Supplies Other Uses of Goods and Services Minor Capital Outlays CAPITAL EXPENDITURE Non-financial Assets Building and Infrastructure Machinery and Equipment Other Fixed Assets Non-produced Assets 1,359 1,359 1,359 939 939 - 420 60 1 - - 358 - - - - - - - 1,378 1,378 1,378 921 921 - 456 64 6 - - 386 - - - - - - - 1,378 1,378 1,378 921 921 - 456 64 6 - - 386 - - - - - - - 1,314 1,314 4.6% 4.6% 1,314 891 891 - 424 67 - - - 357 - - - - - - - 4.6% 3.3% 3.3% 0.0% 7.1% -3.7% -100.0% 0.0% 0.0% 7.6% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% Total 1,359 1,378 1,378 1,314 4.6% 4.
Programme Performance Programme 1: Nursing and Midwifery Professional Services The purpose of the programme is to regulate the nursing and midwifery scope of practice, training, qualification and professional standards.

In regulating nursing and midwifery, the Council maintains and monitors standards of practice and training and therefore protects the public from unsafe practice.
Furthermore, the Council reviews and approves nursing and midwifery curriculum for general and specialised fields ensuring minimal competencies are met.

There is constant development of scopes of practice, standards and regulatory processes as nurses and midwives must keep abreast with development in the professions.
In regulating the nursing and midwifery professions the Council ensures that new applicants 379 for registration as nurses and midwives have followed a training course which is not inferior to that of the standard recognised locally.
The programme comprises the following sub-programmes:  Sub-programme 1 Administrative Services: Responsible for updating the regulatory database; policies and standards; administering the funds for the Council; ensuring professional communication; purchasing goods and services; administering salaries and wages; administering transport and travel cost; maintenance of equipment, and administering allowances for councillors.
 Sub-programme 2 Regulatory Services: Responsible for registration of nurses and midwives; processing and validating application documents for registration; re-validating the registration of practicing nurses/midwives; accrediting and approving training programmes; monitoring registrants in practice; approving or accrediting pre-service and in-service training; developing scopes of practice; developing and maintaining professional standards, and ensuring professional communication.
Performance against Programme Strategic Objectives and Measures The table below sets out the performance of the programme against the performance measures and targets set for 2022.

Table 2 Performance measures for programme Programme: Outcome: P1: Nursing and Midwifery Professional Services Improved level of safety and quality in patient/client care Outcome indicator 1.% of practising nurses meeting standards for license renewal (re-validation of registration) 2.
% of registered nurses meeting standard for practice 3.

% of newly registered nurses on the registers 4.

% amendments processed in databases 5.

% of financial transactions completed Contributing indicators SP1: Administrative Services 1.

Number of newly registered nurses added to the databases 2.
Number of applications for change of names 2021 Outturn Target 2022 Revised Target Explanation of Difference between Outturn Targets and Outturn 75% 100% 60% 65% not a significant difference 77% 89% 90% 76% 4% 5% 5% 3% 85% 92% 90% 46% 90% 76% 60% 99% The variance is related to the mobility of nurses, as nurses due for renewal may have left the country or retired, which cannot always be predicted.

Student nurses in training will not always complete on time so they cannot apply for registration as planned.
amendment which can be done for various reasons e.g.

change of name can vary .

The rate in amount of transactions improved as the covid 19 pandemic phased out.

2021 Outturn Target 2022 Revised Target Explanation of Difference between Outturn Targets and Outturn 22 5 20 6 12 4 95 27 6 508 This reflects both locally trained and as well as foreign applicants.
The number is not significant as it fall within the average The SNMC has been able to clear back- log for the past two years when there was budget cut.

3.

Number of financial transactions 180 187 380 Contributing indicators SP2: Regulatory Services 1.

Number of registrations for local-trained nurses 2. number of registrations for foreign-trained nurses 3.Number of audits in learning environment.
2021 Outturn Target 2022 Revised Target Explanation of Difference between Outturn Targets and Outturn 15 19 - 20 10 2 5 6 1 15 12 - not significant change as it falls within average increase in application absence of registrar in office - 4.

Number of audited health settings 5.

Number of scopes for practice developed (reviewed and approved) Outcome: Improved professionalism in the nursing/Midwifery Services 12 1 3 1 - - - absence of registrar in office Absence of the registrar Outcome indicator 1.
% of practising nurses and midwives attaining minimum CPD points Contributing indicators 1.

Number of nurses and midwives attending CPD session 2.

Number of portfolios reviewed and monitored 3.

Number of nurses and midwives requiring supportive follow-up for CPD on a one to one basis 4.

Number of introductory workshops on reflective practice 2021 Outturn Target 2022 Revised Target Explanation of Difference between Outturn Targets and Outturn 73% 60% 75% 76% within target set.
2021 Outturn Target 2022 Revised Target Explanation of Difference between Outturn Targets and Outturn 557 307 550 664 49 135 130 108 For the year 2022 more nurses and midwives were due to have their practice license renewed CPD points is a requirement for renewal of practice license.

As the years went by less nurse have to submit their portfolio as they have already mastered to skill.
20 1 5 4 20 1 26 slight increase as it depends on number of new registrants 1 within target set Programme Expenditure Performance Table 3 Consolidated programme expenditure performance SR'000s Programmes SP1: Administrative Services SP2: Regulatory Services Total Economic Classification 2021 Audited Outturn Budget 2022 Revised Budget Preliminary Outturn Variance Revised Budget to Outturn 977 382 1,359 958 420 1,378 958 420 1,378 928 386 1,314 3.1% 8.0% 4.6% 381 SR'000s CURRENT EXPENDITURE Compensation of Employees Wages and Salaries in Cash Wages and Salaries in Kind Use of Goods and Services Office Expenses Transportation and Travel cost Maintenance and Repairs Materials and Supplies Other Uses of Goods and Services Minor Capital Outlays CAPITAL EXPENDITURE Non-financial Assets Building and Infrastructure Machinery and Equipment Other Fixed Assets Non-produced Assets 2021 Audited Outturn Budget 2022 Revised Budget Preliminary Outturn Variance Revised Budget to Outturn 1,359 939 939 - 420 60 1 - - 358 - - - - - - - 1,378 921 921 - 456 64 6 - - 386 - - - - - - - 1,378 921 921 - 456 64 6 - - 386 - - - - - - - 1,314 891 891 424 67 - - - 357 - - - - - - 4.6% 3.3% 3.3% 0.0% 7.1% -3.7% -100.0% 0.0% 0.0% 7.6% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 4.6% Total 1,359 1,378 1,378 1,314 382 Health Professional Council 1.
Summary of Preliminary Outturn 2022 SR'000s Budget Amendment Revised Budget Preliminary Outturn Compensation of Employees P1:Regulatory Services Total 1,271 1,271 1,271 1,271 1,119 1,119 237 237 Use of Goods and Services 881 881 Capital Variance Revised Budget to Outturn - - 12.0% 12.0% 2.
Strategic Overview of Entity Mandate The mandate of the Health Professional Council (HPC) is to ensure that all health professionals are qualified and competent to practice, and to protect the public by promoting the highest professional standards.

Strategic Priorities in 2022 to 2024 Strategic Priorities 1.

Increase monitoring of Allied Health (AH) services in both government and private institutions through enhanced manpower support; 2.
Educate AHPs and consumers on the mandate and role of the Council; 3.

Foster good partnerships between the Council and its stakeholders to further strengthen compliance to regulatory and statutory standards; 4.

Protect service users through increased visibility of the Council as a health and legal entity; and 5.

Optimise financial planning and budget management with the limited resources, whilst ensuring that the set targets of the Council remain achievable.
Results Achieved (Yes/No) Programs or Sub-programs Impacted Explanation of Results for priorities not achieved Yes P1.1 Well done for private however improvement required for the Public sector.

Ongoing P1.2 Yes P1.1 Planning to further strengthen in 2023 Yes P1.1 Good use of social media.

Yes P1.1 During Mid-year the Council sought the assistance of the FC for the MOH and currently all financial transaction is being done by the FC.

The Council prepares and submits request.


Source: Report Strategic Priorities from PPBB Statement 2022 – 2024 published in 2022 Budget Book1 383 3.
Budget Overview Consolidated Expenditure Outturn Table 1 Consolidated Expenditure Outturn R'000s 2021 Audited Outturn Budget 2022 Revised Budget Preliminary Outturn Variance Revised Budget to Outturn Programmes P1:Regulatory Services Total Economic Classification CURRENT EXPENDITURE Compensation of Employees Wages and Salaries in Cash Wages and Salaries in Kind Use of Goods and Services Office Expenses Transportation and Travel cost Maintenance and Repairs Materials and Supplies Other Uses of Goods and Services Minor Capital Outlays CAPITAL EXPENDITURE Non-financial Assets Building and Infrastructure Machinery and Equipment Other Fixed Assets Non-produced Assets Total Justification: 1,042 1,042 1,042 208 208 - 834 141 2 - - 667 23 - - - - - - 1,271 1,271 1,271 175 175 - 1,096 188 33 6 - 869 - - - - - - - 1,271 1,271 1,271 175 175 - 1,096 188 33 6 - 869 - - - - - - - 1,118 1,119 1,118 237 237 - 881 202 23 - - 657 - - - - - - - 12.0% 12.0% 12.0% -35.9% -35.9% 0.0% 0.0% 19.6% -7.3% 32.0% 100.0% 0.0% 24.4% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 1,042 1,271 1,271 1,118 12.0% The underspending in 2022 is due to unforeseen circumstances, HPC was short of 2 Board Members, including the Chairperson who resigned mid-year.
This had an effect on certain activities planned as the Council had limited Human Resource to assist in the implementation of those activities.

4.

Programme Performance Programme 1: Regulatory Services The purpose of the programme is to register and monitor the competencies of AHPs in Seychelles, regulate the performance of AHPs to promote and uphold the highest possible standard of their practices; inquire into allegations of professional misconduct and malpractice by AHPs and to take appropriate action.
The HPC is governed by the Health Professionals’ Act 2006.

The programme comprises the following sub-programmes:  Sub-programme 1 Enforcement and Legislation: Responsible for establishing effective mechanisms to ensure that the HPC is seen as a credible organisation and that its rules and regulations are 384 enforced.

It ensures that all AHPs have the appropriate qualifications to practice.
It is also responsible for monitoring practices, issuing certification and carrying out site visits; and  Sub-Programme 2 Capacity Building Facilitation: Responsible for providing in-service training to keep allied health professionals abreast with recent developments in their respective fields.

Performance against Programme Strategic Objectives and Measures The table below sets out the performance of the programme against the performance measures and targets set for 2022.
Table 4 Performance measures for programme P1:Regulatory Services Outcome: To protect the public by promoting the highest professional standards and ensuring that all allied health professionals are qualified and competent to practice.
Outcome indicator % of practicing allied health professionals registered to practice Contributing indicators 2021 Outturn Target 2022 Revised Target Outturn Explanation of Difference between Targets and Outturn 95% 90% 90% 80% 2021 Outturn Target 2022 Revised Target Lack of HR to undergo regular and sustainable monitoring.
Explanation of Difference between Outturn Targets and Outturn SP1:Enforcement And Legislation % of allied health services visited 95% 65% 35% 50% Commitment from members enable us to cover most private health facilities , however we need to target the Public ones this year.

SP2:Capacity Building Facilitation % of registered allied health professionals undertaking CPD 90% 80% 70% 70% Good improvement noted.
Table 2 Programme Expenditure Performance SR'000s Programmes SP1: Enforcement and Legislation SP2: Capacity Building Facilitation Total Economic Classification CURRENT EXPENDITURE Compensation of Employees Wages and Salaries in Cash Wages and Salaries in Kind Use of Goods and Services Office Expenses Transportation and Travel cost Maintenance and Repairs Materials and Supplies Other Uses of Goods and Services Minor Capital Outlays 2021 Audited Outturn Budget 2022 Revised Budget Preliminary Outturn Variance Revised Budget to Outturn 940 102 1,042 1,042 208 208 - 834 141 2 - - 667 23 1,131 140 1,271 1,271 175 175 - 1,096 188 33 6 - 869 - 1,131 140 1,271 1,271 175 175 - 1,096 188 33 6 - 869 - 970 149 1,119 1,119 238 238 - 881 202 23 - - 657 14.3% -6.8% 12.0% 12.0% -36.2% -36.2% 0.0% 19.6% -7.3% 32.0% -100.0% 0.0% 24.4% 0.0% 385 SR'000s CAPITAL EXPENDITURE Non-financial Assets Building and Infrastructure Machinery and Equipment Other Fixed Assets Non-produced Assets 2021 Audited Outturn Budget 2022 Revised Budget Preliminary Outturn Variance Revised Budget to Outturn - - - - - - - - - - - - - - - - - - - - - - - - 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% Total 1,042 1,271 1,271 1,119 12.0% 386 National AIDS Council 1.
Summary of Preliminary Outturn SR'000s Budget Revised Budget Preliminary Outturn Compensatio n of Employees Use of Goods and Services Capital 2022 Variance Revised Budget to Outturn P1:National Coordination, Advocacy and Awareness Raising Total 3,846 3,846 3,846 3,846 3,288 3,288 1,439 1,849 1,439 1,849 - - 14.5% 14.5% 2.
Strategic Overview of Entity Mandate The National AIDS Council (NAC) aims to combat the spread of the human immunodeficiency virus (HIV) and the acquired immune deficiency syndrome (AIDS) by promoting, implementing, co-ordinating, monitoring and evaluating programmes and measures to limit or prevent their spread.

Strategic Priorities in 2022 to 2024 Strategic Priorities Results Achieved (Yes/No) Programs or Sub-programs Impacted Explanation of Results for priorities not achieved 1.
Co-ordinate the implementation of 2019-2023 National Strategic Plan (NSP) for HIV, AIDS and viral Hepatitis by finalising a costed operational plan; updating and developing a National Policy for HIV, AIDS, Viral Hepatitis and Sexually Transmitted infections; and elaborating a functional Monitoring and Evaluation (M&E) plan based on the available framework; Yes P1 2.

Commission HIV community testing to promote knowledge of one’s status; 3.
Conduct surveys in general and key populations to establish HIV prevalence, knowledge, attitudes, practices and behaviours in these groups; Yes No P1 P1 4.

Advocate, raise awareness and provide support on pertinent issues in line with global and national strategies for prevention and care, including pre exposure prophylaxis and condom programming; and 5.
Co-ordinate and implement regional projects and programmes, namely SADC Regional projects, ECSA, health community regional project, UNAIDS and United Nations Population Fund (UNFPA) national programme evolving from the UN National Strategic Partnership Framework.

Yes P1 Yes P1 Funding not available for surveys Source: Report Strategic Priorities from PPBB Statement 2022 – 2024 published in 2022 Budget Book1 387 3.
Budget Overview Consolidated Expenditure Outturn Table 1 Consolidated expenditure outturn R'000s 2021 Audited Outturn 2022 Budget Revised Budget Preliminary Outturn Variance Revised Budget to Outturn Programmes P1:National Coordination, Advocacy and Awareness Raising Total Economic Classification CURRENT EXPENDITURE Compensation of Employees Wages and Salaries in Cash Wages and Salaries in Kind Use of Goods and Services Office Expenses Transportation and Travel cost Maintenance and Repairs Materials and Supplies Other Uses of Goods and Services Minor Capital Outlays CAPITAL EXPENDITURE Non-financial Assets Building and Infrastructure Machinery and Equipment Other Fixed Assets Non-produced Assets Total Justification: 2,799 2,799 2,799 1,246 1,246 - 1,553 250 14 43 - 1,246 - - - - - - - 3,846 3,846 3,846 1,403 1,403 - 2,443 294 18 101 2 1,982 46 - - - - - - 3,846 3,846 3,846 1,403 1,403 - 2,443 294 18 101 2 1,982 46 - - - - - - 3,288 3,288 14.5% 14.5% 3,288 1,439 1,439 - 1,849 228 28 11 0 1,582 0 - - - - - - 14.5% -2.5% -2.5% 0.0% 24.3% 22.6% -53.0% 88.8% 90.5% 20.2% 99.2% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 2,799 3,846 3,846 3,288 14.5% With the recruitment of a Monitoring and Evaluation Programme Manager, the National AIDS Council had to engage on several different approaches in keeping up with their monitoring and evaluation strategies.
With the help of different stakeholders in the Ministry of Health (MOH), Public Health Authority (PHA), Health Care Agency (HCA), civil society and the Private sector, there was an extra effort in reaching the private sector and key population organizations.

The Council managed to cut cost on local meetings by conducting meeting virtually.

Funds were reprioritized to cater for overseas subsistence allowance for staff who attended the regional meetings by SADC and UN.
In December 2022, NAC conducted some activities for the World AIDS Day, however, due to the early closure of 2022 budget, some payments were not made in 2022 but were settled in January 2023.

With the given resources, NAC managed to achieve most of its strategic priorities and met all targeted PI.

With reduced community and outreach activities, more effort was given to coordinating stakeholder and reporting activities.

388 4.
388 4.

Programme Performance Programme 1: National Coordination, Advocacy and Awareness Raising The purpose of the National Coordination, Advocacy and Awareness Raising programme is to ensure the efficient management of the activities, funds, staff and property of the Council.

Performance against Programme Strategic Objectives and Measures The table below sets out the performance of the programme against the performance measures and targets set for 2022.
Table 2 Performance measures for programme Outcome: Improved coordination of national response by 2024 P1: P1:National Coordination, Advocacy and Awareness Raising Outcome indicator 1.

Monitoring of implementation of National HIV/AIDS Strategy through development and dissemination of annual national HIV/AIDS report 2.

Reporting on regional and global commitments by developing and submitting monitoring reports on HIV/AIDS to key partners (UNAIDS, SADC, SDG ) Contributing indicators 1.
Number of Monitoring & Evaluation reports received (including MOH agencies, DSAPTR, Prison, NGOs, Private) 2.

Number of multisectoral coordinating meetings conducted with meeting reports 3.
Report of World AIDS Day activities to raise awareness 4. Review of the 2019-2023 National Strategic Plan for HIV, AIDS and Viral Hepatitis and Development of a new plan 2021 Outturn Target 2022 Revised Target Outturn Explanation of Difference between Targets and Outturn 1 1 1 1 3 3 3 3 2021 Outturn Target 2022 Revised Target Outturn Explanation of Difference between Targets and Outturn 15 18 18 18 8 1 N/A 10 1 0 6 1 0 6 1 0 389 Seychelles Medical and Dental Council 1.
Summary of Preliminary Outturn SR'000s Budget Revised Budget Preliminary Outturn Compensation of Employees 2022 Use of Goods and Services Capital Variance Revised Budget to Outturn P1: Registration and Professional Development Total 918 918 918 918 818 818 237 237 581 581 - - 10.9% 10.9% 2.

Strategic Overview of Entity Mandate The Seychelles Medical and Dental Council (SMDC) is a regulatory body established under the Medical Practitioners and Dentists Act 1994.
It is mandated to protect the public by regulating the practice of medicine and dentistry in Seychelles.

It registers practitioners, regulates professional conduct, facilitates Continuous medical and dental education, and investigates and acts upon allegations of professional misconduct and malpractice.

Strategic Priorities in 2022 to 2024 Strategic Priorities Results Achieved (Yes/No) Programs or Sub-programs Impacted 1.
Implement a revised legislation; No P1 Explanation of Results for priorities not achieved The SMDC has robust recommendations for a modern legislation.

Attempts to find appropriate technical assistance to convert this into drafting recommendations have failed.

The Registrar is a full time MoH employee with complex responsibilities within MOH and acts as registrar to the Council.

It is impossible to do justice to both areas of responsibility.
A full time registrar is urgently needed, who is dedicated to regulatory work only.

With the current prescribed composition of the governing board, there is no space for the necessary expertise to guide the council in achieving its strategic objectives.

2.

Develop national guidelines and standards for medical professionals; and 3.

Appoint a full-time Registrar to the Council to ensure clear delineation of roles and responsibilities between the governing body and the executive branch of the Council.
Ongoing P1 Reasons for delay are as above.

No P1 Budget not approved.

The post of Registrar requires sound knowledge of medicine and health systems.

In the Seychelles context, this would mean a medical practitioner or dentist.

The remuneration for the post will have to be attractive enough such a professional to leave clinical practice.

Source: Report Strategic Priorities from PPBB Statement 2022 – 2024 published in 2022 Budget Book 390 3.
Budget Overview Receipts Outturn Table 1 Receipts outturn SR'000s Receipts transferred to Consolidated Fund Registration Fee Total Justification: 2021 Audited Outturn Budget 360 360 360 - - - 2022 Revised Budget Preliminary Outturn 360 360 360 Variance Revised Budget to Outturn -100.0% -100.0% -100.0% - - - The Council’s only receipts are the administrative fees linked to processing and issuing of registration certificates and renewal of registration.
Penalty fees are also levied for delayed renewal and fees for issuing certificates of status account for less than ten per cent of receipts.

There was an increase in the number of applications for registration in 2022.

This is because, Labriz Silhouette and four Seasons Desroches are now requesting two-year registration for their doctors instead of six months as some of the doctors are likely to return for a second or third rotation within the next two years.
Consolidated Expenditure Outturn Table 2 Consolidated expenditure outturn R'000s 2021 Audited Outturn Budget 2022 Revised Budget Preliminary Outturn Variance Revised Budget to Outturn Programmes P1: Registration and Professional Development Total Economic Classification CURRENT EXPENDITURE Compensation of Employees Wages and Salaries in Cash Wages and Salaries in Kind Use of Goods and Services Office Expenses Transportation and Travel cost Maintenance and Repairs Materials and Supplies Other Uses of Goods and Services Minor Capital Outlays CAPITAL EXPENDITURE Non-financial Assets Building and Infrastructure Machinery and Equipment Other Fixed Assets Non-produced Assets 709 709 709 195 195 - 514 36 - - - 478 - - - - - - - 918 918 918 300 300 - 618 80 - - - 538 - - - - - - - 918 918 918 300 300 - 618 80 - - - 538 - - - - - - - 818 818 818 237 237 - 581 67 - - - 513 - - - - - - - 10.9% 10.9% 10.9% 21.0% 21.0% 0.0% 6.0% 15.4% 0.0% 0.0% 0.0% 4.6% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% Total 709 918 918 818 10.9% 391 Justification: The post of office assistant was filled in the second half of the year as there were no suitable candidates who have applied the post before.
This significantly improved the processing of applications, especially communication with applicants and overhead partner agencies.

The Council had expected some increase in audit fees for the year which did not materialise.

The Council is trying to cut costs by limiting printing and paper communications.

The current limitations to the Council fulfilling its role as a regulatory body are the outdated legislation and lack of a full time Registrar.
However, the Council will strive to resolve these issues within the next three years.

The Council is concerned with the delays in processing applications, especially those linked to primary source verification.

Currently, work is in progress to outsource the verification process so that only verified and complete documents are submitted to the Council.

This will significantly shorten the application process.

4.
4.

Programme Performance Programme 1: Registration and Professional Development The purpose of the programme is to register all medical practitioners and dentists who practice in Seychelles; regulate professional conduct; facilitate continuous medical and dental education; receive complaints; and investigate allegations of professional misconduct and malpractice and take appropriate action.
Performance against Programme Strategic Objectives and Measures The table below sets out the performance of the programme against the performance measures and targets set for 2022.

Table 3 Performance measures for programme Programme: Outcome: Outcome indicator 1.

% applications resolved within 4 weeks Outcome Contributing indicators 1.
% complaints resolved within 3 months P1: Registration and Professional Development Improved registration process 2021 Outturn Target 2022 Revised Target Outturn Explanation of Difference between Targets and Outturn N/A 75% 75% 75% Timely resolution complaints 2021 Outturn Target 2022 Revised Target Outturn Explanation of Difference between Targets and Outturn N/A 75% 75% - The Council received two complaints at the end of 2022 which were carried into 2023 392 Foreign Affairs and Tourism Portfolio 393 Department of Foreign Affairs 1.
Summary of Preliminary Outturn SR'000s Budget Revised Budget Preliminary Outturn Compensation of Employees 2022 P1:Governance, Management & Administration P2:International Relations P3:Protocol, Consular and Diaspora Affairs Total 20,284 63,864 10,463 94,612 19,164 60,664 14,713 94,542 17,531 52,207 13,821 83,559 8,314 21,678 5,508 35,499 Use of Goods and Services 8,827 29,912 7,863 46,602 Capital 390 618 450 1,458 Variance Revised Budget to Outturn 8.5% 13.9% 6.1% 11.6% 2.
Strategic Overview of Entity Mandate The Foreign Affairs Department (FAD) is responsible to implement the country’s foreign policy, which includes advancing/defending the country’s interests in bilateral and multilateral forums, and mobilisation of international assistance/aid, among others.

The Department is, therefore, the gatekeeper for Seychelles national interests by providing the link with members of the international community and vice versa.
Strategic Priorities in 2022 to 2024 Strategic Priorities Results Achieved (Yes/No) Programs or Sub- programs Impacted Explanation of Results for priorities not achieved 1.

Reinforce Maritime Security architecture and create synergy between various regional mechanisms; YES P2 (SP4) 2.

Engage with bilateral and multilateral partners to explore new initiatives to boost economic activities; 3.

Enhance the role of FAD as a leading agency in matters of International Law and procedures; 4.
Establish a dynamic and efficient mechanism to ensure that Seychelles’ Honorary Consuls are fully engaged with FAD in bringing value added benefits to the country; YES P2 (SP2) YES P1 (SP2) YES P3 (SP1) 5.
Engage with diaspora to harness knowledge, skills and investment potentials; YES P3 (SP1) Several initiatives undertaken during 2022 to reinforce Maritime Security Architecture and create synergy between programmes, some of them include the successful chairing and submission of the report of the Strategic Planning Steering Group (SPSG), which Seychelles holds Chairmanship.
The main achievement is to re-orient the strategic direction of the Contact Group on Piracy Off the Coast of Somalia (CGPCS) towards newer emerging threats such as drugs and weapons trafficking.

A number of projects were agreed upon in 2022 which will definitely boost economic activities.

For example, in September 2022, UAE informed that it will implement Phase 2 of the Barbarons Housing Project.

This will include a batch of 40 units.


In November 2022, we signed three MoUs under the High Impact Community Development Project with the Government of India.

This will lead to the construction of 2 access roads at Pte Larue and Anse Aux Pins.

According to the MOUs, renovation works will also be carried out at two secondary schools, English River and Mont Fleuri and Plaisance Primary school.
Reviewed and formatted bilateral legal instruments (agreements, MOUs, arrangements, etc) for MDAs in preparation for signature.

The formatting enabled the instruments to be drafted in accordance with norms/practices of international law instruments and the interest and needs of the specific MDA and Seychelles as a whole.
Emphasis was put on HOMs to engage with the HCs under their jurisdictions (monitor activities, regular reporting, encourage clear line to of communication, convey/sensitize HCs on the new modus operandi of the current Government administration.

HCC Conference 2022 was held successfully with a record turnout of 72 Consuls.

This included the Adopt-a-District project initiated through visits by HCs to all districts of Mahe, Praslin and La Digue.
Initial discussions have started with local authorities for potential investments.

There are ongoing discussions with SIB, SPF and Electoral Commission to establish partnerships.

in person meetings) regular virtual or 394 Strategic Priorities 6.
Enhance FAD’s visibility through public diplomacy; and Results Achieved (Yes/No) Programs or Sub- programs Impacted YES P3 (SP2) Explanation of Results for priorities not achieved Engaged with stakeholders, media houses and partners to disseminate information proactively.

Active on social media and through the quarterly newsletter of the Department.

The Minister has also undertaken press conferences to keep media and the public abreast of what is happening in the Department and on our foreign policy.
YES P2 Re-introduction of the Sector Review with MDAs and consultative meetings for Joint Bilateral Commission.

7.

Strengthen collaboration and dialogue with Ministries, Departments and Agencies (MDAs) for efficient implementation of Seychelles’ international obligations for the development of the country.

3.
Budget Overview Receipts Outturn Table 1 Receipts outturn SR'000s Receipts transferred to Consolidated Fund Sale of Flags Authentication of Documents Translation Fees Total Justification: 2021 Audited Outturn 650 39 611 - 650 2022 Budget Revised Budget Preliminary Outturn 651 100 550 1 651 650 100 550 - 650 763 142 621 - 763 Variance Revised Budget to Outturn 17.4% 42.0% 12.9% 0.0% 17.4% Foreign Affairs collected a global revenue of SR 763,000/- for the year 2022 which was over the set target of SR 650,000/-.
This was a surplus of SR 113,000/-.

a) For Sale of Flags there was an over collection of SR 42,000/- due to increase in the number of flags sold.

In comparison to the year 2021, there was an increase of SR 103,000/- in 2022. b) For Authentication of Documents there was an over collection of SR 71,000/- due to increase in the number of documents being authenticated during 2022.

In comparison to the year 2021, there was an increase of SR 10,000/- due to ease in Covid restrictions.
395 Consolidated Expenditure Outturn Table 2 Consolidated expenditure outturn R'000s Programmes P1:Governance, Management & Administration P2:International Relations P3:Protocol, Consular and Diaspora Affairs Total Economic Classification CURRENT EXPENDITURE Compensation of Employees Wages and Salaries in Cash Wages and Salaries in Kind Use of Goods and Services Office Expenses Transportation and Travel cost Maintenance and Repairs Materials and Supplies Other Uses of Goods and Services Minor Capital Outlays CAPITAL EXPENDITURE Non-financial Assets Building and Infrastructure Machinery and Equipment Other Fixed Assets Non-produced Assets Total Justification: 2021 Audited Outturn 2022 Budget Revised Budget Preliminary Outturn Variance Revised Budget to Outturn 18,249 55,068 7,914 81,231 78,560 35,147 35,147 6,217 43,413 8,727 2,636 2,705 1,048 20,723 1,358 2,671 2,671 153 - - 2,518 20,284 63,864 10,463 94,612 90,985 42,572 42,572 12,489 48,413 10,049 3,606 2,248 288 19,153 579 3,627 3,627 3,627 - - - 19,164 60,664 14,713 94,542 90,985 37,572 37,572 12,489 53,413 11,049 3,606 2,248 288 19,153 4,579 3,556 3,556 3,556 - - - 17,531 52,207 13,821 83,559 8.5% 13.9% 6.1% 11.6% 82,101 35,499 35,499 8,737 46,602 10,661 4,484 2,436 531 15,216 4,536 1,458 1,458 220 - - 1,238 9.8% 5.5% 5.5% 30.0% 12.8% 3.5% -24.3% -8.4% -84.3% 20.6% 0.9% 59.0% 59.0% 93.8% 0.0% 0.0% 0.0% 81,231 94,612 94,542 83,559 11.6% The following were the main reasons for the accumulated savings:  Due to delay in recruitment and/or replacement of
 suitable candidates.
Obviously this had an impact on the output/result of the respective Divisions, and in order to ensure efficiency of the Department staff had to take on additional responsibilities, which resulted into working longer hours and over the weekends which in terms of staff welfare is not conducive and resulted into staff dissatisfaction and mental fatigues.
Nonetheless, the Department saw the successful State visit of the former President Kenyatta during which 10 Memorandum of understanding(MOU)/agreements were signed and the department were able to engage with our bilateral and multilateral partners in order to enhance their cooperation.

 Due to movement of diplomatic staff at the Embassies, assuming postings depending on family composition.
 Late implementation of the renovation works of the premises due to unforeseen delays and setbacks in getting the logistics on time to carry out the renovation within the project scope and timeframe.

As 396 such, the working conditions were not favourable and acceptable for receiving and hosting dignitaries.
The above savings were used to cater for acquisition of new cars, to replace the current fleet which is incurring a high cost of repairs and maintenance and is also not suitable for providing VIP services.

4.

Programme Performance Programme 1: Governance, Management and Administration The purpose of the programme is to provide support to the implementation of the Department’s objectives through its substantive programmes.
The programme comprises the following sub-programmes:  Sub-programme 1 Ministerial Secretariat: Provides oversight of the policies and activities of the Department; and  Sub-programme 2 Central Administration: Provides financial and human resource management support.

Performance against Programme Strategic Objectives and Measures The table below sets out the performance of the programme against the performance measures and targets set for 2018.
Programme Expenditure Performance Table 3 Consolidated programme expenditure performance SR'000s Programmes SP1: Ministerial Secretariat SP2: Central Administration Total Economic Classification CURRENT EXPENDITURE Compensation of Employees Wages and Salaries in Cash Wages and Salaries in Kind Use of Goods and Services Office Expenses Transportation and Travel cost Maintenance and Repairs Materials and Supplies Other Uses of Goods and Services Minor Capital Outlays CAPITAL EXPENDITURE Non-financial Assets Building and Infrastructure Machinery and Equipment Other Fixed Assets Non-produced Assets 2021 Audited Outturn Budget 2022 Revised Budget Preliminary Outturn Variance Revised Budget to Outturn 1,666 16,583 18,249 15,753 6,496 6,496 264 9,257 5,220 123 783 504 2,193 170 2,496 2,496 153 - - 2,343 1,602 18,683 20,284 16,658 9,014 9,014 348 7,643 4,231 153 449 2 2,432 29 3,627 3,627 3,627 - - - 1,602 17,562 19,164 15,608 7,964 7,964 348 7,643 4,231 153 449 2 2,432 29 3,556 3,556 3,556 - - - 1,533 15,998 17,531 17,141 8,314 8,314 288 8,827 5,050 603 696 42 2,016 132 390 390 220 - - 170 4.3% 8.9% 8.5% -9.8% -4.4% -4.4% 17.2% -15.5% -19.4% -294.3% -54.9% -2012.6% 17.1% -355.6% 89.0% 89.0% 93.8% 0.0% 0.0% -100% Total 18,249 20,284 19,164 17,531 8.5% 397 Programme 2: International Relations The purpose of the programme is to implement the Seychelles’ Foreign Policy through bilateral and multilateral engagements with our international partners, as well as through regional processes.
The programme comprises the following sub-programmes:  Sub-programme 1 Embassies: Strengthens friendly relations between Seychelles and the countries under the respective Embassies’ jurisdictions; promotes/protects the interests of Seychelles in the international arena; and provides consular services.
 Sub-programme 2 Bilateral Affairs: Promotes and strengthens bilateral relations with foreign partners in order to implement the Seychelles’ Foreign Policy;  Sub-programme 3 Multilateral Affairs: Protects and promotes the interests and commitments of Seychelles in the international arena by overseeing the co-ordination and involvements of the country with international organisations; and  Sub-programme 4 Regional Affairs: Ensures that Seychelles’ interests are integrated in regional processes, contributing to prosperity and security of the country and the region Performance against Programme Strategic Objectives and Measures The table below sets out the performance of the programme against the performance measures and targets set for 2021.
Table 4 Performance measures for programme Programme: Outcome: Contributing indicators SP2:Bilateral Affairs 1.

Number of concluded Bilateral Instruments (e.g.

Memorandum of Understanding and Visa Waiver Agreements) P2:International Relations Promoting a proactive foreign policy 2021 Outturn Target 2022 Revised Target Outturn Explanation of Difference between Targets and Outturn 32 13 14 39 2.

Number of concluded international and regional treaties N/A 5 5 7 SP3:Multilateral Affairs 1.
Number of programmes/initiatives/ calls for proposals geared toward providing technical assistance to Seychelles (e.g.

European Union and United Nations Development Programme) N/A 12 20 23 The Department were able to sign 39 bilateral instruments.

This is above the set target and the main reasons are: an increase in the number of high level visits to Seychelles.

It must be added that there were less travel restrictions globally which also contributed to this achievement.
The Department exceeded the target due to removal of travel restrictions.

This enabled negotiations on these international and regional treaties which have been going on for a few years to be concluded and signed.

In view that the immediate effect of the pandemic has subsided, the activities at numerous organisations are slowly picking up.

As such, we are receiving more frequent invitations to participate in 398 Programme: Outcome: Contributing indicators 2.
Number of engagements internationally whereby Seychelles will continue to play proactive/constructive roles to influence policies on matters relating to core objectives of the country (e.g.

Declarations, Resolutions, high level conferences on SIDS, sustainable development, climate change, among others) SP4:Regional Affairs 1.

Number of projects under regional programmes implemented locally 2.

Number of technical assistance received from regional partners (e.g.
African Union, Indian Ocean Commission, Southern African Development Community, Common Market for Eastern and Southern Africa) P2:International Relations Promoting a proactive foreign policy 2021 Outturn Target N/A 15 2022 Revised Target 20 Outturn 24 Explanation of Difference between Targets and Outturn conferences, and more opportunities for technical support.
N/A N/A 6 6 6 7 7 9 There was an opportunity to benefit from an additional project than previously targeted because of active probing and follow-up.

There were opportunities to benefit from additional technical assistance, especially towards the end of the year when some regional organisations had additional unspent funds they wanted to clear.
Programme Expenditure Performance Table 5 Consolidated programme expenditure performance SR'000s Programmes SP1:Embassies SP2:Bilateral Affairs SP3:Multilateral Affairs SP4:Regional Affairs Total Economic Classification CURRENT EXPENDITURE Compensation of Employees Wages and Salaries in Cash Wages and Salaries in Kind Use of Goods and Services Office Expenses Transportation and Travel cost Maintenance and Repairs Materials and Supplies Other Uses of Goods and Services Minor Capital Outlays 2021 Audited Outturn 2022 Budget Revised Budget Preliminary Outturn Variance Revised Budget to Outturn -8.7% 19.6% 6.6% 21.0% 25.8% 399 2021 Audited Outturn 2022 Budget Revised Budget Preliminary Outturn - - - - - - - - - - - - - - - 618 618 - - - 618 Variance Revised Budget to Outturn -100% 0.0% 0.0% 0.0% 0.0% -100% 55,068 63,864 60,664 52,207 13.9% SR'000s CAPITAL EXPENDITURE Non-financial Assets Building and Infrastructure Machinery and Equipment Other Fixed Assets Non-produced Assets Total Justification: The savings were mainly due to:  Movement of diplomatic staff
 assuming postings depending on family composition.
 Movement of diplomatic staff who were either posted or recalled.

Staff recalled were internally transferred to other divisions within the Department; and their salaries were transferred from the Embassies to their respective division to cater for their salaries.

This had an adversely effect on the HQ cost centres but resulted favourably on the Embassies.
 Restricted movements in specific embassies due to ongoing political tensions and frequent state of emergencies, as such accreditations of our Ambassadors were postponed, which caused delays in our bilateral and multilateral networking.

The above savings were reprioritized to absorb the overseas travel that enabled the Department to maintain its networking with its Bilateral and Multilateral partners.
Programme 3: Protocol, Consular Affairs and Diaspora The purpose of the programme is to assist the Department in advancing the Seychelles Foreign Policy objectives by facilitating the engagements with our international partners through maintenance of high standard services for local and foreign dignitaries, and providing efficient consular services.
The programme comprises the following sub-programmes:  Sub-programme 1 Consular Affairs and Diaspora: Provides efficient consular services and engagements with the Seychelles diaspora for the development of the country; and  Sub-programme 2 Protocol Services: Facilitates engagements with both the local and international partners through provision of high standard protocol services, as well as increase Seychelles visibility on the international arena.
Performance against Programme Strategic Objectives and Measures The table below sets out the performance of the programme against the performance measures and targets set for 2021.

400 Table 6 Performance measures for programme Programme: Outcome: P3:Protocol, Consular and Diaspora Affairs Promoting a proactive foreign policy 2022 2021 Contributing indicators Outturn Target Revised Target Outturn SP1:Consular Affairs and Diaspora N/A 1.

Number of consular cases processed 20 4 20 4 20 12 N/A N/A 5 5 19 2.
Number of consular events organised (e.g.

virtual regional meetings, physical conferences other interactions) 3.

Number of engagement with diaspora (e.g.

virtual/physical meeting and other interactions) Explanation of Difference between Targets and Outturn Some of these cases are still ongoing.

Most of the times FAD depends on feedback from other MDAs.
This increase is primarily due to preparatory meetings with our HOMs and HCs as well as local stakeholders leading up to the Honorary Consul's Conference 2022.

Post covid recovery process and opening of borders have allowed for vitual and direct engagements.

The increase ties in with high- level visits from Seychelles whereby opportunities for meeting with our diaspora were facilitated through the Head of Missions /Consular representatives.
2021 Contributing indicators Outturn Target 2022 Revised Target Outturn Explanation of Difference between Targets and Outturn 4.

Number of local visits of foreign dignitaries organised N/A 10 10 12 5.

Number of policies/guidelines and procedures adopted N/A 5 5 6 Decrease in pandemic and opening of borders allowed for accreditations and various other foreign missions' courtesy visits/physical engagements.
Having expended the division in terms of human resources this has allowed us to amend and review the existing policies/guidelines which we now await final approval.

SP2:Protocol Services 1.

Number of consular events organised (e.g.

virtual regional meetings, physical conferences other interactions) 2.

Number of accreditations of foreign envoys organised 3.
Number of policies/guidelines and procedures adopted N/A 4 4 5 The Department were able to organize physical conferences that were put on hold during the Covid 19 pandemic.

N/A 10 10 25 N/A 5 5 7 The reason for the increase in the number of accreditations is that after the COVID-19 measures were eased, accreditations that were pending were organised to clear the backlog.
The increase in the number of policies/guidelines adopted is due to the fact that documents that were pending were finalized and new policies/guidelines were introduced for adoption.

401 2021 Contributing indicators Outturn Target 2022 Revised Target Outturn Explanation of Difference between Targets and Outturn N/A 5 5 250 4.

Number of engagements with relevant stakeholders to increase Seychelles visibility (e.g.
interview, press conference, virtual meetings and other interactions) The reason for the increase is that press releases and postings on social media have been added as ways of engaging with stakeholders and members of the public.

They were mistakenly omitted but are in reality the main means of engagement with stakeholders used by FAD.

