Source document: https://docs-lawep.s3.us-east-2.amazonaws.com/1698079682050.pdf (Seychelles)
REPUBLIC OF SEYCHELLES 2021 BUDGET ESTIMATES OF REVENUE AND EXPENDITURE FOR THE FISCAL YEAR ENDING 31ST DECEMBER 2021 PART 1 Ministry of Finance, Economic Planning and Trade TABLE OF CONTENTS Estimates of Revenue and Expenditure Section 1: Attestation of the reliability and completeness of the 2021 budget information Appropriation Bill for the Fiscal Year Ending December 31st 2021 Section 2: Estimates of Revenue and Expenditure for the Fiscal year ending 31st December 2021 and Forecast for 2022 - 20223  Summary of Revenue and Expenditure  Detailed Estimates of Revenue  Summary Expenditure Section 3: Programme Performance Based Budget Statements Section 4: Public Sector Investment Programme (PSIP) Section 5: Constitutional Appointees Emoluments Section 6: Statutory Statements in accordance with Article 154 of the Constitution SECTION 1 • Attestation of the reliability and Completeness of the 2021 Budget (Amendment) Information • Appropriation Bill for the Fiscal Year Ending December 31st 2021 Attestation of the reliability and completeness of the 2021 Budget information Appropriation Bill for the Fiscal Year Ending December 31st 2021 APPROPRIATION BILL, 2021 (Bill No.
2 of 2021) A BILL FOR AN ACT to provide for the service of the Republic of Seychelles for the year ending December 31st, 2021.

ENACTED by the President and the National Assembly.

Short title 1.

This Act may be cited as the Appropriation Act, 2021.

2.
2.

The Minister of Finance, Economic Planning and Trade, may by warrant under the hand of the Minister authorise the issue from the Consolidated Fund for the services of the Republic for the year 2021, of a sum not exceeding eleven billion and thirteen million, six hundred and rupees (Rll,013,648,296) which sum shall be appropriated in accordance with the schedule for the purpose specified therein.
two hundred and ninety six forty eight thousand (Appropriation Bill - AGO – 27th January, 2021) SCHEDULE Allocation of Authorised Expenditure Office of the President Department of Legal Affairs Department of Defence Department of Public Administration Department of Information Technology and Communications 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 Constitutional Appointments Authority Electoral Commission Department of Fisheries Department of Culture 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 ofYouth and Sports and Family Ministry of Investment, Entrepreneurship and Industry Office of the Mayor of Victoria Institute of Early Childhood Development Seychelles Licensing Authority Fair Trading Commission National Bureau of Statistics Seychelles Revenue Commission National Tender Board Tax & Customs Agent Board Rev Tribunal Seychelles Investment Board Public Enterprise Monitoring Commission Government Audit Committee Financial Intelligence Unit Seychelles Bureau of Standards Seychelles Qualifications Authority Tertiary Education Commission Seychelles Planning Authority Seychelles Energy Commission Public Officers' Ethics Commission Seychelles Human Rights Commission Seychelles Media Commission Public Health Authority Industrial Estate Authority Seychelles Nurses and Midwives Council R'OOO 810