Added to that are press conferences, interviews and meetings conducted.
Programme Expenditure Performance Table 7 Consolidated programme expenditure performance SR'000s Programmes SP1:Consular Affairs and Diaspora SP2:Protocol Services Total Economic Classification CURRENT EXPENDITURE Compensation of Employees Wages and Salaries in Cash Wages and Salaries in Kind Use of Goods and Services Office Expenses Transportation and Travel cost Maintenance and Repairs Materials and Supplies Other Uses of Goods and Services Minor Capital Outlays CAPITAL EXPENDITURE Non-financial Assets Building and Infrastructure Machinery and Equipment Other Fixed Assets Non-produced Assets 2021 Audited Outturn Budget 2022 Revised Budget Preliminary Outturn Variance Revised Budget to Outturn 2,243 5,670 7,914 7,739 5,958 5,958 - 1,781 374 335 409 254 237 172 175 175 - - - 175 2,519 7,945 10,463 10,463 7,308 7,308 - 3,155 1,585 560 740 121 149 - - - - - - - 2,519 12,195 14,713 14,713 6,558 6,558 - 8,155 2,585 560 740 121 149 4,000 - - - - - - 2,324 11,497 13,821 13,371 5,508 5,508 - 7,863 1,799 737 889 334 108 3,996 450 450 - - - 450 7.7% 5.7% 6.1% 9.1% 16.0% 16.0% 0.0% 3.6% 30.4% -31.5% -20.2% -176.4% 27.5% 0.1% -100% 0.0% 0.0% 0.0% 0.0% -100% Total 7,914 10,463 14,713 13,821 6.1% 402 Department of Tourism 1.
Summary of Preliminary Outturn SR'000s Budget Revised Budget Preliminary Outturn Compensation of Employees 2022 Use of Goods and Services Capital P1:Governance, Management and Administration P2:Destination Planning and Development P3:Tourism and Hospitality Training P4:Destination Marketing Total 28,558 28,058 30,515 7,095 23,420 14,185 13,685 35,069 121,087 198,899 35,069 103,087 179,899 12,665 34,600 81,081 158,861 6,238 6,377 14,986 9,601 37,920 19,614 71,480 120,891 - 50 - - 50 Variance Revised Budget to Outturn -8.8% 7.5% 1.3% 21.3% 11.7% 2.
Strategic Overview of Entity Mandate The mandate of the Tourism Department is to plan, develop and regulate the tourism industry ensuring the right policy frameworks, availability of credible insights for decision making, availability of adequate, diverse and quality product offerings and visitor experiences, availability of skilled and competent manpower to ensure quality service delivery, aligned with its efforts to market and promote the Seychelles as the preferred tourism destination.
The mandate of the Seychelles Tourism Academy (STA) is to train and develop a highly skilled tourism and hospitality workforce in Seychelles that responds to, and meets the industry needs at all times.

Strategic Priorities in 2022 to 2024 Strategic Priorities 1.
Ensure the destination remains competitive - boost the demand for Seychelles through continued PR, Above The Line (ATL) campaigns and opportunistic conversion in the short term, until our traditional markets open up, and enhance Seychelles digital footprint through campaigns, content creation and management; 2.
Bolster the tourism industry – drive demand for increased participation and encourage growth and investment in the industry through improved policy and regulatory frameworks aiding and facilitating local participation and promoting diversification of the tourism product offerings to enhance the Seychelles visitor experience; Results Achieved (Yes/No) Programs or Sub-programs Impacted Explanation of Results for priorities not achieved Yes P4: Destination Marketing 1.
Visitor arrivals to the destination for 2022 were 332,068 and that represented an increase of 81.6% compared to 2021 and 29% above the target set for the year.

Partly P2: Destination Planning and Development 1.

The Department’s Cultural and Heritage Audit, which began in late 2021 has to date resulted in a comprehensive assessment of 9 districts out of 26.

2.
2.

The Department with collaborators initiated two new activities under the Creole Rendez Vous brand, one on La Digue launched as "Rendez-vous Diguois" and one on Mahe launched as "Bazaar Domaine".

3.

In 2022, 49 new tourism accommodation establishments were licensed and the Seychelles Sustainable Tourism Label (SSTL) certification for 8 establishments was renewed while 2 new properties were certified.

4.
4.

The Department did encounter delays with the elaboration of policies planned for 2022 in view of limited staffing which meant outsourcing and the process for this can be time-consuming.

5.

Moratorium for La Digue remained in place and consultative meetings were held with key stakeholders to 403 Strategic Priorities Results Achieved (Yes/No) Programs or Sub-programs Impacted 3.

Develop data and insights framework for the industry to enable decision making and performance reporting/measurement; and 4.
Ensure the industry is provided with adequate and skilled human resources in order to guarantee the expected quality and level of service.

Yes P1: Governance, Management and Administration Yes P2: Destination Planning and Development Explanation of Results for priorities not achieved explain the need to maintain it as well as outline the Department's plans for its eventual lifting.

1.

The Department has maintained its subscription to data and intelligence.
New subscriptions have also been added to provide access to better and much needed data/information to enable performance monitoring and strategic planning.

These include increased capacity for forward bookings data, visa spending data, visitor movement data and accommodation occupancy data.

2.
2.

The Tourism Satellite Account was launched in September of 2022 after three years of planning and preparation for which the Department worked closely with the NBS, the agency responsible for its operationalization going forward.

3.

The Department continues with its strategy of collaborating with key stakeholders like NBS, Central Bank, Economic Planning, Travizory etc.

to gain access to available information and data.

1.
1.

Launched of a revised Mentorship programme for graduates of Shannon College as well talented locals, with the aim of ensuring they remain in the industry and progress to senior management positions.

2.

The “Lospitalite Tourism Clubs programme” was launched in February 2022 and by the end of the year all 41 schools in Seychelles had been adopted by a Tourism Business and are in operation.

3.
3.

A total of 643 employees benefitted from service excellence training sessions organized under the “Lospitalite Lafyerte Sesel” brand in a bid to improve service delivery amongst tourism operators.

4.

The Department encountered delays with the development of its Tourism Industry Human Resources Development Strategy.

Given limited in-house resources, this project was outsourced.

3.
Budget Overview Receipts Outturn Table 1 Receipts outturn SR'000s Receipts transferred to Consolidated Fund Kiosk Rental - La Digue Total 2021 Audited Outturn Budget 6 6 6 6 6 6 2022 Revised Budget Preliminary Outturn 6 6 6 7 7 7 Variance Revised Budget to Outturn 8.3% 8.3% 8.3% 404 Consolidated Expenditure Outturn Table 2 Consolidated expenditure outturn R'000s Programmes P1:Governance, Management and Administration P2:Destination Planning and Development P3:Tourism and Hospitality Training P4:Destination Marketing Total Economic Classification CURRENT EXPENDITURE Compensation of Employees Wages and Salaries in Cash Wages and Salaries in Kind Use of Goods and Services Office Expenses Transportation and Travel cost Maintenance and Repairs Materials and Supplies Other Uses of Goods and Services Minor Capital Outlays CAPITAL EXPENDITURE Non-financial Assets Building and Infrastructure Machinery and Equipment Other Fixed Assets Non-produced Assets Total Justification: 2021 Audited Outturn 2022 Budget Revised Budget Preliminary Outturn Variance Revised Budget to Outturn 21,185 8,010 30,620 34,439 94,253 92,217 29,515 29,515 - 62,702 5,730 4,093 735 1,027 49,064 2,053 2,036 2,036 2,036 - - - 28,558 14,185 35,069 121,087 198,899 198,899 41,071 41,071 - 157,828 8,450 7,670 861 1,306 138,485 1,055 - - - - - - 28,058 13,685 35,069 103,087 179,899 179,899 40,071 40,071 - 139,828 8,450 7,670 861 1,306 120,485 1,055 - - - - - - 30,515 12,665 34,600 81,081 158,861 158,811 37,920 37,920 - 120,891 8,498 7,209 1,700 1,430
 96,703 5,350 50 50 - - - 50 94,253 198,899 179,899 158,861 -8.8% 7.5% 1.3% 21.3% 11.7% 11.7% 5.4% 5.4% 0.0% 13.5% -0.6% 6.0% -97.5% -9.5% 19.7% -407.1% -100% 0.0% 0.0% 0.0% 0.0% -100% 11.7% Overall, 2022 proved to be a successful year for the Tourism Department, ending the year with 332,068 visitors disembarking to our shores and tourism earnings at USD931,699,519.58 even though the global situation in our key markets remained very volatile and challenging.
Air accessibility especially direct flight from our source markets is a major factor for the destination and market development and for that reason the Tourism department was pleased to welcome the arrival of the first of a series of charters from Bulgaria and Kazakhstan in 2022.
The Department’s approach to its marketing efforts remained through the digital medium and in 2022 much focus was given to pushing dynamic, engaging and relevant content across all the Department online platforms i.e., websites, social media etc.

to ensure potential visitors have access to timely and relevant information for decision making.

405 On the local scene the Department’s efforts were focused on its product diversification and service delivery improvement efforts.
In February the Department launched the “Lospitalite Lafyerte Sesel” Programme.

In that same month the “Lospitalite Lafyerte Sesel” Tourism Clubs were also launched and by the end of the year 41 clubs had been launched and operational with an industry partner as its sponsor.

The First Service Excellence Award under the same programme took place in September which saw the recognition of exemplary service delivery from amongst the trade.
The Department also announced the introduction a new mentorship programme for Seychellois local talents in the industry and Seychellois graduates of Shannon College of Hotel Management in Ireland which will be rolled out fully in 2023.

As part of the Department’s product diversification strategy, two new events were initiated in 2022, “Rendez- vous Diguoise” was launched in September in collaboration with L’Union Estate amongst other key stakeholders.
In October Bazaar Domaine was launched, an initiative for which we collaborated closely with the Culture Department.

Setting out to strengthen its tourism data system, The Department in collaboration with the National Bureau of Statistics and the World Tourism Organisation launched the Tourism Satellite Account in September, making Seychelles the first African country to fully launch such a system.

For the Seychelles Tourism Academy, 2022 was also another successful year.
For the first time, the Academy achieved full Institutional Accreditation from the Seychelles Qualifications Authority (SQA).

In 2022, the Academy also saw the opening of two new commercials units as part of its operation, the first is the commercial licensing of the Helvetia Restaurant and the second the Pomme Canelles Restaurant which is a collaboration with the National Heritage Foundation.
These ventures will broaden the scope of training and development for students studying at the Academy in addition to providing a new real life work experience which will better prepare them for the world of work.

4.

Programme Performance Programme 1: Governance, Management and Administration The purpose of the programme is to provide strategic leadership, management and administrative support services to the Department.
Programme Expenditure Performance Table 3 Consolidated programme expenditure performance SR'000s Programmes P1:Governance, Management and Administration Total 2021 Audited Outturn 2022 Budget Revised Budget Preliminary Outturn Variance Revised Budget to Outturn 21,185 21,185 28,558 28,558 28,058 28,058 30,515 30,515 -8.8% -8.8% 406 SR'000s Economic Classification CURRENT EXPENDITURE Compensation of Employees Wages and Salaries in Cash Wages and Salaries in Kind Use of Goods and Services Office Expenses Transportation and Travel cost Maintenance and Repairs Materials and Supplies Other Uses of Goods and Services Minor Capital Outlays CAPITAL EXPENDITURE Non-financial Assets Building and Infrastructure Machinery and Equipment Other Fixed Assets Non-produced Assets 2021 Audited Outturn 2022 Budget Revised Budget Preliminary Outturn 20,534 4,760 4,760 - 15,775 2,299 321 327 - 11,536 1,292 651 651 651 - - - 28,558 7,805 7,805 - 20,753 4,005 1,213 323 - 14,562 650 - - - - - - 28,058 7,305 7,305 - 20,753 4,005 1,213 323 - 14,562 650 - - - - - - 30,515 7,095 7,095 - 23,420 4,037 1,509 498 12,960 4,416 - - - - - - Variance Revised Budget to Outturn -8.8% 2.9% 2.9% 0.0% -12.9% -0.8% -24.4% -54.0% 0.0% 11.0% -579.4% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% Total 21,185 28,558 28,058 30,515 -8.8% Programme 2: Destination Planning and Development The purpose of the programme is to enhance the sector’s policy environment, monitor the tourism sector’s performance and enable strategic decision-making to facilitate and co-ordinate the
 destination’s tourism sector development.
The programme comprises the following sub-programmes:  Sub-programme 1 Product Planning and Development: Stimulates sustainable sector growth by enhancing the Seychelles experience, regulating the standard of tourism facilities and services and mitigating risks;  Sub-programme 2 Policy, Research and Intelligence: Oversees tourism research and monitoring of performance of the industry as well as guides the sector’s policy and strategic development, ensuring that infrastructure supports current and future growth of the sector; and  Sub-programme 3 Industry Human Resources Development: Facilitates the development, management, and implementation of human resource development initiatives for the tourism sector, ensuring the same support the current and future growth of the sector.
Performance against Programme Strategic Objectives and Measures The table below sets out the performance of the programme against the performance measures and targets set for 2021.
407 Table 4 Performance measures for programme Programme: P2: Destination Planning and Development Outcome: Maintain good standard of practice within the sector through yearly monitoring visits Outcome indicator 2021 2022 Explanation of Difference between Targets and Outturn Outturn Target Revised Target Outturn N/A 80% 80% 80% N/A 45% 45% 45% 1.

% of licensed safe certified businesses and operating at the required standard 2.

% share of products in the accommodation sector 3.


% of tourism accommodation businesses participating in accreditation programmes N/A 50% 50% 3.2% Contributing indicators 2021 2022 Outturn Target Revised Target Outturn N/A 2 2 1.5 1.

Average number of inspections conducted per year per establishment 2.

% increase in information available for the accommodation sector 3.
% of hotels above 50 rooms assessed and graded Note all the establishments that the department were working with for certification applied for it.

This indicator was meant to represent hotels that are Seychelles Sustainable Tourism Label (SSTL) certified, those that had been star rated and those labelled with the Seychelles Secrets.

Unfortunately, the grading programme which consists of the star grading and Seychelles Secrets was not launched.
This affected the department figure and could only capture those SSTL certified.

By the end of 2022, 24 establishments were SSTL certified out of 765 accommodation establishments, representing 3.2% of total accommodation establishments.

However, it is noted that the 24 certified establishments represent a total of 29% of all rooms, of which 1% are from small establishments, 16% from medium sized establishments and 81% from large establishments.
Explanation of Difference between Targets and Outturn Some establishments were visited once and based on their good standard of operation a follow up was not required, while other establishments required 2 to 3 follow up inspections to ensure standards were maintained.
the average number of visits conducted is calculated at close to 1.5 per establishment N/A 10% 10% 10% 0% 60% 60% 0 Unfortunately, the grading programme is yet to be implemented as the standards are still under review by senior management 408 Contributing indicators 2021 2022 Explanation of Difference between Targets and Outturn Outturn Target Revised Target Outturn N/A 12 months 12 months 0 The establishments identified for assistance under the programme did not agree to participate.
This is mainly due to the fact that the programme is voluntary.

4.
Average length an establishment spends on the small Establishments Enhancement Programme (SEEP) Programme Expenditure Performance Table 5 Consolidated programme expenditure performance SR'000s Programmes SP1:Product Planning and Development SP2:Policy, Research and Intelligence SP3: Industry Human Resources Development Total Economic Classification CURRENT EXPENDITURE Compensation of Employees Wages and Salaries in Cash Wages and Salaries in Kind Use of Goods and Services Office Expenses Transportation and Travel cost Maintenance and Repairs Materials and Supplies Other Uses of Goods and Services Minor Capital Outlays CAPITAL EXPENDITURE Non-financial Assets Building and Infrastructure Machinery and Equipment Other Fixed Assets Non-produced Assets 2021 Audited Outturn 2022 Budget Revised Budget Preliminary Outturn Variance Revised Budget to Outturn 6,262 1,748 - 8,010 8,010 5,540 5,540 - 2,470 272 182 - - 2,016 - - - - - - 8,047 4,718 1,420 14,185 14,185 7,297 7,297 - 6,888 861 420 - - 5,608 - - - - - - 8,047 4,218 1,420 13,685 13,685 6,797 6,797 - 6,888 861 420 - - 5,608 - - - - - - 5,462 3,655 3,549 12,665 32.1% 13.3% -150.0% 7.5% 12,615 6,238 6,238 - 6,377 820 672 - - 4,886 - 50 50 - - - 50 7.8% 8.2% 8.2% 0.0% 7.4% 4.7% -60.0% 0.0% 0.0% 12.9% 0.0% -100% 0.0% 0.0% 0.0% 0.0% -100% Total 8,010 14,185 13,685 12,665 7.5% 409 Programme 3: Tourism and Hospitality Training The purpose of the programme is to provide training in the field of tourism and hospitality to young learners and industry professionals and to
 offer support in career planning and guidance.
The programme comprises the following sub-programmes:  Sub-programme 1 Hotel School Management: Provides management and operational support services and maintains appropriate institutional framework that effectively supports the achievement of the Academy’s mandate; and  Sub-programme 2 Hotel Training Programme: Provides access to quality technical and management training for improved employability in the local tourism and hospitality industry.
Services provided include theory and practical training, training equipment, textbooks and other supplies.

Performance against Programme Strategic Objectives and Measures The table below sets out the performance of the programme against the performance measures and targets set for 2021.

Table 6 Performance measures for programme Programme: P3: Tourism and Hospitality Training Outcome: Higher graduation rate on all academic programmes to increase trained professionals.
Outcome indicator 2021 2022 Explanation of Difference between Targets and Outturn Outturn Target Revised Target Outturn 1.

% of trained graduates securing employment in tourism and hospitality industry.

50% 82% 55% 53% The data is 2% below revised target.

There is a need to collect more accurate data to ensure all graduates are captured.

Currently some graduates cannot be reached as they changed their contact details after graduation.
The department have set up an alumni programme to capture the movement and status of graduates on a more comprehensive manner.
Similarly, we anticipate that the new HR Platform to be launched by the Department of Tourism will be a very effective tool that will enable us to have access to updated data on STA graduates’ movement at a glance, hence providing a more realistic statistics in relation to The Seychelles Tourism Academy graduates‘ retention rate in the industry, which is critical in measuring our success rates.
Contributing indicators 2021 Outturn Target 2022 Revised Target SP1: Hotel School Management Outturn Explanation of Difference between Targets and Outturn 1.

Number of students enrolled on all academic programmes 238 310 310 291 As mentioned in the 2021 performance report, STA is moving from selecting learners with quality rather than quantity.

Additionally, delay in construction of Phase 2 means that certain programmes cannot cater for more than 20-25 learners.
410 Contributing indicators 2021 Outturn Target 2022 Revised Target Outturn Explanation of Difference between Targets and Outturn SP1: Hotel School Management 2.

Rate of students completing their industry placement successfully 87% 90% 95% 90% SP2: Hotel Training Programme 1.

Progression rate from 1st year to 2nd year at certificate and advanced certificate levels 84% 89% 89% 84% 2.

Graduation rate of students across all programmes 71% 75% 73% 77% The difference is small but still below target.
There is, however, intensive work being done by Seychelles Tourism Academy (STA) to communicate further with the hotels.

This includes review of the logbook and other assessment forms in order to monitor learner progress and ensure better commitment from the trade so that learners complete their industry placement.

Some learners dropped out a few weeks after starting the programme by transferring to other PC of their first choice.
Additionally, some had medical issues while others realized that hospitality industry is not to their liking after proceeding to Industry placement.

STA is however working on attracting learners that are interested in the field by giving more careers talks and participating in careers fairs.

Continued counselling is also done for learners who are interested but who may feel discouraged due to social issues amongst other challenges.
STA will strive to maintain this percentage through its various mechanisms in place to ensure well-structured and comprehensive programmes.

Learners are also supported in order to encourage them to complete their programme despite challenges they face.
Programme Expenditure Performance Table 7 Consolidated programme expenditure performance SR'000s Programmes SP1:Hotel School Management SP2:Hotel Training Programme Total Economic Classification CURRENT EXPENDITURE Compensation of Employees Wages and Salaries in Cash Wages and Salaries in Kind Use of Goods and Services Office Expenses Transportation and Travel cost Maintenance and Repairs Materials and Supplies Other Uses of Goods and Services Minor Capital Outlays 2021 Audited Outturn Budget 2022 Revised Budget Preliminary Outturn Variance Revised Budget to Outturn 9,442 21,177 30,620 29,234 14,456 14,456 - 14,779 3,085 3,590 408 1,027 5,907 761 10,512 24,557 35,069 35,069 15,905 15,905 - 19,164 3,233 6,038 538 1,306 7,644 405 10,512 24,557 35,069 35,069 15,905 15,905 - 19,164 3,233 6,038 538 1,306 7,644 405 11,688 22,911 34,600 34,600 14,986 14,986 - 19,614 3,395 5,028 1,203 1,430 7,625 934 -11.2% 6.7% 1.3% 1.3% 5.8% 5.8% 0.0% -2.3% -5.0% 16.7% -123.5% -9.5% 0.2% -130.6% 411 SR'000s CAPITAL EXPENDITURE Non-financial Assets Building and Infrastructure Machinery and Equipment Other Fixed Assets Non-produced Assets 2021 Audited Outturn Budget 2022 Revised Budget Preliminary Outturn Variance Revised Budget to Outturn 1,385 1,385 1,385 - - - - - - - - - - - - - - - - - - - - - 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 1.3% Total 30,620 35,069 35,069 34,600 Programme 4: Destination Marketing The purpose of the programme is to oversee the promotion and marketing of the destinations across the world and spheres and ensure the
 integrity of information dissemination and the visitor experience.
Performance against Programme Strategic Objectives and Measures The table below sets out the performance of the programme against the performance measures and targets set for 2021.

Table 8 Performance measures for programme Programme: P4: Destination Marketing Outcome: Growth in the demand for the Seychelles as a tourist destination and destination awareness and visibility across all markets increased and enhanced.
Outcome indicator 2021 Outturn Target 2022 Revised Target Outturn Explanation of Difference between Targets and Outturn 400,606 550,741 400,000 589,002 The objective was achieved and surpassed for 2022.

1.

Total number of visits on the main destination website 2.

Destination Net Promoter Score - visitors recommending Seychelles for a holiday 3.

% of total visitor arrivals 20% N/A 42% 80.5% 81.6% Contributing indicators 2021 Outturn Target 2022 Revised Target Outturn P4: Destination Marketing 1.
% increase of engagement across the Department's digital platforms 9,323,645 13,985,467.5 (50%) N/A 4,240,939 In view of the restructuring and staffing challenges the project has been placed on hold .

This indicator will not be tracked in 2023.

Late reopening of some of our main competitors like Mauritius.

Good performance in markets such as Israel and Russia.

Added air lift from markets in Eastern Europe like Kazakhstan and Bulgaria.
Explanation of Difference between Targets and Outturn The objective was not met in view of delays with implementation of global ATL campaigns as was done in 2021.

Despite this, our engagement level in 2022 was significantly higher than in 2020, a year when no ATL campaigns were roll out.

This means that although we missed the 2022 target, our digital engagement still showed a significant increase even without the launch of a Global Campaign.
412 Contributing indicators 2021 Outturn Target 2022 Revised Target Outturn Explanation of Difference between Targets and Outturn 20% N/A 61% The department got more opportunities for collaboration and thus maximized these to enhance our library.

637,233 732,817.95 N/A 736,086 The target was achieved.

2.

% of new digital marketing content generated 3.

Number of followers across all destination platforms 4.

Number of businesses registered on ParrAPI 601 751 N/A 572 5.
Number of agents certified Seychelles specialists 250 300 N/A 250 Programme Expenditure Performance Table 9 Consolidated programme expenditure performance Below target and the main challenge is the call to action from the trade and partners despite much PR and awareness efforts on the part of the Department.

More incentives and marketing effort will be required to increase registrations in 2023, due to the lack of awareness about the benefits of ParrAPI.
In view of the delay with the implementation of the Seychelles official training platform, the number of certified agents remained as per the 2021 figure of 250.
SR'000s Programmes P4:Destination Marketing Total Economic Classification CURRENT EXPENDITURE Compensation of Employees Wages and Salaries in Cash Wages and Salaries in Kind Use of Goods and Services Office Expenses Transportation and Travel cost Maintenance and Repairs Materials and Supplies Other Uses of Goods and Services Minor Capital Outlays CAPITAL EXPENDITURE Non-financial Assets Building and Infrastructure Machinery and Equipment Other Fixed Assets Non-produced Assets 2021 Audited Outturn Budget 2022 Revised Budget Preliminary Outturn Variance Revised Budget to Outturn 34,439 34,439 121,087 121,087 103,087 103,087 81,081 81,081 21.3% 21.3% 34,439 4,760 4,760 - 29,678 74 - - - 29,605 - - - - - - - 121,087 10,064 10,064 - 111,023 351 - - - 110,672 - - - - - - - 103,087 10,064 10,064 - 93,023 351 - - - 92,672 - - - - - - - 81,081 9,601 9,601 - 71,480 246 - - - 71,234 - - - - - - - 21.3% 4.6% 4.6% 0.0% 23.2% 29.9% 0.0% 0.0% 0.0% 23.1% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% Total 34,439 121,087 103,087 81,081 21.3% 413 Justification: The ongoing volatility in some of the markets, meant the non-attendance at certain activities and/or cancellation of planned events, this resulted in a reduction in the number of activities that the department could have undertaken or participate in.
Procedural challenges in some instances meant having to push back the implementation of some events to this year, e.g., the roll out of some of our global Above the Line (ATL) campaigns with the likes of the BBC and National Geographic.

Ongoing challenges with the credit card, resulted in major disruptions with most of the scheduled online campaigns, which impacted on the number of campaigns undertaken and return generated by these campaigns in terms of engagements and visits to the online platforms.
414 TRANSPORT PORTFOLIO 415 Ministry of Transport 1.

Summary of Preliminary Outturn SR'000s Budget Revised Budget Preliminary Outturn Compensation of Employees 2022 P1: Governance, Policy and Administration P2: Project Planning and Development Control Total 13,433 1,286 14,718 13,433 2,450 15,882 11,035 1,489 12,524 5,401 1,172 6,573 2.
Strategic Overview of Entity Use of Goods and Services 5,634 72 5,706 Capital - 245 245 Variance Revised Budget to Outturn 17.8% 39.2% 21.1% Mandate The mandate of the Ministry of Transport is to work with the ministry agencies and departments to support the land, air and marine transport networks that help Seychelles businesses to move people and goods within our archipelago and internationally.
The main priorities are to boost economic growth and opportunity, improve journeys, and assure safe, secure and sustainable transport system in ever cleaner land, air and waters.
Strategic Priorities in 2022 to 2024 Results Achieved (Yes/No) Strategic Priorities Programs or Sub-programs Impacted Explanation of Results for priorities not achieved Accession to international transport treaties in line with international best practices for the transport sector; Review current and implement new policies and regulations with the aim to modernize and regulate the transport sector; Monitor the agencies under the Ministry of Transport to support the implementation of policies and regulations on both national and international levels to ensure compliance and deliverables; Continue with the Ministry’s road development projects to better manage the traffic and safety on our roads; Complete the restructuring of the Department of Land Transport by the absorption of the Road Transport Commission; Restructure and better equip the Highway Patrol Unit to ensure more visibility and presence to effectively enforce road transport regulations, and implement road safety in order to create a safer road environment in Seychelles; and No P1 Ongoing No P1 Policy not completed yet, still ongoing Yes P1 Yes P1 Yes P1 & P2 Yes P1 Implement a new policy for undertaking road works by utilities companies.
No P1 Policy not completed yet Source: Report Strategic Priorities from PPBB Statement 2022 – 2024 published in 2022 Budget Book1 416 3.
Budget Overview Receipts Outturn Table 1 Receipts outturn SR'000s Receipts transferred to Consolidated Fund Royalties from Land Marine Passenger Service Fee Disembarkation Fee Travel Advizory fee Total Justification: 2021 Audited Outturn 5,310 - 5,310 18,032 9,026 5,310 Budget 27,800 12,800 15,000 36,478 7,948 27,800 2022 Revised Budget Preliminary Outturn 27,800 12,800 15,000 36,478 - 27,800 9,665 - 9,665 59,451 - 9,665 Variance Revised Budget to Outturn -65.2% -100.0% -35.6% 63.0% 0.0% -65.2% The expected royalties from Land Marine has not been remitted to the Ministry in the year 2022.
There was a reduction in passenger service fee as a mean to reduce overall passenger fees to increase the number of visitors to boost the economy.

The removal of all travel restrictions led to an increase in the collection of disembarkation fee.
Table 2 Consolidated expenditure outturn R'000s Programmes P1: Governance, Policy and Administration P2:Project Planning and Development Control Total Economic Classification CURRENT EXPENDITURE Compensation of Employees Wages and Salaries in Cash Wages and Salaries in Kind Use of Goods and Services Office Expenses Transportation and Travel cost Maintenance and Repairs Materials and Supplies Other Uses of Goods and Services Minor Capital Outlays CAPITAL EXPENDITURE Non-financial Assets Building and Infrastructure Machinery and Equipment Other Fixed Assets Non-produced Assets 2021 Audited Outturn Budget 2022 Revised Budget Preliminary Outturn Variance Revised Budget to Outturn 9,666 719 10,385 10,385 5,816 5,816 12 4,569 974 293 214 - 2,816 260 - - - - - - 13,433 1,286 14,718 14,718 7,740 7,740 48 6,978 1,499 537 115 - 4,535 243 - - - - - - 13,433 2,450 15,882 14,718 7,740 7,740 48 6,978 1,499 537 115 - 4,535 243 1,164 1,164 - - - 1,164 11,035 1,489 12,524 17.8% 39.2% 21.1% 12,279 6,573 6,573 24 5,706 1,402 282 166 - 3,432 401 245 245 - - - 245 16.6% 15.1% 15.1% 51.7% 18.2% 6.5% 47.5% -43.9% 0.0% 24.3% -65.0% 79.0% 79.0% 0.0% 0.0% 0.0% 79.0% Total 10,385 14,718 15,882 12,524 21.1% 417 Justification: The Ministry has been able to use the allocated resources to continue perform and deliver its mandate.
The ongoing restructuring will improve service delivery and make the ministry more efficient.

An increase in monitoring and enforcement was implemented on La Digue to tackle several illegal issues and this expected to continue in 2023.

4.
4.

Programme Performance Programme 1: Governance, Policy and Administration The purpose of the programme is to govern, manage and administer the operations of the Ministry and to assist and support in the sustainable development of the road, aviation and maritime sectors by ensuring that the Ministry achieves its vision and strategies as well as to ensure it has an effective staff support and administration system.
The programme comprises the following sub-programmes:  Sub-programme 1 Minister’s Secretariat: Provides strategic directives and guidance on transport related issues and addresses the concerns of the public;  Sub-programme 2 Management and Administration: Governs, manages and administers the operations of the Ministry by ensuring that the Ministry achieves its vision and strategies through an effective allocation of resources, resulting in an effective staff support and administration system; and provides human and financial resources to execute the responsibilities of the Ministry; and  Sub-programme 3 Policy Planning and Research: Assists in the sustainable formulation, implementation, monitoring of the policies, strategies, laws and regulations of the transport sectors.
The programme also manages the transport database and conducts research and surveys to establish projections of future transport issues.

Performance against Programme Strategic Objectives and Measures The table below sets out the performance of the programme against the performance measures and targets set for 2018.

Table 3 Performance measures for programme Programme: Outcome: Outcome indicator 1.

Number of aviation related conventions - (new or amended) ratified and domesticate 2.
Number of maritime related conventions - (new or amended) ratified and domesticated P1: Governance, Policy and Administration Effective management of an integrated approach towards transport planning and development 2021 Outturn Target 2022 Revised Target Outturn Explanation of Difference between Targets and Outturn 4 4 4 4 4 4 4 6 1 new Bilateral Aviation Safety Agreement was signed and 4 others started discussion.

1 new Bilateral Aviation safety Agreement was signed and 4 others started discussion.
418 Programme Expenditure Performance Table 4 Consolidated programme expenditure performance SR'000s Programmes SP1:Minister's Secretariat SP2:Management & Administration SP3:Policy Planning and Research Total Economic Classification CURRENT EXPENDITURE Compensation of Employees Wages and Salaries in Cash Wages and Salaries in Kind Use of Goods and Services Office Expenses Transportation and Travel cost Maintenance and Repairs Materials and Supplies Other Uses of Goods and Services Minor Capital Outlays CAPITAL EXPENDITURE Non-financial Assets Building and Infrastructure Machinery and Equipment Other Fixed Assets Non-produced Assets Total Justification: 2021 Audited Outturn Budget 2022 Revised Budget Preliminary Outturn Variance Revised Budget to Outturn 1,915 6,832 918 9,666 9,666 5,217 5,217 12 4,448 970 237 214 - 2,816 199 - - - - - - 2,932 8,617 1,885 13,433 13,433 6,594 6,594 48 6,839 1,488 470 115 - 4,535 182 - - - - - - 2,932 8,617 1,885 13,433 13,433 6,594 6,594 48 6,839 1,488 470 115 - 4,535 182 - - - - - - 2,664 7,273 1,098 11,035 11,035 5,401 5,401 24 5,611 1,397 276 166 - 3,432 340 - - - - - - 9.1% 15.6% 41.7% 17.8% 17.8% 18.1% 18.1% 51.7% 18.0% 6.1% 41.2% -43.9% 0.0% 24.3% -86.8% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 9,666 13,433 13,433 11,035 17.8% With the restructuring in the ministry, there were delays in the programme’s activities.
Not all vacant positions have been filled.

Nonetheless, the Ministry managed to conduct unforeseen monitoring enforcement on La Digue due to the increase in illegal activities and develop new policies for La Digue transport issues.

This led to an increase in media and sensitizations program to inform the public of the importance of road safety.
In addition, new furniture and IT equipment were purchased for new staff and replacement of the one which has been written off to improve the delivery of its staff.

Programme 2: Project Planning and Development Control The purpose of the programme is to plan and develop transport and land infrastructure and to co-ordinate inter-agency collaboration.
Performance against Programme Strategic Objectives and Measures The table below sets out the performance of the programme against the performance measures and targets set for 2021.
419 Table 5 Performance measures for programme Programme: Outcome: P2:Project Planning and Development Control Effective management of an integrated approach towards transport planning and development Outcome indicator 2021 Outturn Target 2022 Revised Target Outturn Explanation of Difference between Targets and Outturn 1.% completion of road projects in Transport Master Plan 2015- 2040 (Short and Medium Plan) for future road network 2.% of planning and lands applications assessed within 10-14 days Contributing indicators 50% 90% 90% 88% Some designs have been done, the ministry needs to consult with stakeholder to sort out issues such as wayleave, and how to redesign if wayleave is not possible.
90% 90% 90% 90% 2021 Outturn Target 2022 Revised Target Outturn Application on inner island could be done on time therefore Desktop assessment was done and this poses risk of oversight for certain issues which could have been discovered during site visit.

Explanation of Difference between Targets and Outturn P2:Project Planning and Development Control 1.

% of application cases from planning authority assessed within 10 days 2.

% of Lands Department applications cases assessed within 14 day 3.
Number of conceptual designs of major road Projects approved.

90% 90% 90% 90% Target has been met to assessed the application 90% 90% 90% 90% Most application has been able to be assessed within the time frame, however the ministry plans to improve on the quality of reporting.

4 4 3 2 The ministry completed 2 projects, the west coast road and Vehicle Testing Station Praslin.
Programme Expenditure Performance Table 6 Consolidated programme expenditure performance SR'000s Programmes P2:Project Planning and Development Control Total Economic Classification CURRENT EXPENDITURE Compensation of Employees Wages and Salaries in Cash Wages and Salaries in Kind 2021 Audited Outturn Budget 2022 Revised Budget Preliminary Outturn Variance Revised Budget to Outturn 719 719 719 599 599 - 1,286 1,286 1,286 1,147 1,147 - 2,450 2,450 1,286 1,147 1,147 - 1,243 1,243 1,244 1,172 1,172 - 39.2% 49.3% 3.2% -2.2% -2.2% 0.0% 420 SR'000s Use of Goods and Services Office Expenses Transportation and Travel cost Maintenance and Repairs Materials and Supplies Other Uses of Goods and Services Minor Capital Outlays CAPITAL EXPENDITURE Non-financial Assets Building and Infrastructure Machinery and Equipment Other Fixed Assets Non-produced Assets Total Justification: 2021 Audited Outturn Budget 2022 Revised Budget Preliminary Outturn Variance Revised Budget to Outturn 120 4 55 - - - 61 - - - - - - 139 11 67 - - - 61 - - - - - - 719 1,286 139 11 67 - - - 61 1,164 1,164 - - - 1,164 2,450 72 5 6 - - - 61 245 245 - - - 245 48.3% 53.7% 91.1% 0.0% 0.0% 0.0% 0.0% 79.0% 79.0% 0.0% 0.0% 0.0% 79.0% 1,243 39.2% The Project, Planning and Development Control Unit has been able to use allocated resources and continue with the on-going project.
Several renovation works on the Vehicle Testing Station Victoria has been completed but some projects are still on going.

The project on the Vehicle Testing Station on Praslin is expected to begin in 2023.

Whereas, the west coast project is still on-going.

The Principal Engineer has been transferred from Seychelles Infrastructure Agency to the Ministry of transport and it is expected to increase the delivery of projects.

With the restructuring, there has been staff movement to Project Planning Unit.
Due to the delay in the construction visits to Praslin that was budgeted for was not materialized.

421 Seychelles Land Transport Agency 1.
Summary of Preliminary Outturn SR'000s Budget Revised Budget Preliminary Outturn Compensation of Employees 2022 Use of Goods and Services Capital Variance Revised Budget to Outturn P1:Governance, Management & Administration P2:Road Infrastructure Projects and Maintenance P3:Road Safety, Traffic and Land Transport Management Total 15,530 16,022 15,830 4,897 10,932 - 1.2% 130,957 131,462 132,974 14,757 93,645 24,572 -1.1% 17,754 17,704 15,552 1,578 12,063 1,911 12.2% 164,240 165,189 164,356 21,232 116,640 26,483 0.5% 2.
Strategic Overview of Entity Mandate The mandate of the Seychelles Land Transport Agency (SLTA) is to provide and promote an efficient and adequate land transport system, which includes land transport services and infrastructure.

Strategic Priorities in 2022 to 2024 Strategic Priorities Adapt to the new COVID-19 reality to minimize adverse effects on service delivery (e.g.
flexible working hours where applicable/rotational occupancy of office spaces); Increase the percentage of public roads that meet acceptable standards; Results Achieved (Yes/No) Programs or Sub-programs Impacted Yes All except P2.2 Yes P2.2 and P2.3 Collaborate with all stakeholders and landowners for timely implementation of projects; No P2.1 Engage with utility agencies to minimise delays with project completion; Partially P2.1 and P2.2 Advocate to minimise vandalism and promote proper use of road infrastructure in order to minimise repairs; Engage in continuous consultation with stakeholders to achieve road re-surfacing targets; and Improve communication within the organisation and with the public in general through the use of ICT (e.g.
launching of SLTA’s website).

No P3 Yes P2.2 Yes All Explanation of Results for priorities not achieved The Agency are still having difficulties to get wayleave for several projects from private land owners The Agency have a good line of communication however, there are still delays The Agency repaired the damaged when vandalized and did our best to pass the information during various forums and interviews.
Source: Report Strategic Priorities from PPBB Statement 2022 – 2024 published in 2022 Budget Book 422 3.
Budget Overview Receipts Outturn Table 1 Receipts outturn SR'000s Receipts transferred to Consolidated Fund Road Maintenance Receipts Total Justification: 2021 Audited Outturn 2022 Budget Revised Budget Preliminary Outturn 6,834 6,834 6,834 4,500 4,500 4,500 4,500 4,500 4,500 3,606 3,606 3,606 Variance Revised Budget to Outturn -19.9% -19.9% -19.9% The significant increase was partly due to funds received from Public Utilities Corporation for resurfacing of roads in south region of Mahe after PUC completed their maintenance work.
There was also an increase of requests and payment from private individuals and sectors.

During the year 2022, revenue collected was approximately 11.486m of which 70% have transferred to suspense account, hence the decrease in revenue at year end.
Consolidated Expenditure Outturn Table 2 Consolidated expenditure outturn R'000s Programmes P1:Governance, Management & Administration P2:Road Infrastructure Projects and Maintenance P3:Road Safety, Traffic and Land Transport Management Total Economic Classification CURRENT EXPENDITURE Compensation of Employees Wages and Salaries in Cash Wages and Salaries in Kind Use of Goods and Services Office Expenses Transportation and Travel cost Maintenance and Repairs Materials and Supplies Other Uses of Goods and Services Minor Capital Outlays CAPITAL EXPENDITURE Non-financial Assets Building and Infrastructure Machinery and Equipment Other Fixed Assets Non-produced Assets Total 2021 Audited Outturn 2022 Budget Revised Budget Preliminary Outturn Variance Revised Budget to Outturn 11,510 112,820 21,088 145,418 126,252 19,519 19,519 155 106,732 4,836 4,785 68,340 428 4,886 23,302 19,166 19,166 18,448 - - 718 145,418 15,530 130,957 17,754 164,240 127,615 22,100 22,100 372 105,515 4,474 4,845 64,121 209 9,394 22,101 36,625 36,625 36,625 - - - 164,240 16,022 131,462 17,704 165,189 138,195 21,397 21,397 372 116,797 4,623 4,845 70,204 209 9,394 27,151 26,994 26,994 26,994 - - - 165,189 15,830 132,974 15,552 164,356 137,873 21,232 21,232 128 116,640 4,840 5,268 76,052 107 8,393 21,852 26,483 26,483 26,045 - - 439 164,356 1.2% -1.1% 12.2% 0.5% 0.2% 0.8% 0.8% 65.6% 0.1% -4.7% -8.7% -8.3% 48.6% 10.7% 19.5% 1.9% 1.9% 3.5% 0.0% 0.0% 0.0% 0.5% 423 4.
Programme Performance Programme 1: Governance, Management and Administration The purpose of the programme is to ensure an efficient standard of office management, support and general administration of the Agency.
Programme Expenditure Performance Table 3 Consolidated programme expenditure performance SR'000s 2021 Audited Outturn 2022 Budget Revised Budget Preliminary Outturn Variance Revised Budget to Outturn Programmes P1:Governance, Management & Administration Total Economic Classification CURRENT EXPENDITURE Compensation of Employees Wages and Salaries in Cash Wages and Salaries in Kind Use of Goods and Services Office Expenses Transportation and Travel cost Maintenance and Repairs Materials and Supplies Other Uses of Goods and Services Minor Capital Outlays CAPITAL EXPENDITURE Non-financial Assets Building and Infrastructure Machinery and Equipment Other Fixed Assets Non-produced Assets 11,510 11,510 11,510 3,172 3,172 - 8,339 2,278 172 565 2 3,588 1,734 - - - - - - 15,530 15,530 15,530 4,656 4,656 - 10,873 1,725 253 598 9 7,920 369 - - - - - - 16,022 16,022 16,022 4,849 4,849 - 11,173 1,874 253 649 9 7,920 469 - - - - - - 15,830 15,830 15,830 4,897 4,897 - 10,932 2,091 152 627 3 7,361 698 - - - - - - Total 11,510 15,530 16,022 15,830 1.2% 1.2% 1.2% -1.0% -1.0% 0.0% 2.2% -11.6% 39.9% 3.4% 59.5% 7.1% -48.9% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 1.2% 424 Programme 2: Road Infrastructure and Maintenance The purpose of the programme is to provide, manage and maintain land transport infrastructure in an efficient, reliable, and sustainable manner to meet the needs of the society.
Services include surfacing and re- surfacing of the road network, undertaking new roads and road infrastructure construction projects, and maintaining existing primary and secondary roads and road infrastructure.
The programme comprises the following sub-programmes:  Sub-programme 1 Road Infrastructure Projects: Undertakes road construction projects and related land transport infrastructure;  Sub-programme 2 Asphalting Works: Undertakes road surfacing and re-surfacing projects; and  Sub-Programme 3 Road Maintenance Services: Maintains roads and road infrastructure.
Performance against Programme Strategic Objectives and Measures The table below sets out the performance of the programme against the performance measures and targets set for 2021.