14,055 24,363 139,692 3,599 1,375 7,559 8,170 810 19,199 23,154 7,974 2,942 16,559 107,318 2,655 7,743 2,453 60,702 47,486 1,396 Health Professional Council Seychelles Medical and Dental Council Anti-Corruption Commission Road Transport Commission Seychelles Maritime Safety Administration Seychelles Meteorological Authority Seychelles Intelligence Service Information Commission Truth, Reconciliation and National Unity Commission Office of the Commissioner of Public Persons Seychelles Tourism Board National Institute of Technology, Science & Innovation Seychelles Fire and Rescue Services Agency Seychelles Land Transport Agency Seychelles Agricultural Agency Enterprise Seychelles Agency Agency for Social Protection Agency for National Human Resources Development Landscape and 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 Agency for Prevention of Drug Abuse and Rehabilitation Other Wages and Salaries Other Goods and Services Social Programs of Central Government Subvention to Public Enterprises Benefits and Approved Programs of Agency for Social Protection 1,425,540 Others Net Lending Development Grunts to Public Enterprises Contingency Tax Exemption GRAND TOTAL 34,936 552,431 180,841 50,000 20,000 11,013,648.296 SECTION 2 Estimates of Revenue and Expenditure • Summary of Fiscal Outcome for 2021 to 2023 Forecast • Detailed Estimates
 of Revenue • Summary of Expenditure Page 1 -4 5-20 21-39 Description Total revenue and grants Total revenue Tax Income Tax Social Security Tax - Arrears Custom Duties Excise Tax GST Value Added Tax Business tax Corporate Responsibility Tax Tourism Marketing Tax Property Tax Other Tax Nontax Fees and charges Dividends Income Other nontax Proceeds from sale of assets Grants (linked with the BoP) Expenditure and net lending Current expenditure Primary Current Expenditure 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 External Domestic Development Grant Net lending Contingency Primary balance, Accrual basis (GFS) Including grants In percent of GDP Excluding grants In percent of GDP Overall balance, Accrual basis (GFS) In percent of GDP SUMMARY OF FISCAL OUTCOME FOR 2021 TO 2023 FORECASTS ACTUAL 2019 R ('000) BUDGET (Amendment) 2020 R ('000) EOY 2020 R ('000) BUGDET 2021 R ('000) FORECAST 2022 R ('000) FORECAST 2023 R ('000) (R'000) % VARIANCE 8,436,787 8,342,587 7,420,155 974,980 439 313,122 1,385,436 2,923 2,585,824 1,396,935 108,746 71,453 - - 287,108 1,328,260 - 1,863,750 1,066,725 80,905 38,703 40,000 298,640 884,475 299,763 383,575 54,381 146,757 630,312 11,123,325 9,452,345 8,756,171 2,937,089 2,736,437 1,219,549 1,263,122 273,971 1,510,616 34,936 696,174 281,684 414,490 174,453 171,978 105,000 (3,008,621) -14.0% (3,638,933) -16.9% (3,704,795) -17.2% 7,243,414 6,978,550 6,322,377 1,010,062 7,520 254,307 1,265,255 1,700 2,092,455 1,194,896 100,976 61,078 800 333,328 656,173 270,005 275,375 51,829 58,964 264,864 11,895,102 10,292,471 9,596,297 2,953,012 3,013,132 1,012,083