Table 4 Performance measures for programme Programme: Outcome: P2:Road Infrastructure Projects and Maintenance Roads meet standards set out in the regulatory framework Outcome indicator 1 % increase of public roads meeting acceptable standards.
Contributing indicators 1.Kms of new primary and secondary roads constructed 2.Kms of existing primary and secondary and feeder roads improved 3.% of construction and improvement projects completed to specified standards, on budget and within timeframe 1.Sq.ms of road (primary, secondary and feeder) maintained through routine maintenance (Potholing) 2.Kms of road (primary, secondary and feeder) maintained through periodic maintenance (resurfacing) 2021 Outturn Target 65% 3% 2021 Outturn Target 2022 Revised Target 65% 2022 Revised Target Outturn Explanation of Difference between Targets and Outturn 65% Target achieved Outturn Explanation of Difference between Targets and Outturn SP1:Road Infrastructure projects 3km 2km 0.6km 0.6Km Target achieved 2km 1km 1.2 km 1.2km Target achieved 10% 80% 80% 90% SP2:Asphalting works 2000sq.mt 14000sq.mt 20,000sqm 19,830sqm The delay is mainly due to the Pt Larue 3rd lane project that the agency could not implement due to wayleave issues.
The agency had several serious breakdowns of the asphalt plant last year 1Km 20km 20km 22Km Acceptable 1.
Number of road furniture rehabilitated SP3:Roads Maintenance services 241 550 650 967 A lot of maintenance projects were identified by regular inspections 425 Programme Expenditure Performance Table 5 Consolidated programme expenditure performance SR'000s Programmes SP1:Road Infrastructure projects SP2:Asphalting works SP3:Roads Maintenance services Total Economic Classification CURRENT EXPENDITURE Compensation of Employees Wages and Salaries in Cash Wages and Salaries in Kind Use of Goods and Services Office Expenses Transportation and Travel cost Maintenance and Repairs Materials and Supplies Other Uses of Goods and Services Minor Capital Outlays CAPITAL EXPENDITURE Non-financial Assets Building and Infrastructure Machinery and Equipment Other Fixed Assets Non-produced Assets 2021 Audited Outturn 2022 Budget Revised Budget Preliminary Outturn Variance Revised Budget to Outturn 11,403 79,250 22,167 112,820 100,507 14,821 14,821 119 85,685 2,559 4,613 56,809 427 1,299 19,861 12,314 12,314 11,595 - - 718 28,237 83,506 19,214 130,957 98,431 15,967 15,967 264 82,464 2,749 4,592 52,954 200 1,474 20,232 32,525 32,525 32,525 - - - 21,632 85,715 24,115 131,462 108,568 15,072 15,072 264 93,496 2,749 4,592 58,886 200 1,474 25,332 22,894 22,894 22,894 - - - 22,581 80,662 29,731 132,974 108,402 14,757 14,757 83 93,645 2,749 5,116 64,756 104 1,032 19,805 24,572 24,572 24,134 - - 439 -4.4% 5.9% -23.3% -1.1% 0.2% 2.1% 2.1% 68.6% -0.2% 0.0% -11.4% -10.0% 48.2% 30.0% 21.8% -7.3% -7.3% -5.4% 0.0% 0.0% 0.0% Total 112,820 130,957
 131,462 132,974 -1.1% Programme 3: Road Safety, Traffic and Land Transport Management The purpose of the programme is to ensure public road safety and security, and to implement land traffic management measures.
Performance against Programme Strategic Objectives and Measures The table below sets out the performance of the programme against the performance measures and targets set for 2021.

Table 6 Performance measures for programme Programme: Outcome: P3:Road Safety, Traffic and Land Transport Management Safe and Secure Public Roads Outcome indicator 1.
Kms of crash barriers installed 2.Sq.m of road markings painted 2020 Outturn Target 2021 Revised Target 1.0km 1km 1.148km 1000sq.mt 10,000sq.mt 10000sqm 11,800sqm 2km Target Achieved Target Achieved Outturn Explanation of Difference between Targets and Outturn 426 Programme: Outcome: P3:Road Safety, Traffic and Land Transport Management Safe and Secure Public Roads Outcome indicator 2020 Outturn Target 3.Number of traffic signs and mirrors installed (traffic signs) 4.Number of mirrors installed 200 50 150 100 2021 Revised Target 150 100 Outturn Explanation of Difference between Targets and Outturn 62 82 401 signs were maintained and 60 mirrors Target Achieved Programme Expenditure Performance Table 7 Consolidated programme expenditure performance SR'000s Programmes P3:Road Safety, Traffic and Land Transport Management Total Economic Classification CURRENT EXPENDITURE Compensation of Employees Wages and Salaries in Cash Wages and Salaries in Kind Use of Goods and Services Office Expenses Transportation and Travel cost Maintenance and Repairs Materials and Supplies Other Uses of Goods and Services Minor Capital Outlays CAPITAL EXPENDITURE Non-financial Assets Building and Infrastructure Machinery and Equipment Other Fixed Assets Non-produced Assets Total Justification: 2020 Audited Outturn 2021 Budget Revised Budget Preliminary Outturn Variance Revised Budget to Outturn 21,088 21,088 14,235 1,527 1,527 36 12,708 - - 10,966 - - 1,706 6,853 6,853 6,853 - - - 17,754 17,754 13,654 1,476 1,476 108 12,178 - - 10,570 -
 - 1,500 4,100 4,100 4,100 - - - 17,704 17,704 13,604 1,476 1,476 108 12,128 - - 10,670 - - 1,350 4,100 4,100 4,100 - - - 15,552 12.2% 15,552 12.2% 13,641 1,578 1,578 45 12,063 - - 10,670 - - 1,349 1,911 1,911 1,911 - - - -0.3% -6.9% -6.9% 58.3% 0.5% 0.0% 0.0% 0.0% 0.0% 0.0% 0.1% 53.4% 53.4% 53.4% 0.0% 0.0% 0.0% 21,088 17,754 17,704 15,552 12.2% All projects were completed in the second quarter.
Savings identified were reprioritized for the purchase of streetlights, traffic lights and traffic signs to replace the ones that were vandalized as well as install road infrastructures in order to meet public road standards.

427 Road Transport Commission 1.


Summary of Preliminary Outturn 2022 SR'000s Budget Revised Budget Preliminary Outturn Compensation of Employees P1:Road Transport Management Total 21,386 21,386 21,086 21,086 20,362 20,362 5,330 5,330 Use of Goods and Services 7,332 7,332 Variance Revised Budget to Outturn Capital 7,702 7,702 3.4% 3.4% 2.

Strategic Overview of Entity Mandate The Road Transport Commission (RTC) is a regulatory body under the responsibility of the Road Transport Commissioner.
Its mandate is to enforce and control all aspects of road transport regulations in order to ensure the safety of Seychelles’ roads.
Strategic Priorities in 2022 to 2024 Strategic Priorities Results Achieved (Yes/No) Programs or Sub-programs Impacted Explanation of Results for priorities not achieved Review the road transport regulations to reflect modern times and to get the regulatory framework right so as to efficiently deal with current road transport challenges; Enforce the road transport regulations, in particular the demerit point regulations to create a safer road environment; Procure a special equipment to facilitate increased visibility and presence on the highway, deter speeding and spilling of materials on the road; Increase school safety programmes targeting the younger students; Produce quality accident data by constantly updating the road safety database, and utilising the data for assessment and implementation of counter measure actions and designs in order to reduce accident black spots; and Review the current theory and driving manuals for instructors and develop driving procedures that will regulate all driving instructors and driving schools accordingly.
No P1 Several regulations have been amended and new ones introduced.

There are still amendments pending.

No P1 No No P1 P1 No P1 Enforcement of regulations has increased, but unfortunately the Demerit Point System regulation has not been considered for approval yet by National Assembly Procure for these special equipment was not funded.

More Road safety talks and sensitization has taken place and consultative meetings with Ministry of Education is on going This has not been fully achieved.
There has been set back due to lack of Human resource as the Road Safety Officer resigned and it is difficult to replace due to salary package not attractive.

However, investigations carried out for Fatal and serious accident locations and taken mitigating measures to minimize such accidents.

No P1 This is ongoing.

Cabinet paper prepared for approval Source: Report Strategic Priorities from PPBB Statement 2022 – 2024 published in 2022 Budget Book 428 3.
Budget Overview Receipts Outturn Table 1 Receipts outturn SR'000s 2021 Audited Outturn Budget 2022 Revised Budget Preliminary Outturn Variance Revised Budget to Outturn Receipts transferred to Consolidated Fund 10,571 12,276 12,005 10,781 -10.2% Conversion fee Vehicle Testing Parking Coupons Highway Code Books Heavy Vehicle Fees Others - Instructor's fees Total Justification: 407 8,632 1,353 85 95 - 600 9,821 1,500 200 150 5 600 9,550 1,500 200 150 5 450 8,975 1,670 81 55 2 10,571 12,276 12,005 10,781 -25.0% -6.0% 11.2% -59.5% -63.3% -80.0% -10.2%  The collection for conversion fee was lower than forecasted budget due to embargo on new taxi License.
 There was a reduction in importation of new vehicles hence a drop in the collection of vehicle testing.

 As the working population are moving back to working in office and the increase of movements and fines fee the demand for daily and monthly parking coupon around town area have increased.

In addition, there has been an increase in monitoring by law officers.
It was anticipated that the sale of highway code book would surge due to the increase in the rate of failure with the new exam electronic system compared to the years before.

  Under the heavy vehicle fees, vehicles would pay a blanket cover for the movement of trailers but the process is still ongoing.

 Fewer applicants are registering and paying for the instructors permit.
Consolidated Expenditure Outturn Table 2 Consolidated expenditure outturn R'000s Programmes P1:Road Transport Management Total Economic Classification CURRENT EXPENDITURE Compensation of Employees Wages and Salaries in Cash Wages and Salaries in Kind 2021 Audited Outturn Budget 2022 Revised Budget Preliminary Outturn Variance Revised Budget to Outturn 8,623 8,623 8,520 4,374 4,374 12 21,386 21,386 21,086 21,086 20,362 20,362 3.4% 3.4% 10,886 6,245 6,245 - 10,586 5,945 5,945 - 12,661 5,330 5,330 72 -19.6% 10.3% 10.3% 0.0% 429 R'000s Use of Goods and Services Office Expenses Transportation and Travel cost Maintenance and Repairs Materials and Supplies Other Uses of Goods and Services Minor Capital Outlays CAPITAL EXPENDITURE Non-financial Assets Building and Infrastructure Machinery and Equipment Other Fixed Assets Non-produced Assets 2021 Audited Outturn Budget 2022 Revised Budget Preliminary Outturn Variance Revised Budget to Outturn 4,146 1,204 194 101 17 1,932 686 103 103 103 - - - 4,641 1,187 184 212 61 2,483 514 10,500 10,500 10,500 - - - 4,641 1,187 184 212 61 2,483 514 10,500 10,500 10,500 - - - 7,332 1,395 217 42 15 2,478 3,114 7,701 7,701 7,701 - - - -58.0% -17.5% -17.5% 80.2% 75.3% 0.2% -506.2% 26.7% 26.7% 26.7% 0.0% 0.0% 0.0% 3.4% Total 8,623 21,386 21,086 20,362 4.
Programme Performance Programme 1: Road Transport Management The purpose of the programm is to update and prepare regulations on all road transport activities as laid down in the Road Transport Act, and also to enforce them to ensure that Seychelles’ roads are safe.

Performance against Programme Strategic Objectives and Measures The table below sets out the performance of the programme against the performance measures and targets set for 2018.
Table 3 Performance measures for programme Programme: Outcome: P1:Road Transport Management A decrease in the number of fatal road accidents on our roads Outcome indicator 2021 Outturn Target 2022 Revised Target Outturn Explanation of Difference between Targets and Outturn 1.

% decrease in fatal road accidents per year 1.

% increase in number of vehicles inspected for roadworthiness per year.
2.Average time for a vehicle to be tested for roadworthiness 4% 6% 6% -75% The number fatal accidents have increased substantially.

This was mainly due to reckless and careless riders and drivers and was not due to our road condition.

RTC had greater visibility of law enforcement on the road, more road worthy inspections conducted and increase in campaign on road safety.
P1:Road Transport Management 25% 25% 25% 25% Target achieved 20 mins 20 mins 20mins 20mins Target achieved 430 431 Seychelles Maritime Safety Authority 1.

Summary of Preliminary Outturn SR'000s Budget Revised Budget Preliminary Outturn Compensation of Employees 2022 P1:Governance, Management & Administration P2:Maritime Transport Safety Management Total 6,975 5,484 12,459 6,975 5,284 12,259 7,092 4,291 11,384 3,220 3,558 6,777 2.
Strategic Overview of Entity Use of Goods and Services 3,873 734 4,606 Capital - - - Variance Revised Budget to Outturn -1.7% 18.8% 7.1% Mandate The Seychelles Maritime Safety Authority (SMSA) is a regulatory and supervisory authority mandated under the Seychelles Maritime Safety Authority Act, 2019 to ensure that all mariners, without exception, use and enjoy our seas and other water bodies in a safe and lawful manner in line with their flag, port and coastal state responsibilities.
Its core mandate includes maritime safety, security and pollution prevention at sea.
Strategic Priorities in 2022 to 2024 Strategic Priorities Results Achieved (Yes/No) Programs or Sub-programs Impacted Explanation of Results for priorities not achieved Maintain Seychelles status on the IMO “White List Countries”, which in turn allows Seychelles registered vessels to call at various ports without the need for unfavorable Port State Control inspections; Yes P 1 Build up and modernise SMSA’s Information Technology system to provide a more professional and efficient service to the public; No P1 Similar to 2021, the Authority has partly built up its Information Technology system and has been able to introduce the Cashier Module and the Vessel Seafarer’s Management System (VSMS) but still further technical assistance is required for both systems to be fully operational which is severely limited.
In 2022 SMSA has managed to finalize the Maritime Licensing System (MLS) although again further technical assistance is required to ensure that the system is running smoothly.

SMSA also initiated the development of its new website in the final quarter of 2022 in order to deliver a more efficient service.

Continual updates are being made to the website to ensure that it is meeting the requirements but locally and internationally in terms of the services being delivered.
SMSA outsourced the development of an Identification System software in 2022 in order to ensure the implementation of the Seychelles Maritime Safety Authority (Identification of Small Vessels) Regulation, 2023, in view that DICT was unable to deliver this service in 2022.
432 Strategic Priorities Results Achieved (Yes/No) Programs or Sub-programs Impacted Explanation of Results for priorities not achieved Accede, ratify and domesticate new conventions in order to maintain international obligations, including enacting the following regulations: o Seychelles Maritime Safety Authority (Inshore Waters) Regulations to have complete oversight over the inshore waters and beyond; o Seychelles Maritime Safety Authority (Fees) Regulation, 2021 in order to have all of the Authority’s relevant fees under one collective regulation; o Seychelles Maritime Safety (Licenses) Regulation, 2021 in order for SMSA to efficiently issue licenses for all maritime related activities; o Merchant Shipping (Identification of Ships) Regulation, 2021 in order to allow for the identification of all vessels below 10 metres; 462 o Seychelles Maritime Safety Authority (Hire Craft) Regulations, 2021 in order to revamp the laws pertaining to hire crafts in Seychelles to reflect modern circumstances, as the current laws are outdated; o Merchant Shipping (Certification of Seafarers on International Ships) (Amendment) Regulation 2021; o The International Maritime Dangerous Goods (IMDG) Code Regulation for proper handling, storage and transportation of dangerous goods in Seychelles; o Legislation regulating ships being built locally, maritime surveyors operating in the Seychelles, and Maritime Training Institutes in the country; and No P1 Register all vessels engaged in commercial activities in Seychelles under the Seychelles Flag or identified in line with the Merchant Shipping (Amendment) Act, 2019 as a mandatory requirement.
Yes P2 The revised regulations were approved by Cabinet in 2021 and give the long drafting process, only the following regulations enacted in 2023 and are in the implementation process:  Seychelles Maritime Safety Authority (Licenses) Regulation, 2023  Seychelles Maritime Safety Authority (Identification of Small Vessel) Regulation, 2023  Seychelles Maritime Safety Authority (Fees) Regulation, 2023 The remaining regulations are still in the drafting stages at the Office of the Attorney General, namely:  Seychelles Maritime Safety (Control of Vessel) Regulation – which merges both the Seychelles Maritime Safety Authority (Hire Craft) Regulation and the Seychelles Maritime Safety Authority (Inshore Waters) Regulation (previously known as the Beach Control Act).
This draft regulation requires final approval from the Cabinet of Ministers as well as for its repeals to be approved by the National Assembly.
 Merchant Shipping (Certification of Seafarers on International Ships) (Amendment) Regulation; Both the International Maritime Dangerous Goods (IMDG) Code Regulation and the legislations regulating ships being built locally, maritime surveyors operating in the Seychelles, and Maritime Training Institutes in the country are being reviewed by the Authority to provide further amendments to ensure that it is in line with both the local and international maritime requirements.
The Authority is further enforcing the existing requirement whilst conducting surveys and inspections on locally owned vessels that are 10 metres and above to be registered under the Seychelles flag as per the Merchant Shipping Act.

This process is continual.

With the enactment of the Seychelles Maritime Safety Authority (Identification of Small Vessels) Regulation, 2023, it is now mandatory for all small vessels under 10 meters in length to be identified.
Source: Report Strategic Priorities from PPBB Statement 2022 – 2024 published in 2022 Budget Book 433 3.
Budget Overview Receipts Outturn Table 4 Receipts outturn SR'000s Receipts transferred to Consolidated Fund Examinations and Endorsements Registration, Survey and Certification Maritime Licensing Fees Audit Fees Total Justification: 2021 Audited Outturn 4,048 992 3,056 - - 4,048 2022 Revised Budget Preliminary Outturn Variance Revised Budget to Outturn 3,730 1,500 2,200 - 30 3,730 3,273 867 2,358 - 48 3,273 -12.3% -42.2% 7.2% 0.0% 60.0% -12.3% Budget 7,000 1,500 3,500 2,000 - 7,000 Overall, the Seychelles Maritime Safety Authority has collected less revenue due to the decline in exchange rate in 2022 compared to 2021 during the COVID-19 pandemic as explained below: Examination and Endorsement: Revenue collected for Examinations considers factors such as whether the Seychelles Maritime Academy offer courses which subsequently leads to candidates requesting for such examinations.
In reference to revenue collected for endorsement, most revenue is being collected from international companies which are charged in US dollars.

The exchange rate was higher in 2021 hence the decrease in collection for the year 2022.

Registration, Survey and Certification: Registration The Authority introduced the mandatory requirement that all vessels above 10 metres in length are to be registered.
However, mandatory identification of small vessels below 10 metres as per the Seychelles Maritime Safety Authority (Identification of Small Vessels) Regulation which was yet to be enacted was included in the budgeted forecast.

Survey An increase in the Hire Craft business activities led to a decrease in removal of vessels operating as Hire Craft vessels.
Audit Fees: In line with the Merchant Shipping (International Ship Port Facility Security Code), Regulation, 2020, new revenue is expected to be collected.

The regulation provides the Authority with the mandate to audit all existing port facilities to ensure that it is in compliance with the ISPS Code in line with the SOLAS Convention.

There is an initial audit conducted for new port facilities, and a compliance audit conducted annually.
The Authority has collected revenue following the audit of the Seychelles Port Authority for the year 2021 and 2022.
434 Consolidated Expenditure Outturn Table 5 Consolidated expenditure outturn R'000s Programmes P1:Governance, Management & Administration P2:Maritime Transport Safety Management Total Economic Classification CURRENT EXPENDITURE Compensation of Employees Wages and Salaries in Cash Wages and Salaries in Kind Use of Goods and Services Office Expenses Transportation and Travel cost Maintenance and Repairs Materials and Supplies Other Uses of Goods and Services Minor Capital Outlays CAPITAL EXPENDITURE Non-financial Assets Building and Infrastructure Machinery and Equipment Other Fixed Assets Non-produced Assets 2021 Audited Outturn Budget 2022 Revised Budget Preliminary Outturn Variance Revised Budget to Outturn 5,830 4,014 9,845 9,845 6,238 6,238 2 3,607 971 52 364 - 1,878 339 - - - - - - 6,975 5,484 12,459 12,459 7,393 7,393 - 5,066 955 320 709 - 2,485 597 - - - - - - 6,975 5,284 12,259 12,259 7,193 7,193 - 5,066 955 320 709 - 2,485 597 - - - - - - 7,092 4,291 11,384 -1.7% 18.8% 7.1% 11,384 6,777 6,777 - 4,606 1,057 372 388 30 2,244 515 - - - - - - 7.1% 5.8% 5.8% 0.0% 9.1% -10.7% -16.4% 45.2% 0.0% 9.7% 13.8% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% Total 9,845 12,459 12,259 11,384 7.1% 4.
Programme Performance Programme 1: Governance, Management and Administration The purpose of the programme is supposed to ensure that the Authority functions properly with all necessary support and resources required, and to review all national and international maritime legislations to ensure compliance with international conventions that Seychelles has ratified or acceded to.
Performance against Programme Expenditure Performance Table 6 Consolidated programme expenditure performance SR'000s Programmes 2021 Audited Outturn 2022 Budget Revised Budget Preliminary Outturn Variance Revised Budget to Outturn P1:Governance, Management & Administration Total 5,830 5,830 6,975 6,975 6,975 6,975 7,092 7,092 -1.7% -1.7% 435 SR'000s Economic Classification CURRENT EXPENDITURE Compensation of Employees Wages and Salaries in Cash Wages and Salaries in Kind Use of Goods and Services Office Expenses Transportation and Travel cost Maintenance and Repairs Materials and Supplies Other Uses of Goods and Services Minor Capital Outlays CAPITAL EXPENDITURE Non-financial Assets Building and Infrastructure Machinery and Equipment Other Fixed Assets Non-produced Assets 2021 Audited Outturn 2022 Budget Revised Budget Preliminary Outturn 5,830 2,664 2,664 2 3,166 908 46 191 - 1,878 142 - - - - - - 6,975 3,101 3,101 - 3,874 883 206 284 - 2,435 67 - - - - - - 6,975 3,101 3,101 - 3,874 883 206 284 - 2,435 67 - - - - - - 7,092 3,220 3,220 - 3,873 897 218 294 30 2,225 210 - - - - - - Variance Revised Budget to Outturn -1.7% -3.8% -3.8% 0.0% 0.0% -1.6% -5.8% -3.6% 0.0% 8.6% -212.5% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% Total 5,830 6,975 6,975 7,092 -1.7% Programme 2: Maritime Transport Safety Management The purpose of the programme is to facilitate the maritime industry’s compliance with local standards set and international shipping standards enforced by SMSA, and providing services to the maritime industry, to include the
 following:  regulating and enforcing the maritime legislation which includes amongst others, ships registry, surveys and Port State Control inspections;  the protection of the marine environment and the safe use of Seychelles waters by ensuring that pollution threats and risks are minimised;  supporting a safe marine transportation system and promoting sustainable marine practices through the implementation of the International Convention for the Prevention of Pollution from Ships (MARPOL) which contributes towards the protection and preservation of our ecosystem; Services provided includes: o Ships and seafarer’s registration; o Port, flag, and coastal state responsibilities; o pollution prevention; o survey of non-conventional vessels; o licenses for maritime related activities; o dissemination of Maritime Safety Information as required under the International Convention for the Safety of Life at Sea (SOLAS) by the Authority’s Navigational Telex (NAVTEX) System.
Programme Strategic Objectives and Measures The table below sets out the performance of the programme against the performance measures and targets set for 2021.

436 Table 7 Performance measures for programme Programme: Outcome: P2:Maritime Transport Safety Management Ensure safety compliance and eradicate illegal charters Outcome indicator 1.
Number of vessels that are certified safe and secure 2.Number of Ships registered in Seychelles 10 meters and over Contributing indicators 1.Number of surveys done annually on flag state vessels 2.

Number of inspections done annually on flag state vessels 2021 Outturn Target 2022 Revised Target Outturn Explanation of Difference between Targets and Outturn 278 250 225 300 30 30 30 35 The increase is as a result of the increase in Hire Craft business activities.
The increase is as a result of enforcement of mandatory registration requirements for all vessels above 10 metres in length in line with the Merchant Shipping Act.
2021 Outturn Target 2022 Revised Target Outturn P2:Maritime Transport Safety Management Explanation of Difference between Targets and Outturn 218 350 275 35 74 75 70 152 The number inputted reflects the actual number of vessels registered under the Seychelles Flag only and does not reflect total vessels certified safe and secure which includes vessels registered internationally.

The increase is as a result from the recruitment of additional inspector on Mahe and increased inspections conducted on Praslin.
Programme Expenditure Performance Table 8 Consolidated programme expenditure performance SR'000s Programmes P2:Maritime Transport Safety Management Total Economic Classification CURRENT EXPENDITURE Compensation of Employees Wages and Salaries in Cash Wages and Salaries in Kind Use of Goods and Services Office Expenses Transportation and Travel cost Maintenance and Repairs Materials and Supplies Other Uses of Goods and Services Minor Capital Outlays 2021 Audited Outturn 2022 Budget Revised Budget Preliminary Outturn Variance Revised Budget to Outturn 4,014 4,014 4,014 3,574 3,574 - 440 63 7 173 - - 198 5,484 5,484 5,484 4,292 4,292 - 1,192 72 114 425 - 50 530 5,284 5,284 5,284 4,092 4,092 - 1,192 72 114 425 - 50 530 4,291 4,291 18.8% 18.8% 4,291 3,558 3,558 - 734 160 154 94 - 20 305 18.8% 13.1% 13.1% 0.0% 38.4% -121.2% -35.4% 77.8% 0.0% 60.3% 42.5% 437 SR'000s CAPITAL EXPENDITURE Non-financial Assets Building and Infrastructure Machinery and Equipment Other Fixed Assets Non-produced Assets Total Justification: 2021 Audited Outturn 2022 Budget Revised Budget Preliminary Outturn - - - - - - - - - - - - - - - - - - - - - - - - Variance Revised Budget to Outturn 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 4,014 5,484 5,284 4,291 18.8% This programme covers the technical departments, which includes Survey, Registration, Licensing, examination and seafarer.
In line with SMSA’s strategic objectives for the year 2022, the Authority has had to ensure continuity in the implementation of its mandates as set out in the Seychelles Maritime Safety Authority Act, 2019.

Given the fact that most divisions fall under this program, the office expenses are showing a significant variance due to the increase in requests of printing materials being used by those divisions.
The Authority always emphasizes on the continuous development of its employees by ensuring staff obtains the necessary trainings to gain the necessary skills set to perform their duties more effectively.

Officers were sent to Mombasa, Kenya regarding EU Port Security and Safety of navigation in Eastern and Southern Africa and the Indian Ocean Project - Port State Control Inspections and this would explain the negative variance in transportation cost.
Fortunately, only minimum repairs were required for the NAVTEX system and the Aldabra Light house and resulted to the savings under repairs and maintenance budget.

In terms of minor capital outlays, the number of safety signage and demarcation buoys expected to be purchased and installed at different locations on Mahe, Praslin and La Digue did not materialize due to limited human resource capacity and assets to visit the existing sites to determine which locations needed the relevant equipment.
438 AGRICULTURE, CLIMATE CHANGE AND ENVIRONMENT PORTFOLIO 439 Department of Agriculture 1.
Summary of Preliminary Outturn SR'000s Budget Revised Budget Preliminary Outturn Compensation of Employees 2022 Use of Goods and Services Capital Variance Revised Budget to Outturn P1:Governance, Management & Policy Planning P2: Agricultural Planning and Lands Management P3: Crop Research Development P4: Animal Health and Production P5: Agricultural Extension Services P6: Plant Biosecurity Services Total - - 15,234 39.3% 23.8% 1.6% 2.0% 8.0% 10.7% 2.
Strategic Overview of Entity Mandate Provide a conducive policy and legal environment and facilitate modernisation with appropriate physical infrastructure and institutional framework to attract investment and ease operations for development of the agricultural sector to increase domestic production and improve national food and nutrition security status.
Facilitate the implementation and enforcement of all relevant policies and legislation in accordance with obligations and functions as stipulated in these instruments for agricultural development, biosecurity and services, animal and plant health, safe trade and protection of Seychelles.
Support the implementation of several international agreements whose obligations are to adhere under Indian Ocean Commission (COI), Common Market for Southern and Eastern Africa (COMESA), SADC, African Union Inter-African Phytosanitary Council (AU-IAPSC), African Union Inter-Bureau for Animal Resources (AU-IBAR), Food and Agriculture Organisation International Atomic Energy Agency (FAO/IAEA), FAO International Plant Protection Convention (FAO/IPPC), World Organisation for Animal Health (OIE) and WTO Agreement on the Application of Sanitary and Phytosanitary Measures (the SPS Agreement) and Agriculture Agreements.
440 Explanation of Results for priorities not achieved Local Production of Poultry meat only met 27.6 % of Total demand (1,362 tons vs 4,923.4 tons).

Pork production covered 45.6 % of local demand (667.7 % vs 1463.2 tons).

Efforts were made to provide as much technical support as possible by undertaking a sustainable visit and assessment program in a quarterly basis.
However, farmers/livestock producers were hardly affected by high production cost, difficulties to access market, high importation of meat etc.
This led to low motivation; some farmers were hesitating to finish their projects, one farmer stop production9broilers) late 2021 with capacity of 53.0 tons/year while other farmers did not use their facilities to the total capacity; this behavior is more accentuate on Pig Farm whereby use of existing capacities is low in term of quantity and quality of the animal stock.
Related to crop production (1941-1955), the target was not achieved as toward the end of the year may large farms were affected by heavy rainfall and due to availability of extension officers, some farms were not covered in data collection .

Strategic Priorities in 2022 to 2024 Strategic Priorities 1.
Increase domestic agricultural production to achieve a performance target of 33% - 43% broiler production, 55% - 65% pork production and 25% - 35% crop production as per the new strategic outcomes of the sector, in line with the agriculture policy and strategy, through service delivery, facilitation process, institution development and technical support Results Achieved (Yes/No) Programs or Sub- programs Impacted No P3.1, P4.2 and P5 2.
Support agribusiness and farming communities to meet sector challenges through policies and initiatives that promote better resource management practices, innovation, self- reliance, and high value products that are able to compete on the national and global market 3.
Increase sustainable, productive, competitive and profitable domestic agricultural production by implementing and delivering targeted programs and undertaking relevant research work for more knowledge, technological development, innovation and better market access 4.
Direct substantial effort towards the La Semence Youth Farming Enterprise Initiative, to reverse the trend of declining input of young blood into the sector, and collaborate with other partners such as Island Development Company (IDC) to promote agricultural development on outer islands; 5.
Manage and uphold the implementation and enforcement of the recent Control and Protection of Dogs Act, 2021, Animal and Plant Biosecurity Act, 2014, and the development of new Policy and Legislation related to Animal Welfare and Seychelles Organic Programs to support Seychelles’ obligations under biosecurity system and maintaining the country’s favorable animal health and plant status Yes P2 Yes P4.2 Yes P2 Yes P4.1 441 Strategic Priorities 6. Review and promote on-farm biosecurity management programs to improve the standard and quality of domestic agricultural production through management programs and good agricultural practices (GAP) for domestic and niche markets.
Results Achieved (Yes/No) Programs or Sub- programs Impacted Yes P6 Explanation of Results for priorities not achieved Source: Report Strategic Priorities from PPBB Statement 2022 – 2024 published in 2022 Budget Book1 Justification: Increase in Agricultural production in line with agricultural policies and strategies were not met.
The sector faced difficulties thus the Government’s efforts to buffer the decline in livestock production via the provision of subsidies caused other areas of the agricultural sector to suffer in terms of support being provided.

Despite being given support in the Livestock sector, and though there was an increase in local production, it did not reach expected levels since the effects of the crisis of 2020 and 2021 did not improve as was anticipated.
Support to the farming communities greatly improved through loans and the provision of diverse products being offered for farming activities.

Provision for the implementation and enforcement of the relevant policies, laws and regulations to support the development of the agriculture sector has been realized under different programs that support the execution of various work activities.

3.
Budget Overview Receipts Outturn Table 1 Receipts outturn SR'000s Receipts transferred to Consolidated Fund Agricultural Products Import/Export Certificates Bio-Security-Fines Dog Control Rent of Veterinary Clinic Livestock Products Market Fees Rent of Agricultural Land Rent of Staff Housing Sale of Tender Fees Total Justification: 2021 Audited Outturn Budget 2022 Revised Budget Preliminary Outturn Variance Revised Budget to Outturn - - - - - - - - - - - - 3,651 600 450 277 100 60 700 736 700 29 - 3,651 3,551 600 450 50 150 60 700 812 700 29 - 3,551 3,918 569 779 60 106 35 470 1,040 799 59 4 3,918 10.3% -5.2% 73.1% 20.0% -29.1% -41.7% -32.9% 28.1% 14.1% 104.2% 0.0% 10.3% The department of Agriculture has emphasized credit control to ensure that all revenue is being collected by reviewing and amending the existing procedures in place for compliance and pushing for those that had outstanding bills to adhere to their commitment and obligation through proper mechanism in place to support the endeavor.
The support provided for the implementation and enforcement of any existing law also makes provision to ensure that revenue collection is being done as stipulated under the law and in a timely manner and ensuring that client do comply and adhere to their obligation and commitment.
However, there are still some work to be done in other areas to ensure that revenue collection is up to date and is being 442 collected by putting the appropriate procedures and requirements in place and also exploring legal support to ensure that it is being done in the right way.
Consolidated Expenditure Outturn Table 2 Consolidated expenditure outturn R'000s 2021 Audited Outturn 2022 Budget Revised Budget Preliminary Outturn Variance Revised Budget to Outturn 11.3% 39.3% 23.8% 1.6% 2.0% 8.0% 10.7% 6.7% 17.3% 17.3% 31.9% 3.7% -3.7% 13.8% -10.0% 16.0% 4.0% - - - - 24,536 24,536 - - - 15,234 15,134 - - 100 37.9% 38.3% 0.0% 0.0% 0.0% 4,613 120,416 193,526 172,841 10.7% Programmes P1:Governance, Management & Policy Planning P2: Agricultural Planning and Lands Management P3: Crop Research Development P4: Animal Health and Production P5: Agricultural Extension Services P6: Plant Biosecurity Services Total Economic Classification CURRENT EXPENDITURE Compensation of Employees Wages and Salaries in Cash Wages and Salaries in Kind Use of Goods and Services Office Expenses Transportation and Travel cost Maintenance and Repairs Materials and Supplies Other Uses of Goods and Services Minor Capital Outlays CAPITAL EXPENDITURE Non-financial Assets Building and Infrastructure Machinery and Equipment Other Fixed Assets Non-produced Assets Total Justification: 4,613 - - - - - 4,613 4,180 1,626 1,626 - 2,554 330
 162 64 - 1,634 364 432 432 432 - - - The department requested additional funds for the payment of Livestock support subsidies to farmers, this was mainly due to the surge in animal feed prices on the market.
The department had to delay the projects that was budgeted for in 2022 to cater for the subsidy.

Furthermore, subsidies for the month of December also remained unpaid since budget closure and requests being made after the end of the year.
443 Programme Performance Programme 1: Governance, Administration and Policy Planning The purpose of the programme is to ensure an effective policy and legal environment as well as facilitate appropriate physical infrastructure and institutional framework, with improved value chain for local agricultural produce in order to attract investment and facilitate operations in the agricultural sector towards a better national food and nutrition security status, greater income, better livelihoods and a higher resilience status of the stakeholders.
It ensures the availability of appropriate resources to ensure the achievement of the Department’s mandate and associated responsibilities; and ensures the availability of appropriate resources to ensure the achievement of the Department's objectives; facilitates capacity building and holistic development; providing human and financial resources, and ensuring close collaboration with key stakeholders, both governmental and private, for the development of the agricultural sector.
Performance against Programme Strategic Objectives and Measures The table below sets out the performance of the programme against the performance measures and targets set for 2022.

Table 3 Performance measures for programme Programme: Outcome: Outcome indicator 1.

% of locally produced crop as a percentage of the total crop consumed P1:Governance, Management & Policy Planning 1.

Increased local agricultural products consumption 2.
Increased Fisheries GDP contribution to the economy 2021 Outturn Target 2022 Revised Target Outturn Explanation of Difference between Targets and Outturn 19.7% 55% 55% 61% 2.

% of locally produced meat as a percentage of the total meat consumed N/A 55% 55% 28.26% The country is increasingly producing high weighted fruits / root crop such as Banana, Pawpaw and cassava Two poultry farms did not start producing in 2022 as expected, one farm started producing late as per its program.
A farm in production in 2021 did not continue during 2022 due to financial problems.

High feed costs and DOCs scarcity late in 2022 slowed down production.

This situation persists the first quarter 2023.

Pork production were also negatively affected by high production cost.
Programme Expenditure Performance Table 4 Consolidated programme expenditure performance SR'000s 2021 Audited Outturn 2022 Budget Revised Budget Preliminary Outturn Programmes P1:Governance, Management & Policy Planning Total Economic Classification CURRENT EXPENDITURE Compensation of Employees Wages and Salaries in Cash Wages and Salaries in Kind 4,613 4,613 4,180 1,626 1,626 - 28,085 28,085 28,085 6,918 6,918 813 28,085 28,085 28,085 6,918 6,918 813 24,922 24,922 24,841 6,118 6,118 553 Variance Revised Budget to Outturn 11.3% 11.3% 11.6% 11.6% 11.6% 31.9% 444 SR'000s 2021 Audited Outturn 2022 Budget Revised Budget Preliminary Outturn Use of Goods and Services Office Expenses Transportation and Travel cost Maintenance and Repairs Materials and Supplies Other Uses of Goods and Services Minor Capital Outlays CAPITAL EXPENDITURE Non-financial Assets Building and Infrastructure Machinery and Equipment Other Fixed Assets Non-produced Assets 2,554 330 162 64 - 1,634 364 432 432 432 - - - 21,167 2,475 497 1,145 32 15,623 581 - - - - - - 21,167 2,475 497 1,145 32 15,623 581 - - - - - - 18,723 2,311 546 1,331 16 13,289 678 81 81 - - - 81 Variance Revised Budget to Outturn 11.5% 6.7% -9.8% -16.2% 49.7% 14.9% -16.7% -100.0% -100.0% 0.0% 0.0% 0.0% -100.0% 4,613 Total Wages and Salaries in Kinds reflects a savings under the Housing for expatriate due to non-renewal of employment contract under the CATEC program and two expatriate veterinary personnel was unable to recruit the right technical candidate for the post hence no
 housing contract.
Transportation and Travel cost was due to additional funds from other programs to cover for the overseas travel and subsistence allowances for 2022 which was not budgeted.

In view that the PS Secretariat office has moved to another location which requires less repairs and maintenance and also the vehicle fleet was allocated as per respective Division/Section hence only 2 vehicles was left for repairs and maintenance under the program.
28,085 28,085 24,922 11.3% Programme 2: Agricultural Planning and Lands Management Develops, reviews or replaces obsolete policies within the agricultural sector.

Alongside this, develops projects aimed at providing support to policy implementation, mobilises resources for these projects, provides awareness and communication about activities in the sector and maintains a comprehensive monitoring and evaluation framework for tracking progress in the sector.
In addition, it ensures the management of the development and use of land resources designated for agriculture purposes and to support the development of plans and measures to achieve greater and more efficient agricultural output.

Two new units were created under this programme, namely the Agricultural Loans Unit and the Agricultural Marketing Unit.
Performance against Programme Strategic Objectives and Measures The table below sets out the performance of the programme against the performance measures and targets set for 2022.

Table 5 Performance measures for programme Programme: Outcome: P2: Agricultural Planning and Lands Management Increase in land area designated for agricultural production (Hectares) Outcome indicator 1.
Total area of agricultural land allocated for agricultural development (hectares) 2021 Outturn Target 2022 Revised Target Outturn Explanation of Difference between Targets and Outturn 426.8 450 434 434.5 Increase private land registered for crop farming 445 Contributing indicators 2021 Outturn Target 2022 Revised Target Outturn Explanation of Difference between Targets and Outturn P2: Agricultural Planning and Lands Management 1.

Area of new state lands allocated for agriculture (hectares) 2.
Area of new private lands allocated for agriculture (hectares) 3.04 1.93 5 2 5 1 5.1 Due to larger parcels being allocated 2.6 Increase in private lands being registered for farming activities.
Programme Expenditure Performance Table 6 Consolidated programme expenditure performance SR'000s 2021 Audited Outturn 2022 Budget Revised Budget Preliminary Outturn Variance Revised Budget to Outturn Programmes P2: Agricultural Planning and Lands Management Total Economic Classification CURRENT EXPENDITURE Compensation of Employees Wages and Salaries in Cash Wages and Salaries in Kind Use of Goods and Services Office Expenses Transportation and Travel cost Maintenance and Repairs Materials and Supplies Other Uses of Goods and Services Minor Capital Outlays CAPITAL EXPENDITURE Non-financial Assets Building and Infrastructure Machinery and Equipment Other Fixed Assets Non-produced Assets Total - - - - - - - - - - - - - - - - - - - - 38,150 38,150 30,050 30,050 18,239 18,239 39.3% 39.3% 5,514 2,012 2,012 - 3,502 885 103 359 - 2,156 - 5,514 2,012 2,012 - 3,502 885 103 359 - 2,156 - 3,587 1,316 1,316 - 2,272 884 103 344 - 940 - 34.9% 34.6% 34.6% 0.0% 35.1% 0.0% 0.2% 4.0% 0.0% 56.4% 0.0% 32,636 24,536 14,652 40.3% 32,636 32,636 - - - 24,536 24,536 - - - 14,652 14,652 - - - 40.3% 40.3% 0.0% 0.0% 0.0% 38,150 30,050 18,239 39.3% 446 Justification: Delays in recruitment of the two resigned staff due to the difficulty in identifying the right candidate.
Recruitment is expected in 2nd quarter 2023.

In Other Uses of Goods and Services, the funds allocated for Farmers Insurance Scheme was not used because the Department is still negotiating with the Insurance Companies and Farmers Association with regards to a new Scheme.

There was SCR10m for the new National Red Meat Abattoir, which has rolled over into 2023, as the abattoir is still being designed.
Most of the allocated capital budget was used and re-allocated to payments of Livestock subsidies to farmers.
Programme 3: Crop Research and Development The purpose of the programme is to promote crop and develop production and productivity based on a sustainable and environmentally-friendly approach and adoption of new technologies, and execute an effective surveillance, monitoring, diagnostic, intervention and management programmes to manage the occurrences of pests, diseases and IAS of targeted species to support domestic agricultural production.
The programme comprises the following sub-programmes:  Sub-programme 1 Crop Research and Development: Promotes crop production and productivity, based on a sustainable and environmentally-friendly approach;  Sub-programme 2:2 Pest/Disease Control and Diagnostic Services: Promotes appropriate measures and sound management practices of the incursions and/or occurrences of pests, diseases and IAS through advisory services and technical support.
This involves technical support of the laboratory diagnostic facility to undertake surveillance, monitoring, interception/detection and research work activities in order to contain, eliminate, eradicate, suppress and/or reduce the chance of pests, diseases and IAS establishment and spread in the Seychelles.

Performance against Programme Strategic Objectives and Measures The table below sets out the performance of the programme against the performance measures and targets set for 2022.
Table 7 Performance measures for programme Programme: Outcome: P3: Crop Research Development 1.

Improved production through technology outreach and scientific information, effected research and good agricultural practices 2.

Timely and effective interceptions and containment of new pests and diseases Outcome indicator 2021 Outturn Target 2022 Revised Target Outturn Explanation of Difference between Targets and Outturn 1.
Local crop production (tonnes) 1,941 2,035 1570 1,995 Continue effort to increase production by agricultural department and farmers and more readily available input on the requisite store 2.

Total number of new pests and diseases incursions 2.

Number of pests and diseases controlled 1 N/A - 2 - 2 - 2 Target Achieved Target Achieved 447 Contributing indicators 2021 Outturn Target 2022 Revised Target Outturn Explanation of Difference between Targets and Outturn 1.
Number of research trials conducted 18 23 23 22 2.

Number of sample analysis conducted N/A 824 2,763 3,267 3.

Number of plant materials sold to farmers N/A 13,000 13,000 19,823 4.

Total number of farms connected to SAA irrigation system 200 75 25 7 5.

Total number of site visits performed (5%) N/A 2,563 2,563 1,295 6.
Total number of samples diagnosed and analysed (5%) N/A 410 410 54 Programme Expenditure Performance Table 8 Consolidated programme expenditure performance The slight difference in outturn is as a result of a delay in implementation of certain activities related to regional/international projects for which funds had not been materialized as planned Increased collaboration with external projects e.g.
: Blue Carbon assessment in Mangroves and other institutions such as University of Seychelles for implementation of various analysis Increase in sales of vegetable seedlings due to increased demand from farmers and backyard gardeners.

Delay in the completion of certain projects such as the la Semence Project at Au cap and Irrigation project at Val den d’or has resulted in lower numbers of new connections which were anticipated by the completion of these projects.
The decrease in the number of site visits is due to a significant decrease in the incidence of the following pests namely the Hairy cater pillar, Tortoise beetle and fall army worm.

Hence the intensity of monitoring and interventions were less.

The laboratory was hampered by a lack of transport to conduct their routine site visits for the collection of samples.

Hence the reduction.
SR'000s Programmes SP1: Crop Research SP2: Pest and Diseases Control Total Economic Classification CURRENT EXPENDITURE Compensation of Employees Wages and Salaries in Cash Wages and Salaries in Kind Use of Goods and Services Office Expenses Transportation and Travel cost Maintenance and Repairs Materials and Supplies Other Uses of Goods and Services Minor Capital Outlays 2021 Audited Outturn 2022 Budget Revised Budget Preliminary Outturn Variance Revised Budget to Outturn - - - - - - - - - - - - - - 8,991 5,417 14,408 14,408 11,666 11,666 - 2,743 874 343 514 970 42 - 8,991 5,417 14,408 14,408 11,666 11,666 - 2,743 874 343 514 970 42 - 8,267 2,715 10,982 10,625 8,011 8,011 - 2,614 1,168 223 485 727 10 - 8.1% 49.9% 23.8% 26.3% 31.3% 31.3% 0.0% 4.7% -33.7% 34.9% 5.6% 25.0% 75.3% 0.0% 448 SR'000s CAPITAL EXPENDITURE Non-financial Assets Building and Infrastructure Machinery and Equipment Other Fixed Assets Non-produced Assets Total Justification: 2021 Audited Outturn 2022 Budget Revised Budget Preliminary Outturn Variance Revised Budget to Outturn -100.0% -100.0% -100.0% 0.0% 0.0% -100.0% - - - - - - - - - - - - 358 358 339 - - 19 14,408 14,408 10,982 23.8% - - - - - - - The Department was unable to obtain and secure highly suitable candidates for the advertised posts within the Crop Research and Pest Disease Section.
This included highly specialized posts such as plant pathologists for assisting the plant health lab.

While this led to cost savings it impacted on the delivery of some of the services offered, such as the decrease in the number of plant samples analyzed and diagnosed.
The surge in the use of utilities for electricity, water and internet associated with the Soil and Plant Diagnostic Lab and the new Research Building was due to an increase in the number of soil, plant and water analytical tests performed in order to support sustainable crop production.
The change in work plan resulted in reduction for the number of pest and disease surveillance and monitoring trips conducted on the inner Islands and on Mahe, as well as a reduction in the intensity of certain targeted pests.

The unavailability of transport to the plant health lab in order to undertake site visits and sample collection also contributed towards the cost savings incurred.
There was a significant reduction in the amount of supplies purchased for the control of certain targeted pests due to a reduction in their population.
Programme 4: Veterinary Services and Livestock Research Promote and develop livestock production and productivity, based on a sustainable and environmentally- friendly approach and adoption of new technologies and execute an effective surveillance, monitoring, diagnostic and on farm biosecurity programmes to manage on farm hygiene and incidences of pests and diseases to support domestic agricultural production and ensuring veterinary service meets its objectives as the country’s Veterinary Authority as defined by the World Organisation for Animal Health.
The programme comprises the following sub-programmes:  Sub-Program 1 Veterinary Section: Provides Biosecurity Veterinary Services according to OIE, the veterinary services is a working community in a country consisting of both public and private veterinarians responsible to protect the health and welfare of animals and other standards and recommendations as per the OIE Codes; and  Sub-Program 2 Livestock Research and Development: Provides services to farming and livestock sector which are conducive to a sustainable, competitive livestock industry, by adopting environmental friendly technology.
Performance against Programme Strategic Objectives and Measures The table below sets out the performance of the programme against the performance measures and targets set for 2022.

449 Table 9 Performance measures for programme Programme: Outcome: Outcome indicator P4: Animal Health and Production Increased local agricultural production 2021 Outturn Target 2022 Revised Target Outturn 1.
Local meat production (tonnes) 1,996 1,570 1,570 1,366 Explanation of Difference between Targets and Outturn Local Production of Poultry meat only met 27.6 % of Total demand (1362 tons Vs 4923.4 tons).

Pork production covered 45.6 % of local demand (667.7 % Vs 1463.2 tons).

Efforts were made to provide as much technical support as possible by undertaking a sustainable visit and assessment program in a quarterly basis.
However, farmers/livestock producers were affected by high production cost, difficulties to access market, high importation of meat etc.

This led to low motivation; some farmers were hesitating to finish their projects, one farmer stop production of broilers) late 2021 with capacity of 53.0 tons/year while other farmers did not use their facilities to the total capacity; 2.

Number of Notifiable diseases introduced, established and spread into the country.

Contributing indicators 1.


Number of animal and animal products biosecurity import permits issued - - - - Target achieved 2021 Outturn Target 2022 Revised Target Outturn 2,183 1,021 1,021 1,957 2.

Number of farms visited N/A 1,159 1,159 1,216 3.

Number of registered dogs N/A 1,500 1,500 536 4.

Number of entries at the dog pound N/A 60 60 402 5.

% of farmers found noticeable improvements in their practices, i.e.
degree of which recommendations are adopted and improvement made or impact noted, found on follow up by extension workers, based on field visit report N/A 80 80 70 Explanation of Difference between Targets and Outturn Significant increase driven by demand and supply and local production of animal products for domestic market of both consumers and hotel industry.

An increase in the number of field visit conducted driven by the number of cases attended to, both during and after working hours.
Most dog owners has already registered their dogs from previous years and the target need to be revised to reflect the actual situation regarding registration of dogs.

This target is based on the number of stray dogs picked but the target need to be revised and more precise to the number of dogs kept for 7 days as stipulated under the Control and Protection Act, 2018.
Livestock department had a revised program for of 511 visits along 2022 (includes: Monitoring visits, LPC visits, Complaints Visits & Emergency visits); only 375 were achieved (70 %).

As our assessment on visits reports, not all farmers involved in livestock abide to all recommendations.

Biosecurity issues are not tackle as recommended and hygiene continue to be an issue in 25% of the farms; there is scope to improve during 2023.
Broilers Farms has shown a good performance in term of sanitation while layers farms have 10% of Farms with sanitation problems.

Farmer are reluctant to keep accurate records; this is significant in Laying hens and pig breeding farms; we estimate that 70% of farmers do not pay good attention to record keeping systems.
450 Programme Expenditure Performance Table 10 Consolidated programme expenditure performance SR'000s Programmes SP1: Veterinary Services SP2: Livestock Research and Development Total Economic Classification CURRENT EXPENDITURE Compensation of Employees Wages and Salaries in Cash Wages and Salaries in Kind Use of Goods and Services Office Expenses Transportation and Travel cost Maintenance and Repairs Materials and Supplies Other Uses of Goods and Services Minor Capital Outlays CAPITAL EXPENDITURE Non-financial Assets Building and Infrastructure Machinery and Equipment Other Fixed Assets Non-produced Assets Total 2021 Audited Outturn 2022 Budget Revised Budget Preliminary Outturn Variance Revised Budget to Outturn - - - - - - - - - - - - - - - - - - - - - 5,976 21,600 27,576 27,576 7,447 7,447 - 20,129 911 381 277 792 17,768 - - - - - - - 5,976 102,810 108,786 108,786 7,447 7,447 - 101,339 911 381 277 792 98,978 - - - - - - - 6,094 100,900 106,994 106,850 6,374 6,374 - 100,476 1,013 250 297 792 98,123 - -2.0% 1.9% 1.6% 1.8% 14.4% 14.4% 0.0% 0.9% -11.2% 34.3% -7.2% 0.0% 0.9% 0.0% 144 144 144 - - - -100.0% -100.0% -100.0% 0.0% 0.0% 0.0% 27,576 108,786 106,994 1.6% Programme 5: Agricultural Extension Services The objective of the programme is to disseminate and provides training to registered farmers on new and good agricultural practices; interacts with, and maintains, contact with farmers in order to monitor, assess and provide advisory services.
Performance against Programme Strategic Objectives and Measures The table below sets out the performance of the programme against the performance measures and targets set for 2022.

Table 11 Performance measures for programme Programme: Outcome: Outcome indicator P5: Agricultural Extension Services Increased local agricultural production 2021 Outturn Target 2022 Revised Target Outturn Explanation of Difference between Targets and Outturn 1.

Tonnes of vegetable production 774 1,740 1,000 1,270 2.
Tonnes of fruit production 903 295 5,000 725 Continue effort to sensitize farmer to produce more and also more readily available input on the Agricultural store More banana, pawpaw and citrus fruit were produced and recorded 451 Programme: Outcome: Outcome indicator Contributing indicators P5: Agricultural Extension Services Increased local agricultural production 2021 Outturn Target 2021 Outturn Target 2022 Revised Target 2022 Revised Target Outturn Outturn 1.
Number of extension contact with farmers, as measured by number of extension visits and extension-service SMSs sent to farmers 2.

Total area of agricultural State land under active crop production( Hectares) N/A 50,000 50,000 28,858 N/A 80 80 104 3.

Number of extension visits effected - 1,200 1,200 1,243 4.

Number of farmers producing above production percentage (%) level N/A 292 292 152 5.
% of farmers adopting new technology N/A 65 65 65 Explanation of Difference between Targets and Outturn Explanation of Difference between Targets and Outturn Officers was not advised to record the assistance provided by farmers through phone calls.

Hence an accurate data is not available, but the average received by each extension officers, has been use to arrive to the outturn Farmers who have invest in new technologies, such as shade houses, have managed to increase their production.
There has been an increased demands for visit by other section and agencies, to address issues of farmers, such as loans, complaints from health authority and activity reports for farmers not producing as requested, among others.

Although the number of extension visits have reached the target, not all farmers were visited, since other urgent visits, were requested by other sections or agencies.

As a result, some farmers were visited more than twice a year, while other were not covered.
There has also been instances of lack of inputs, workers and delays in loan disbursement have also impacted on certain farmer’s production.

Lack of new technologies on the store was as result of prioritizing the importation of most essential inputs such as fertilizers and pesticides.

With the stability in stock of those inputs, new technologies, such as drip irrigation, solar pump and UV plastics for covering of shade houses will be sourced, to ensure farmers have access to.
Programme Expenditure Performance Table 12 Consolidated programme expenditure performance SR'000s Programmes P5: Agricultural Extension Services Total Economic Classification CURRENT EXPENDITURE Compensation of Employees Wages and Salaries in Cash Wages and Salaries in Kind 2021 Audited Outturn 2022 Budget Revised Budget Preliminary Outturn Variance Revised Budget to Outturn - - - - - - 8,041 8,041 8,041 6,442 6,442 - 8,041 8,041 8,041 6,442 6,442 - 7,881 7,881 7,881 6,130 6,130 - 2.0% 2.0% 2.0% 4.8% 4.8% 0.0% 452 SR'000s Use of Goods and Services Office Expenses Transportation and Travel cost Maintenance and Repairs Materials and Supplies Other Uses of Goods and Services Minor Capital Outlays CAPITAL EXPENDITURE Non-financial Assets Building and Infrastructure Machinery and Equipment Other Fixed Assets Non-produced Assets Total 2021 Audited Outturn 2022 Budget Revised Budget Preliminary Outturn Variance Revised Budget to Outturn - - - - - - - - - - - - - - 1,599 1,039 109 386 - 65 - - - - - - - 1,599 1,039 109 386 - 65 - - - - - - - 1,751 1,014 109 609 - 19 - - - - - - - 8,041 8,041 7,881 -9.5% 2.4% 0.0% -57.7% 0.0% 70.3% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 2.0% Programme 6: Plant Biosecurity Services The purpose of the programme is to guard the country against threats to agriculture and biodiversity with the emphasis on pre-border, Facilitates safe imports/exports to ensure that biosecurity standards and other requirements for compliance are met.
This involves risk analysis, provision of advisory services and technical support for early identification of potential hazards in order to facilitate successful interventions, advance warning and to reduce the risk of the introduction of pests, diseases and IAS into the country; and ensure inspection and compliance at the ports of entry; border and post border control measures to prevent unwanted organisms from entering the Seychelles.
Performance against Programme Strategic Objectives and Measures The table below sets out the performance of the programme against the performance measures and targets set for 2022.

Table 13 Performance measures for programme Programme: Outcome: Outcome indicator P6: Plant Biosecurity Services Timely and effective interceptions and containment of new pests and diseases 2021 Outturn Target 2022 Revised Target Explanation of Difference between Targets and Outturn Outturn 1.
Number of new exotic/regulated pests, diseases and IAS introduced, established and spread into Seychelles 2.

Total number of pests and diseases incursions - - 1 1 2021 Contributing indicators Outturn Target No incidence of exotic and/or new pest, diseases and/or Invasive Alien Species (IAS) incursion or introduction in our country, hence biosecurity control program from offshore to border was effective.
Target Achieved - - Explanation of Difference between Targets and Outturn Outturn - - 2022 Revised Target 1.

Total imported agricultural goods inspected (Tonnes) (5%) 9,680 7,164 7,164 7,847 Slight increase driven by demand and supply and local production of agricultural goods for domestic market of both consumers and hotel industry.
453 Programme Expenditure Performance Table 14 Consolidated programme expenditure performance SR'000s Programmes P6: Plant Biosecurity Services Total Economic Classification CURRENT EXPENDITURE Compensation of Employees Wages and Salaries in Cash Wages and Salaries in Kind Use of Goods and Services Office Expenses Transportation and Travel cost Maintenance and Repairs Materials and Supplies Other Uses of Goods and Services Minor Capital Outlays CAPITAL EXPENDITURE Non-financial Assets Building and Infrastructure Machinery and Equipment Other Fixed Assets Non-produced Assets Total 2021 Audited Outturn 2022 Budget Revised Budget Preliminary Outturn Variance Revised Budget to Outturn - - - - - - - - - - - - - - - - - - - - 4,156 4,156 4,156 3,641 3,641 - 515 131 52 107 75 150 - - - - - - - 4,156 4,156 4,156 3,641 3,641 - 515 131 52 107 75 150 - - - - - - - 3,823 3,823 3,823 3,580 3,580 - 243 158 49 - 36 - - - - - - - - 4,156 4,156 3,823 8.0% 8.0% 8.0% 1.7% 1.7% 0.0% 52.8% -20.6% 5.1% 100.0% 52.1% 100.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 8.0% 454 Department of Environment, Climate Change and Energy 1.
Summary of Preliminary Outturn SR'000s Budget Revised Budget Preliminary Outturn Compensation of Employees 2022 P1:Governance, Management & Administration P2:Climate Change and Energy Management P3:Biodiversity Conservation and Management P4:Environment Protection P5:Education and Awareness Total 19,785 68,037 6,427 13,547 1,985 109,781 19,785 65,295 6,427 13,547 1,985 107,039 18,813 37,415 20,533 12,654 1,746 91,161 7,804 3,820 3,437 6,011 1,131 22,203 Capital Use of Goods and Services 10,899 110 21,261 12,333 1,831 15,265 417 6,226 - 615 40,832 28,126 Variance Revised Budget to Outturn 4.9% 42.7% -219.5% 6.6% 12.1% 14.8% 2.
Strategic Overview of Entity Mandate The Department of Climate Change and Energy and Environment are charged with the responsibility to manage the environment sustainably with healthy ecosystems for the benefit of the people, build resilience against climate change and reduce our dependence on fossil fuel.

Strategic Priorities in 2022 to 2024 Strategic Priorities 1.
Commit to the implementation of Government’s overall waste management programs (using the Solid Waste Masterplan 2020-2035) to achieve a cleaner Seychelles; Results Achieved (Yes/No) Programs or Sub-programs Impacted No P2 & P4 2.
Create an enabling environment to strengthen the institutional capacity of the Departments (Functional Review), including the engagement of the public and private sectors to address issues related to waste and biodiversity conservation; No All programmes Explanation of Results for priorities not achieved Activities under this strategic priority are ongoing as per the masterplan.
There are efforts undertaken by the Ministry to improve the overall waste management structure including the cleaning of rivers and marshes, and drains.

Activities between Landscape and Waste Management Agency and the Environment Department were not properly coordinated for successful implementation.

The Department has appointed a coordinator to coordinate activities with the Landscape and Waste Management Agency, the Environment Department and other stakeholders.
The Ministry started reviewing its strategic priorities to ensure alignment with its mandates and the top line objectives of the country.

A number of strategic meetings were held, guided by the Result Based Management Committee that was set established to oversee this activity.

Moreover, the ministry establishes the Program Development and Coordination Section to replace the Project Coordination Unit which was established to manage project from various international donors.

455 Strategic Priorities 3.


Reduce threats leading to the loss in biodiversity, (e.g.

Invasive Alien Species (IAS) and develop new programs to restore degraded habitats and ecosystem functions; Results Achieved (Yes/No) Programs or Sub-programs Impacted No P3 Explanation of Results for priorities not achieved The project was initiated and consultants were recruited to provide information on the extent of invasion.

Activities could not be implemented because of the lack of staff.
Activities to be better coordinated in 2023.

4.

Enhance surveillance and monitoring of impacts due to climate change in coastal areas on Mahé, Praslin and La Digue, strengthen policies and legislation to mainstream climate change in all sectors and new developments to reduce vulnerability of local communities against impacts caused; with other Commonwealth countries; 5.
Accelerate the drive for energy transition, driven by renewables at the heart of economic recovery strategies to advance economic, social and climate priorities for sustainable post-COVID recovery, so as to meet the set a target of 15% by 2030 with reinforcement of the grid through investments in the distribution networks and energy storage systems and; 6.
Improve our social media and on line communication programs to increase community participation in environment education activities to maintain a cleaner Seychelles and maintain school environmental education programs, focusing on waste management, agriculture, biodiversity conservation and climate change.

No P2 Ongoing No P2 Still ongoing, energy Legislative review and revision completed.

Yes All Source: Report Strategic Priorities from PPBB Statement 2022 – 2024 published in 2022 Budget Book1 3.
Budget Overview Receipts Outturn Table 1 Receipts outturn SR'000s 2021 Audited Outturn 2022 Budget Revised Budget Preliminary Outturn Receipts transferred to Consolidated Fund Tree Felling & lighting of Fires processing fee Sales of Coco-De-Mer Tag CITES Conservation Environmental Levy Giant Tortoises Royalty Environmental Fine Total 718 108 255 23 285 - 48 718 1,276 91 285 30 500 270 100 1,276 91 285 30 500 270 100 1,151 102 514 75 262 172 27 1,276 1,276 1,151 -9.7% Variance Revised Budget to Outturn -9.7% 12.2% 80.3% 149.8% -47.6% -36.4% -72.7% 456 Consolidated Expenditure Outturn Table 2 Consolidated expenditure outturn R'000s Programmes P1:Governance, Management & Administration P2:Climate Change and Energy Management P3:Biodiversity Conservation and Management P4:Environment Protection P5:Education and Awareness Total Economic Classification CURRENT EXPENDITURE Compensation of Employees Wages and Salaries in Cash Wages and Salaries in Kind Use of Goods and Services Office Expenses Transportation and Travel cost Maintenance and Repairs Materials and Supplies Other Uses of Goods and Services Minor Capital Outlays 2021 Audited Outturn 2022 Budget Revised Budget Preliminary Outturn Variance Revised Budget to Outturn 1,843
-219.5% 6.6% 12.1% 14.8% 9.4% 11.0% 11.0% -52.3% 8.5% 24.6% 3.7% 7.7% 77.4% 17.1% -166.0% CAPITAL EXPENDITURE 40,979 40,218 37,475 28,126 24.9% Non-financial Assets Building and Infrastructure Machinery and Equipment Other Fixed Assets Non-produced Assets 40,979 - - - 40,979 40,218 8,910 - - 31,308 37,475 8,910 - - 28,565 28,126 5,776 - - 22,350 24.9% 35.2% 0.0% 0.0% 21.8% Total Justification: 99,408 109,781 107,039 91,161 14.8% The Ministry participated in a number of international forums in 2023.
These included the Conference of Parties for the different Convention related to climate, biodiversity, waste, persistent organic pollutants and plastics.

The Minister and representatives of the Ministry were invited to provide key interventions and participated in many side events.

The Ministry also created a new Section namely the Project Development and Coordination Unit (PDCU) to better managed foreign projects.
These included projects from the Global Environment Facility, United Nations Development Programme, Food Agriculture Organisation of the United Nations, Adaptation funds amongst others.

A Coordinator was recruited and a new Standard Operating Procedure (SOP) was also developed.

Significant progress was made for the governance arrangement for the implementation of the Marine Spatial Planning under the Debt for nature swap with the creation of the legislation for the Governance arrangement.
The works are still in progress.

To ensure better coordination and also focus of Ministry in line with Government top line priorities, the Ministry started the strategic process with the assistance of ETH university.

The works will be finalized in the early quarter of 2023.

This process will also help with the Performance Management System of the Ministry.
457 With transport being a key challenge, the Ministry uses some of its savings to purchase new vehicles given the number of site visits undertaken by the two Departments.

Key Challenges are as follows: The Ministry encountered a number of challenges.

The recruitment was slow and despite posts being advertised on more than one occasions, the posts remained vacant as at December 2022 because of the uncompetitive salary package.

This led to certain staff being overworked as a result.
Certain programs were also not fully implemented.

Programme 1: Governance, Management and Administration The purpose of this programme is to co-ordinate the day-to-day management and administration of the Minister’s secretariat, Office of Principal Secretary for Environment and Principal Secretary for Climate Change and Human Resource and Administration Section.
The programme comprises the following sub-programmes:  Sub-programme 1 Minister’s Support Services: Provides guidance on the proper promotion, co- ordination and development of an ecologically-balanced natural environment and the gradual reduction of our fossil fuel dependence by promoting renewable energy and energy efficiency; and  Sub-programme 2 Policy, Administration, Human Resources and Training: Provides support for policy development, financial and human resource management, and training to help the department to fulfil its mandate.
Programme Expenditure Performance Table 3 Consolidated programme expenditure performance SR'000s 2021 Audited Outturn 2022 Budget Revised Budget Preliminary Outturn Variance Revised Budget to Outturn Programmes SP1:Minister's Support Services SP2:Policy, Administration, Human Resources and Training Total Economic Classification CURRENT EXPENDITURE Compensation of Employees Wages and Salaries in Cash Wages and Salaries in Kind Use of Goods and Services Office Expenses Transportation and Travel cost Maintenance and Repairs Materials and Supplies Other Uses of Goods and Services Minor Capital Outlays CAPITAL EXPENDITURE Non-financial Assets Building and Infrastructure Machinery and Equipment Other Fixed Assets Non-produced Assets 1,749 28,665 30,414 15,304 6,917 6,917 12 8,387 3,353 388 440 4 3,945 244 15,110 15,110 - - - 15,110 2,929 16,855 19,785 19,785 8,037 8,037 48 11,748 4,537 741 624 65 5,260 472 - - - - - - 2,929 16,855 19,785 19,785 8,037 8,037 48 11,748 4,537 741 624 65 5,260 472 - - - - - - 2,174 16,639 18,813 18,703 7,804 7,804 48 10,899 3,258 740 431 9 4,167 2,246 110 110 110 - - - 25.8% 1.3% 4.9% 5.5% 2.9% 2.9% 0.0% 7.2% 28.2% 0.3% 30.9% 86.0% 20.8% -375.8% -100.0% -100.0% -100.0% 0.0% 0.0% 0.0% Total 30,414 19,785 19,785 18,813 4.9% 458 Programme 2: Climate Change and Energy Management The purpose of the programme is to co-ordinate policies relating to energy and climate change which promote renewable energy and energy efficiency; and to mainstream climate change in national development planning and
 policy guidance to lessen Seychelles’ vulnerability.
Performance against Programme Strategic Objectives and Measures The table below sets out the performance of the programme against the performance measures and targets set for 2022.

Table 4 Performance measures for programme Programme: Outcome: P2:Climate Change and Energy Management 1.

Increased resilience to impacts of climate change as per the NDS 2.
Reduced risks of coastal erosion and flooding on Mahe, Praslin and Digue Outcome indicator 2021 Outturn Target 2022 Revised Target Outturn Explanation of Difference between Targets and Outturn 1.

Number of households and public infrastructures utilising alternate or renewable energy sources 2.

Volume of Carbon dioxide prevented from being emitted due to installations of renewable energy sources (in metric tonnes per year in the electricity sub-sector) 3.
Number of infrastructures and households at high risk of coastal erosion & flooding respectively 4.

Number of households equipped with rainwater harvesting systems Contributing indicators 1.

Number of infrastructure covered under GIS database for informed decision making and improved monitoring.

N/A 275 275 N/A N/A 1,450 1,450 N/A With the restructuring exercise with the ministry these indicator has been revised.
N/A 21,050 21,050 N/A N/A 240 240 N/A 2021 Outturn Target 2022 Revised Target Outturn N/A 14,000 14,000 N/A Explanation of Difference between Targets and Outturn With the restructuring exercise with the ministry these indicator has been revised.
Table 5 Consolidated programme expenditure performance SR'000s Programmes P2:Climate Change and Energy Management Total 2021 Audited Outturn 2022 Budget Revised Budget Preliminary Outturn Variance Revised Budget to Outturn 31,019 31,019 68,037 68,037 65,295 65,295 37,415 37,415 42.7% 42.7% 459 SR'000s Economic Classification CURRENT EXPENDITURE Compensation of Employees Wages and Salaries in Cash Wages and Salaries in Kind Use of Goods and Services Office Expenses Transportation and Travel cost Maintenance and Repairs Materials and Supplies Other Uses of Goods and Services Minor Capital Outlays CAPITAL EXPENDITURE Non-financial Assets Building and Infrastructure Machinery and Equipment Other Fixed Assets Non-produced Assets Total Justification: 2021 Audited Outturn 2022 Budget Revised Budget Preliminary Outturn Variance Revised Budget to Outturn 25,130 4,369 4,369 - 20,761 164 269 20,147 40 26 115 5,889 5,889 - - - 5,889 27,819 4,891 4,891 - 22,928 225 293 22,054 25 175 155 27,819 4,891 4,891 - - - 31,308 37,475 8,910 - - 28,565 12,333 5,665 - - 6,668 67.1% 36.4% 0.0% 0.0% 76.7% 31,019 68,037 65,295 37,415 42.7% The Department initiated a process in 2022 to redefine its plans and strategies in 2023 to ensure alignment with its mandates and objectives as well as top priorities of Government.
The process will continue in the first quarter of 2023.

The Department wants to move from a structure that is mostly implementing a bulk of the climate change adaptations works to one where it becomes the key department providing energy and climate change technical guidance and advice mainstreamed into all key national sectors based on actual data and information and scientific facts.
Four major projects were not undertaken because of re-scoping of a project at a national level (total deviation of a project which requires new procedures to be carried out including change in project cost).

Project were put on hold because of way leave issues with residents and without planning approval due aesthetic reasons discrepancies in the bidding process.

The project proposal has to re-submit to Procurement Oversight Unit and Tender Board, thus resulting in delays.
Programme 3: Biodiversity and Conservation Management The purpose of the programme is to ensure the conservation and sustainable use of Seychelles biodiversity.

Its main goals include the review and development of legislative and policy frameworks and programmes to address emerging threats such as AIS and climate change.
To strengthen partnerships with stakeholders to implement Government’s priority programmes and to co-ordinate national efforts to fulfil our obligations under multilateral environmental agreements.

Performance against Programme Strategic Objectives and Measures The table below sets out the performance of the programme against the performance measures and targets set for 2022.

460 Table 6 Performance measures for programme Programme: Outcome: Outcome indicator 1.
Revision and establishment of crucial biodiversity related policy and legislation, including: -Nature Reserves and Conservancy Bill (awaiting national assembly approval) -CITES Bill (completed awaiting national assembly approval ) -Breadfruit and other Trees Act (ddl December 2021) -Wild Animals and Birds Protection Act (ddl December 2021) -National Forest Policy -Access and Benefit Sharing Act -Policy for Invasive Alien Species management (Creepers) -National Conservation Policy (giant land tortoise, Coco de Mer, seabirds) 2.
Expansion of Protected Area Networks (both marine and terrestrial in percentage coverage) of total land/sea surface 3.

Number of sites where Removal of Invasive Alien Species posing a threat on the long-term conservation of biodiversity has occurred.

P3:Biodiversity Conservation and Management 1.

Improved long-term biodiversity conservation through strengthened policies and legislation 2.

Increased conservation of Seychelles land and marine resources 3.
Reduction in total area occupied by AIS (increase in total restored area) Improved management effectiveness of protected areas 2021 Outturn Target 2022 Revised Target Outturn Explanation of Difference between Targets and Outturn 3 4 4 3 work on the Wild Animals and Birds Protection Act (ddl December 2021) was previously funded under R2R.

This was stopped and the MACCE had to seek alternative means of financing this work.
The rest of the work is being finalized with funding under the TNC Scale up fund and expected to be finalized May 2023.

Stakeholders felt that the act needed a lot more work.

During this exercise stakeholder proposed a national biodiversity policy in line with the new Act.

Therefore, there will not be a national conservation policy specific for GT, coco de mer, seabirds but rather a general biodiversity policy.

2.
2.

The work on the National Forest Policy was completed however after the validation workshop a few stakeholders still had major concerns and as is the policy could not be presented.3.

The BCM had to park the ABS Act due to priority given to finalize regulations in line with the SMSP 30% Marine 30% Marine 30% Marine 32.20% Achieved 47.64% Terrestrial 50% Terrestrial 49% Terrestrial 48.64% 1 5 5 3 This involves a very long stakeholder process.
This target is almost achieved Have revised the way this budget line is spread to make these activities quarterly as before funds were available Q4.
Human capacity and prioritization remains a major constraint for the Section that deals with Forestry issues Programme Expenditure Performance Table 7 Consolidated programme expenditure performance SR'000s 2021 Audited Outturn 2022 Budget Revised Budget Preliminary Outturn Variance Revised Budget to Outturn Programmes P3:Biodiversity Conservation and Management Total 24,960 24,960 6,427 6,427 6,427 6,427 20,533 20,533 -219.5% -219.5% Economic Classification CURRENT EXPENDITURE Compensation of Employees Wages and Salaries in Cash Wages and Salaries in Kind 4,998 3,636 3,636 - 6,427 3,989 3,989 - 6,427 3,989 3,989 - 5,268 3,437 3,437 2 18.0% 13.8% 13.8% 0.0% 461 SR'000s 2021 Audited Outturn 2022 Budget Revised Budget Preliminary Outturn Variance Revised Budget to Outturn 24.9% 5.4% 14.7% 7.7% 78.1% 63.4% 35.3% 1,831 210 239 1,057 2 239 81 15,265 -100.0% 15,265 - - - 15,265 -100.0% 0.0% 0.0% 0.0% -100.0% Use of Goods and Services Office Expenses Transportation and Travel cost Maintenance and Repairs Materials and Supplies Other Uses of Goods and Services Minor Capital Outlays CAPITAL EXPENDITURE Non-financial Assets Building and Infrastructure Machinery and Equipment Other Fixed Assets Non-produced Assets Total Justification: 1,363 157 173 783 4 202 44 19,962 19,962 - - - 19,962 2,438 223 280 1,145 10 655 125 - - - - - - 2,438 223 280 1,145 10 655 125 - - - - - - 24,960 6,427 6,427 20,533 -219.5% The division was operating with less staff (1 resignation, 1 transfer and 1 vacant post).
Given that a Forester was also recruited, this led to the decrease in the travel costs to staff from Mahe to the Inner island.

Given that the move to the new office was delayed, the Division was unable to undertake any maintenance works.

The Seychelles Infrastructure Agency is now onboard with this project.

The Department was also unable to complete certain programs under local consultancy i.e.

coco de mer census.
coco de mer census.

The meetings with key stakeholders did not materialize since the Forestry staff had to deal with many applications for dangerous trees, hence taking up most of their time, especially given their limited human resource.

Same applied to the programs to remove alien invasive species (include creepers) programs.

Both programs are expected to pick up in 2023.


The work plan has been amended alongside the quarterly cash flow which makes it easier to plan these programs earlier during the year Given that the move to the new office has not materialize in the year 2022, the Division was unable to procure a number of equipment.

Programme 4: Environment Protection The purpose of the programme is to implement, monitor and enforce the Environment Protection Act.
Activities under the programme include physical planning assessments; educational/awareness programmes; monitoring of environment quality and standards and carrying out investigations; and implementation of activities related to waste management in accordance with existing policies, strategic documents and international conventions.
Performance against Programme Strategic Objectives and Measures The table below sets out the performance of the programme against the performance measures and targets set for 2022.
462 Table 8 Performance measures for programme Programme: Outcome: P4:Environment Protection Strengthen the enforcement of environment protection through revision of existing policies and legislations and introduction of new environment schemes 2021 Outturn Target 8 10 staff trained 2022 Revised Target 10 staff trained Outturn 10 Staff trained Explanation of Difference between Targets and Outturn Target Achieved 3 2 2 2 Container Policy and Regulation - in draft form Environment Impact Assessment Regulation near completion.
Waste Master Plan and Glass bottle recycling scheme completed and at implementation stage.

Outcome indicator 1.
Improved capacities in waste Management, Environment Impact Assessment and Enforcement 2.Revision and formulation of new policies, legislation relating to Environment Protection, and the introduction of new environmental recycling schemes this will include the following: • Container Policy and Regulation • Environment Impact Assessment Regulation • Waste Master Plan • Noise Regulation • Chemicals Act • E-Waste Regulation • Glass bottle recycling scheme • E-Waste recycling scheme Programme Expenditure Performance Table 9 Consolidated programme expenditure performance SR'000s Programmes P4:Environment Protection Total Economic Classification CURRENT EXPENDITURE Compensation of Employees Wages and Salaries in Cash Wages and Salaries in Kind Use of Goods and Services Office Expenses Transportation and Travel cost Maintenance and Repairs Materials and Supplies Other Uses of Goods and Services Minor Capital Outlays 2021 Audited Outturn 2022 Budget Revised Budget Preliminary Outturn Variance Revised Budget to Outturn 11,430 11,430 13,547 13,547 13,547 13,547 12,654 12,654 6.6% 6.6% 11,411 6,183 6,183 - 5,229 243 203 215 5 4,479 84 13,547 6,843 6,843 - 6,704 322 312 463 45 5,424 138 13,547 6,843 6,843 - 6,704 322 312 463 45 5,424 138 12,237 6,011 6,011 4 6,226 282 331 323 15 5,156 114 9.7% 12.2% 12.2% 0.0% 7.1% 12.4% -6.1% 30.2% 66.5% 4.9% 17.1% 463 SR'000s CAPITAL EXPENDITURE Non-financial Assets Building and Infrastructure Machinery and Equipment Other Fixed Assets Non-produced Assets 2021 Audited Outturn 2022 Budget
 Revised Budget Preliminary Outturn 19 19 - - - 19 - - - - - - - - - - - - 417 417 - - - 417 Variance Revised Budget to Outturn -100.0% -100.0% 0.0% 0.0% 0.0% -100.0% Total 11,430 13,547 13,547 12,654 6.6% Programme 5: Education and Awareness The purpose of the programme is to develop and include environment education and awareness programme at all levels of society to adopt environmentally sustainable practices to promote life-long learning in partnership with local, regional and international organisations.
Performance against Programme Strategic Objectives and Measures The table below sets out the performance of the programme against the performance measures and targets set for 2022.

Table 10 Performance measures for programme Programme: Outcome: Outcome indicator 1.

Annual increase in the number of cases dealt with through green line and social media compared to previous year 2.

Number of Environment campaign launched targeting schools children and adults 3.
Increase the number of TV, Radio production and spots awareness programmes/documentaries on a variety of environment issues throughout the year Contributing indicators 1.

Campaign launched for a clean Seychelles 2.

Number of TV and Radio production 3.

Number of TV and Radio Spots 4.