 1,522,685 413,612 1,658,921 34,936 696,174 281,684 414,490 165,877 238,216 186,456 (3,955,515) -19.2% (4,220,379) -20.5% (4,651,689) -22.6% 8,260,650 7,074,890 6,172,747 929,046 - 254,764 1,286,172 - 2,141,392 1,102,968 16,989 57,416 40,000 344,001 902,143 383,699 375,275 55,119 88,051 1,185,759 11,678,421 8,992,813 8,217,526 2,964,513 3,085,882 1,992,849 485,868 220,788 1,425,540 34,936 775,286 358,374 416,912 180,841 461,918 50,000 (2,642,486) -11.8% (3,828,245) -17.1% (3,417,772) -15.3% 8,501,718 7,495,428 6,489,635 984,338 - 298,641 1,324,308 - 2,260,990 1,164,141 - 60,600 40,000 356,616 1,005,793 366,133 493,475 54,696 91,488 1,006,290 10,985,373 8,625,168 8,027,001 2,999,488 2,979,731 1,638,153 250,606 327,062 1,435,177 34,936 598,167 286,369 311,798 307,382 364,670 50,000 (1,885,489) -8.0% (2,891,779) -12.3% (2,483,656) -10.5% 8,584,187 7,882,186 6,825,391 1,047,602 - 279,274 1,376,405 - 2,407,268 1,238,960 - 64,495 40,000 371,387 1,056,795 399,861 503,475 58,366 95,093 702,001 9,719,934 8,424,760 7,766,979 2,991,513 2,955,826 1,059,303 250,162 91,344 1,443,198 34,936 657,781 246,603 411,178 177,574 8,297 50,000 (477,966) -1.9% (1,179,966) -4.7% (1,135,746) -4.5% 1,017,236 96,341 (149,630) (81,016) (7,520) 457 20,917 (1,700) 48,937 (91,929) (83,987) (3,662) 39,200 10,673 245,970 113,694 99,900 3,290 29,087 920,895 (216,681) (1,299,659) (1,378,771) 11,501 72,750 980,767 (1,036,816) (192,825) (233,381) - 79,113 76,690 2,422 14,964 223,702 (136,456) 1,313,029 0 392,134 0 1,233,917 0 Change in Float (252,435) - - - - - - Overall balance, cash basis (after grants) (200,377) (3,704,795) (4,651,689) (3,417,772) (2,483,656) (1,135,746) 1,233,917 -27% 3,704,795 4,651,689 3,417,772 2,483,656 1,135,746 (1,233,917) Financing Foreign financing (accrual basis,net) Disbursements Project Loans Program/Budget Support Scheduled amortization Domestic financing, net Bank financing CBS CBS Recapitalisation Commercial Banks Nonbanking Financing 200,377 (45,271) 352,167 352,167 -
 (397,438) 245,648 221,083 12,282 - 208,801 24,565 802,972 1,428,538 364,258 1,064,280 (625,566) 2,901,823 2,500,000 500,000 - 2,000,000 401,823 452,255 1,077,821 382,121 695,700 (625,566) 4,199,434 3,779,490 209,972 - 3,569,519 419,943 Privatization Statistical Discrepancy Nominal GDP (in millions of SR) - - 23,200,694 - - 0 21,517,644 (0) 20,626,807 291,513 1,114,638 381,024 733,614 (823,125) 3,051,259 2,746,133 152,563 - 2,593,570 305,126 75,000 (0) 22,361,234 (346,827) 468,762 468,762 - (815,590) 2,830,483 2,547,435 141,524 - 2,405,911 283,048 - (0) 23,601,433 (844,117) 173,945 173,945 - (1,018,062) 1,979,864 1,781,877 98,993 - 1,682,884 197,986 - - 25,118,299 (160,742) 36,817 (1,097) 37,914 (197,559) - (1,148,175) (1,033,357) (57,409) - (975,949) (114,817) 75,000 100% (0) 1,734,427 8% 14% 1% -2% -8% -100% 0% 2% -100% 2% -8% -83% -6% 4900% 3% 37% 42% 36% 6% 49% 348% -2% -13% -14% 0% 2% 97% -68% -47% -14% 0% 11% 27% 1% 9% 