Number of Program targeting schools in wastes management and biodiversity conservation 8.
Number of Program targeting community in better waste management, agriculture, biodiversity conservation and climate change P5:Education and Awareness All levels of society empowered to adopt environmentally sustainable practices 2021 Outturn Target 2022 Revised Target Outturn Explanation of Difference between Targets and Outturn N/A 3% 3% 4% N/A 14 9 9 10 38 38 38 Remarkable increase in social media, especially waste management and also increase via web mail in regards to development.
9 activities and 1 new project is being planned for 2023.
The number of spot on media was maintained and good corporation with SBC for Radio and new Television program was reached 2021 Outturn Target 2022 Revised Target Outturn Explanation of Difference between Targets and Outturn 4 10 10 5 3 6 12 18 8 5 3 12 14 6 4 3 12 20 6 4 Maintain the 3, (1 in school and 2 in the communities) Maintain the monthly TV and radio programmes More regular spots on TV (both SBC 1 & 2) Maintain the 6 programs Maintain all the 4 programs 464 Programme Expenditure Performance Table 11 Consolidated programme expenditure performance SR'000s Programmes P5:Education and Awareness Total Economic Classification CURRENT EXPENDITURE Compensation of Employees Wages and Salaries in Cash Wages and Salaries in Kind Use of Goods and Services Office Expenses Transportation and Travel cost Maintenance and Repairs Materials and Supplies Other Uses of Goods and Services Minor Capital Outlays CAPITAL EXPENDITURE Non-financial Assets Building and Infrastructure Machinery and Equipment Other Fixed Assets Non-produced Assets Total Justification: 2021 Audited Outturn 2022 Budget Revised Budget Preliminary Outturn Variance Revised Budget to Outturn 1,585 1,585 1,585 983 983 - 601 247 187 57 - 72 39 - - - - - - 1,985 1,985 1,985 1,182 1,182 - 803 263 216 101 10 132 81 - - - - - - 1,985 1,985 1,985 1,182 1,182 - 803 263 216 101 10 132 81 - - - - - - 1,746 1,746 12.1% 12.1% 1,746 1,131 1,131 2 615 239 206 59 7 62 40 - - - - - - 12.1% 4.3% 4.3% 0.0% 23.4% 9.0% 4.6% 41.4% 31.7% 52.8% 50.7% 0.0% 0.0% 0.0% 0.0% 0.0%
 0.0% 1,585 1,985 1,985 1,746 12.1% PECO achievements have mainly been the outreach to communities, private sector and public to help develop sustainable lifestyles.
There was improvement in the performance of the participating schools.

The private sector contributed to the production of different environment programs.

The activities were mainly supported through sponsorship from the private sector and Special Programs (former ETF) supported this programme.

The staff had to work tirelessly to ensure the good maintenance of equipment.

465 Seychelles Energy Commission 1.


Summary of Preliminary Outturn SR'000s Budget Revised Budget Preliminary Outturn Compensation of Employees 2022 P1: Management & Administration P2: Implementation & Strategic Planning P3: Electricity Regulatory Services Total 2,609 22,034 1,080 25,723 2,609 18,699 1,080 22,388 2,131 2,718 482 5,332 834 1,116 420 2,370 Use of Goods and Services 1,298 62 63 1,422 Capital - 1,540 - 1,540 Variance Revised Budget to Outturn 18.3% 85.5% 55.3% 76.% 2.
Strategic Overview of Entity Mandate The mandate of the Seychelles Energy Commission (SEC) is to regulate electricity-related activities for adequate, reliable, cost-effective and affordable electricity while protecting and conserving the environment.

Also, the SEC implements energy policies and strategies of the country including the promotion of the use of energy-efficient technologies and renewable resources.
Strategic Priorities in 2022 to 2024 Strategic Priorities 1. Review existing energy legislation and establish appropriate primary and secondary legislative frameworks to better govern the electricity, renewable energy and energy efficiency sector, including establishing operational rules and procedures to enable SEC to become a functioning regulator Results Achieved (Yes/No) Programs or Sub- programs Impacted No P1,P2,P3 Explanation of Results for priorities not achieved The Utilities Regulatory Bill and the Electricity Bill was approved by Cabinet in November 2022.
These have been submitted to the National Assembly and the Bills committee of the Assembly on 2nd December 2022.

Awaiting response from the National Assembly.

The Draft of the four Regulations namely the Independent power producers (IPP) Regulations, Distributed Energy Regulations, Tariff Regulations and License Regulations have also been submitted to the Attorney General’s office for legal drafting in August 2022.

The Commission are awaiting these from the AG’s office.

2.
2.

Conduct an institutional review and restructuring of the SEC; 3. Review policies and strategies of the energy sector in line with updated the National Determined Contribution (NDC) for Seychelles, with a focus on meeting the 15% of energy needs from renewable resources by 2030 4.

Integrate energy efficiency and renewable energy in daily life 5.

Improve access to energy data and information through the development of management information and information and communications technology systems 6.
Enhance public relations by developing a comprehensive programme for communication with partners and stakeholders No P1,P2,P3 Institutional review and restructuring is ongoing.

No P2 No work has been done on this in 2022, as the consultant hired by European Union did not complete the work in 2021.

Finance is required to achieve this project.

No P2 Ongoing project as there are deployment of rooftop PV and energy efficient appliances (See Table 3).
No P1 Ongoing Yes P1,P2,P3 Source: Report Strategic Priorities from PPBB Statement 2022 – 2024 published in 2022 Budget Book 1 466 Justification: The Seychelles Energy Commission is working on the Integrated Resource Plan which will feed into the revision of the energy policies and strategies.
The main challenge faced by the commission is the lacking of qualified staff and candidates with expertise in the energy / regulatory field, the commission anticipates that in 2023 it will manage to fill the vacant positions.

The major achievement is the approval of the new regulator bill from the Cabinet for the transformation of the SEC into a multi-sector regulatory commission.

3.
Budget Overview Consolidated Expenditure Outturn Table 1 Consolidated expenditure outturn 2021 Audited Outturn Budget 2022 Revised Budget Preliminary Outturn Variance Revised Budget to Outturn R'000s Programmes P1: Management & Administration P2: Implementation & Strategic Planning P3: Electricity Regulatory Services Total Economic Classification CURRENT EXPENDITURE Compensation of Employees Wages and Salaries in Cash Wages and Salaries in Kind Use of Goods and Services Office Expenses Transportation and Travel cost Maintenance and Repairs Materials and Supplies Other Uses of Goods and Services Minor Capital Outlays 2,126 96,413 949 99,488 4,246 3,006 3,006 90 1,240 408 -1 19 - 723 2 2,609 22,034 1,080 25,723 4,834 3,385 3,385 93 1,449 486 29 34 - 708 100 2,609 18,699 1,080 22,388 4,834 3,385 3,385 93 1,449 486 29 34 - 708 100 CAPITAL EXPENDITURE 95,242 20,889 17,554 Non-financial Assets Building and Infrastructure Machinery and Equipment Other Fixed Assets Non-produced Assets Total Justification: 95,242 - - - 95,242 20,889 - - - 20,889 17,554 - - - 17,554 99,488 25,723 22,388 2,131 2,718 482 5,332 3,792 2,370 2,370 106 1,422 416 27 33 - 735 104 1,540 1,540 - - - 1,540 5,332 18.3% 85.5% 55.3% 76.2% 21.5% 30.0% 30.0% -14.6% 1.8% 14.3% 4.6% 1.8% 0.0% -3.8% -4.4% 91.2% 91.2% 0.0% 0.0% 0.0% 91.2% 76.2% The Seychelles Energy Commission was undergoing restructuring hence no new projects/programs were developed and/or implemented.
The commission also faced a surge in labor turnover.

The cabinet approved the new regulator bill for the transformation of the SEC into a multi-sector regulatory commission.
467 Programme Performance Programme 1: Governance, Management and Administration The purpose of the programme is to ensure the day-to-day functioning of the Commission, which includes managing and administering human resources, as well as the financial and budgetary aspects of the Commission and other ancillary aspects required for its smooth running.
Programme Expenditure Performance Table 2 Consolidated programme expenditure performance SR'000s Programmes P1: Management & Administration Total Economic Classification CURRENT EXPENDITURE Compensation of Employees Wages and Salaries in Cash Wages and Salaries in Kind Use of Goods and Services Office Expenses Transportation and Travel cost Maintenance and Repairs Materials and Supplies Other Uses of Goods and Services Minor Capital Outlays CAPITAL EXPENDITURE Non-financial Assets Building and Infrastructure Machinery and Equipment Other Fixed Assets Non-produced Assets Total Justification: 2021 Audited Outturn Budget 2022 Revised Budget Preliminary Outturn Variance Revised Budget to Outturn 2,126 2,126 2,126 934 934 90 1,192 368 -3 19 - 719 - - - - - - - 2,609 2,609 2,609 1,315 1,315 93 1,294 421 19 34 - 628 100 - - - - - - 2,609 2,609 2,609 1,315 1,315 93 1,294 421 19 34 - 628 100 - - - - - - 2,131 2,131 2,131 834 834 106 1,297 365 17 33 - 672 104 - - - - - - 18.3% 18.3% 18.3% 36.6% 36.6% -14.6% -0.3% 13.4% 6.3% 1.8% 0.0% -7.0% -4.4% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 2,126 2,609 2,609 2,131 18.3% Due to the restructuring, there was an increase in resignation.
The major achievement is the approval of the new regulator bill that will transform SEC into a new multi regulator and the administration is anticipating to provided new hope in terms of a stronger work force with new staff on board, new salary package as well as being better equipped to discharge its mandate.
There was an increase in housing due to payment of house for two months for a student who came to the Commission to complete a Master’s Thesis project which involves undertaking further research on assessing the potential of the grid-tiled rooftop PV system in the Seychelles.

468 Programme 2: Implementation and Strategic Planning The purpose of the programme is to ensure proper planning and implementation of energy policies and strategies.
It also covers the administration, planning and management aspects of renewable energy and energy management, as well as ensuring the collection and management of information and data related to energy.

Performance against Programme Strategic Objectives and Measures The table below sets out the performance of the programme against the performance measures and targets set for 2022.
Table 3 Performance measures for programme Programme Expenditure Performance Programme: Outcome: P2: Implementation & Strategic Planning Outcome indicator 2021 Outturn Target 2022 Revised Target Outturn Explanation of Difference between Targets and Outturn (1) 15% renewable energy in electricity generation mix by 2030 5.1% 6.0% 6.0% 4.2% (2) Reduction of 10% in primary energy intensity as from 2020 onwards (TOE/MSR) 17 15 15 N/A This is an estimate as the commission have not received all the information of Small grid connected system commissioned.
In addition due to delay with the IPP -Utility Scale PV system this as reduced the penetration of Renewable energy.

No value as the commission haven’t received data for 2022 to calculate the primary energy intensity for 2022.
Contributing indicators 2021 Outturn Target 2022 Revised Target Outturn Explanation of Difference between Targets and Outturn (1) Number of PV applications approved 106 100 100 161 (2) Number of incentive applications endorsed 198 125 125 63 The application of PV still increasing despite increase cost of living.

However some of these are also from applicant whose application have lapse in a past year and have reapplied.
The reduction is because most products with refrigerants have to be approved by the Ozone Unit regardless of their efficiency.
Table 4 Consolidated programme expenditure performance SR'000s Programmes P2: Implementation & Strategic Planning Total Economic Classification CURRENT EXPENDITURE Compensation of Employees Wages and Salaries in Cash Wages and Salaries in Kind 2021 Audited Outturn 96,413 96,413 1,170 1,150 1,150 - 2022 Budget Revised Budget Preliminary Outturn 22,034 22,034 1,145 1,065 1,065 - 18,699 18,699 1,145 1,065 1,065 - 2,718 2,718 1,178 1,116 1,116 - Variance Revised Budget to Outturn 85.5% 85.5% -2.9% -4.8% -4.8% 0.0% 469 SR'000s Use of Goods and Services Office Expenses Transportation and Travel cost Maintenance and Repairs Materials and Supplies Other Uses of Goods and Services Minor Capital Outlays CAPITAL EXPENDITURE Non-financial Assets Building and Infrastructure Machinery and Equipment Other Fixed Assets Non-produced Assets Total Justification: 2021 Audited Outturn 2022 Budget Revised Budget Preliminary Outturn Variance Revised Budget to Outturn 21 19 2 - - - - 95,242 95,242 - - - 95,242 96,413 80 35 5 - - 40 - 20,889 20,889 - - - 20,889 80 35 5 - - 40 - 17,554 17,554 - - - 17,554 62 28 5 - - 29 - 1,540 1,540 - - - 1,540 22.4% 20.7% 1.4% 0.0% 0.0% 26.5% 0.0% 91.2% 91.2% 0.0% 0.0% 0.0% 91.2% 22,034 18,699 2,718 85.5% In the Implementation and Planning Section, the main challenge was the collection of data and information from stakeholders.
This has affected the ability of section to provide information on the Reduction of primary intensity and it has also affected its ability to provide the right figure for Renewable Energy penetration in the electricity mix, as with the amount of information only an estimate could be provided.

The commission have also seen a remarkable decrease in Value Added Tax exemption mainly due to the Environmental Levies Regulations of 2021.
As per the Levies Regulations, all products with refrigerant have to be approved by the Ozone Unit regardless if these are energy efficient.

With regards to the Seychelles Energy Efficiency and Renewable Energy Program which is a commercial loan this has not been successful.

Mainly because applicants are denied loans by the bank due to poor credit ratings or because of existing loan with said banks.

There were only seven applications received in 2022.
The main achievement has been the amount of Solar Photovoltaic applications that have been approved in 2022, which has surpassed the target set.
Programme 3: Electricity Regulatory Services The purpose of the programme is to ensure the creation of an appropriate regulatory environment for electricity through, inter alia, the development and implementation of national legislation, subsidiary regulation and procedures that are consistent, encourage growth and respond to technological advancements in the electricity sector.
This regulatory environment should be, simultaneously, pro- business and pro-consumer for the development and growth of the country’s economy.

Performance against Programme Strategic Objectives and Measures The table below sets out the performance of the programme against the performance measures and targets set for 2022.

470 Table 5 Performance measures for programme Programme: Outcome: Outcome indicator 1.
Energy legislative framework established and operational rules and procedures in use Contributing indicators 1.
Number of electricity-related activity license application processed P3: Electricity Regulatory Services Effective and efficient implementation of regulatory services through established legislative framework, operational rules and procedures 2021 Outturn Target 2022 Revised Target Outturn Explanation of Difference between Targets and Outturn 0 8 8 - 2 Draft Acts mentioned on page 1 have been approved by Cabinet and awaiting approval of the National Assembly.
The 4 Draft Regulations are with AGs office for Legal drafting 2021 Outturn Target 2022 Revised Target Outturn Explanation of Difference between Targets and Outturn 0 4 4 - While there are a potential IPP project this is yet to be finalized and so no License have been issued so far.
Programme Expenditure Performance Table 6 Consolidated programme expenditure performance SR'000s Programmes P3: Electricity Regulatory Services Total Economic Classification CURRENT EXPENDITURE Compensation of Employees Wages and Salaries in Cash Wages and Salaries in Kind Use of Goods and Services Office Expenses Transportation and Travel cost Maintenance and Repairs Materials and Supplies Other Uses of Goods and Services Minor Capital Outlays CAPITAL EXPENDITURE Non-financial Assets Building and Infrastructure Machinery and Equipment Other Fixed Assets Non-produced Assets 2021 Audited Outturn 2022 Budget Revised Budget Preliminary Outturn Variance Revised Budget to Outturn 949 949 949 922 922 - 27 21 - - - 4 2 - - - - - - 1,080 1,080 1,080 1,005 1,005 - 75 30 5 - - 40 - - - - - - - 1,080 1,080 1,080 1,005 1,005 - 75 30 5 - - 40 - - - - - - - 482 482 482 420 420 - 63 24 5 - - 34 - - - - - - - 55.3% 55.3% 55.3% 58.2% 58.2% 0.0% 16.6% 19.8% 1.4% 0.0% 0.0% 16.1% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% Total 949 1,080 1,080 482 55.3% 471 Justification: The resignation of key technical staff; the Principal Officer for Engineer and Technical Affair and the Principal Officer of Economics and Tariff have major impact on the regulatory services.
These posts have been vacant since February 2022 due to lack of qualified staff on labour market.

The commission have submitted 2 draft Bills mainly the Electricity Bill and the Multi Sectoral Regulatory Bill which was approved by Cabinet in November 2022 to the National Assembly Bills Committee.
Seychelles Energy Commission have also submitted the 4 Regulations namely the Independent Power Producer Regulations, the Tariff Regulations, the License Regulations and the Distributed Energy Regulations to the Attorney General’s Office for legal drafting.

Delays in the process is mainly due to miscommunication between stakeholders that have led to these Drafts Bill and Regulations not being approved in 2022.
Additionally, while the commission have a potential Independent Power Producer, negotiations and other factors have delayed the project substantially.

These factors were outside of our control and this has had an impact on our ability to license this potential Independent Power Producer.

472 Landscape and Waste Management Agency 1.
Summary of Preliminary Outturn SR'000s Budget Revised Budget Preliminary Outturn Compensation of Employees 2022 Use of Goods and Services Capital P1: Governance, Management & Administration P2:Waste Management Services P3:Landscape and Beautification Services Total 9,844 9,844 198,314 39,023 247,181 197,314 40,023 247,181 9,110 197,785 31,461 238,357 5,334 3,776 4,382 2,288 12,004 193,359 29,173 226,309 - 44 - 44 Varianc e Revised Budget to Outturn 7.5% -0.2% 21.4% 3.6% 2.
Strategic Overview of Entity Mandate Landscape and Waste Management Agency (LWMA), established under S.I 29 of 2009, the Environment Protection Act (Cap 71), is responsible for the management of waste and overall landscape development and management.

The agency is permitted to collect fees relating to collection and disposal services it is responsible for and is obliged to collect data on waste generation.
It is also responsible for advising the Minister on issues relating to waste management plans and laws, and any other matter which the Agency may consider necessary about the performance of its functions.
Strategic Priorities in 2022 to 2024 Strategic Priorities 1.Develop a landfill management plan and site re- development plan with a phase by phase implementation approach on Mahe, Praslin and La Digue to officially delineate and formalise the boundaries of the landfill, giving it legal status of national importance Results Achieved (Yes/No) Programs or Sub- programs Impacted No P2 2.

Implement the Tender for (1) drafting of architectural and engineering plans for the extension to Landfill 2.
(2) Set up office and improve service delivery the new LWMA Providence office to be vacated by STAR in 2021 and (3) initiate door-2-door waste collection at selected housing estates; Partially P2 3.

Develop a Landscaping Policy that would provide the legal instrument to address all matters governing landscaping and beautification on state land, green spaces and urban gardening No P3 Explanation of Results for priorities not achieved Work started in 2022 and will continue over 2023 - Not yet completed.
Work to survey and delineate the Scrap metal site is near completion by March 2023.

The next activity on schedule would be for the other sites at the Providence landfill scheduled for mid-2023.

Then move onto Anse Royale, Amitie, and Union Estate Landfill till end of 2023.

The recommendations of International Finance Corporation and decision of Government are both needed to finalise the management plan so as to include new findings.
Designation order to set the legal status of the site would thus follow thereafter once the department of Lands have been properly consulted and endorsed this decision.

(1) Government of Seychelles sought the assistance of International Finance Corporation under World Bank to carry out a waste energy financial investment & feasibility plan.

Which would determine whether landfill 2&3 would be needed or not.

Hence no need to temporarily put on hold point 2.


(2) STAR is still occupying the premise, legal formalities by Department of Environment to get land and lease from Department of Lands still being discussed.

(3) Conducted for Tamatave Estate Praslin with help of Department of Environment and Ile Perseverance 1 & 2 To enable LWMA to formulate a policy, a consultant needs to be recruited to conduct a comprehensive evaluation and assessment of existing & future potential.
Then only could a policy be prepared that would reflect current emerging status.

Consultant expected to be recruited by end of 2nd quarter 2023.

473 Strategic Priorities 4. Review and reprioritize cleaning and landscaping services to reduce the number of contracts being awarded to make it cost effective economically and more efficiently delivered from an operations perspective.
Programs or Sub- programs Impacted P2&3 Results Achieved (Yes/No) Nearly Completed March 2023 Explanation of Results for priorities not achieved Review started in September 2022 by a panel of 9 Members 4 internal and 5 external members.

Deadline for submission of recommendation is set for end of March 2023.

GOS to decide on the way forward thereafter.


Source: Report Strategic Priorities from PPBB Statement 2022 – 2024 published in 2022 Budget Book1 Justification: Landfill Management Plan Delay encountered to kick off this project due to heavy work load and new leadership with LWMA which thereby caused delay to understand the work which entails.

Nonetheless, the management plan is being worked on in phases.
Currently, there is progress made in surveying work for Providence landfill, starting with the Scrap metal site where sub-division is also an integral part of the work.

Administrative and bureaucratic procedures from other MDAs also contribute to adding further delays in the process.

New time for completion of Providence landfill is set for June 2023; thereafter the legal procedures for designation of site can then kick start.
Landfills on Praslin & La Digue will follow suit, deadline set for December 2023.

Extension of Landfill 2 & LWMA Headquarter transfer Highly dependent on result of work being undertaken by International Finance Corporation of World Bank.

Thereafter funding from Ministry of Finance needs to be secured if the decision to proceed as mentioned stands.
The transfer of office from English River to Providence is highly dependent on negotiations, assigned task and agreement by Department of Environment, AG s office and Lands Department to finalise the concerns raised by STAR, so that the site is relinquished to LWMA, until this is done, LWMA cannot proceed further.

Funding for the re-location was not provided by Finance Dept.
Revision exercise on outsourcing of contractors for cleaning & landscaping Work of the committee started since September 2022 and is expected to be completed end of March 2023.

The committee comprising of 5 external and 3 internal members is tasked with appraising and evaluating the current situation all-encompassing and present a comprehensive report with sets for recommendations to procurement oversight unit /Finance Dept.
Tedious exercise and complex by nature, with each island having their share of differing specificities and challenges.

3.
Budget Overview Receipts Outturn Table 1 Receipts outturn SR'000s Receipts transferred to Consolidated Fund Waste Collection Sale/Hire of Plants Sale of Tender Documents Total 2021 Audited Outturn 5,781 5,520 262 9 5,781 2022 Budget Revised Budget Preliminary Outturn 5,532 5,240 150 142 5,532 5,532 5,240 150 142 5,532 9,195 8,984 210 3 9,195 Variance Revised Budget to Outturn 66.2% 71.4% 40.1% -97.8% 66.2% 474 Justification: The Agency’s revenue collection is from waste collection, sales of plants and sales of Tender Documents.
During November 2021 the Agency revised its waste collection price list for all the different categories of waste collection, this may have contributed to the increase in revenue during the year 2022.

There has also been major emphasis on the collection of debt during the year.
Consolidated Expenditure Outturn Table 2 Consolidated expenditure outturn R'000s Programmes P1: Governance, Management & Administration P2:Waste Management Services P3:Landscape and Beautification Services Total Economic Classification CURRENT EXPENDITURE Compensation of Employees Wages and Salaries in Cash Wages and Salaries in Kind Use of Goods and Services Office Expenses Transportation and Travel cost Maintenance and Repairs Materials and Supplies Other Uses of Goods and Services Minor Capital Outlays CAPITAL EXPENDITURE Non-financial Assets Building and Infrastructure Machinery and Equipment Other Fixed Assets Non-produced Assets 2021 Audited Outturn 2022 Budget Revised Budget Preliminary Outturn Variance Revised Budget to Outturn 6,739 195,055 33,313 235,106 233,317 10,826 10,826 - 222,491 2,291 1,680 86,219 179 132,010 112 1,789 1,789 1,789 - - - 9,844 198,314 39,023 247,181 247,181 14,078 14,078 - 233,104 4,045 2,345 87,136 624 137,616 1,338 - - - - - - 9,844 197,314 40,023 247,181 247,181 13,078 13,078 - 234,104 4,045 2,345 87,136 624 138,616 1,338 - - - - - - 9,110 197,785 31,461 238,356 7.5% -0.2% 21.4% 3.6% 238,312 12,004 12,004 - 226,309 2,733 1,597 82,728 1,470 137,348 433 44 44 44 - - - 3.6% 8.2% 8.2% 0.0% 3.3% 32.4% 31.9% 5.1% -135.6% 0.9% 67.6% -100.0% -100.0% -100.0% 0.0% 0.0% 0.0% Total 235,106 247,181 247,181 238,356 3.6% Programme Performance Programme 1: Governance, Management and Administration The purpose of the programme is to provide overall management, development of policies and the
 appropriate administrative support services to all other Programmes with regard to general administration, finance, human resources, strategic planning, monitoring and evaluation of the Agency.
475 Programme Expenditure Performance Table 3 Consolidated programme expenditure performance SR'000s Programmes P1: Governance, Management & Administration Total Economic Classification CURRENT EXPENDITURE Compensation of Employees Wages and Salaries in Cash Wages and Salaries in Kind Use of Goods and Services Office Expenses Transportation and Travel cost Maintenance and Repairs Materials and Supplies Other Uses of Goods and Services Minor Capital Outlays CAPITAL EXPENDITURE Non-financial Assets Building and Infrastructure Machinery and Equipment Other Fixed Assets Non-produced Assets 2021 Audited Outturn 2022 Budget Revised Budget Preliminary Outturn Variance Revised Budget to Outturn 6,739 6,739 6,739 3,385 3,385 - 3,353 1,137 171 188 - 1,769 89 - - - - - - 9,844 9,844 9,844 5,592 5,592 - 4,252 1,199 405 395 - 2,098 155 - - - - - - 9,844 9,844 9,844 5,592 5,592 - 4,252 1,199 405 395 - 2,098 155 - - - - - - 9,110 9,110 7.5% 7.5% 9,110 5,334 5,334 - 3,776 1,266 277 254 - 1,630 350 - - - - - - 7.5% 4.6% 4.6% 0.0% 11.2% -5.5% 31.6% 35.7% 0.0% 22.3% -125.6% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% Total 6,739 9,844 9,844 9,110 7.5% Programme 2: Waste Management Services The purpose of the programme is to implement waste management services on Mahe, Praslin, La Digue and other islands, through the provision of facilities and services for the cleaning of public beaches, road and road amenities, bins and bin sites, bus shelters, river outlets in Victoria as well as managing waste generation, collection, transportation,
 treatment, recycling and disposal, manage data, records and statistics on waste and recycling.
Performance against Programme Strategic Objectives and Measures The table below sets out the performance of the programme against the performance measures and targets set for 2022.

476 Table 4 Performance measures for programme Programme: P2:Waste Management Services Outcome: Outcome indicator 1.

% weight of green waste processed, recovered, recycled or diverted from the landfill.

2.

% weight of tires processed, recovered, recycled, exported or diverted from the landfill.
An effective and sustainable waste management system that promotes waste reduction at source, re-use, recycling and diverts waste from landfilling in line with the priority waste stream of the Solid Waste Master Plan 2022-2035.

2021 Outturn Target 2022 Revised Target Outturn Explanation of Difference between Targets and Outturn 80% 40% 40% 73% 90% 40% 40% 65% 100% green waste on La Digue is diverted from the landfill whereas on Mahe & Praslin, 60% respectively of green waste is diverted from the landfill.
A specific area has been allocated/set aside for stockpiling of tires, hence diverted from landfill.
The odd few tires picked up amongst municipal waste still get through Programme Expenditure Performance Table 5 Consolidated programme expenditure performance SR'000s Programmes P2:Waste Management Services Total Economic Classification CURRENT EXPENDITURE Compensation of Employees Wages and Salaries in Cash Wages and Salaries in Kind Use of Goods and Services Office Expenses Transportation and Travel cost Maintenance and Repairs Materials and Supplies Other Uses of Goods and Services Minor Capital Outlays CAPITAL EXPENDITURE Non-financial Assets Building and Infrastructure Machinery and Equipment Other Fixed Assets Non-produced Assets 2021 Audited Outturn 2022 Budget Revised Budget Preliminary Outturn Variance Revised Budget to Outturn 195,055 195,055 193,266 4,102 4,102 - 189,164 841 1,324 85,895 8 101,097 - 1,789 1,789 1,789 - - - 198,314 198,314 198,314 4,775 4,775 - 193,540 2,143 1,601 86,250 75 102,471 1,000 - - - - - - 197,314 197,314 197,314 3,775 3,775 - 193,540 2,143 1,601 86,250 75 102,471 1,000 - - - - - - 197,785 197,742 197,741 4,382 4,382 - 193,359 1,235 1,176 82,205 1,222 107,570 -50 44 44 44 - - - -0.2% -0.2% -0.2% -16.1% -16.1% 0.0% 0.1% 42.4% 26.5% 4.7% -1530.0% -5.0% 105.0% -100.0% -100.0% -100.0% 0.0% 0.0% 0.0% Total 195,055 198,314 197,314 197,742 -0.2% Programme 3: Landscape and Beautification Services The purpose of the programme is to provide landscaping services in Victoria and other designated areas, including Providence Highway, Ile Perseverance, Ile du Port and on Praslin and La
 Digue.
477 Performance against Programme Strategic Objectives and Measures The table below sets out the performance of the programme against the performance measures and targets set for 2022.
Table 6 Performance measures for programme Programme: Outcome: P3:Landscape and Beautification Services Decreased spending of landscaping services at Ile Perseverance by increasing the voluntary participation and engagement of residents and community based groups to adopt the island planter(s) right in front of their houses and manage the landscaping services requirements.

Outcome indicator 2021 Outturn Target 2022 Revised Target Outturn Explanation of Difference between Targets and Outturn 1.
% of island planters adopted by residents/community based groups at Ile Perseverance.

2.

% savings made on expenditure directly related to the landscaping and management of island planters.
N/A 35% 35% 45% N/A 20% 20% 25% Programme Expenditure Performance Table 7 Consolidated programme expenditure performance As more and more residents learnt of the movement to adopt a planter and manage it at their cost, they took it upon themselves to adopt the planter nearest to their homes which is what LWMA anticipated and forecasted.

Planters are low cost maintenance to begin with, therefore savings is expected to increase slowly but gradually.
SR'000s Programmes P3:Landscape and Beautification Services Total Economic Classification CURRENT EXPENDITURE Compensation of Employees Wages and Salaries in Cash Wages and Salaries in Kind Use of Goods and Services Office Expenses Transportation and Travel cost Maintenance and Repairs Materials and Supplies Other Uses of Goods and Services Minor Capital Outlays CAPITAL EXPENDITURE Non-financial Assets Building and Infrastructure Machinery and Equipment Other Fixed Assets Non-produced Assets 2021 Audited Outturn 2022 Budget Revised Budget Preliminary Outturn Variance Revised Budget to Outturn 33,313 33,313 33,313 3,339 3,339 - 29,974 313 186 137 171 29,144 23 - - - - - - 39,023 39,023 39,023 3,711 3,711 - 35,312 702 339 492 549 33,047 183 - - - - - - 40,023 40,023 40,023 3,711 3,711 - 36,312 702 339 492 549 34,047 183 - - - - - - 31,461 31,461 31,461 2,288 2,288 - 29,173 232 143 270 248 28,148 133 - - - - - - 21.4% 21.4% 21.4% 38.4% 38.4% 0.0% 19.7% 66.9% 58.0% 45.2% 54.9% 17.3% 26.9% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% Total 33,313 39,023 40,023 31,461 21.4% 478 Justification: The landscaping unit did not follow up its key activities which relates to the repairs and maintenance of water fountain around Mahe & Praslin.
As of 2023, the Agency has started the process for consultancy services to advise and provide a design for each fountain.

This will help the Agency draw up the tender documents, which would provide technical information and specification that we will require for the maintenance of the fountains moving forward.

One of the major constraints in relation to the landscaping department is the lack of specialized contractors in the landscaping domain.
Which results in the majority of contract awarded to individual that do not meet the full criteria of the tender and hence resulting in below standard delivery in operations.

479 Seychelles Meteorological Authority 1.

Summary of Preliminary Outturn SR'000s Budget Revised Budget Preliminary Outturn Compensation of Employees 2022 P1: Governance, Management & Administration P2: Meteorological Services Total 6,183 8,881 15,064 6,183 8,881 15,064 5,526 9,771 15,297 1,533 6,369 7,903 2.
Strategic Overview of Entity Use of Goods and Services 3,993 2,992 6,984 Capital - 410 410 Variance Revised Budget to Outturn 10.6% -10.0% -1.5% Mandate To provide quality meteorological services needed to safeguard life and property, support national development and meet our local and international obligations.

Strategic Priorities in 2022 to 2024 Strategic Priorities 1.
Promote institutional development to meet ISO 9001:2015 certification, enhance cost recovery of services provided, early warning of pending natural calamities to safeguard civilian lives and properties, meet aeronautical requirements, as well as those of agro and marine meteorology; 2.

Build the capacity of 11 undergraduates in a process to effectively implement localisation of posts; 3.

Improve the organisational structure and the scheme of service of personnel to further boost service delivery.
Results Achieved (Yes/No) Programs or Sub-programs Impacted Explanation of Results for priorities not achieved Ongoing 2 Seychelles Meteorological Authority is now ISO 9001 certified and currently working to implement cost recovery mechanism in the provision of aviation weather services and in non- aviation services as well.

Yes (ongoing) 2 On track with 10-year localization plan 2021-2030.

Every year sending two persons for overseas training and did that last year.
Not yet 1 & 2 Decided to concentrate more on RBM first to better understand existing gaps and challenges before starting to review the structure this year.

Source: Report Strategic Priorities from PPBB Statement 2022 – 2024 published in 2022 Budget Book 3.
Budget Overview Receipts Outturn Table 1 Receipts outturn SR'000s Receipts transferred to Consolidated Fund Meteorological Data Fees Total 2021 Audited Outturn Budget 15 15 15 10 10 10 2022 Revised Budget Preliminary Outturn 15 15 15 2 2 2 Variance Revised Budget to Outturn -90.0% -90.0% -90.0% 480 Justification: The sale of climate data fluctuates from year to year and it is unusual for the same person to purchase the data repeatedly.
One consultant completed the greatest dataset acquisition in 2021, which was the primary source of that year's income.

Unfortunately, that consultant did not return in 2022, which led to a decline in revenue in that year.

The collection of income is anticipated to expand dramatically and become more reliable in the near future with a cost recovery mechanism and a commercialization system in place.
Consolidated Expenditure Outturn Table 2 Consolidated expenditure outturn R'000s Programmes P1: Governance, Management & Administration P2: Meteorological Services Total Economic Classification CURRENT EXPENDITURE Compensation of Employees Wages and Salaries in Cash Wages and Salaries in Kind Use of Goods and Services Office Expenses Transportation and Travel cost Maintenance and Repairs Materials and Supplies Other Uses of Goods and Services Minor Capital Outlays CAPITAL EXPENDITURE Non-financial Assets Building and Infrastructure Machinery and Equipment Other Fixed Assets Non-produced Assets 2021 Audited Outturn 2022 Budget Revised Budget Preliminary Outturn Variance Revised Budget to Outturn 5,799 9,311 15,111 14,725 8,052 8,052 1,082 6,673 2,392 93 467 27 1,591 1,021 385 385 - - - 385 6,183 8,881 15,064 15,064 8,263 8,263 1,082 6,801 2,281 165 668 44 1,899 662 - - - - - - 6,183 8,881 15,064 15,064 8,263 8,263 1,082 6,801 2,281 165 668 44 1,899 662 - - - - - - 5,526 9,771 15,297 10.6% -10.0% -1.5% 14,887 7,903 7,903 883 6,984 2,257 525 458 50 1,944 867 1.2% 4.4% 4.4% 18.4% -2.7% 1.1% -218.3% 31.4% -13.4% -2.4% -31.0% 410 -100.0% 410 - - - 410 -100.0% 0.0% 0.0% 0.0% -100.0% Total 15,111 15,064 15,064 15,297 -1.5% Programme Performance Programme 1: Governance, Management and Administration The purpose of the programme is to provide for the day-to-day management of the Agency and formulate policies, legal and regulatory frameworks, develop strategies and long-term plans governing meteorological services.
481 Programme Expenditure Performance Table 3 Consolidated programme expenditure performance SR'000s 2021 Audited Outturn 2022 Budget Revised Budget Preliminary Outturn Variance Revised Budget to Outturn Programmes P1: Governance, Management & Administration Total Economic Classification CURRENT EXPENDITURE Compensation of Employees Wages and Salaries in Cash Wages and Salaries in Kind Use of Goods and Services Office Expenses Transportation and Travel cost Maintenance and Repairs Materials and Supplies Other Uses of Goods and Services Minor Capital Outlays CAPITAL EXPENDITURE Non-financial Assets Building and Infrastructure Machinery and Equipment Other Fixed Assets Non-produced Assets Total Justification: 5,799 5,799 5,799 1,324 1,324 1,082 4,475 1,993 6 301 - 953 140 - - - - - - 6,183 6,183 6,183 1,546 1,546 1,082 4,637 1,919 59 408 28 1,116 25 - - - - - - 6,183 6,183 6,183 1,546 1,546 1,082 4,637 1,919 59 408 28 1,116 25 - - - - - - 5,526 5,526 5,526 1,533 1,533 883 3,993 1,831 26 257 24 953 19 - - - - - - 10.6% 10.6% 10.6% 0.8% 0.8% 18.4% 13.9% 4.6% 56.3% 37.1% 14.3% 14.6% 23.4% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 5,799 6,183 6,183 5,526 10.6% A reduction in housing rent was recorded due to the resignation of one expatriate employee, the vacant post has been filled in 2023.
SMA has managed to continue with the program to strengthen the observation network to improve weather forecasting and climate monitoring, but couldn’t make trips to many outstations on Mahe, Praslin and La Digue for the deployment and installation of automatic weather stations (AWS) due to staff shortages and the foreign expert that was to help with the project, could not travel to Seychelles until April 2023.
In accordance with the RBM framework, work has begun to review the organizational structure, including job descriptions, and it is anticipated that this exercise will be finished in 2023.

However, results thus far reveal that there are a few posts that will have to be consolidated in order to produce enough responsibilities for staff under their particular RBM objectives.
Programme 2: Meteorological Services The purpose of the programme is to develop and distribute forecasts, warnings and alerts for safety of life and property and to support efforts to reduce the impact of weather, climate, water and related environmental natural hazards.

Performance against Programme Strategic Objectives and Measures The table below sets out the performance of the programme against the performance measures and targets set for 2022.
482 Table 4 Performance measures for programme Programme: Outcome: Outcome indicator 1.% of accurate daily and seasonal prediction as measured against daily/seasonal record of weather/climate parameters Contributing indicators 1.
Percentage (%)of compliance to the WMO/ICAO required standards each year P2: Meteorological Services Improved early warning for the safety of life and property and to meet local and international obligations 2021 Outturn Target 2022 Revised Target Outturn Explanation of Difference between Targets and Outturn 85 85 85 85 Target met.
2021 Outturn Target 2022 Revised Target Outturn Explanation of Difference between Targets and Outturn 80 90 100 100 Continue to maintain an ISO 9001 certification as per WMO/ICAO required standards Programme Expenditure Performance Table 5 Consolidated programme expenditure performance SR'000s Programmes P2: Meteorological Services Total Economic Classification CURRENT EXPENDITURE Compensation of Employees Wages and Salaries in Cash Wages and Salaries in Kind Use of Goods and Services Office Expenses Transportation and Travel cost Maintenance and Repairs Materials and Supplies Other Uses of Goods and Services Minor Capital Outlays CAPITAL EXPENDITURE Non-financial Assets Building and Infrastructure Machinery and Equipment Other Fixed Assets Non-produced Assets 2021 Audited Outturn 2022 Budget Revised Budget Preliminary Outturn Variance Revised Budget to Outturn 9,311 9,311 8,926 6,728 6,728 - 2,198 399 87 167 27 637 881 385 385 - - - 385 8,881 8,881 8,881 8,881 9,771 9,771 -10.0% -10.0% 8,881 6,717 6,717 - 2,164 362 106 260 16 783 637 - - - - - - 8,881 6,717 6,717 - 2,164 362 106 260 16 783 637 - - - - - - 9,361 6,369 6,369 - 2,992 426 499 202 26 991 848 410 410 - - - 410 -5.4% 5.2% 5.2% 0.0% -38.3% -17.6% -371.1% 22.5% -61.9% -26.6% -33.2% -100.0% -100.0% 0.0% 0.0% 0.0% -100.0% Total 9,311 8,881 8,881 9,771 -10.0% 483 Justification: The cost of certain important unplanned meetings and training sessions, as well as international travel, went significantly over budget.
Overspending on these budget items is often unavoidable because of the limited funding and assistance from foreign organizations, which are also gradually dwindling.

Nonetheless, this is essential so that staff can continue to build their capacities through these international workshops and trainings.
With the installation of more weather equipment to strengthen the observation network, the accuracy of weather and climate information is continuously improving, which is crucial for disaster preparedness, the protection of life and property, as well as for economic growth.

An additional two employees were given the opportunity to enroll in university as part of the localization plan, keeping SMA on schedule to gradually replace all of the skilled foreign labor by 2030.
The authority upgraded the IT and high tech equipment to keep up to date with advance technology and increase computing capacity in order to continue receive and disseminate weather and climate data/information in larger size and higher resolution.
A Quality Management System (QMS) for the provision of meteorological service for international air navigation was setup and SMA became an ISO 9001:2015 certified and comply with ICAO/WMO requirements to enhance the quality of SMA activities including streamlining and optimizing the processes and procedures applied and the products and services provided for efficient flight operations and aviation safety.
Discussion with SCAA on cost recovery is in its final phase and if all goes well SMA should start collecting revenue for the provision of aeronautical weather services in 2023.

It is estimated that a total sum of SCR12,000,000.00 will be recovered for that service per annum.

484 EMPLOYMENT AND SOCIAL AFFAIRS PORTFOLIO 485 Department of Employment 1.
Summary of Preliminary Outturn SR'000s Budget Revised Budget Preliminary Outturn Compensation of Employees 2022 Use of Goods and Services Capital P1:Governance, Management & Administration P2:Labour Protection P3:Employment services Total 14,989 14,589 7,501 15,296 37,786 7,101 14,096 35,786 14,262 6,759 11,410 32,430 6,806 7,305 6,126 7,305 20,237 271 3,956 11,532 150 362 149 661 Variance Revised Budget to Outturn 2.2% 4.8% 19.1% 9.4% 2.
Strategic Overview of Entity Mandate To play a vital role through employment and labour market policies in order to build a productive and self- sufficient workforce for the country’s development and to ensure the people of Seychelles enjoy decent work and enhanced quality of life.

Strategic Priorities in 2022 to 2024 Strategic Priorities Results Achieved (Yes/No) Programs or Sub-programs Impacted 1.
Improve the quality of data entry, compilation and analysis to guide labour market policies and recovery from the COVID-19 crisis, through implementation of the Labour Market Information System (LMIS); No P1.3 2.
Enhance employability of the unemployed, especially the youths, through existing and new targeted employment programmes and employment services in partnership with public and private employment agencies, the introduction a new re-skilling programme and by extending the scope of the SDP so as not to be limited to 15-30 years old exclusively Yes P3 Explanation of Results for priorities not achieved The LMIS is still not fully in operation.

Only four modules have been developed and in use.


The Department of information and communication technology (DICT) advised the Department to outsource the development of the remaining modules due to their resource constraint.

Budget was requested and received for year 2023.

Data entry remains a challenge whereby input is not consistently following a standardized manner despite various guidance given to staff by the Statistics Unit.
The current information system does not link with the internal and other MDA’s database.

Lack of local programmers to design the information system was a major challenge and internal delay to integrate the information system in procedures.

The unemployment rate has remained below 5% due to the active referral and the high number of vacancies recorded.

However, the main difficulty remains with the youth unemployment.
For those ones on the Employment programmes such as My First Job Scheme and Skills Development Programmes, the target was able to be exceed.

Those ones not registered on any programmes the challenge was mainly with their personal choices.

486 Strategic Priorities Results Achieved (Yes/No) Programs or Sub-programs Impacted 3.
Finalise review of the Employment Legislations and strengthen the enforcement system through a review of the Employment Act, monitoring of site inspections to allow for early detection of non-compliance with employment laws and regulations by employers; 4.

Facilitate transition of workers from informal to formal employment by conducting a diagnostic assessment, formulating, and implementing a national action plan; 5.
Promote family-friendly policies and flexible working conditions by mainstreaming and integrating work and family reconciliation issues into policy making to make it easier for parents to combine their work and family responsibilities; and 6.

Conduct consultations with Tripartite Constituents and other relevant stakeholders, as well as continuous employers and workers education on employment legislations, policies and programmes.
No P2 No P1.3 No P1.3 and P3 Partially P2 Explanation of Results for priorities not achieved Review of the Employment legislations is ongoing.

Internal meetings chaired by the Principal Secretary were held to discuss the stakeholders’ comments received in 2021.

Work was also carried out on certain individual proposals.

Restructuring of the Labour Monitoring & Compliance Section is ongoing for a more efficient inspection system.
It is proposed that there are two separate units to deal with specific legislations.

Previous local Consultant did not deliver the report as per requirements of the Terms of Reference.

An international Consultant has been recruited to re- initiate the study to guide policy interventions on informal employment.
The review of Employment legislation and the strengthening of the enforcement system is ongoing, the challenges faced are other pressing matters and, in the case of the enforcement system, staff turnover.

The procedure for a new appointment of members for the National Consultative Committee on Employment was delayed for different reasons up to the end of September 2022 but a first meeting was held in December 2022.
Employers and workers education on employment legislation, policies was conducted throughout the year.

Source: Report Strategic Priorities from PPBB Statement 2022 – 2024 published in 2022 Budget Book1.

3.
Budget Overview Receipts Outturn Table 1 Receipts outturn SR'000s Receipts transferred to Consolidated Fund Unemployment Relief Scheme Attestation Fees Appeal/negotiation and retention Processing fees Total Justification: 2021 Audited Outturn 7,224 - 7,042 142 41 7,224 2022 Budget Revised Budget Preliminary Outturn 5,895 - 5,706 139 50 5,895 5,895 - 5,706 139 50 5,895 7,969 - 7,755 199 16 7,969 Variance Revised Budget to Outturn 35.2% 0.0% 35.9% 42.6% -69.0% 35.2% The Attestation fees, which includes the processing fee for non-Seychellois post applications saw a demand from those application following the steady economic recovery from COVID-19 pandemic.
The labour migration division continued to strengthen the submission of contract for attestation in relation to non- Seychellois employment.

An increase of revenue was observed for retention of employment beyond retirement age, notably due to identification by labour inspectors of persons working beyond retirement age without approval of the Ministry.
The increase in Appeal fees relates to more employers requesting for appeal on decisions made by 487 the Department on non-approval of employment of non-Seychellois workers as the employers claim the requirement for foreign labour for their business operation.
Consolidated Expenditure Outturn Table 2 Consolidated expenditure outturn R'000s 2021 Audited Outturn 2022 Revised Budget Preliminary Outturn Budget Programmes P1:Governance, Management & Administration P2:Labour Protection P3:Employment services Total Economic Classification CURRENT EXPENDITURE Compensation of Employees Wages and Salaries in Cash Wages and Salaries in Kind Use of Goods and Services Office Expenses Transportation and Travel cost Maintenance and Repairs Materials and Supplies Other Uses of Goods and Services Minor Capital Outlays CAPITAL EXPENDITURE Non-financial Assets Building and Infrastructure Machinery and Equipment Other Fixed Assets Non-produced Assets 12,931 6,300 14,847 34,078 33,247 19,274 19,274 74 13,972 3,347 480 387 2 8,865 818 831 831 - - - 831 14,989 7,501 15,296 37,786 37,786 24,417 24,417 348 13,369 4,014 817 152 - 7,836 202 - - - - - - 14,589 7,101 14,096 35,786 35,786 22,417 22,417 348 13,369 4,014 817 152 - 7,836 202 - - - - - - 14,262 6,759 11,410 32,430 31,770 20,237 20,237 340 11,532 4,383 936 251 7 5,336 279 661 661 - - - 661 Variance Revised Budget to Outturn 2.2% 4.8% 19.1% 9.4% 11.2% 9.7% 9.7% 2.3% 13.7% -9.2% -14.6% -65.1% -100.0% 31.9% -38.3% -100.0% -100.0% 0.0% 0.0% 0.0% -100.0% Total 34,078 37,786 35,786 32,430 9.4% 4.
Programme Performance Programme 1: Governance, Management and Administration The purpose of the programme is to strengthen institutional capacity of the Department for improved service delivery; develop policies and programmes that increase participation in proactive initiatives and promote stability and productivity in the workplace; build leadership excellence and strengthen career development; collect and analyse labour market statistics and conduct research for the development or evaluation of policies that improve workers’ rights and ease the operation of businesses; seek and co-ordinate technical co-operation programmes to incorporate international labour standards into national laws and practices.
The programme comprises the following sub-programmes:  Sub-programme 1 Minister’s Secretariat: Secures funding for the Ministry’s required facilities and infrastructure and ensures effective policy implementation for employment and social well-being; 488  Sub-programme 2 Central Administration: Provides Human Resource Management services, administration services and Information Technology Management services; and  Sub-programme 3 Policy, Planning and Research: Provides technical advice to the Department with a view to guide and ensure informed decision making based on statistical reports and research conducted both by the Department and external stakeholders.
It is also responsible to maintain bilateral and multilateral relations with international organisations.

Performance against Programme Strategic Objectives and Measures The table below sets out the performance of the programme against the performance measures and targets set for 2022.
Programme Expenditure Performance Table 3 Consolidated programme expenditure performance SR'000s Programmes SP1:Minister's Secretariat SP2:Central Administration SP3:Policy, Planning and Research Total Economic Classification CURRENT EXPENDITURE Compensation of Employees Wages and Salaries in Cash Wages and Salaries in Kind Use of Goods and Services Office Expenses Transportation and Travel cost Maintenance and Repairs Materials and Supplies Other Uses of Goods and Services Minor Capital Outlays CAPITAL EXPENDITURE Non-financial Assets Building and Infrastructure Machinery and Equipment Other Fixed Assets Non-produced Assets 2021 Audited Outturn Budget 2022 Revised Budget Preliminary Outturn Variance Revised Budget to Outturn 2,288 8,613 2,030 12,931 12,931 6,234 6,234 74 6,696 3,076 340 387 2 2,000 818 - - - - - - 3,202 8,482 3,305 14,989 14,989 7,896 7,896 348 7,093 3,546 577 152 - 2,268 202 - - - - - - 3,202 8,482 2,905 14,589 14,589 7,496 7,496 348 7,093 3,546 577 152 - 2,268 202 - - - - - - 3,194 8,630 2,438 14,262 14,111 6,806 6,806 340 7,305 4,099 645 251 7 1,699 264 150 150 - - - 150 0.3% -1.7% 16.1% 2.2% 3.3% 9.2% 9.2% 2.3% -3.0% -15.6% -11.9% -65.1% -100.0% 25.1% -30.5% -100.0% 0.0% 0.0% 0.0% 0.0% -100.0% Total 12,931 14,989 14,589 14,262 2.2% Programme 2: Labour Protection The purpose of the programme is to ensure that worker vulnerability is reduced through adherence to decent work principles and improved compliance and enforcement of national labour laws in work places to support policies and
 practices that promote sound labour relations; to promote health and safety in the 489 workplace to regulate dangerous activities and to foster stable industrial relations and workplace productivity.
Performance against Programme Strategic Objectives and Measures The table below sets out the performance of the programme against the performance measures and targets set for 2021.
Table 4 Performance measures for programme Programme: Outcome: Outcome indicator P2:Labour Protection An integrated enforcement system adhered to by employers and workers 2021 Outturn Target 2022 Revised Target Outturn Explanation of Difference between Targets and Outturn 450 230 230 499 Outturn is preliminary data due to no access to IT server.
Target was potentially not met due to limited resources to enforce non-complying employers and the high number of businesses 2020 Outturn Target 2021 Revised Target Outturn Explanation of Difference between Targets and Outturn 1.

Number of non-compliant employers Contributing indicators P2:Labour Protection 1.
% of non-compliant employers complying after enforcement actions have been taken 19% 21% 21% 10% Three officers resigned between November 2021 and December 2022 with only one recruitment, which made follow-up more difficult 2.

Number of prosecution cases filed 20 25 25 - Data pending.

IT server is not working and data is not accessible 3.
Number of complaints registered yearly 63 150 150 85 Sensitization programmes, labour inspection visits and more trade unions have contributed to lower number of complaints below set target Programme Expenditure Performance Table 5 Consolidated programme expenditure performance SR'000s Programmes P2:Labour Protection Total Economic Classification CURRENT EXPENDITURE Compensation of Employees Wages and Salaries in Cash Wages and Salaries in Kind 2021 Audited Outturn 2022 Budget Revised Budget Preliminary Outturn Variance Revised Budget to Outturn 6,300 6,300 6,156 5,901 5,901 - 7,501 7,501 7,101 7,101 6,759 6,759 4.8% 4.8% 7,501 7,231 7,231 - 7,101 6,831 6,831 - 6,398 6,126 6,126 - 9.9% 10.3% 10.3% 0.0% 490 SR'000s 2021 Audited Outturn 2022 Budget Revised Budget Preliminary Outturn Use of Goods and Services Office Expenses Transportation and Travel cost Maintenance and Repairs Materials and Supplies Other Uses of Goods and Services Minor Capital Outlays CAPITAL EXPENDITURE Non-financial Assets Building and Infrastructure Machinery and Equipment Other Fixed Assets Non-produced Assets 255 74 96 - - 86 - 144 144 - - - 144 270 170 100 - - - - - - - - - - 270 170 100 - - - - - - - - - - 271 82 184 6 - 362 362 362 Variance Revised Budget to Outturn -0.4% 51.9% -84.0% 0.0% 0.0% -100.0% 0.0% -100.0% -100.0% 0.0% 0.0% 0.0% -100.0% Total 6,300 7,501 7,101 6,759 4.8% Programme 3: Employment Services The purpose of the programme is to contribute to decent employment through improved labour market services; facilitate access
 to employment and income generating opportunities for the unemployed; empower the youth through the training programme and re-skilling process; and work closely with all stakeholders affecting the labour workforce directly and indirectly in an effort to reduce unemployment.
Performance against Programme Strategic Objectives and Measures The table below sets out the performance of the programme against the performance measures and targets set for 2022.

Table 6 Performance measures for programme Programme: Outcome: P3:Employment services A more productive youth workforce and youth unemployment rate reduced Outcome indicator 1.

National unemployment rate (15 years and above) 2.


Youth unemployment rate (15-24 years) 2021 Outturn Target 5% 18% 0% 0% 2020 2022 Revised Target 5% 18% 2021 Outturn Explanation of Difference between Targets and Outturn Data not produced by National Bureau of Statistic (NBS) for 2021 - 2022 - - Contributing indicators Outturn Target Revised Target Outturn P3:Employment services 1.

Employed population (15 years and above) 0 48000 48000 55119 2.
Number of total placement by private agencies, ministry employment services and Special Employment Programmes 2773 2000 2000 2346 Explanation of Difference between Targets and Outturn Increase in employment is also due to locals being employed following effects of covid-19 and due to increase in employment of non-Seychellois workers (note: Data for Q3 2022 produced by NBS) The division was able to achieve the target due to the availability of vacancies and new strategies such as the publication of vacancies on TV, Website and Facebook 491 Programme: Outcome: Outcome indicator P3:Employment services A more productive youth workforce and youth unemployment rate reduced 2021 Outturn Target 2022 Revised Target Outturn Explanation of Difference between Targets and Outturn 3.
Number of total participants active on Special Employment Programmes (URS, Skills Development Program (SDP)) only for SDP 142 300 300 103 Programme Expenditure Performance Table 7 Consolidated programme expenditure performance The difference between the targets and outturn is due to URS Programme phasing out and more youths were accepted in Professional Centres due to close networking done with Ministry of Education.
SR'000s Programmes P3:Employment services Total Economic Classification CURRENT EXPENDITURE Compensation of Employees Wages and Salaries in Cash Wages and Salaries in Kind Use of Goods and Services Office Expenses Transportation and Travel cost Maintenance and Repairs Materials and Supplies Other Uses of Goods and Services Minor Capital Outlays CAPITAL EXPENDITURE Non-financial Assets Building and Infrastructure Machinery and Equipment Other Fixed Assets Non-produced Assets Total Justification: 2021 Audited Outturn 2022 Budget Revised Budget Preliminary Outturn Variance Revised Budget to Outturn 14,847 14,847 15,296 15,296 14,096 14,096 11,410 11,410 19.1% 19.1% 14,160 7,139 7,139 - 7,021 197 45 - - 6,779 - 687 687 - - - 687 15,296 9,290 9,290 - 6,006 298 140 - - 5,568 - - - - - - - 14,096 8,090 8,090 - 6,006 298 140 - - 5,568 - - - - - - - 11,261 7,305 7,305 - 3,956 203 106 3,632 16 149 149 - - - 149 20.1% 9.7% 9.7% 0.0% 34.1% 32.0% 24.0% 0.0% 0.0% 34.8% -100.0% -100.0% -100.0% 0.0% 0.0% 0.0% -100.0% 14,847 15,296 14,096 11,410 19.1% The number of officers sent for working visit on Praslin and La Digue and the amount of days spend for the visit were decreased.
This was due to restructuring and prioritisation of duties and operations implemented by the department.

The Department also found it more applicable to decrease on outsourcing services to private employment agencies and training under employment programmes as the same result was being produce in house.

This resulted in savings in terms of local consultancy, training fee and facilities for events.
Furthermore, with delayed recruitment of one post in Productivity unit and delayed promotion of the new Director General Labour Migration resulted in savings under wages which led to observed staff overworked.

492 Department of Social Affairs 1.

Summary of Preliminary Outturn SR'000s P1:Governance, Management & Administration P2:Counselling and Intervention Services P3:Support Programmes for Vulnerable Groups Total Budget Revise d Budget 14,866 14,216 17,136 16,786 18,146 1,971 50,148 32,973 2.
Strategic Overview of Entity 2022 Preliminar y Outturn Compensation of Employees Use of Goods and Services 9,311 1,599 583 4,162 14,605 843 19,610 11,494 Varianc e Revised Budget to Outturn 5.2% 3.5% 27.6% 5.7% Capital - - - - 13,473 16,204 1,426 31,104 Mandate The Department of Social Affairs’ mandate is to promote, support and empower Seychellois families and individuals, recognising the complexities of development on families and the need to identify the root causes of those factors which impact on family life and help bring positive life changes for the betterment of our society.
To bring meaningful change, effectively support families and help them to address the challenges of everyday life, the Department must continue to provide effective intervention services, develop strategies, policies and carry out outreach activities.

Strategic Priorities in 2022 to 2024 Strategic Priorities 1.

Establish a Youth Residential Centre to provide behaviour modification intervention services for at risk youth; 2.
Establish the multi-disciplinary one stop child protection facility; Results Achieved (Yes/No) Programs or Sub- programs Impacted NO NO P2.1 and P2.2 P2.1 and P2.2 3.
Establish a Family Centre/24 hour Crisis Centre to provide mediation and spousal counselling, especially in cases of family violence and emergency services/ intervention in family/children related matters; NO P2.1 and P2.3 Explanation of Results for priorities not achieved Discussion is still on-going with the Ministry of Land and Housing (MLH) and the Seychelles Infrastructure Agency (SIA) to finalize the identified Bon Espoir Site.
The funds allocated under PSIP was diverted for other government expenses Discussion with all key stakeholders were on the 2022 work plan but meetings with two key partners was not held due to their own priority commitment.

This specific identified priority need is still pending.

Meeting will be held before end of Q1 to agree on the action plan Meeting with MHL and SIA was delayed/deferred in 2022 for other priority projects.

Meeting is scheduled for February 2023.


Budgetary requirement will feature in 2024 projection once decision is taken on appropriate infrastructure.

SP 2 is linked to SP3 as the services to be offered under the same roof.

Same project (repetition) as SP2 493 Strategic Priorities 4.

Increase the number of trained and specialized human resources to enhance the department to deliver on its mandate; Results Achieved (Yes/No) Programs or Sub- programs Impacted YES P1 5.
Implement, effective as of 2024, the proposed new Scheme of Service (SoS) for staff of the Night Shelter to benefit from risk allowance and standard commuted overtime allowance and make it at par with the SoS of other human/social care related professions.

This will also help to retain staff working in such difficult circumstances; 6.

Ensure compliance with the treaty reporting obligation 2022-2023; NO P3.2 YES P1 Explanation of Results for priorities not achieved This strategic Priority is ongoing.
• In 2022 1 staff went for a Master Degree in Psychology - as per overseas training plan, • 2 staffs are undertaking an online Post Graduate Course in Social Work and • 2 are undertaking their Degree in Social Work at University of Seychelles.

More emphasis is being placed on the development of staff and on-going Continuous Professional Development The Scheme of Service has been approved by the Public Service Bureau (PSB).
However due to the financial and economic constraints there is a current freeze on the implementation of all new Scheme of Service as per Circular No 1 of 2021.

The Department submitted and defended the Seychelles initial and combined periodic report on the African Charter on the Rights and welfare of the child.

in 2022.

• The 7th Periodic report to the Convention on the Rights of the Child has been submitted to the UN Committee on the Rights of the Child through the Department of Foreign Affairs.
The list of issues arising from the report is awaited for further response.

7.

Revise legislations related to child protection; and 8.Develop a strategic plan and website for the Department.

NO P1 and P2 The revision was delayed due to other financial commitments.

The EOI for consultancy work will be launched as of March 2023 as per cash flow.

PARTLY P1 The Department website has been finalized and will be launched in March 2023.
• A first draft of the Department’s Strategic Plan is in circulation for comments.

The SP will be finalized for launch end of Q1 - or beginning Q2 Source: Report Strategic Priorities from PPBB Statement 2022 – 2024 published in 2022 Budget Book1.

3.
Budget Overview Consolidated Expenditure Outturn Table 1 Consolidated expenditure outturn R'000s 2021 Audited Outturn 2022 Budget Revised Budget Preliminary Outturn Variance Revised Budget to Outturn Programmes P1:Governance, Management & Administration P2:Counselling and Intervention Services P3:Support Programmes for Vulnerable Groups Total 12,985 12,620 1,642 27,247 14,866 17,136 18,146 50,148 14,216 16,786 1,971 32,973 13,473 16,204 1,426 31,104 5.2% 3.5% 27.6% 5.7% 494 R'000s Economic Classification CURRENT EXPENDITURE Compensation of Employees Wages and Salaries in Cash Wages and Salaries in Kind Use of Goods and Services Office Expenses Transportation and Travel cost Maintenance and Repairs Materials and Supplies Other Uses of Goods and Services Minor Capital Outlays CAPITAL EXPENDITURE Non-financial Assets Building and Infrastructure Machinery and Equipment Other Fixed Assets Non-produced Assets 2021 Audited Outturn 2022 Budget Revised Budget Preliminary Outturn Variance Revised Budget to Outturn 27,247 17,289 17,289 - 9,958 1,903 262 212 251 6,976 354 - - - - - - 34,123 21,144 21,144 - 12,979 2,813 415 267 371 9,067 46 16,025 16,025 16,025 - - - 32,973 20,444 20,444 - 12,529 2,363 415 267 371 9,067 46 - - - - - - 31,104 19,610 19,610 - 11,494 1,767 521 255 166 8,545 240 - - - - - - 5.7% 4.1% 4.1% 0.0% 8.3% 25.2% -25.6% 4.6% 55.4% 5.8% -422.5% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 5.7% Total 27,247 50,148 32,973 31,104 4.
Programme Performance Programme 1: Governance, Management and Administration The purpose of the programme is to ensure the availability of adequate and appropriate resources for the effective functioning of the Department.

Performance against Programme Strategic Objectives and Measures The table below sets out the performance of the programme against the performance measures and targets set for 2022.
Programme Expenditure Performance Table 2 Consolidated programme expenditure performance SR'000s Programmes 2021 Audited Outturn Budget 2022 Revised Budget Preliminary Outturn Variance Revised Budget to Outturn P1:Governance, Management & Administration Total 12,985 12,985 14,866 14,866 14,216 14,216 13,473 13,473 Economic Classification CURRENT EXPENDITURE Compensation of Employees Wages and Salaries in Cash Wages and Salaries in Kind 12,985 4,670 4,670 - 14,866 4,685 4,685 - 14,216 4,485 4,485 - 13,473 4,162 4,162 - 5.2% 5.2% 5.2% 7.2% 7.2% 0.0% 495 SR'000s 2021 Audited Outturn Budget 2022 Revised Budget Preliminary Outturn Variance Revised Budget to Outturn Use of Goods and Services Office Expenses Transportation and Travel cost Maintenance and Repairs Materials and Supplies Other Uses of Goods and Services Minor Capital Outlays CAPITAL EXPENDITURE Non-financial Assets Building and Infrastructure Machinery and Equipment Other Fixed Assets Non-produced Assets 9,311 1,250 248 195 2 7,573 43 8,315 1,582 181 174 2 6,330 44 - - - - - - 10,181 2,051 248 205 3 7,645 31 - - - - - - 9,731 1,601 248 205 3 7,645 31 - - - - - - Total 12,985 14,866 14,216 13,473 4.3% 21.9% 0.0% 4.5% 18.6% 0.9% -41.5% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 5.2% Programme 2: Counselling and Intervention Services The purpose of the programme is to support and empower individuals and families, as well as vulnerable and marginalised groups, through quality programme development and co-ordination.
The programme comprises the following sub-programmes:  Sub-programme 1 Community Social Work: Alleviates social problems and restores social functioning;  Sub-programme 2 Child Protection: Ensures protection of children; and  Sub Programme 3 Social Renaissance: Ensures the development and facilitation of early parenting programmes for families to better understand developmental needs of children and enhance their parenting skills.
Performance against Programme Strategic Objectives and Measures The table below sets out the performance of the programme against the performance measures and targets set for 2021.

Table 3 Performance measures for programme Programme: Outcome: P2:Counselling and Intervention Services Improved protection for vulnerable groups Contributing indicators SP1:Community Social Work 2021 Outturn Target 2022 Revised Target Outturn Explanation of Difference between Targets and Outturn 1.
Number of active cases of children and families receiving assistance 909 5125 6500 5851 Staff increased by 4 and it was expected that there would be an increase in number of reported cases.

However, there was a drop in referrals due to less clients coming forward and other agencies referring cases.
496 Programme: Outcome: P2:Counselling and Intervention Services Improved protection for vulnerable groups Contributing indicators SP1:Community Social Work 2021 Outturn Target 2022 Revised Target Explanation of Difference between Targets and Outturn Outturn 2.

Number of cases completed per year 87 150 200 348 SP2:Child Protection 1.

Number of investigations carried out and reports undertaken within the allocated time frame 1554 1400 350 1913 2.
Number of training conducted with partners on early detection 1 - - 4 3.

Number of cases completed per year 453 200 200 545 4.

Number of inspection and monitoring visits carried out (Monitoring & Compliance Unit) N/A 8 2 11 5.

Number of home visits N/A 25 25 6.

Inspection reports of visits N/A 8 8 - - 7.

Number of application received from organisations for vetting N/A 600 600 100 8.

Number of investigation for vetting carried out N/A 200 200 100 SP3:Social Renaissance 1.
Number of parenting sessions for ante-natal and post-natal clients 5 150 0 105 Increased in closed cases due to increase of staff, translating to 1 social worker in each district.

This led to more targeted and focused intervention to empower the low risk clients.
There was an increase in reported cases that required more investigation to be carried out5 new staff recruited thus more intervention undertaken Good response from partners which enabled the trainings to be executed More emphasis placed on termination of service to enable better caseload management The visits were undertaken in the children homes to establish the current status of level of care prior to the implementation off the standards.
No home visits were carried out as applicants were compliant to the requirements of the suitability check Inspections were not carried out as the regulation and schedules were not finalized for publication.

A lower number of applications for suitability check was received than expected.

The vetting or suitability checks done were according to the applications received above.

The programme was relaunched in August 2022 post-COVID.
There was much sensitisation and ground work required with all health facilities on Mahe, Praslin and La Digue to put the programme back on its feet.

Engagement was slow but it is expected that coverage and attendance will improve during 2023.
497 Programme Expenditure Performance Table 4 Consolidated programme expenditure performance SR'000s Programmes SP1:Community Social Work SP2:Child Protection SP3:Social Renaissance Total Economic Classification CURRENT EXPENDITURE Compensation of Employees Wages and Salaries in Cash Wages and Salaries in Kind Use of Goods and Services Office Expenses Transportation and Travel cost Maintenance and Repairs Materials and Supplies Other Uses of Goods and Services Minor Capital Outlays CAPITAL EXPENDITURE Non-financial Assets Building and Infrastructure Machinery and Equipment Other Fixed Assets Non-produced Assets 2021 Audited Outturn 2022 Budget Revised Budget Preliminary Outturn Variance Revised Budget to Outturn 9,237 3,336 47 12,620 12,620 11,655 11,655 - 965 244 81 6 - 327 307 - - - - - - 11,927 4,815 394 17,136 17,136 15,308 15,308 - 1,828 657 167 5 20 964 16 - - - - - - 11,627 4,765 394 16,786 16,786 14,958 14,958 - 1,828 657 167 5 20 964 16 - - - - - - 11,286 4,577 341 16,204 16,204 14,605 14,605 1,599 442 273 2 - 707 174 - - - - - - 2.9% 3.9% 13.4% 3.5% 3.5% 2.4% 2.4% 0.0% 12.5% 32.7% -63.6% 57.8% 100.0% 26.6% -1024.1% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 3.5% Total 12,620 17,136 16,786 16,204 Programme 3: Support Programme for Vulnerable Group The purpose of the programme is to support and empower vulnerable and marginalised groups, through quality programme development and co-ordination.
The programme comprises the following sub-programmes:  Sub Programme 1 Residential Services: Provides behaviour modification intervention services for at risk youth; and  Sub Programme 2 Night Shelter: Ensures the protection of homeless adults by providing overnight accommodation.

Performance against Programme Strategic Objectives and Measures The table below sets out the performance of the programme against the performance measures and targets set for 2022.
498 Table 5 Performance measures for programme Programme: Outcome: P3:Support Programmes for Vulnerable Groups Improved life of vulnerable and at risk individuals Contributing indicators SP1:Residential Services 2021 Outturn Target 2022 Revised Target Explanation of Difference between Targets and Outturn Outturn 1.

Number of youths benefiting from the programme - - - - SP2:Night Shelter 1.

Number of homeless adults assisted per year 58 140 70 21 2.
Number of successful re-integrations 26 40 20 5 The programme is on hold until construction of the Youth Hope Residential Centre is completed.

The identified site is still in discussion with the Ministry of Lands and Housing.

Homeless people know about the service.

Some choose not to turn up for admission even after they have completed referral forms.

Reconnection of service users to relatives is becoming more and more difficult because of anti-social behavior.
Others who are ready to live on their own cannot afford the cost of housing.

Others still, have mental conditions which are not always well managed and thus decreases potential for reintegration.
Programme Expenditure Performance Table 6 Consolidated programme expenditure performance SR'000s Programmes SP1:Residential Services SP2:Night Shelter Total Economic Classification CURRENT EXPENDITURE Compensation of Employees Wages and Salaries in Cash Wages and Salaries in Kind Use of Goods and Services Office Expenses Transportation and Travel cost Maintenance and Repairs Materials and Supplies Other Uses of Goods and Services Minor Capital Outlays 2021 Audited Outturn Budget 2022 Revised Budget Preliminary Outturn Variance Revised Budget to Outturn 478 1,164 1,642 1,642 964 964 - 678 76 - 32 248 319 3 16,650 1,496 18,146 2,121 1,151 1,151 - 970 105 - 57 349 458 - 475 1,496 1,971 1,971 1,001 1,001 - 970 105 - 57 349 458 - 345 1,081 1,426 1,426 843 843 583 75 - 57 164 265 23 27.3% 27.7% 27.6% 27.6% 15.8% 15.8% 0.0% 39.9% 29.3% 0.0% 0.3% 53.1% 42.2% -100.0% 499 SR'000s CAPITAL EXPENDITURE Non-financial Assets Building and Infrastructure Machinery and Equipment Other Fixed Assets Non-produced Assets Total Justification: 2021 Audited Outturn Budget 16,025 16,025 16,025 - - - - - - - - - 2022 Revised Budget Preliminary Outturn Variance Revised Budget to Outturn - - - - - - - - - - - - 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 1,642 18,146 1,971 1,426 27.6% With a decrease in the number of service users being admitted in the shelter in 2022, the department experienced a variance of significant under the Food and Ration Supplies.
This was reflected under the statistic recorded for the programme.

Similarly, a significant variance was recorded under the Other Service Agreement whereby the shuttle service contract was not renewed, in view that there was a drop in the number of service users who required the additional service.

500 Agency of Social Protection 1.


Summary of Preliminary Outturn 2022 SR'000s Budget Revised Budget Preliminary Outturn Compensation of Employees Use of Goods and Services Capital P1:Governance, Management & Administration P2:Social Assistance Programme P3:Burial Services Total 15,541 15,141 11,932 - 27,474 11,632 - 26,774 14,580 10,447 - 25,027 5,647 8,501 - 14,148 8,934 1,946 - 10,880 - - - - Variance Revised Budget to Outturn 3.7% 10.2% 0.0% 6.5% 2.
Strategic Overview of Entity Mandate The mandate of the Agency for Social Protection (ASP) is to ensure the provision of comprehensive social security services and social protection against vulnerability within the constitutional and legislative framework of Seychelles.

Strategic Priorities in 2022 to 2024 Strategic Priorities 1.
Address the inadequacies in ASP processes and systems which lead to weak, unreliable and untimely data for planning, policy making, monitoring and evaluation 2.Address the inadequate office accommodation 3.Continue to build new partnerships and strengthen current ones for the benefits of applicants 4.Assist with the World Bank reform programme to strengthen the social protection system of Seychelles Results Achieved (Yes/No) Programs or Sub- programs Impacted No P2.2 Yes P2.2 Yes P1 Explanation of Results for priorities not achieved The agency has received funding for the implementation of project through Budget 2023.
All relevant documents have been compiled and submitted to Procurement Unit.

The office accommodation situation in the district administration offices remain same as it is beyond ASP’s control.

The offices fall under the purview of the Ministry of Local Government and Community Affairs.

ASP will have a discussion with Ministry of Local Government and Community Affairs in year 2023.

The agency remains engaged to continue identifying new partners based on needs of the service users.
This is a continuous success as clients’ needs are identified.

Yes P1.1 This is an ongoing programme and ASP remains at the epicenter of the world bank reform.

Source: Report Strategic Priorities from PPBB Statement 2022 – 2024 published in 2022 Budget Book 1 501 3.
Budget Overview Receipts Outturn Table 1 Receipts outturn SR'000s Receipts transferred to Consolidated Fund Burial Services Fees Total Consolidated Expenditure Outturn 2021 Audited Outturn 158 158 158 Budget - - - 2022 Revised Budget Preliminary Outturn - - - Variance Revised Budget to Outturn 0.0% 0.0% 0.0% - - - Table 2 Consolidated expenditure outturn R'000s 2021 Audited Outturn Budget Revised Budget Preliminary Outturn Programmes P1:Governance, Management & Administration P2:Social Assistance Programme P3:Burial Services Total Economic Classification CURRENT EXPENDITURE Compensation of Employees Wages and Salaries in Cash Wages and Salaries in Kind Use of Goods and Services Office Expenses Transportation and Travel cost Maintenance and Repairs Materials and Supplies Other Uses of Goods and Services Minor Capital Outlays CAPITAL EXPENDITURE Non-financial Assets Building and Infrastructure Machinery and Equipment Other Fixed Assets Non-produced Assets 11,001 11,855 10,468 33,323 33,323 22,333 22,333 - 10,990 2,590 461 1,172 108 5,871 788 - - - - - - 15,541 11,932 - 27,474 27,474 16,247 16,247 - 11,226 3,671 650 517 60 6,016 313 - - - - - - 15,141 11,632 - 26,774 26,774 15,547 15,547 - 11,226 3,671 650 517 60 6,016 313 - - - - - - 14,580 10,447 - 25,027 25,027 14,148 14,148 - 10,880 3,476 277 360 86 6,272 410 - - - - - - Variance Revised Budget to Outturn 3.7% 10.2% 0.0% 6.5% 6.5% 9.0% 9.0% 0.0% 3.1% 5.3% 57.4% 30.5% -43.5% -4.3% -31.2% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% Total 33,323 27,474 26,774 25,027 6.5% 4.
Programme Performance Programme 1: Governance, Management and Administration The purpose of the programme is to ensure that the Agency abides by its governing legal frameworks, policies and Board resolution through continuous innovations in ensuring effective and efficient use of 502 human capital that are made available to the organisation, whilst at the same time ensuring the promotion of a culture built on compassion, humility and respect.
The programme comprises the following sub-programmes:  Sub-programme 1 Management Services: Provides executive oversight, drives the implementation of high level Board strategic initiatives, provides the Agency with stewardship in its day-to-day operations and ensures that it functions within its set legal frameworks, policy directives and mandate, and also provides feedback mechanism allowing for policy makers to make informed decision; and  Sub-Programme 2 Human Resources and Administration: Renders integrated, quality, timely, and needs based services in the areas of human capital management, change management, training and capacity development and auxiliary support.
Performance against Programme Strategic Objectives and Measures The table below sets out the performance of the programme against the performance measures and targets set for 2022.
Programme Expenditure Performance Table 3 Consolidated programme expenditure performance 2021 Audited Outturn Budget 2022 Revised Budget Preliminary Outturn Variance Revised Budget to Outturn SR'000s Programmes SP1:Management services SP2:Human Resources and Administration Total Economic Classification CURRENT EXPENDITURE Compensation of Employees Wages and Salaries in Cash Wages and Salaries in Kind Use of Goods and Services Office Expenses Transportation and Travel cost Maintenance and Repairs Materials and Supplies Other Uses of Goods and Services Minor Capital Outlays CAPITAL EXPENDITURE Non-financial Assets Building and Infrastructure Machinery and Equipment Other Fixed Assets Non-produced Assets 2,387 8,614 11,001 11,001 3,593 3,593 - 7,408 2,013 101 728 54 4,406 106 - - - - - - 4,087 11,454 15,541 15,541 6,630 6,630 - 8,911 2,956 140 517 - 5,260 38 - - - - - - 3,807 11,334 15,141 15,141 6,230 6,230 - 8,911 2,956 140 517 - 5,260 38 - - - - - - 3,570 11,010 14,580 14,580 5,647 5,647 - 8,934 2,882 99 360 - 5,559 34 - - - - - - 6.2% 2.9% 3.7% 3.7% 9.4% 9.4% 0.0% -0.3% 2.5% 29.1% 30.5% 0.0% -5.7% 8.3% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 3.7% Total 11,001 15,541 15,141 14,580 503 Programme 2: Social Assistance Programme The purpose of the programme is to ensure a holistic targeted approach to providing beneficiaries with their appropriate benefits in a timely and effective manner.
The programme comprises the following sub-programmes:  Sub-programme 1 Administration of Social Programme: Provides oversight on all processes from application for a benefit to effecting payment and the resulting monitoring that follows, to limit the likelihood of someone being left behind, whilst ensuring that the likelihood of fraudulent claims is remote.
Promotes a targeted approach to effecting payments based on individual needs; and  Sub-Programme 2 Social Assistance: Ensures that all relevant information about a particular case is properly captured, that the same information is properly vetted through various means at the Agency’s disposal, all in a bid to ensure a targeted holistic assistance reaches those that duly deserve it.
Performance against Programme Strategic Objectives and Measures The table below sets out the performance of the programme against the performance measures and targets set for 2021.
Table 4 Performance measures for programme Programme: Outcome: Outcome indicator P2:Social Assistance Programme Grant recipients from identified priority categories are registered also with a non-financial social assistance programme 2021 Outturn Target 2022 Revised Target Outturn Explanation of Difference between Targets and Outturn 1.
% reduction in the number of families requesting renewed assistance after being assisted for a period of 12 months 90% 95% 95% 100% ASP is constantly reviewing cases on a 3 to 6 months’ basis instead of giving assistance for 1 year.

This KPI has been revised as per new strategy and vision of the agency.

2021 Outturn Target 2022 Revised Target Outturn Explanation of Difference between Targets and Outturn Contributing indicators SP2:Social Assistance 1.
Increase in the number of key partners ASP engage with to provide better service delivery N/A 3 3 9 2.

% reduction in cash disbursement of overall benefits pay out 5% 95% 95% 99% Programme Expenditure Performance Table 5 Consolidated programme expenditure performance The target was achieved because the agency was proactive in understanding its clients' needs and it complimented the objective of the agency.

The KPI was reviewed as per point 2.


The target was achieved as the agency's internal policy is to make payments via bank transfer.
SR'000s Programmes SP1:Administration of Social Programme SP2:Social Assistance Total 2021 Audited Outturn 2022 Budget Revised Budget Preliminary Outturn Variance Revised Budget to Outturn 893 10,962 11,855 882 11,051 11,932 807 10,826 11,632 628 9,819 10,447 22.2% 9.3% 10.2% 504 SR'000s 2021 Audited Outturn 2022 Budget Revised Budget Preliminary Outturn Variance Revised Budget to Outturn Economic Classification CURRENT EXPENDITURE Compensation of Employees Wages and Salaries in Cash Wages and Salaries in Kind Use of Goods and Services Office Expenses Transportation and Travel cost Maintenance and Repairs Materials and Supplies Other Uses of Goods and Services Minor Capital Outlays CAPITAL EXPENDITURE Non-financial Assets Building and Infrastructure Machinery and Equipment Other Fixed Assets Non-produced Assets Total Justification: 11,855 9,400 9,400 - 2,454 502 112 - - 1,325 515 - - - - - - 11,932 9,617 9,617 - 2,315 715 509 - 60 756 275 - - - - - - 11,632 9,317 9,317 - 2,315 715 509 - 60 756 275 - - - - - - 10,447 8,501 8,501 - 1,946 594 177 - 86 713 376 - - - - - - 10.2% 8.8% 8.8% 0.0% 16.0% 16.9% 65.2% 0.0% -43.5% 5.7% -36.5% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 11,855 11,932 11,632 10,447 10.2% The agency experienced staff turnover in 2022, this created an operational challenge during the year, resulting in a delays in processing of benefit and welfare cases.
However, with reorganisation of operations, the agency managed to reduce staff movement necessity between the districts, hereafter leading to a positive impact on the transportation and travel expenses.

The archive was also relocated to ensure proper storage of documents.

Lastly, the agency found necessity in upgrading the assets in districts to improve on its service delivery.
Programme 3: Burial Services The purpose of the programme is to carry out all related burial services performed in state cemeteries and ensure that the cemetery grounds are well maintained.

Performance against Programme Strategic Objectives and Measures The table below sets out the performance of the programme against the performance measures and targets set for 2022.
Programme Expenditure Performance Table 6 Consolidated programme expenditure performance SR'000s Programmes P3:Burial Services Total 2021 Audited Outturn 2022 Budget Revised Budget Preliminary Outturn Variance Revised Budget to Outturn 10,468 10,468 - - - - - - 0.0% 0.0% 505 SR'000s 2021 Audited Outturn 2022 Budget Revised Budget Preliminary Outturn Variance Revised Budget to Outturn Economic Classification CURRENT EXPENDITURE Compensation of Employees Wages and Salaries in Cash Wages and Salaries in Kind Use of Goods and Services Office Expenses Transportation and Travel cost Maintenance and Repairs Materials and Supplies Other Uses of Goods and Services Minor Capital Outlays CAPITAL EXPENDITURE Non-financial Assets Building and Infrastructure Machinery and Equipment Other Fixed Assets Non-produced Assets 10,468 9,340 9,340 - 1,127 76 248 444 55 139 166 - - - - - - Total 10,468 - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 506 Social Workers’ Council 1.
Summary of Preliminary Outturn SR'000s Budget Revised Budget Preliminary Outturn Compensation of Employees 2022 Use of Goods and Services Capital Variance Revised Budget to Outturn P1:Regulatory and Capacity Building Total 654 654 654 654 427 427 176 176 251 251 - - 34.7% 34.7% 2.

Strategic Overview of Entity Mandate The Seychelles Social Workers’ Council (SWC) is a regulatory body established under the Social Workers’ Council Act, 2007.
Its primary purpose is to protect service users by upholding the highest possible standards in the practice of social work in Seychelles.

It registers practitioners, regulates professional conduct and facilitates continuous education in the field of social work.

In addition, it investigates and acts upon allegations of professional misconduct and malpractice.

Strategic Priorities in 2022 to 2024 Strategic Priorities 1.
Strengthen the capacity of the Council to ensure it delivers on its mandate; Results Achieved (Yes/No) Programs or Sub-programs Impacted YES P1 2.