94% -73% -33% -38% -9% -16% -27% -32% 0% -27% -36% 3% 0% 5% 32% -27% -27% -27% -27% -27% 1 STATEMENT OF GOVERNMENT OPERATIONS IN GFSM 2001 CLASSIFICATION ACTUAL 2019 R ('000) BUDGET (Amendment) 2020 R ('000) EOY 2020 R ('000) BUDGET 2021 R ('000) FORECAST FORECAST 2022 R ('000) 2023 R ('000) (R'000) % VARIANCE Description TRANSACTIONS AFFECTING NET WORTH: Revenue Tax Income Tax Custom Duties Excise Tax GST Value Added Tax Business tax Corporate Responsibility Tax Tourism Marketing Tax Property Tax Other Tax Social Contributions Social Security Tax Other Revenue Fees and charges Dividends Income Proceeds from sales of Assets Other non tax Grants (linked with the BoP) Expense Compensation of employees Use of Goods and services Grants Social Benefits Other expense Social programme of central government Others Transfers to public sector from Central Government Contingency Interest due External Domestic Gross Operating Balance (Revenue-Expense) In percent of GDP Excluding grants In percent of GDP Excluding interest In percent of GDP TRANSACTIONS IN NON
 FINANCIAL ASSETS 8,436,787 7,420,155 974,980 313,122 1,385,436 2,923 2,585,824 1,396,935 108,746 71,453 - 580,297 - - 1,863,750 1,066,725 80,905 38,703 40,000 298,640 - - 884,475 299,763 383,575 54,381 146,757 630,312 8,294,223 2,937,089 2,736,437 - 1,510,616 413,907 1,263,122 34,936 273,971 105,000 696,174 281,684 414,490 (875,693) -4.1% (1,506,006) -7.0% (179,519) -0.8% 7,243,414 6,322,377 1,010,062 254,307 1,265,255 1,700 2,092,455 1,194,896 100,976 61,078 800 333,328 - 7,520 656,173 270,005 275,375 51,829 58,964 264,864 8,956,242 2,953,012 3,013,132 - 1,658,921 635,004 1,522,685 34,936 413,612 186,456 696,174 281,684 414,490 8,260,650 6,172,747 929,046 254,764 1,286,172 - 2,141,392 1,102,968 16,989 57,416 40,000 344,001 - - 902,143 383,699 375,275 55,119 88,051 1,185,759 8,556,944 2,964,513 3,085,882 - 1,425,540 305,723 485,868 34,936 220,788 50,000 775,286 358,374 416,912 (1,712,828) -8.3% (1,977,692) -9.6% (1,016,655) -4.9% (296,295) -1.3% (1,482,054) -6.6% 478,991 2.1% 8,501,718 6,489,635 984,338 298,641 1,324,308 - 2,260,990 1,164,141 - 60,600 40,000 356,616 - 1,005,793 366,133 493,475 54,696 91,488 1,006,290 8,424,561 2,999,488 2,979,731 1,435,177 411,998 250,606 34,936 327,062 50,000 598,167 286,369 311,798 77,156 0.3% (929,134) -4.2% 675,323 3.0% 8,584,187 6,825,391 1,047,602 279,274 1,376,405 - 2,407,268 1,238,960 - 64,495 40,000 371,387 - 1,056,795 399,861 503,475 58,366 95,093 702,001 8,224,598 2,991,513 2,955,826 1,443,198 176,280 250,162 34,936 91,344 50,000 657,781 246,603 411,178 359,589 1.5% (342,412) -1.5% 1,017,370 4.3% Purchases of nonfinancial Assets Fixed Assets Sales of nonfinancial Assets Fixed Assets 540,546 540,546 1,219,549 1,219,549 1,012,083 1,012,083 1,992,849 1,992,849 1,638,153 1,638,153 1,059,303