Develop and implement a Code of Ethics for the profession; Partially P1 3.

Ensure all social workers continue to meet the Standards of Competencies in order to remain registered; and YES P1 4.

Strengthen, increase and diversify resource mobilisation to ensure independence of the Council.
YES P1 Explanation of Results for priorities not achieved With a new Registrar in Office, new graduates who have completed their studies at NIHSS are being registered and other Social workers are coming forward.

Also a new database with information about social workers have been created.

The Code of Ethics was partially completed in 2022.

The development was done and will be validated in 2023 however the implementation of the code is set to start in the second quarter of 2023.
All Social Workers registered meet the Standards of Competencies for registration.

There were no cases of malpractice which indicated a high level of compliance.

Experts in Social Work nationally have been utilize to help with the work of the Council, This has reduce dependency on the budget from Government, This is working well and is a practice to be maintained, Source: Report Strategic Priorities from PPBB Statement 2022 – 2024 published in 2022 Budget Book1 507 3.
Budget Overview Consolidated Expenditure Outturn Table 1 Consolidated expenditure outturn R'000s Programmes P1:Regulatory and Capacity Building Total Economic Classification CURRENT EXPENDITURE Compensation of Employees Wages and Salaries in Cash Wages and Salaries in Kind Use of Goods and Services Office Expenses Transportation and Travel cost Maintenance and Repairs Materials and Supplies Other Uses of Goods and Services Minor Capital Outlays CAPITAL EXPENDITURE Non-financial Assets Building and Infrastructure Machinery and Equipment Other Fixed Assets Non-produced Assets Total Justification: 2021 Audited Outturn Budget 2022 Revised Budget Preliminary Outturn Variance Revised Budget to Outturn 394 394 394 73 73 - 321 53 - - - 268 - - - - - - - 654 654 654 176 176 - 478 95 15 10 - 359 - - - - - - - 654 654 654 176 176 - 478 95 15 10 - 359 - - - - - - - 427 427 427 176 176 - 251 36 - - - 203 12 - - - - - - 34.7% 34.7% 34.7% 0.0% 0.0% 0.0% 47.5% 62.0% 100.0% 100.0% 0.0% 43.3% -100.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 394 654 654 427 34.7% The Social Workers Council has achieved most of its regulatory role in 2022 as per its regulatory framework.
However, the Council needed to upgrade its laws to make it more modern in which consultations was done.

Part of the budget of the council was aimed towards catering for the sensitisation work of the new Act.

This would have included workshops and media publicity.

As there were still work to be done before the Act is completed, the budget for sensitisation was not used.
The remaining work of the council is in the recruitment of an “expert” locally or foreign to review the Act before the Council can sent it to the AG’s office for drafting.

This is to be the focus in 2023 with the support from the Procurement Unit.

508 INVESTMENT, ENTREPRENEURSHIP AND INDUSTRY PORTFOLIO 509 Ministry of Investment, Entrepreneurship and Industry 1.
Summary of Preliminary Outturn SR'000s Budget Revised Budget Preliminary Outturn Compensation of Employees 2022 P1:Governance, Management and Administration P2: Policy, Planning, Monitoring & Evaluation and Management Information System P3:Science, Technology and Innovation Total 6,687 3,262 4,154 14,103 6,225 2,594 4,485 13,303 6,488 1,418 4,872 12,778 3,411 1,353 2,165 6,929 Use of Goods and Services 3,077 64 2,054 5,196 Capital - - 652 652 Variance Revised Budget to Outturn -4.2% 45.3% -8.6% 4.0% 2.
Strategic Overview of Entity Mandate The Ministry of Investment, Entrepreneurship and Industry is responsible for investment, entrepreneurship and business related affairs.

Its core objectives are to promote greater economic activities in the country to create wealth, help increase domestic revenue collection, have a positive impact on Balance of Payments, and reduce level of unemployment in the country.
Strategic Priorities in 2022 to 2024 Strategic Priorities Results Achieved (Yes/No) Programs or Sub- programs Impacted 1.

Develop an Investment and Entrepreneurship framework and strategy: • Develop institutional infrastructures to support Entrepreneurship; • Promote investments through public-private partnerships in value addition units and for the processing of surpluses; and • Develop institutional arrangements to support locally made products and exports; P2 No No No 2.
Streamline and digitalise investment services: • Promote investments in Seychelles, and particularly, in products and services for both local and export markets; and • Promote investments in Tourism Leisure Activities; Yes P2 Explanation of Results for priorities not achieved It is still in the initial phase - MIEI needs to develop an implementation plan for the development of institutional infrastructures to support Entrepreneurship.


The PPP (Tool to facilitate the process) is still on-going because there are no established regulations already in place, thus the framework is being developed based on tools provided by the World Bank and MIEI is also limited in terms of expertise.
The launching of Seychelles Made program under this strategic priority has not been achieved yet due to the draft law still being reviewed by the AG’s Office.

Some programs under streamlining and digitalization of services are still on-going as a consequence of inconsistency in digitalization within the different government entities and non-existence of the necessary legislative framework to facilitate digitalization.
510 Strategic Priorities Results Achieved (Yes/No) Programs or Sub- programs Impacted Explanation of Results for priorities not achieved 3.
Establish a National STI Plan: • Educate and create awareness on STI to businesses; • Introduce incentive mechanisms to promote science, technology and innovation; • Set up and maintain a repository for research; and • Develop digital entrepreneurship strategy as part of the digital economy agenda; and Yes No Yes Yes P3 The current STI policy is being reviewed by UNCTAD and it is due to complete in July 2023.

Based on the reviewed policy, new strategies will be developed to establish the National STI plan.
4.

Facilitate the creation of facilities for product development.

; There’s provisional space at Providence to facilitate the creation of product development.

However, this is very much limited.

Source: Report Strategic Priorities from PPBB Statement 2022 – 2024 published in 2022 Budget Book1 Yes P3 3.
Budget Overview Consolidated Expenditure Outturn Table 1 Consolidated expenditure outturn R'000s 2021 Audited Outturn 2022 Budget Revised Budget Preliminary Outturn Variance Revised Budget to Outturn Programmes P1:Governance, Management and Administration P2: Policy, Planning, Monitoring & Evaluation and Management Information System P3:Science, Technology and Innovation Total Economic Classification CURRENT EXPENDITURE Compensation of Employees Wages and Salaries in Cash Wages and Salaries in Kind Use of Goods and Services Office Expenses Transportation and Travel cost Maintenance and Repairs Materials and Supplies Other Uses of Goods and Services Minor Capital Outlays CAPITAL EXPENDITURE Non-financial Assets Building and Infrastructure Machinery and Equipment Other Fixed Assets Non-produced Assets Total 4,628 6,687 6,225 6,488 -4.2% 1,586 3,262 2,594 1,418 45.3% 3,977 10,191 10,049 6,219 6,219 231 3,829 1,132 259 112 4 1,994 96 143 143 - - - 143 10,191 4,154 14,103 14,103 9,305 9,305 480 4,798 1,389 311 100 18 2,197 304 - - - - - - 14,103 4,485 13,303 13,303 8,086 8,086 480 5,217 1,389 311 100 18 2,235 684 - - - - - - 13,303 4,872 12,778 12,125 6,929 6,929 420 5,196 1,452 405 82 5 2,240 591 652 652 - - - 652 12,778 -8.6% 4.0% 8.9% 14.3% 14.3% 12.5% 0.4% -4.6% -30.4% 17.7% 69.9% -0.2% 13.7% -100.0% -100.0% 0.0% 0.0% 0.0% -100.0% 4.0% 511 4.
Programme Performance Programme 1: Governance, Management and Administration The purpose of the programme is to ensure the availability of appropriate resources allocated for the achievement of the Ministry’s mandate and associated responsibilities.
The programme comprises the following sub-programmes:  Sub-programme 1 Minister’s Secretariat: Ensures the availability of appropriate resources to ensure the achievement of the Minister’s mandate and associated responsibilities; and  Sub-programme 2 Management and Administration: Ensures effective and efficient allocation of resources to the other programmes to enable them to perform their daily tasks efficiently.
Programme Expenditure Performance Table 2 Consolidated programme expenditure performance SR'000s Programmes SP:1 Minister’s Secretariat SP:2 Management and Administration Total Economic Classification CURRENT EXPENDITURE Compensation of Employees Wages and Salaries in Cash Wages and Salaries in Kind Use of Goods and Services Office Expenses Transportation and Travel cost Maintenance and Repairs Materials and Supplies Other Uses of Goods and Services Minor Capital Outlays CAPITAL EXPENDITURE Non-financial Assets Building and Infrastructure Machinery and Equipment Other Fixed Assets Non-produced Assets 2021 Audited Outturn Budget 2022 Revised Budget Preliminary Outturn Variance Revised Budget to Outturn 1,592 3,036 4,628 4,628 2,531 2,531 117 2,098 518 219 93 4 1,082 66 - - - - - - 3,687 3,000 6,687 6,687 3,636 3,636 348 3,051 915 208 62 14 1,434 70 - - - - - - 3,187 3,038 6,225 6,225 3,136 3,136 348 3,089 915 208 62 14 1,472 70 - - - - - - 2,727 3,761 6,488 6,488 3,411 3,411 348 3,077 1,062 213 41 5 1,350 58 - - - - - - 14.4% -23.8% -4.2% -4.2% -8.8% -8.8% 0.0% 0.4% -16.1% -2.5% 34.3% 60.0% 8.3% 17.1% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% Total 4,628 6,687 6,225 6,488 -4.2% P2: Policy, Planning, Monitoring & and Management Information System The purpose of the programme is to formulate and monitor policies, legislations and initiatives for the development of a conducive business environment that will spur generation of wealth and creation of employment.
512 Performance against Programme Strategic Objectives and Measures The table below sets out the performance of the programme against the performance measures and targets set for 2022.

Table 3 Performance measures for programme Programme: P2: Policy, Planning, Monitoring & Evaluation and Management Information System Outcome indicator 2021 Outturn Target 2022 Revised Target Outturn Outcome 1: 1.

Seychelles Made membership N/A N/A 10 0 2.


Growth of local production (SR Million) -2% 2% 0% 1.37% Explanation of Difference between Targets and Outturn Seychelles Made has not yet been launched Data as of Q3 2021 vs Q3 2022 and it has shown a positive trend, which is better than our expectation.

The Ministry has been pushing for more local production by the Cinnamon sector relaunch as part of an initiative to increase local production which could be the reason for this increase.
Contributing indicators 2021 Outturn Target 2022 Revised Target Outturn Explanation of Difference between Targets and Outturn 1.

Growth of value of export (SR Million) 6.48% 10% 0% -25.2% Production in canned tuna dropped by 26.2% and since the tuna can is the most significant contributor of our exports this has led to the over drop.

This is data as of Sep 2022.


Outcome 2: Outcome indicator 2021 Outturn Target 2022 Revised Target Outturn Explanation of Difference between Targets and Outturn 1.Growth of Gross Domestic Product (GDP) 1.84% 3% 0% 14% 2.

Number of new license issued 1248 1000 1595 1403 3.Number of days taken to start a business 26 days 28 days 29 days 12 days Contributing indicators 2021 Outturn Target 2022 Revised Target Outturn 1.

Growth of value of local production.


(SR Million) 2% 2% 0% 1.37% Post covid-19, 2022 was a year of settlement and the service sector started to pick up significantly which has led to the upward trend in the GDP and this was above expectation as the past of the return has been better than expected.

The revised target was not met; however, the figure reflects an achievement of 88% of the revised target.

However, it reflects a 12% improvement over the 2021’s outturn.
There has been a significant improvement at the RG office that now only take 1 day to process a registration of a company, besides this there also has been improvements at the SLA where they take only 11 days on average to get a license.

These improvements have led to this improvement.

Explanation of Difference between Targets and Outturn Data as of Q3 2021 vs Q3 2022 and it has shown a positive trend, which is better than expected.
The Ministry has been pushing for more local production by the Cinnamon sector relaunch as part of an initiative to increase local production which could be the reason for this increase.
513 Outcome 2: Outcome indicator 2021 Outturn Target 2022 Revised Target Outturn Explanation of Difference between Targets and Outturn 2.Growth of value of Export (SR million) 6.48% 10% 0% -25.2% Production in canned tuna dropped by 26.2% and since the tuna can is the most significant contributor of our exports this has led to the over drop.

This is data as of Sep 2022.
Programme Expenditure Performance Table 4 Consolidated programme expenditure performance SR'000s Programmes P2: Policy, Planning, Monitoring & Evaluation and Management Information System Total Economic Classification CURRENT EXPENDITURE Compensation of Employees Wages and Salaries in Cash Wages and Salaries in Kind Use of Goods and Services Office Expenses Transportation and Travel cost Maintenance and Repairs Materials and Supplies Other Uses of Goods and Services Minor Capital Outlays CAPITAL EXPENDITURE Non-financial Assets Building and Infrastructure Machinery and Equipment Other Fixed Assets Non-produced Assets Total Justification: 2021 Audited Outturn Budget 2022 Revised Budget Preliminary Outturn Variance Revised Budget to Outturn 1,586 1,586 1,586 1,270 1,270 - 317 201 0 - - 107 9 - - - - - - 3,262 3,262 3,262 3,167 3,167 - 95 55 20 - - 10 10 - - - - - - 2,594 2,594 2,594 2,499 2,499 - 95 55 20 - - 10 10 - - - - - - 1,418 1,418 1,418 1,353 1,353 - 64 21 23 - - 10 10 - - - - - - 45.3% 45.3% 45.3% 45.8% 45.8% 0.0% 32.2% 61.9% -17.0% 0.0% 0.0% -1.5% 1.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 1,586 3,262 2,594 1,418 45.3% The programme encountered delays in recruitment in view of the limitations of the scheme of service which did not allow favorable salary packages for the quality of staff required.
This in turn impacted the use of resources budgeted to accommodate the new recruits.

On the other hand, the staff of this programme were required to attend overseas missions linked to the activities that the Ministry was either leading or assisting.

More resources were thus required to be allocated to transportation and travels.

Key challenges encountered within 2022:  Participation and buy-in from MDA’s within the business ecosystem.
 AG office resource allocation 514  Delays on the end of the funding partners  Technical capacity and resource constraints internally  Level of digitalization within all of government.

Programme 3: Science, Technology and Innovation The purpose of the programme is to create a conducive environment and conditions to foster and develop a scientific, technological and innovative culture for industrial growth and co-ordination between scientists, researchers, innovators and investors.
Performance against Programme Strategic Objectives and Measures The table below sets out the performance of the programme against the performance measures and targets set for 2022.
Table 5 Performance measures for programme Programme: Outcome: Outcome indicator P3:Science, Technology and Innovation 2021 Outturn Target 2022 Revised Target Outturn Explanation of Difference between Targets and Outturn Delay in getting the legal framework to set up the National Research Foundation (NRF) as well as the Research and Innovation Fund.

The 2022 R&D Survey result is not yet published.

Expected results in July 2023 and provisional figure of 0.4% will be updated accordingly.
Explanation of Difference between Targets and Outturn N/A 8 2 0 N/A 2% 0.40% 0.40% 2021 Outturn Target 2022 Revised Target Outturn N/A 150 35 N/A Data not available 1.

Number of research proposals peer-reviewed and approved for funding per quarter 2.

Gross Domestic Expenditure on Research and Experimental Development (GERD) in percentage Contributing indicators 1.
Gross Domestic Expenditure on Research and Experimental Development (GERD) in percentage 1.Number of successful commercialized ventures per year N/A 2 - - The BTI were launched on the 14th November 2022; Therefore, there are no baseline figures for comparison.

The incubation process starts with: i) Pre-incubation ii) Incubation iii) Post-incubation iv) Commercialization It is therefore, important, that the indicator reflects the stages in the process e.g.
number of start-ups in pre-incubation, incubation to commercialization.

It is also to note that the incubation periods depend on the nature of the cluster e.g.

a start-up in manufacturing on average will incubate for 2 years whilst a start-up in digital cluster may have a shorter incubation period.

Contributing indicators 2021 Outturn Target 2022 Revised Target Outturn Explanation of Difference between Targets and Outturn 1.
Number of incubates reaching commercialisation per year N/A 6 - - The BTI were launched on the 14th November 2022; Therefore, there are no baseline figures for comparison 515 Programme Expenditure Performance Table 6 Consolidated programme expenditure performance SR'000s Programmes P3:Science, Technology and Innovation Total Economic Classification CURRENT EXPENDITURE Compensation of Employees Wages and Salaries in Cash Wages and Salaries in Kind Use of Goods and Services Office Expenses Transportation and Travel cost Maintenance and Repairs Materials and Supplies Other Uses of Goods and Services Minor Capital Outlays CAPITAL EXPENDITURE Non-financial Assets Building and Infrastructure Machinery and Equipment Other Fixed Assets Non-produced Assets 2021 Audited Outturn 2022 Budget Revised Budget Preliminary Outturn Variance Revised Budget to Outturn 3,977 3,977 3,834 2,419 2,419 114 1,415 413 41 20 - 805 22 143 143 - - - 143 4,154 4,154 4,154 2,502 2,502 132 1,652 419 83 38 5 753 224 - - - - - - 4,485 4,485 4,485 2,452 2,452 132 2,033 419 83 38 5 753 604 - - - - - - 4,872 4,872 4,219 2,165 2,165 72 2,054 370 169 42 - 879 523 652 652 - - - 652 -8.6% -8.6% 5.9% 11.7% 11.7% 45.5% -1.0% 11.7% -103.5% -9.3% 100.0% -16.8% 13.5% -100.0% -100.0% 0.0% 0.0% 0.0% -100.0% Total 3,977 4,154 4,485 4,872 -8.6% 516 Enterprise Seychelles Agency 1.
Summary of Preliminary Outturn SR'000s Budget Revised Budget Preliminary Outturn Compensation of Employees 2022 Use of Goods and Services Capital Variance Revised Budget to Outturn P1: Governance, Management & Administration P2: Business Development & Promotion Services P3: Business Development, Intelligence and Promotion Total 4,559 4,559 1,549 1,549 2,586 8,694 2,586 8,694 4,365 1,941 2,239 8,545 1,977 2,388 - 4.3% 308 1,149 484 -25.3% 1,690 3,975 550 4,087 - 13.4% 484 1.7% 2.
Strategic Overview of Entity Mandate The mandate of the Enterprise Seychelles Agency (ESA) is to implement policies and strategies of Government relating to micro, small and medium enterprises and to provide them with the necessary services and support.

Strategic Priorities in 2022 to 2024 Strategic Priorities 1.

Implement new policies geared towards MSME development; 2.
Establish an effective database system to record applicable data of MSMEs that will allow evidence- based policy formulation that address the needs of MSMEs; 3.

Provide capacity building to enhance the skills and knowledge of MSMEs in priority sectors and new emerging sectors/industries geared towards diversifying the economy; Results Achieved (Yes/No) Programs or Sub- programs Impacted No No P3 P3 Yes P3 4.
Implement a robust monitoring and evaluation system to monitor the impact of trainings held; Partially P3 5.

Increase business development opportunities (through hosting of events, capacity building, etc.)

to enhance the generation of wealth and creation of employment; 6.

Through partnership with the Division of Science, Technology and Innovation (STI), establish a culture of innovation through the use of research and development to make businesses more resilient; 7.
Assist in the development of the manufacturing sector; and 8.

Allocate affordable spaces to MSMEs.

Yes P3 Yes Partially No P3 P3 P2 Explanation of Results for priorities not achieved The policies are still in draft stages including those that needs to be presented to Cabinet in May this year No discussion was made with regards to database and staff within the BI section resigned Feedback form provided, however a M&E system will be developed to assess the impact of training.
In terms of the budget itself, although the objective has not been fully met it has not had a negative impact on the budget allocation A practical uniform training was done at SIDOL; manufacturing of cloth.

Tender process under review Source: Report Strategic Priorities from PPBB Statement 2022 – 2024 published in 2022 Budget Book 517 3.
Budget Overview Receipts Outturn Table 1 Receipts outturn SR’000s Receipts transferred to Consolidated Fund Rental of Building Processing Fees Trade Fairs Sales of Tender Documents Total Justification: 2021 Audited Outturn 2022 Variance Budget Revised Budget Preliminary Outturn Revised Budget to Outturn 1,281 1,166 4 111 - 1,281 2,199 1,981 15 203 - 2,199 2,768 2,500 18 250 - 2,768 2,392 2,021 20 347 4 2,392 -13.6% -19.2% 13.3% 38.9% 100.0% -13.6%  Rental of Building: More revenue collected than initially budgeted due to tenants clearing and reducing their arrears.
However, ESA did not manage to meet revised budget as there were 2 shops which remained vacant and some debtors did not manage to clear their arrears.

 Processing Fees: More revenues collected for processing fees due to more activities organized by ESA and higher participation in ESA training compared to expectation.

 Trade Fairs: Increase in revenue collected for Trade fairs due to more vendors signing contract with ESA at the Beau Vallon.
 Sales of Tender Documents: Unexpected revenue collected for tender of one shop at Camion Hall and Esplanade kiosk due to tenants ending their contract with ESA.
Consolidated Expenditure Outturn Table 2 Consolidated expenditure outturn SR'000s Programmes P1: Governance, Management & Administration P2: Business Development & Promotion Services P3: Business Development, Intelligence and Promotion Total Economic Classification CURRENT EXPENDITURE Compensation of Employees Wages and Salaries in Cash Wages and Salaries in Kind 2021 Audited Outturn 2022 Budget Revised Budget Preliminary Outturn Variance Revised Budget to Outturn 4,784 1,057 2,170 8,012 7,854 4,124 4,124 - 4,559 1,549 2,586 8,694 8,694 5,380 5,380 - 4,559 1,549 2,586 8,694 8,694 4,549 4,549 - 4,365 1,941 4.3% -25.3% 2,239 13.4% 8,545 1.7% 8,061 3,975 3,975 - 7.3% 12.6% 12.6% 0.0% 518 SR'000s 2021 Audited Outturn 2022 Budget Revised Budget Preliminary Outturn Use of Goods and Services Office Expenses Transportation and Travel cost Maintenance and Repairs Materials and Supplies Other Uses of Goods and Services Minor Capital Outlays CAPITAL EXPENDITURE Non-financial Assets Building and Infrastructure Machinery and Equipment Other Fixed Assets Non-produced Assets 3,730 1,383 187 401 - 1,676 83 157 157 - - - 157 3,315 1,475 135 534 - 1,029 143 - - - - - - 4,145 1,499 151 534 - 1,819 143 - - - - - - 4,087 1,461 209 572 15 1,671 158 484 484 - - - 484 Variance Revised Budget to Outturn 1.4% 2.5% -38.8% -7.2% -100.0% 8.1% -11.2% -100.0% -100.0% 0.0% 0.0% 0.0% -100.0% Total 8,012 8,694 8,694 8,545 1.7% 4.
Programme Performance Programme 1: Governance, Management and Administration The purpose of the programme is to ensure effective management of the Agency, by providing support services and adequate resources by the Secretarial Office and the Human Resource staff to the other sections to perform their daily tasks efficiently; and ensure good recording of the office assets and maintenance of employees' files.
Performance against Programme Strategic Objectives and Measures The table below sets out the performance of the programme against the performance measures and targets set for 2022.
Table 3 Consolidated programme expenditure performance SR'000s 2021 Audited Outturn Budget 2022 Revised Budget Preliminary Outturn Variance Revised Budget to Outturn Programmes P1: Governance, Management & Administration Total 4,784 4,784 4,559 4,559 Economic Classification CURRENT EXPENDITURE Compensation of Employees Wages and Salaries in Cash Wages and Salaries in Kind 4,784 2,510 2,510 - 4,559 2,126 2,126 - 4,559 4,559 4,559 2,126 2,126 - 4,365 4,365 4.3% 4.3% 4,365 1,977 1,977 - 4.3% 7.0% 7.0% 0.0% 519 SR'000s Use of Goods and Services Office Expenses Transportation and Travel cost Maintenance and Repairs Materials and Supplies Other Uses of Goods and Services Minor Capital Outlays CAPITAL EXPENDITURE Non-financial Assets Building and Infrastructure Machinery and Equipment Other Fixed Assets Non-produced Assets 2021 Audited Outturn Budget 2022 Revised Budget Preliminary Outturn Variance Revised Budget to Outturn 2,274 1,292 50 341 - 508 83 - - - - - 2,433 1,375 45 265 - 606 143 - - - - - - 2,433 1,375 45 265 - 606 143 - - - - - - 2,388 1,290 71 293 - 575 158 - - - - - - 1.9% 6.1% -57.4% -10.5% 0.0% 5.1% -11.2% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 4.3% Total 4,784 4,559 4,559 4,365 Programme 2: Property Management and Administration The purpose of the programme is to ensure allocation of space and the management and upkeep of properties under the management of ESA, and the management and administration of the Artisans Des Iles shops.
Performance against Programme Strategic Objectives and Measures The table below sets out the performance of the programme against the performance measures and targets set for 2022.
Table 4 Performance measures for programme Programme: Outcome: P2: Property Management and Administration Outcome indicator 2021 Outturn Target 2022 Revised Target Outturn Explanation of Difference between Targets and Outturn 1.Revenue collection (‘000) in SCR 3,819 2,500 3,100 8,024 Contributing indicators 2021 Outturn Target 2022 Revised Target Outturn 1.
Space occupancy rate 100% 100% 100% 96% With the relief of covid-19 both shop perform better than expected Explanation of Difference between Targets and Outturn There is one vacant shop at Camion Hall and one vacant kiosk at Esplanade Programme Expenditure Performance Table 5 Consolidated programme expenditure performance SR'000s Programmes P2: Business Development & Promotion Services Total 2021 Audited Outturn Budget 2022 Revised Budget Preliminary Outturn Variance Revised Budget to Outturn 1,057 1,057 1,549 1,549 1,549 1,549 1,941 1,941 -25.3% -25.3% 520 SR'000s Economic Classification CURRENT EXPENDITURE Compensation of Employees Wages and Salaries in Cash Wages and Salaries in Kind Use of Goods and Services Office Expenses Transportation and Travel cost Maintenance and Repairs Materials and Supplies Other Uses of Goods and Services Minor Capital Outlays CAPITAL EXPENDITURE Non-financial Assets Building and Infrastructure Machinery and Equipment Other Fixed Assets Non-produced Assets Total Justification: 2021 Audited Outturn Budget 2022 Revised Budget Preliminary Outturn Variance Revised Budget to Outturn 1,057 - - - 1,057 - - 60 - 997 - - - - - - - 1,549 1,058 1,058 - 492 - - 269 - 223 - - - - - - - 1,549 327 327 - 1,222 - - 269 - 953 - - - - - - - 1,457 308 308 - 1,149 - 4 279 - 866 - 484 484 - - - 484 5.9% 5.8% 5.8% 0.0% 6.0% 0.0% -100.0% -3.9% 0.0% 9.2% 0.0% -100.0% -100.0% 0.0% 0.0% 0.0% -100.0% 1,057 1,549 1,549 1,941 -25.3% The Agency has benefitted from the Seychelles’ Conservation Climate
 Adaptation Trust (SeyCCAT)’s Blue Grants Fund 3.
The grant is being used towards the implementation of a Blue Economy project entitled “Entrepreneurship Development in the Blue Economy Sector – Advocate capacity building for MSMEs and staff to sustain, grow and create awareness amongst this evolving sector”.

Also, a grant was received for Production of Marine park merchandise from Seychelles Park & Garden Agency to cater for the joint training for the production of souvenirs which will be sold at the Curieuse marine park.
Programme 3: Business Development, Intelligence and Promotion The purpose of the programme is to implement the policies and strategies of ESA in relation to MSMEs, and to collect, manage and manipulate data in relation to businesses that will be relevant for statistical purposes and policy decisions.
The programme comprises the following sub-programmes:  Sub-programme 1 Education and Sensitisation: Develops and implements educational workshops and trainings to increase sensitisation of MSMEs and educational institutions; and  Sub-programme 2 Events: Develops and oversees marketing strategies for the promotion and development of MSMEs’ products and services.
521 Performance against Programme Strategic Objectives and Measures The table below sets out the performance of the programme against the performance measures and targets set for 2022.
Table 6 Performance measures for programme Programme Expenditure Performance Programme: P3:Business Development, Intelligence & Promotion Outcome indicator 2021 Outturn Target 2022 Revised Target Outturn Explanation of Difference between Targets and Outturn Assistance offered to MSMEs 3108 2200 2500 8052 8052 businesses and individuals were assisted, being 2076 walk-ins and 5976 telephone calls.
Contributing indicators 2020 Outturn Target 2021 Revised Target Outturn Explanation of Difference between Targets and Outturn P3:Business Development, Intelligence & Promotion Number of trainings held in the emerging sectors/ industries 7 9 9 8 Number of MSMEs trained 129 130 130 113 the 3 Day training under the Blue Economy sector (SeyCCAT BGF) was cancelled due to the unavailability of stock holder, Dr. Zimbroff as he was not able to travel due to the pandemic.
The targeted number of participants trained differ from the turned out number was due to lack of advertisement as well as some setbacks of the pandemic.
Table 7 Consolidated programme expenditure performance SR'000s Programmes SP1: Education and Sensitisation SP2:Events Total Economic Classification CURRENT EXPENDITURE Compensation of Employees Wages and Salaries in Cash Wages and Salaries in Kind Use of Goods and Services Office Expenses Transportation and Travel cost Maintenance and Repairs Materials and Supplies Other Uses of Goods and Services Minor Capital Outlays CAPITAL EXPENDITURE Non-financial Assets Building and Infrastructure Machinery and Equipment 2021 Audited Outturn Budget 2022 Revised Budget Preliminary Outturn Variance Revised Budget to Outturn 1,777 393 2,170 1,845 741 2,586 1,845 741 2,586 2,013 1,614 1,614 - 399 91 137 - - 171 - 157 157 - - 2,586 2,196 2,196 - 390 100 90 - - 200 - - - - - 2,586 2,096 2,096 - 490 124 106 - - 260 - - - - - 1,778 462 2,239 2,239 1,690 1,690 - 550 170 134 - 15 230 - - - - - 3.6% 37.7% 13.4% 13.4% 19.4% 19.4% 0.0% -12.3% -37.4% -27.2% 0.0% -100.0% 11.4% 0.0% 0.0% 0.0% 0.0% 0.0% 522 SR'000s 2021 Audited Outturn Budget 2022 Revised Budget Preliminary Outturn Variance Revised Budget to Outturn Other Fixed Assets Non-produced Assets - 157 - - - - - - 0.0% 0.0% Total Justification: 2,170 2,586 2,586 2,239 13.4% The underspending is due to resignation of the Senior Development Officer in October and delay in recruiting a replacement.
Also savings under Other uses of Goods and Services is because some activities were organized in collaboration with Private businesses and also catered for some expenses.

523 Industrial Estates Authority 1.


Summary of Preliminary Outturn SR'000s Budget Revised Budget Preliminary Outturn Compensation of Employees 2022 Use of Goods and Services Capital Variance Revised Budget to Outturn P1:Governance, Management & Administration P2:Estates Management Total 6,303 6,303 48,871 55,174 60,345 66,647 6,518 44,691 51,209 2,911 1,887 4,797 3,607 854 4,462 - 41,950 41,950 -3.4% 25.9% 23.2% 2.
Strategic Overview of Entity Mandate The mandate of the Industrial Estates Authority (IEA) is to facilitate the development of a diversified industrial estate through the creation of an enabling environment guided by government policies and strategies in relation to industrial estates and micro enterprise premises.

Strategic Priorities in 2022 to 2024 Strategic Priorities 1.

Strengthen the capacity of IEA through digitalisation and automation to ensure timely revenue collection; 2.
Speed up infrastructure project implementation of Eve Island, Zone 20 bulk infrastructure, Zone 6, and Zone 20 extensions; 3.

Maintain and upgrade current infrastructure on the industrial estates, including the maintenance and upkeep of enterprise centres; 4.

Source alternative financing for implementation of projects; 5.

Identify land for industrial related uses across the Seychelles, including the outer islands; and 6.
Encourage Public-Private Partnerships (PPP’s) to realise projects including the materialising of the “One District, One Project” and reclamation of land.

Results Achieved (Yes/No) Programs or Sub- programs Impacted Yes P1, SP2.1 Yes P2 Explanation of Results for priorities not achieved The Excel master list data has been imported to the new acquired software.

The account receivable module has been customised and will go live in March 2023 Exit road on Zone 20 has been completed.
Zone 6 contract has been awarded and job started.

Eve Island is still work in progress.

Yes P2 Toilet at container workshops has been re-roofed maintained.

No P1, P2 IEA still awaits grants from foreign countries through the Ministry of Foreign Affairs.

Yes SP2.1 48 plots on tender on Eve Island, 23 plots on tender on Zone 20 extension.

Yes P1,P2 IEA has signed one MOU in 2022, the agency is finalising a few survey for more plots to be ready.
Source: Report Strategic Priorities from PPBB Statement 2022 – 2024 published in 2022 Budget Book1 524 3.
Budget Overview Receipts Outturn Table 1 Receipts outturn SR'000s Receipts transferred to Consolidated Fund Transaction Fees Rent SME Building Providence Long Term Lease - Land & Building Total Justification: 2021 Audited Outturn 21,505 - 5,712 15,793 21,505 2022 Budget Revised Budget Preliminary Outturn 17,751 - 5,633 12,118 17,751 19,133 - 5,633 13,500 19,133 30,660 5,171 5,651 19,838 30,660 Variance Revised Budget to Outturn 60.2% 100.0% 0.3% 46.9% 60.2% Industrial Estate Authority began charging 12.5% on all parcel sales in 2022.
The increase is primarily due to the IEA's efforts to reduce accumulated debt.

However, revenue from the rental of SME buildings fell slightly.

The main cause of the decrease is strict measures against non-paying tenants.

The Authority had to take drastic measures to evict and prosecute clients who continued to accumulate debt.
Consolidated Expenditure Outturn Table 2 Consolidated expenditure outturn SR'000s 2021 Audited Outturn 2022 Budget Revised Budget Preliminary Outturn Programmes P1:Governance, Management & Administration P2:Estates Management Total Economic Classification CURRENT EXPENDITURE Compensation of Employees Wages and Salaries in Cash Wages and Salaries in Kind Use of Goods and Services Office Expenses Transportation and Travel cost Maintenance and Repairs Materials and Supplies Other Uses of Goods and Services Minor Capital Outlays CAPITAL EXPENDITURE Non-financial Assets Building and Infrastructure Machinery and Equipment Other Fixed Assets Non-produced Assets Total 9,732 22,905 32,637 10,362 3,653 3,653 - 6,709 707 62 459 2 4,959 521 22,275 22,275 22,275 - - - 32,637 6,303 48,871 55,174 13,153 5,228 5,228 - 7,925 813 102 584 5 6,387 33 42,022 42,022 42,022 - - - 55,174 6,303 60,345 66,647 12,303 5,228 5,228 - 7,075 813 102 584 5 5,537 33 54,345 54,345 54,345 - - - 66,647 6,518 44,691 51,209 9,259 4,797 4,797 - 4,462 788 108 345 37 2,902 281 41,950 41,950 41,950 - - - 51,209 Variance Revised Budget to Outturn -3.4% 25.9% 23.2% 24.7% 8.2% 8.2% 0.0% 36.9% 3.1% -6.0% 40.9% -649.3% 47.6% -744.1% 22.8% 22.8% 22.8% 0.0% 0.0% 0.0% 23.2% 525 Justification: One of the biggest achievement is the collection of almost 30 million in revenue.
The Authority has three major Capital Projects in progress, Zone 20 bulk infrastructure, Zone 6 road and drainage infrastructure and Eve Island road and drainage infrastructure.

The land use plan for Eve Island has been completed and ready for tender of plots.

The master list register has been uploaded to the new Property Management software and customization of the Accounts Receivable module started and well underway.

4.
4.

Programme Performance Programme 1: Governance, Management and Administration The purpose of the programme is to ensure efficient and effective allocations of resources and guidance to allow for the smooth running of daily operations.
Programme Expenditure Performance Table 3 Consolidated programme expenditure performance SR'000s Programmes P1:Governance, Management & Administration Total Economic Classification CURRENT EXPENDITURE Compensation of Employees Wages and Salaries in Cash Wages and Salaries in Kind Use of Goods and Services Office Expenses Transportation and Travel cost Maintenance and Repairs Materials and Supplies Other Uses of Goods and Services Minor Capital Outlays CAPITAL EXPENDITURE Non-financial Assets Building and Infrastructure Machinery and Equipment Other Fixed Assets Non-produced Assets Total 2021 Audited Outturn 2022 Budget Revised Budget Preliminary Outturn Variance Revised Budget to Outturn 9,732 9,732 6,905 1,917 1,917 - 4,988 560 62 81 2 3,763 521 2,827 2,827 2,827 - - - 9,732 6,303 6,303 6,303 2,855 2,855 - 3,448 546 102 77 5 2,685 33 - - - - - - 6,303 6,303 6,303 2,855 2,855 - 3,448 546 102 77 5 2,685 33 - - - - - - 6,518 6,518 -3.4% -3.4% 6,518 2,911 2,911 - 3,607 612 108 47 0 2,559 281 - - - - - - -3.4% -2.0% -2.0% 0.0% -4.6% -12.2% -6.0% 39.3% 90.7% 4.7% -744.1% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 6,303 6,303 6,518 -3.4% 526 Programme 2: Estates Management The purpose of the programme is to ensure the effective and efficient running of the industrial estates and micro-enterprise premises The programme comprises the following sub-programmes:  Sub-programme 1 Lease Management, Enforcement and Inspectorate: Ensures the proper management of leases on industrial lands and workshop space in micro enterprise premises,
 acts as the Authority’s liaison unit on industrial issues, and also ensures the enforcement of all conditions, regulations and laws which govern the development of the industrial sector; and  Sub-programme 2 Properties Management: Ensures that all projects are satisfactorily implemented and ensures the proper maintenance and beautification of public infrastructure in industrial estates and micro enterprise premises; and ensures private sector investment in public infrastructure and related services (PPPs).
Performance against Programme Strategic Objectives and Measures The table below sets out the performance of the programme against the performance measures and targets set for 2022.

Table 4 Performance measures for programme Programme: Outcome: P2:Estates Management Increased sustainable industrial development 2021 Outturn Target 2022 Revised Target Outturn 85% 85% 88% Outcome indicator 1.
% of plots developed based on total number of plots available as at 1st January 2020 - 2020 Contributing indicators Outturn Target 2021 Revised Target Outturn Explanation of Difference between Targets and Outturn The increase has been due to the intensive campaign to inform lessees of their breach of agreement.

IEA gave extension of 6 to 12 months to their development clause.

Hence the increase in developed plots.


Explanation of Difference between Targets and Outturn SP1:Lease Management, Enforcement and Inspectorate 1.

% of industrial sites inspected per year 1.

% coverage of paved roads 2.
% of utilities connected - 87% 97% 99% 99% 99% SP2:Properties Management 90% 98% 90% 98% 90% 98% Programme Expenditure Performance Table 5 Consolidated programme expenditure performance SR'000s Programmes SP1:Lease Management, Enforcement and Inspectorate SP2:Properties Management Total Economic Classification 2021 Audited Outturn 2022 Budget Revised Budget Preliminary Outturn Variance Revised Budget to Outturn 1,452 21,453 22,905 1,859 47,013 48,871 1,859 58,486 60,345 1,600 43,090 44,691 13.9% 26.3% 25.9% 527 SR'000s CURRENT EXPENDITURE Compensation of Employees Wages and Salaries in Cash Wages and Salaries in Kind Use of Goods and Services Office Expenses Transportation and Travel cost Maintenance and Repairs Materials and Supplies Other Uses of Goods and Services Minor Capital Outlays CAPITAL EXPENDITURE Non-financial Assets Building and Infrastructure Machinery and Equipment Other Fixed Assets Non-produced Assets Total Justification: 2021 Audited Outturn 2022 Budget Revised Budget Preliminary Outturn Variance Revised Budget to Outturn 3,457 1,736 1,736 - 1,721 147 - 378 - 1,196 - 19,448 19,448 19,448 - - - 6,850 2,373 2,373 - 4,477 267 - 507 - 3,702 - 42,022 42,022 42,022 - - - 6,000 2,373 2,373 - 3,627 267 - 507 - 2,852 - 54,345 54,345 54,345 - - - 2,741 1,887 1,887 - 854 176 - 298 37 344 - 41,950 41,950 41,950 - - - 54.3% 20.5% 20.5% 0.0% 76.4% 34.2% 0.0% 41.2% 0.0% 88.0% 0.0% 22.8% 22.8% 22.8% 0.0% 0.0% 0.0% 22,905 48,871 60,345 44,691 25.9% Savings due to non-recruitment of funded post Project Manager,
 all security services were being re- tendered at a National Level.
With regards to Major Capital Projects, 3 of the major projects are still Work in Progress.

There has not been any impact in regards to staff.

The Authority gets the full support and corporation from the Seychelles Infrastructure Agency in terms of monitoring the projects.

The delay is due to Public Utility Corporation (PUC) getting delays in the procurement of electrical equipment which has direct impact on the project timeframe.

528 Seychelles Bureau of Standards 1.
Summary of Preliminary Outturn SR'000s Budget Revised Budget Preliminary Outturn Compensatio n of Employees Use of Goods and Services Capital 2022 P1:Governance, Management & Administration P2:Metrology & Conformity Assessment Services P3:Standardisation and Certification Services P4:Fish inspection and Quality Assurance Services Total 6,153 6,039 6,334 2,906 3,428 12,924 12,644 12,827 6,729 6,099 2,168 2,168 1,879 2,859 3,573 3,282 1,459 2,023 420 505 24,104 24,424 24,322 13,118 10,451 - - - 753 753 Varianc e Revised Budget to Outturn -4.9% -1.5% 13.3% 8.2% 0.4% 2.
Strategic Overview of Entity Mandate The mandate of the Seychelles Bureau of Standards (SBS) is to provide standardisation services, conformity assessment services (inspection, certification and testing) and metrology services to various stakeholders to enhance the country’s socio-economic development.

Strategic Priorities in 2022 to 2024 Results Achieved (Yes/No) Strategic Priorities Programs or Sub-programs Impacted 1.
Strengthen the testing services offered to stakeholders through the acquisition of new equipment in order to support local manufacturing and the export industry; Yes P2 Explanation of Results for priorities not achieved Strengthening the testing services were through acquisition and receipt of the following new equipment in 2022: a) A new High Performance Liquid Chromatograph (HPLC) equipment (HPLC) through funding under the SWIOFISH 3 Project to further support the testing of Histamine b) An Analytical Balance ABT-320-4NM to weigh laboratory reagents as well as the verification of micropipettes used by the laboratory.
c) A compression Machine for testing of Concrete Specimens (Blocks/Cubes) d) A Digital Penetrometer for Soil Analysis e) Various laboratory equipment such as pH meter, conductivity meter, refractometer, UV VIS Spectrometer and Analytical Balance for Honey Quality Analysis f) A new FID detector and injector to test cinnamon oil and other essential oils.
g) An Uninterrupted Power Supply (UPS) equipment to be used with the Automatic Hydrotest equipment for testing of refillable gas cylinders h) A 5 gallon Stainless Steel test Measure for volumetric verification of all fuel being sold at all 529 Strategic Priorities Results Achieved (Yes/No) Programs or Sub-programs Impacted Explanation of Results for priorities not achieved i) SEYPEC Petrol Station in line with the Weights & Measures Act j) A platform Scale of 1500kg to be used for calibration of 1 ton weights k) All materials has been received for the installation of exhaust and gas system for the inductively coupled plasma mass spectrometer (ICPMS for testing of trace elements in water & fish).
l) Procurement of a Single Quadrupole Coupled Plasma Mass Spectrometer (ICPMS testing equipment, however, there is a delay in receiving the new ICP MS from the supplier Shimadzu due to strict export controls on such equipment in Japan.

Based on last communication it is expected to be dispatched in March 2023.

Yes P3 The bureau currently has 62 ongoing projects in various fields and published 8 standards in 2022.

2.
2.

Develop and adopt national standards for products, processes and services to maintain the competence and accreditation of the SBS; 3.

Develop and enforce a new metrology legislation to ensure fair trade practices and consumer protection; 4.

Strengthen the fish inspection hazard analysis and critical control point (HACCP) audit services to support the fisheries sector; 5.
Empower local brands and encourage sales and consumption of local products though the Seychelles Made Certification Scheme; and No P2 Yes P4 No P3 6.

Increase awareness of stakeholders on the mandate and services offered by SBS.

Yes P1, P2, P3 & P4 further expert advice In view of the complexity of a metrology legislation, the bureau from a Southern African sought Development Community (SADC) legal Metrology on the draft metrology legislations.
Based on comments received, the bureau has started amending the draft documents.

A cabinet memorandum will be prepared by 1st week May 2023 for submission to cabinet of Ministers for approval so that the Auditor General’s office can draft the legislation in the Seychelles legal format.
Though experienced a fire incident with its building and a vehicle at the Fishing quay in March 2022, the staff of the Competent Authority remained focus on its service delivery whereby they been able to performed all the scheduled audits and sampling as per the established programme and issue of non-commercial certificates to the general public at the temporary location allocated to them at the main SBS at Providence.
The “Seychelles Made Brand” was not launched in 2022 as planned by the Ministry of Investment Entrepreneurship and Industry in view of certain delays encountered by the AGs Office in completing the drafting of the “Seychelles Made regulation”.

This project is still on going in 2023.

During the year 2022, the bureau has made use of various medium to promote its services to the general public and stakeholders.
Most of the occasions used are through press interview with newspapers and TV stations on the occasion of major events associated with SBS such as World Standards Day 2022, World Metrology Day 2022 and World Accreditation Day 2022.

The bureau also takes the opportunity to increase awareness whenever, it receives new laboratory testing equipment’s, regional recognitions or visit of various technical expert for capacity building.
The bureau continued to promote its services through direct communication with customers, social media and website.

Source: Report Strategic Priorities from PPBB Statement 2022 – 2024 published in 2022 Budget Book1 530 3.
Budget Overview Receipts Outturn Table 1 Receipts outturn SR'000s Receipts transferred to Consolidated Fund Micro Laboratory Environmental Laboratory Food Chemical Laboratory Chemical Laboratory Gas Cylinder Testing Centre Construction Material Laboratory National Metrology Laboratory Legal Metrology Unit Standardisation QMS Certification QMS Training CISTID Services Fish Inspection Total Justification: 2021 Audited Outturn Budget 2022 Revised Budget Preliminary Outturn Variance Revised Budget to Outturn 9,313 2,047 1,498 613 47 970 1,608 256 447 7 - 4 - 1,813 9,313 8,671 1,500 1,500 467 40 683 1,452 258 397 18 10 50 - 2,296 8,671 8,671 1,500 1,500 467 40 683 1,452 258 397 18 10 50 - 2,296 8,671 10,089 2,251 887 1,361 69 989 1,772 305 488 14 3 85 - 1,867 10,089 16.4% 50.1% -40.9% 191.3% 71.7% 44.8% 22.0% 18.2% 23.0% -24.0% -75.0% 70.0% 0.0% -18.7% 16.4% Microbiology Laboratory: Vacant posts in Microbiology Laboratory were filled and therefore, there were enough staff to carryout tests.
Laboratory accepted more samples.

Staff came to test samples during weekend whenever required.

Also new additional equipment such as new incubators, more vials additional refrigerator and freezer helped to accept and handle more samples.

Food Chemistry Laboratory: There was an increase in the number of fish establishments and export of fish and thus the demand for histamine analysis in fish.

Laboratory received more samples than 2021 for histamine test from various fish establishments.
Laboratory also started testing alcoholic beverages using the new Gas Chromatograph which was received last year.

These are the reasons for the increase in revenue generated by the Food Chemistry laboratory.

Chemical Analysis Laboratory: Started offering testing of sodium chloride in fish which increased the revenue generated by the laboratory compared to previous years.
Based on the incentive of Ministry to revamp the cinnamon and coconut oil industry, the laboratory also received an increase in number of request for various tests in these products Environmental laboratory: The Atomic Absorption Spectrometer (AAS) used for the testing of heavy metals in fish broke down and SBS had to send the equipment to the supplier in South Africa for repair.

Once the equipment was received back, the engineer from South Africa had to come down to do the installation.
This took some time and in the meantime laboratory could not test fish and this affected the revenue generation.

Apart from that a private laboratory who was also the main customer for heavy metal test started their own laboratory and this affected the number of samples received for heavy metal testing.

Heavy metal testing in fish is one of the main testing activities of the Environment Laboratory which generate revenue for the laboratory.
QMS Certification: One application was received in 2022 for the ISO 9001 QMS certification service.

531 QMS Training: Increased in the outturn is as a result of the series of ISO 9001 QMS training requested by the Ministry of Health.

Standardization: There was a slight increase in the number of standards sold to the stakeholders.
Gas Cylinder Testing Centre: Increased in the number of diving cylinders/LPG cylinders which are due for periodic inspection and/or testing for compliance to Mandatory Seychelles Standard SS11 which resulted in increase in revenue.

Legal Metrology Unit: Increased in the number of measuring/weighing instrument used in trade which are due for re-verification as well as new equipment and this has resulted in increase in revenue.
Construction Material Laboratory: Increased in the number of concrete cubes samples that need to be tested for compressive strength due to increasing number of construction project (big projects) taking place in the Seychelles.

This has therefore increase the revenue.

National Metrology Laboratory: Increased in the number of instruments which requires calibration and dosimeter for measurement of exposure to external ionizing radiation for certain Medical practitioners in Seychelles.
Fish Inspection & Quality Control: The forecasted target was based on the possibility of introducing a new revised fees for the FIQCU services, but unfortunately, the bureau got delayed to introduced the new fees and as a result, this unit did not achieve the set revenue target.
Consolidated Expenditure Outturn Table 2 Consolidated expenditure outturn R'000s Programmes P1:Governance, Management & Administration P2:Metrology & Conformity Assessment Services P3:Standardisation and Certification Services P4:Fish inspection and Quality Assurance Services Total 2021 Audited Outturn 2022 Budget Revised Budget Preliminary Outturn Variance Revised Budget to Outturn 5,057 12,249 2,084 2,651 22,041 6,153 12,924 2,168 2,859 24,104 6,039 12,644 2,168 3,573 24,424 6,334 12,827 1,879 3,282 24,322 -4.9% -1.5% 13.3% 8.2% 0.4% Economic Classification - - - - - CURRENT EXPENDITURE Compensation of Employees Wages and Salaries in Cash Wages and Salaries in Kind Use of Goods and Services Office Expenses Transportation and Travel cost Maintenance and Repairs Materials and Supplies Other Uses of Goods and Services Minor Capital Outlays 22,041 12,051 12,051 - 9,991 2,411 183 1,280 4,414 1,058 644 24,104 13,735 13,735 - 10,368 2,613 162 1,506 3,815 1,792 481 23,652 13,397 13,397 - 10,254 2,569 162 1,506 3,815 1,722 481 23,569 13,118 13,118 - 10,451 2,677 240 1,295 4,488 1,239 513 0.4% 2.1% 2.1% 0.0% -1.9% -4.2% -48.2% 14.0% -17.6% 28.0% -6.6% 532 R'000s CAPITAL EXPENDITURE Non-financial Assets Building and Infrastructure Machinery and Equipment Other Fixed Assets Non-produced Assets 2021 Audited Outturn 2022 Budget Revised Budget Preliminary Outturn - - - - - - - - - - - - 772 772 772 - - - 753 753 753 - - - Variance Revised Budget to Outturn 2.4% 2.4% 2.4% 0.0% 0.0% 0.0% Total 22,041 24,104 24,424 24,322 0.4%
 4.
Programme Performance Programme 1: Governance, Management and Administration The purpose of the programme is to effectively and efficiently manage the affairs of the Bureau through the implementation of government policies and directions, and ensuring the proper use of financial resources, development of the information systems, and the promotion of staff development.
Programme Expenditure Performance Table 3 Consolidated programme expenditure performance SR'000s Programmes P1:Governance, Management & Administration Total Economic Classification CURRENT EXPENDITURE Compensation of Employees Wages and Salaries in Cash Wages and Salaries in Kind Use of Goods and Services Office Expenses Transportation and Travel cost Maintenance and Repairs Materials and Supplies Other Uses of Goods and Services Minor Capital Outlays CAPITAL EXPENDITURE Non-financial Assets Building and Infrastructure Machinery and Equipment Other Fixed Assets Non-produced Assets 2021 Audited Outturn 2022 Budget Revised Budget Preliminary Outturn Variance Revised Budget to Outturn 5,057 5,057 5,057 2,190 2,190 - 2,868 1,743 39 484 2 513 87 - - - - - - 6,153 6,153 6,153 2,871 2,871 - 3,282 1,888 40 505 2 847 - - - - - - - 6,039 6,039 6,039 2,871 2,871 - 3,168 1,844 40 505 2 777 - - - - - - - 6,334 6,334 -4.9% -4.9% 6,334 2,906 2,906 - 3,428 2,030 42 637 - 673 45 - - - - - - -4.9% -1.2% -1.2% 0.0% -8.2% -10.1% -5.0% -26.2% 100.0% 13.3% -100.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% Total 5,057 6,153 6,039 6,334 -4.9% 533 Programme 2: Metrology and Conformity Assessment Services The objective of the programme is to provide inspection, testing and metrology services to meet standards and regulatory requirements.
Performance against Programme Strategic Objectives and Measures The table below sets out the performance of the programme against the performance measures and targets set for 2022.

Table 4 Performance measures for programme P2: Metrology & Conformity Assessment Services Programme: Outcome: 1.

Increased customer satisfaction of testing services 2.

Publication of a modern metrology law and accompanying regulation.
Contributing indicators 2021 Outturn Target 2022 Revised Target Outturn Explanation of Difference between Targets and Outturn P2: Metrology & Conformity Assessment Services Outcome indicator 1.

% of customer complaint in relation to turned-down tests 2.
Incidents of non- compliance to legislation 2021 Outturn Target 2022 Revised Target Outturn 10 0 8 5 8 5 1 0 Explanation of Difference between Targets and Outturn Out of the 2076 requests received, laboratory could not entertain 15 requests which is 0.72% of the total requests received in 2022.

0.72% is round off to 1.

Tests which we could not entertain were test for Legionella in water, Listeria and Vibrio in food and heavy metals in fish when the AAS breakdown.
Discrepancy identified in the recording process of non-complying products.

Issue is now resolved and increase in recorded outturn expected.
Programme Expenditure Performance Table 5 Consolidated programme expenditure performance SR'000s Programmes P2:Metrology & Conformity Assessment Services Total Economic Classification CURRENT EXPENDITURE Compensation of Employees Wages and Salaries in Cash Wages and Salaries in Kind Use of Goods and Services Office Expenses Transportation and Travel cost Maintenance and Repairs Materials and Supplies Other Uses of Goods and Services Minor Capital Outlays 2021 Audited Outturn 2022 Budget Revised Budget Preliminary Outturn Variance Revised Budget to Outturn 12,249 12,249 12,249 6,266 6,266 - 5,984 259 109 699 4,191 169 557 12,924 12,924 12,644 12,644 12,827 12,827 -1.5% -1.5% 12,924 7,115 7,115 - 5,809 241 78 812 3,657 560 461 12,644 6,835 6,835 - 5,809 241 78 812 3,657 560 461 12,827 6,729 6,729 - 6,099 280 162 494 4,484 231 447 -1.5% 1.6% 1.6% 0.0% -5.0% -16.2% -107.4% 39.1% -22.6% 58.7% 3.0% 534 SR'000s CAPITAL EXPENDITURE Non-financial Assets Building and Infrastructure Machinery and Equipment Other Fixed Assets Non-produced Assets 2021 Audited Outturn 2022 Budget Revised Budget Preliminary Outturn - - - - - - - - - - - - - - - - - - - - - - - - Variance Revised Budget to Outturn 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% Total 12,249 12,924 12,644 12,827 -1.5% Programme 3: Standardisation and Certification Services The purpose of the programme is to develop, implement and enforce Seychelles standards and certification of products, processes and systems in industry and commerce.
Performance against Programme Strategic Objectives and Measures The table below sets out the performance of the programme against the performance measures and targets set for 2022.

Table 6 Performance measures for programme Programme: Outcome: P3:Standardisation and Certification Services 1.

Increased number of standards published for industries 2.
Increased visibility of local products Contributing indicators 2021 Outturn Target 2022 Revised Target Outturn Explanation of Difference between Targets and Outturn P3: Standardisation and Certification Services 1.

Number of declared standards adopted by industries 2.

Number of active draft standards 5 15 15 19 81 42 50 62 3.

Number of registration to the Seychelles Made Brand 0 25 12 0 A batch of standards that completed public review in 2021 was approved by the new SBS board early in 2022.
More project was drafted during the year as anticipated due to some cross referencing in some standards which meant that the referenced standard also had to be drafted.

The Brand was not launched in 2022 as was expected.

This is due to the fact that the supporting regulation for the brand is still being drafted by AGs Office.
Programme Expenditure Performance Table 7 Consolidated programme expenditure performance SR'000s Programmes P3:Standardisation and Certification Services Total 2021 Audited Outturn Budget 2022 Revised Budget Preliminary Outturn Variance Revised Budget to Outturn 2,084 2,084 2,168 2,168 2,168 2,168 1,879 1,879 13.3% 13.3% 535 SR'000s Economic Classification CURRENT EXPENDITURE Compensation of Employees Wages and Salaries in Cash Wages and Salaries in Kind Use of Goods and Services Office Expenses Transportation and Travel cost Maintenance and Repairs Materials and Supplies Other Uses of Goods and Services Minor Capital Outlays CAPITAL EXPENDITURE Non-financial Assets Building and Infrastructure Machinery and Equipment Other Fixed Assets Non-produced Assets Total Justification: 2021 Audited Outturn Budget 2022 Revised Budget Preliminary Outturn Variance Revised Budget to Outturn 2,084 1,623 1,623 - 461 151 3 - 25 282 - - - - - - - 2,168 1,599 1,599 - 569 206 10 26 23 285 20 - - - - - - 2,168 1,599 1,599 - 569 206 10 26 23 285 20 - - - - - - 1,879 1,459 1,459 - 420 167 3 - 3 227 20 - - - - - - 13.3% 8.7% 8.7% 0.0% 26.2% 19.0% 76.0% 100.0% 85.0% 20.1% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 2,084 2,168 2,168 1,879 13.3% The savings is due to one staff retired in 2022 and delays in recruiting the replacement, which have a slight impact on service delivery.
In addition, given that Seychelles Made Brand was not launched in 2022, therefore funds budgeted for the assessment and to confirm compliance to the brand was not used.

There was no need to send samples for analysis overseas and some of the fund for laboratory expenses was not utilised.

Programme 4: Fish Inspection and Quality Assurance Services The purpose of the programme is to ensure that the fish and fishery products for export by Seychelles meet international standards and regulatory requirements.
Performance against Programme Strategic Objectives and Measures The table below sets out the performance of the programme against the performance measures and targets set for 2022.

536 Table 8 Performance measures for programme P4: Fish inspection and Quality Assurance Services Programme: Outcome: 1.

Customer satisfaction of HCAP Audit services increased 2.

Increase in number of inspections and audits performed on fishing vessels, landing sites and processing establishments.
Contributing indicators 2021 Outturn Target 2022 Revised Target Outturn P4: Fish inspection and Quality Assurance Services 1.

% of positive feedback from customer satisfaction survey 2.

Number of inspections and audits performed 90 85 85 80 119 87 150 105 Explanation of Difference between Targets and Outturn Less satisfaction and more complaints on the part of the clients due to inconsistency in service delivery as a result of the fire incident at the FIQCU office.
The FIQCU suffered major setback as a result of a fire incident at the office on the 31st March 2022.

One vehicle was lost during and one immediately after the fire thus seriously restricting the ability of FIQCU in the performance of its functions.
Programme Expenditure Performance Table 9 Consolidated programme expenditure performance SR'000s 2021 Audited Outturn 2022 Budget Revised Budget Preliminary Outturn Variance Revised Budget to Outturn Programmes P4:Fish inspection and Quality Assurance Services Total 2,651 2,651 2,859 2,859 3,573 3,573 3,282 3,282 8.2% 8.2% Economic Classification CURRENT EXPENDITURE Compensation of Employees Wages and Salaries in Cash Wages and Salaries in Kind Use of Goods and Services Office Expenses Transportation and Travel cost Maintenance and Repairs Materials and Supplies Other Uses of Goods and Services Minor Capital Outlays CAPITAL EXPENDITURE Non-financial Assets Building and Infrastructure Machinery and Equipment Other Fixed Assets Non-produced Assets 2,651 1,972 1,972 - 679 258 32 97 197 95 - - - - - - - 2,859 2,151 2,151 - 708 278 33 165 133 100 - - - - - - - 2,801 2,093 2,093 - 708 278 33 165 133 100 - 772 772 772 - - - 2,528 2,023 2,023 - 505 201 32 164 1 107 - 753 753 753 - - - 9.7% 3.3% 3.3% 0.0% 28.7% 27.8% 1.0% 0.4% 99.6% -7.1% 0.0% 2.4% 2.4% 2.4% 0.0% 0.0% 0.0% Total 2,651 2,859 3,573 3,282 8.2% 537 Seychelles Investment Board 1.
Summary of Preliminary Outturn 2022 SR'000s Budget Revised Budget Preliminary Outturn Compensation of Employees P1:Governance,Management and Administration P2:Investment Promotion Total 3,193 3,517 6,710 3,193 3,517 6,710 3,923 2,580 6,503 2,021 2,356 4,376 Use of Goods and Services 1,902 225 2,127 Capital - - - Variance Revised Budget to Outturn -22.9% 26.6% 3.1% 2.
Strategic Overview of Entity Mandate The mandate of the Seychelles Investment Board (SIB) is to stimulate the development, expansion and growth of the economy by promoting Seychelles as an investment, business and service centre; promote and facilitate investments and re-investments; offer pre and post investment support services; devise robust promotional strategies and undertake effective promotional plans to attract local and foreign investors.
Strategic Priorities in 2022 to 2024 Strategic Priorities 1. Review the economic landscape to ensure Seychelles is pro-investment through market research and contribute in improving the EoDB; 2.
Adapt promotional strategies to nationally identified investment opportunities and contribute towards a coordinated national effort focused at promoting priority sectors; Results Achieved (Yes/No) Programs or Sub- programs Impacted Yes P2.2 Explanation of Results for priorities not achieved No P2 Driven by budgetary constraints 3.

Promote investments in growing and under developed sectors; No P2 4.

Work closely with partner MDAs to promote re- investments in their respective sectors; 5.
Maintain a clearly defined Opportunities List to allow ‘steering’ of potential investors; 6.

Improve service delivery by reducing the time it takes to facilitate investment projects; 7.

Collect market intelligence and adapt promotional strategies based on analysis of data; 8.

Adopt innovative practices which will facilitate and encourage the growth of investments; and 9.

Introduce active post investment support functions.
Yes Yes Yes Yes No No P2 P2 P2.2 P2.2 P1 P2.2 Difficulty to access finance and scarcity of available land (for manufacturing and industrial activities) coupled with land use restrictions/limitations have hampered investment initiatives for development in these sectors.

CRM use was launched in December but training could not take place as planned resulting delayed implementation.
Partly achieved – Aftercare services mainly done by phone due to resource limitations (manning/budgetary/technology) Source: Report Strategic Priorities from PPBB Statement 2022 – 2024 published in 2022 Budget Book1 538 3.
Budget Overview Consolidated Expenditure Outturn Table 1 Consolidated expenditure outturn R'000s 2021 Audited Outturn 2022 Budget Revised Budget Preliminary Outturn Variance Revised Budget to Outturn Programmes P1:Governance,Management and Administration P2:Investment Promotion Total Economic Classification CURRENT EXPENDITURE Compensation of Employees Wages and Salaries in Cash Wages and Salaries in Kind Use of Goods and Services Office Expenses Transportation and Travel cost Maintenance and Repairs Materials and Supplies Other Uses of Goods and Services Minor Capital Outlays CAPITAL EXPENDITURE Non-financial Assets Building and Infrastructure Machinery and Equipment Other Fixed Assets Non-produced Assets 4,209 2,728 6,938 6,938 5,089 5,089 - 1,848 970 161 107 10 547 52 - - - - - - 3,193 3,517 6,710 6,710 4,771 4,771 - 1,938 1,040 87 62 3 716 31 - - - - - - 3,193 3,517 6,710 6,710 4,771 4,771 - 1,938 1,040 87 62 3 716 31 - - - - - - 3,923 2,580 6,503 -22.9% 26.6% 3.1% 6,503 4,376 4,376 - 2,127 1,103 172 80 1 742 29 - - - - - - 3.1% 8.3% 8.3% 0.0% -9.7% -6.1% -97.4% -28.4% 40.0% -3.6% 5.8% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% Total 6,938 6,710 6,710 6,503 3.1% 4.
Programme Performance Programme 1: Governance, Management and Administration The purpose of the programme is to administer the day- to day administrative affairs of SIB and ensure efficiency in its functions.
539 Programme Expenditure Performance Table 2 Consolidated programme expenditure performance SR'000s Programmes P1:Governance,Management and Administration Total Economic Classification CURRENT EXPENDITURE Compensation of Employees Wages and Salaries in Cash Wages and Salaries in Kind Use of Goods and Services Office Expenses Transportation and Travel cost Maintenance and Repairs Materials and Supplies Other Uses of Goods and Services Minor Capital Outlays CAPITAL EXPENDITURE Non-financial Assets Building and Infrastructure Machinery and Equipment Other Fixed Assets Non-produced Assets Total Justification: 2021 Audited Outturn 2022 Budget Revised Budget Preliminary Outturn Variance Revised Budget to Outturn 4,209 4,209 4,209 2,555 2,555 - 1,654 869 68 107 10 547 52 - - - - - - 3,193 3,193 3,193 1,521 1,521 - 1,672 802 58 62 3 716 31 - - - - - - 3,193 3,193 3,193 1,521 1,521 - 1,672 802 58 62 3 716 31 - - - - - - 3,923 3,923 -22.9% -22.9% 3,923 2,021 2,021 - 1,902 887 163 80 1 742 29 - - - - - - -22.9% -32.8% -32.8% 0.0% -13.8% -10.6% -180.6% -28.4% 40.0% -3.6% 5.8% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 4,209 3,193 3,193 3,923 -22.9% Spending of expenditure incurred as per quarterly allocation and within the yearly budget.
In light the achievements, SIB was tasked to plan and execute the Expression of Interest, Request for Proposal and marketing and promotion for the Victoria Waterfront, Kato Nwanr island and the Beau Vallon Regatta Site developments and the tender of the Ile Soleil Condominium Plots.

These were not 2022 budgeted projects but SIB managed to fund through prioritization.
Virements from programme 2 were undertaken to cater for commitments placed on SIB for the planning and execution of these government projects as spending had to be made towards asset creation and production, media advertisement and visits in preparation of Expression of Interest.

540 Programme 2: Investment Services The purpose of the programme is to promote investment in Seychelles, provide pre- and post-investment services, and build a strong policy and advocacy role in matters relating to investment.
The programme comprises the following sub-programmes:  Sub-programme 1 Promotion and Events: Builds a strong collaborative network with other organisations and individuals at regional and international levels; plans and executes promotional strategies (local/international) in line with strong market research to steer investment in priority and emerging sectors; and designs and produces collaterals in line with promotional plan, priority sectors, and targeted markets; and  Sub-programme 2 Facilitation and Services: Provides efficient and effective pre and post investment support services and builds a strong policy and advocacy role in matters relating to investment; has a strategic planning and market intelligence functions; conducts effective research to facilitate decision making process in line with data, standards and international best practices.
Performance against Programme Strategic Objectives and Measures The table below sets out the performance of the programme against the performance measures and targets set for 2022.

Table 3 Performance measures for programme P2:Investment Promotion Growth in total local and foreign investments in line with national priority sectors Programme: Outcome: Outcome indicator Total annual value of; 1.

Foreign Direct Investments (FDI) 2.


Local Direct Investments (LDI) Contributing indicators Digital media analytics 1.

Website (total investment enquiries) 2.

Social Media [LinkedIn] (total annual followings 1.
Total annual value of local and foreign investments by national priority sectors 2021 Outturn Target 5% 5% 9% N/A 2021 Outturn 2022 Revised Target 5% 5% 2022 Outturn 19% 217% Target Revised Target SP1:Intvestment Promotion Outturn Explanation of Difference between Targets and Outturn Driven by increased investment submissions of projects and implementation of projects that were on hold due to Covid 19.
Explanation of Difference between Targets and Outturn -20% 70% 55% 60% 32% 75% 20% 25% SP2:Investment Advisory and Facilitation Driven by increased visibility of SIB in 2022 and accelerated sector marketing campaigns in second half of the year -20% 5% 5% 17% Driven by the reopening of the economy following lifting of Covid 19 restrictions, resulting in a return to economic activities, implementation of projects and creation of new businesses.
541 Programme Expenditure Performance Table 4 Consolidated programme expenditure performance SR'000s 2021 Audited Outturn 2022 Budget Revised Budget Preliminary Outturn Variance Revised Budget to Outturn Programmes SP1:International cooperation, Research and Marketing Promotion SP2:Investment Advisory and Facilitation Total Economic Classification CURRENT EXPENDITURE Compensation of Employees Wages and Salaries in Cash Wages and Salaries in Kind Use of Goods and Services Office Expenses Transportation and Travel cost Maintenance and Repairs Materials and Supplies Other Uses of Goods and Services Minor Capital Outlays CAPITAL EXPENDITURE Non-financial Assets Building and Infrastructure Machinery and Equipment Other Fixed Assets Non-produced Assets 1,925 803 2,728 2,728 2,534 2,534 - 194 101 93 - - - - - - - - - - 1,676 1,841 3,517 3,517 3,250 3,250 - 267 238 29 - - - - - - - - - - 1,676 1,841 3,517 3,517 3,250 3,250 - 267 238 29 - - - - - - - - - - 1,587 993 2,580 2,580 2,356 2,356 - 225 216 9 - - - - - - - - - - 5.3% 46.0% 26.6% 26.6% 27.5% 27.5% 0.0% 15.7% 9.2% 68.9% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% Total Justification: 2,728 3,517 3,517 2,580 26.6% The overall saving is due to the delay in recruiting replacements for the vacant posts after resignations.
With one staff on overseas training and the Director position vacant, the Marketing Unit remained largely understaffed for almost 6 months.

Some campaign implementation had to be postponed to 2023.

For Investment Facilitation user training for the Customer Relationship Management (CRM) application was delayed which meant CRM implementation had to be postponed to the end of year.
Virement were made after the cut off for budget support for promotion and advertisement of government projects PPP and the transportation & travel to inner islands to conduct meeting/site visits.

542 Seychelles Licensing Authority 1.


Summary of Preliminary Outturn SR'000s Budget Revised Budget Preliminary Outturn Compensation of Employees 2022 Use of Goods and Services Capital P1: Governance, Management and Administration P2: Licensing Services P3: Inspection, Investigation and Enforcement Total 9,969 9,969 8,762 3,991 4,770 4,544 4,544 4,528 2,549 2,549 17,062 17,062 2,462 15,752 4,264 2,450 264 13 10,705 5,047 - - - - Variance Revised Budget to Outturn 12.1% 0.4% 3.4% 7.7% 2.
Strategic Overview of Entity Mandate The mandate of the Seychelles Licensing Authority (SLA) is to facilitate business and socio-economic development through enforcement of the Licenses Act and Regulations in order to create an enabling environment for sustainable business development in Seychelles.

Strategic Priorities in 2022 to 2024 Strategic Priorities 1.

Implement the reviewed Licences Act, License Regulations and Licence Conditions; 2.
Launch final phases of online services, continue efforts to become fully digitalise and increase SLA’s bandwidth capacity; 3.

Restructure the agency following reviews of the Act; 4.

Improve accessibility of services to the public; 5.

Procure new equipment and technology to speed up issuing of licences at all branches; 6.

Build capacity of existing staff by providing more training and exposure and recruit productive staff; 7.

Complete the drafting of the Internal Standard Operating Procedures; 8.
Acquire larger office and archive spaces; Results Achieved (Yes/No) Programs or Sub-programs Impacted Yes P1 and P2 Explanation of Results for priorities not achieved Part of the priority has been achieved in terms of reviewed license regulations and license conditions for some license categories.

Work ongoing with UAE to complete the review as SLA did not get funding for a consultant.

Yes P1 and P2 Yes No Yes Yes Yes No P1 and P2 Official launch 15th July 2022.
P1, P2, P3 P1, P2, P3 P1 The project was placed on hold awaiting outcome of Act Review.

Online services implemented, Works for SLA office at VTS is in its final stages.

Procured office supplies for work stations and mobile stations for 24/7 access by selected officers.

Procured printer for driving license which is being configured to be sent to Praslin Branch.

Work in progress.

Throughout 2022 staff have attended courses in computer literacy (namely excel), and other academic training.
P1, P2, P3 Completed SOPs for all license types.

P1 No suitable office spaces identified yet for budget request.

9.

Recommend amendments to relevant legislations affecting licensable activities and ease of doing business; and Yes P1, P2, P3 Several amendments have been made to regulations, license conditions, and internal procedures.

Policy Review Committee at Ministerial and executive level have also been established.

10.
10.

Expand and Enforce Performance Management practices Yes P1, P2, P3 RBM training done.

Performance appraisal process reviewed.

543 Justification: Seychelles Licencing Authority (SLA) exceeded expectations in 2022 and was able to achieve at least the major parts of 8 out of 10 strategic priorities.

The outstanding two strategic priorities namely; office spaces and restructuring were a direct result of budgetary constraints.
For office spaces, the Authority is yet to identify office spaces at rates lower than 250SCR per sqm.

In relation to restructuring, efforts has begun by re-designing the organigram in line with the strategic objectives and long term goals.

However, the work is still in progress and the Authority now seeks the technical expertise of PSB and external consultants for other works 3.
Budget Overview Consolidated Expenditure Outturn Table 1 Consolidated expenditure outturn R'000s 2021 Audited Outturn 2022 Budget Revised Budget Preliminary Outturn Variance Revised Budget to Outturn Programmes P1: Governance, Management and Administration P2: Licensing Services P3: Inspection, Investigation and Enforcement Total Economic Classification CURRENT EXPENDITURE Compensation of Employees Wages and Salaries in Cash Wages and Salaries in Kind Use of Goods and Services Office Expenses Transportation and Travel cost Maintenance and Repairs Materials and Supplies Other Uses of Goods and Services Minor Capital Outlays CAPITAL EXPENDITURE Non-financial Assets Building and Infrastructure Machinery and Equipment Other Fixed Assets Non-produced Assets 8,985 4,454 2,393 15,832 15,832 10,536 10,536 - 5,297 2,382 174 506 - 1,906 327 - - - - - - 9,969 4,544 2,549 17,062 17,062 11,623 11,623 - 5,440 2,349 237 327 - 2,227 300 - - - - - - 9,969 4,544 2,549 17,062 17,062 11,568 11,568 - 5,495 2,369 237 327 - 2,262 300 - - - - - - 8,762 4,528 2,462 15,752 15,752 10,705 10,705 - 5,047 2,333 195 360 - 1,966 193 - - - - - - Total 15,832 17,062 17,062 15,752 12.1% 0.4% 3.4% 7.7% 7.7% 7.5% 7.5% 0.0% 8.1% 1.5% 18.0% -10.1% 0.0% 13.1% 35.8% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 7.7% 544 4.
Programme Performance Programme 1: Governance, Management and Administration The objective of the programme is to provide efficient service delivery through good governance, compliance, information and legal structures, and an effective administration and an information technology support system.

The programme is also structured to promote proactive ways of working.
Performance against Programme Strategic Objectives and Measures The table below sets out the performance of the programme against the performance measures and targets set for 2022.

Table 2 Performance measures for programme Programme: Outcome: P1: Governance, Management and Administration To provide efficient core services to all sections for their smooth functioning.

Outcome indicator 2021 Outturn Target 2022 Revised Target Outturn Explanation of Difference between Targets and Outturn 1.
Improved staff welfare and efficiency in core services 80% 85% 85% 75% Inconvenient office spaces and lack of technical expertise in several departments becoming an issue with the more dynamic roles of SLA.

Contributing indicators 2021 Outturn Target 2022 Revised Target Outturn Explanation of Difference between Targets and Outturn 1.

% of retention rate 95% 95% 95% 93% 2.

% increase in training 50% 50% 50% 200% 3.


% increase in license security features 100% 100% 100% 100% Two resignations following disciplinary actions, 2 normal resignations,1 retirement, 3 promotion, 2 appointment.

Computer literacy, Legal procedures (in house training for all staff), RBM, PSM Online services meant that security features are uniform and not easily forged.
Programme Expenditure Performance Table 3 Consolidated programme expenditure performance SR'000s Programmes P1: Governance, Management and Administration Total Economic Classification CURRENT EXPENDITURE Compensation of Employees Wages and Salaries in Cash Wages and Salaries in Kind 2021 Audited Outturn 2022 Budget Revised Budget Preliminary Outturn Variance Revised Budget to Outturn 8,985 8,985 8,985 3,928 3,928 - 9,969 9,969 9,969 4,843 4,843 - 9,969 9,969 9,969 4,788 4,788 - 8,762 8,762 12.1% 12.1% 8,762 3,991 3,991 - 12.1% 16.6% 16.6% 0.0% 545 SR'000s Use of Goods and Services Office Expenses Transportation and Travel cost Maintenance and Repairs Materials and Supplies Other Uses of Goods and Services Minor Capital Outlays CAPITAL EXPENDITURE Non-financial Assets Building and Infrastructure Machinery and Equipment Other Fixed Assets Non-produced Assets Total Justification: 2021 Audited Outturn 2022 Budget Revised Budget Preliminary Outturn 5,057 2,159 158 506 - 1,906 327 - - - - - - 5,126 2,090 183 327 - 2,227 300 - - - - - - 5,181 2,110 183 327 - 2,262 300 - - - - - - 4,770 2,079 172 360 - 1,966 193 - - - - - - Variance Revised Budget to Outturn 7.9% 1.5% 5.6% -10.1% 0.0% 13.1% 35.8% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 8,985 9,969 9,969 8,762 12.1% The savings were attributed to the numerous vacancies that were not filled during the year, including the post of CEO, Legal officer, Accounts Technician and Personal Secretary to the CEO/ Senior Office Asst.
The prolonged vacancy for Legal officer and Accounts Technician were due to the unattractive scheme of service/salary structure which has been a major challenge throughout the years.

This challenge is being addressed through the restructuring.
As part of the cost reduction objectives, office expenses and other use of goods and services have been reduced across the programmes with the adoption of paperless procedures, use of technology internally instead of outsourcing services, streamlining procedures, and eliminating unnecessary expenses.

These are also in line with the Authority achievement in launching its online services, building capacity of staff especially in computer literacy, and the drafting and review of internal SOPs.
One of the major challenges is the office space on Mahe, Praslin and La Digue.

Due to the state of the offices, the maintenance and office building expenses related to the offices keep increasing on an annual basis, while staff welfare declines.

Programme 2: Licensing Services The objective of the programme is to provide an efficient and reputable licensing service, including the issuing of licences under the Road Transport Act and Regulations, in consultation with other government entities.
Performance against Programme Strategic Objectives and Measures The table below sets out the performance of the programme against the performance measures and targets set for 2022.

546 Table 4 Performance measures for programme P2: Licensing Services Programme: Outcome: Outcome indicator 1.

Improved service delivery Contributing indicators High quality, timely and efficient licensing service in line with rules, regulations and policies.
2021 Outturn Target 80% 2021 85% Outturn Target 2022 Revised Target 85% 2022 Revised Target Outturn 85% Outturn Explanation of Difference between Targets and Outturn Explanation of Difference between Targets and Outturn 1.
% of licences issued successfully within 7 days 90% 90% 90% 69% Includes only business licences and does not exclude applications that were eventually cancelled Programme Expenditure Performance Table 5 Consolidated programme expenditure performance 2021 Audited Outturn 2022 Budget Revised Budget Preliminary Outturn Variance Revised Budget to Outturn SR'000s Programmes P2: Licensing Services Total Economic Classification CURRENT EXPENDITURE Compensation of Employees Wages and Salaries in Cash Wages and Salaries in Kind Use of Goods and Services Office Expenses Transportation and Travel cost Maintenance and Repairs Materials and Supplies Other Uses of Goods and Services Minor Capital Outlays CAPITAL EXPENDITURE Non-financial Assets Building and Infrastructure Machinery and Equipment Other Fixed Assets Non-produced Assets 4,454 4,454 4,454 4,227 4,227 - 227 224 4 - - - - - - - - - - 4,544 4,544 4,544 4,278 4,278 - 267 257 10 - - - - - - - - - - 4,544 4,544 4,544 4,278 4,278 - 267 257 10 - - - - - - - - - - 4,528 4,528 4,528 4,264 4,264 - 264 254 9 - - - - - - - - - - 0.4% 0.4% 0.4% 0.3% 0.3% 0.0% 1.1% 1.0% 2.4% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.4% Total 4,454 4,544 4,544 4,528 547 Programme 3: Inspection, Investigation and Enforcement The objective of the programme is to ensure compliance with the Licences Act and its Regulations, ensure that all businesses meet established norms and comply with licences conditions, ensure that all licensable activities are licenced, and investigate complaints
 and compile case files.
Performance against Programme Strategic Objectives and Measures The table below sets out the performance of the programme against the performance measures and targets set for 2022.

Table 6 Performance measures for programme Programme: Outcome: P3: Inspection, Investigation and Enforcement To carry out inspections, investigations and ensure that all licensable activities are licensed.

Outcome indicator 2021 Outturn Target 2022 Revised Target Outturn Explanation of Difference between Targets and Outturn 1.
Increase in quantity of inspections carried out Contributing indicators 90% 90% 50% 1% 2021 Outturn Target 2022 Revised Target Outturn 1.

% increase in number of compounding offences -50% 60% 60% 2500% 2.
% increase in warnings issued for breach of license conditions 90% 60% 60% -75% Programme Expenditure Performance Table 7 Consolidated programme expenditure performance More activities operating virtually or mobile, hence less premises to inspect for new applications Explanation of Difference between Targets and Outturn The compounding of offences recorded were related to the MRP under the newly reviewed Control of Supplies and Services Act (October 2022).
There were 26 compounding in total compared to 1 compounding in 2021 related to SLA cases.

The number of warnings have significantly reduced due to improved enforcement and collaboration among consulting bodies and SLA.
SR'000s Programmes P3: Inspection, Investigation and Enforcement Total Economic Classification CURRENT EXPENDITURE Compensation of Employees Wages and Salaries in Cash Wages and Salaries in Kind Use of Goods and Services Office Expenses Transportation and Travel cost Maintenance and Repairs Materials and Supplies Other Uses of Goods and Services Minor Capital Outlays 2021 Audited Outturn 2022 Budget Revised Budget Preliminary Outturn Variance Revised Budget to Outturn 2,393 2,393 2,393 2,381 2,381 - 12 - 12 - - - - 2,549 2,549 2,549 2,549 2,462 2,462 3.4% 3.4% 2,549 2,502 2,502 - 47 2 45 - - - - 2,549 2,502 2,502 - 47 2 45 - - - - 2,462 2,450 2,450 - 13 - 13 - - - - 3.4% 2.1% 2.1% 0.0% 73.0% 100.0% 71.8% 0.0% 0.0% 0.0% 0.0% 548 SR'000s CAPITAL EXPENDITURE Non-financial Assets Building and Infrastructure Machinery and Equipment Other Fixed Assets Non-produced Assets 2021 Audited Outturn 2022 Budget Revised Budget Preliminary Outturn Variance Revised Budget to Outturn - - - - - - - - - - - - - - - - - - - - - - - - 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% Total 2,393 2,549 2,549 2,462 3.4% 549