 1,059,303 - - - - - - 75,000 75,000 - - - - Net Acquisition of NonFinancial Assets 540,546 1,219,549 1,012,083 1,917,849 1,638,153 1,059,303 905,767 89% Change in Arrears External Interest Budget Change in Float - - - - - - - - - - - - - - - - - - - - - - - - Net Lending/borrowing excluding debt interest (Overall Balance) In percent of GDP Net Lending/borrowing including debt interest (Overall Balance) In percent of GDP TRANSACTIONS IN FINANCIAL ASSETS AND LIABILITIES (FINANCING) Net Acquisition of Financial Assets Domestic: (Net lending) Net Inccurence of Liabilities Foreign Disbursements Project Loans Program/Budget Support Scheduled amortization Change in amortisation arrears Clearance of arrears Debt Service Relief Domestic Bank financing CBS CBS Recapitalisation Commercial Banks Nonbanking Financing Statistical Discrepancy Nominal GDP (in millions of SR) 1,058,655 4.6% 500,091 2.2% (1,399,068) -6.5% (2,095,242) -9.7% (2,028,737) -9.8% (1,438,858) -6.4% (962,830) -4.3% (41,933) -0.2% (2,724,911) -13.2% (2,214,144) -9.9% (1,560,997) -7.0% (699,714) -3.0% (500,091) 2,095,242 2,724,911 2,214,144 1,560,997 699,714 (510,767) -19% 148,942 148,942 200,377 (45,271) 352,167 352,167 (397,438) - - - 245,648 221,083 12,282 - 208,801 24,565 - 171,978 171,978 2,640,515 (261,308) 364,258 364,258 - (625,566) - - - 2,901,823 2,500,000 500,000 - 2,000,000 401,823 238,216 238,216 3,955,990 (243,444) 382,122 382,121 1.00 (625,566) - - - 4,199,434 3,779,490 209,972 - 3,569,519 419,943 461,918 461,918 364,670 364,670 8,297 8,297 2,609,158 (442,101) 381,024 381,024 - (823,125) - - - 3,051,259 2,746,133 152,563 - 2,593,570 305,126 2,480,916 (346,827) 468,762 468,762 (815,590) - - - 2,827,743 2,544,969 141,387 - 2,403,582 282,774 1,135,007 (844,117) 173,945 173,945 (1,018,062) - - - 1,979,124 1,781,211 98,956 - 1,682,255 197,912 - - - - 223,702 223,702 - (1,346,832) (198,657) (1,098) (1,097) (1) (197,559) - - - - (1,148,175) (1,033,357) (57,409) - (975,949) (114,817) - - 23,200,694
 21,517,644 20,626,807 22,382,060 22,361,234 23,601,433 25,118,299 94% 94% -34% 82% 0% 0% -100% 32% -27% -27% -27% 0% -27% -27% 0% 122% 1,017,236 (149,630) (81,016) 457 20,917 (1,700) 48,937 (91,929) (83,987) (3,662) 39,200 10,673 245,970 113,694 99,900 3,290 29,087 920,895 (399,298) 11,501 72,750 - (233,381) (329,280) (1,036,816) - (192,825) (136,456) 79,113 76,690 2,422 1,416,534 0 495,638 0 1,495,646 0 - 980,767 980,767 75,000 - 14% -2% -8% 0% 2% -100% 2% -8% -83% -6% 4900% 3% 37% 42% 36% 6% 49% 348% -4% 0% 2% 0% -14% -52% -68% 0% -47% -73% 11% 27% 1% -83% -84% -25% -31% -147% -143% 97% 97% 0% 0% - - - - 589,879 0 510,767 0 0% 0% 0% 0% -29% -35% -19% -25% 2 SUMMARY OF FISCAL OUTCOME FOR 2018 TO 2022 Description Total revenue and grants Total revenue Tax Income Tax Social Security Tax - Arrears Custom Duties Excise Tax GST Value Added Tax Business tax Corporate Responsibility Tax Tourism Marketing Tax Property Tax Other Tax Nontax Fees and charges Dividends Income Other nontax Proceeds from sale of assets Grants (linked with the BoP) Expenditure and net lending Current expenditure Primary Current Expenditure 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 External Domestic Development Grant Net lending Contingency ACTUAL 2019 R ('000) BUDGET (Amendment) 2020 R ('000) EOY 2020 R ('000) BUDGET 2021 R ('000) FORECAST 2022 R ('000) FORECAST 2023 R ('000) 0.0%
ESTIMATED REVENUE AND EXPENDITURE FOR 2021 Under Section 154(8) of the Constitution DESCRIPTION ACTUAL 2019 R'000 BUDGET (Amendment) 2020 R'000 EOY 2020 R'000 BUDGET 2021 R'000 FORECAST 2022 R'000 FORECAST 2023 R'000 VARIANCE (R'000) % A REVENUE A1 CURRENT RECEIPTS Income Tax Social Security Tax - Arrears Custom Duties Excise Tax GST arrears Value Added Tax Business Tax Corporate Responsibility Tax Tourism Marketing Tax Property Tax Other Tax Fees and Charges Dividends Income Other Non Tax Proceeds from sales of Assets 974,980 439 313,122 1,385,436 2,923 2,585,824 1,396,935 108,746 71,453 - 580,297 340,087 477,410 50,019 54,917 899,651 - 287,108 1,328,260 - 1,863,750 1,066,725 80,905 38,703 40,000 298,640 299,763 383,575 54,381 146,757 1,010,062 7,520 254,307 1,265,255 1,700 2,092,455 1,194,896 100,976 61,078 800 333,328 270,005 275,375 51,829 58,964 929,046 - 254,764 1,286,172 - 2,141,392 1,102,968 16,989 57,416 40,000 344,001 383,699 375,275 55,119 88,051 984,338 - 298,641 1,324,308 - 1,047,602 - 279,274 1,376,405 - 2,260,990 1,164,141 2,407,268 1,238,960 - 60,600 40,000 356,616 366,133 493,475 54,696 91,488 - 64,495 40,000 371,387 399,861 503,475 58,366 95,093 (81,016) (7,520) 457 20,917 (1,700) 48,937 (91,929) (83,987) (3,662) 39,200 10,673 113,694 99,900 3,290 29,087 -8% -100% 0% 2% -100% 2% -8% -83% -6%
 100% 3% 42% 36% 6% 49% TOTAL CURRENT RECEIPTS 8,342,587 6,788,217 6,978,549 7,074,890 7,495,428 7,882,186 96,342 1% A2 PRIVATISATION AND LONG TERM LEASE RECEIPTS Long Term Lease - Land & Building Sale of State Lands Sale of Plots (Land Bank) Sale of Assets Purchase of Equity Holdings Privatization TOTAL: PRIVATISATION AND LONG TERM LEASE RECEIPTS A3 GRANT RECEIPTS 47,956 2,848 3,071 1,042 - 117,381 2,026 25,700 1,650 - 53,636 1,026 2,652 1,650 - - 72,715 3,237 10,449 1,650 - 75,000 75,744.90 3,236.57 10,856.51 1,650.00 - - 78,926.27 3,236.57 11,279.91 1,650.00 - - 19,079 2,211 7,797 - - 75,000 36% 215% 294% 0% 0% 0% 54,917 146,757 58,964 163,051 91,488 95,093 104,087 100% Capital Project Grants Recurrent Expenditure Grants Budget Support Grants 94,200 - - 630,312 - - 264,864 - - 1,185,759 1,006,290 - - - - 702,001 - - 920,895 - - 0% 0% 0% TOTAL: GRANT RECEIPTS 94,200 630,312 264,864 1,185,759 1,006,290 702,001 920,895 348% A4 LOAN RECEIPTS -Foreign,Gross -Domestic,Gross 352,167 245,648 1,428,538 2,901,823 1,077,821 4,199,434 1,114,638 3,051,259 468,762 2,827,743 173,945 1,979,124 36,817 (1,148,175) 3% -27% TOTAL: LOAN RECEIPTS 597,815 4,330,361 5,277,255 4,165,897 3,296,505 2,153,069 (1,111,358) 9% GRAND TOTAL REVENUE 9,089,519 11,895,646 12,579,631 12,589,597 11,889,711 10,832,349 9,966 0% 4 DESCRIPTION 2019 ACTUAL R ('000) BUDGET (Amendment) 2020 R ('000) EOY 2020 R ('000) BUDGET 2021 R ('000) FORECAST 2022 R ('000) FORECAST 2023 R ('000) (R'000) % VARIANCE MINISTRY OF FINANCE, TRADE AND ECONOMIC PLANNING Central Government Other Public Sectors Private Sectors INCOME TAX SOCIAL SECURITY TAX Sff Arrears SFF ARREARS Custom Duties 211,351 122,731 640,899 974,980 439 439 MINISTRY OF FINANCE, TRADE AND ECONOMIC PLANNING Trades Tax -Direct imports Alcohol (Beverages Spirits and Vinegar) Textiles and textile articles Tobacco Prepared Food ( Prepared Foodstuffs) Others Levy (Additional Levies) Documentary Charges Livestock Trust Fund 109,991 7,179 2,319 12,636 88,858 71,255
 3,456 21,910 209,806 120,488 569,357 899,651 - - 98,084 6,654 2,068 11,712 82,363 66,113 3,204 21,910 239,341 111,332 659,389 239,341 112,532 577,173 252,615 118,773 612,950 268,851 126,407 652,344 1,010,062 929,046 984,338 1,047,602 7,520 7,520 - - - - - Trade Tax Exemptions (4,481) (5,000) (1,500) (5,000) (5,000) (5,000) TOTAL : CUSTOM DUTIES 313,122 287,108 254,307 254,764 298,641 279,274 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 - 1,200 (82,216) (81,016) - (7,520) (7,520) 1,667 401 63 306 1,600 (1,090) 142 868 (3,500) 457 12,490 (1,832) 10,620 3,563 139 - 5,136 1,179 3,958 - 3,291 245 3,046 TOTAL : EXCISE TAX 1,385,436 1,328,260 1,265,255 1,286,172 1,324,308 1,376,405 20,917 0% 1% -12% -8% -100% -100% 2% 7% 2% 3% 2% -2% 5% 3% 233% 0% 1% -1% 2% 4% 2% 1% 1% 2% 8% 1% 15% 2% 5 DESCRIPTION 2019 ACTUAL R ('000) BUDGET (Amendment) 2020 R ('000) EOY 2020 R ('000) BUDGET 2021 R ('000) FORECAST 2022 R ('000) FORECAST 2023 R ('000) (R'000) % VARIANCE 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 2,923 2,923 2,589,427 1,586,547 79,254 30,550 93,972 862,675 43,713 115,675 59,090 156,017 145,600 1,002,880 - - 1,878,750 1,079,894 75,392 29,061 88,499 410,319 42,415 113,340 56,211 126,152 138,505 798,856 1,700 1,700 2,094,955 1,191,964 83,286 35,385 82,519 482,515 68,679 114,024 44,230 143,689 137,638 902,991 - - - - - - (3,603) (15,000) (2,500) (15,000) (15,000) (15,000) TOTAL: VALUE ADDED TAX 2,585,824 1,863,750 2,092,455 2,141,392 2,260,990 2,407,268 BUSINESS TAX MINISTRY OF FINANCE, TRADE AND ECONOMIC PLANNING 1,162,513 -Companies 45,333 -Sole Traders 20,528 -Partnerships 13 -Trusts 103,680 -Witholding Tax 9 -Others - Residential Dwelling 64,859 1,396,935 TOTAL: BUSINESS TAX CORPORATE RESPONSIBILITY TAX MINISTRY OF FINANCE, TRADE AND ECONOMIC PLANNING -CorporateSocial Responsibility Tax (CSR) 108,746 TOTAL: CORPORATE RESPONSIBILITY TAX 108,746 TOURISM MARKETING TAX MINISTRY OF FINANCE, TRADE AND ECONOMIC PLANNING -Tourism Marketing Tax (TMT) TOTAL: TOURISM MARKETING TAX - - - - - (1,700) (1,700) 61,437 14,443 (22) 595 3,469 (3,866) 4,620 2,028 (1,663) 5,531 3,751 46,994 (12,500) - 48,937 (95,763)
 (870) (350) (0) 4,153 1 901 (91,929) - (83,987) (83,987) #DIV/0!
-100% -100% 3% 1% 0% 2% 4% -1% 7% 2% -4% 4% 3% 5% 500% 2% -9% -2% -2% -2% 4% 8% 4% -8% -83% -83% 60,600 60,600 64,495 64,495 (3,662) (3,662) #DIV/0!
-6% -6% 6 DESCRIPTION PROPERTY TAX 2019 ACTUAL R ('000) BUDGET (Amendment) 2020 R ('000) EOY 2020 R ('000) BUDGET 2021 R ('000) FORECAST 2022 R ('000) FORECAST 2023 R ('000) (R'000) % VARIANCE MINISTRY OF FINANCE, TRADE AND ECONOMIC PLANNING Foreign Owned Property Tax - 40,000 800 40,000 40,000 40,000 39,200 4900% OTHER TAX MINISTRY OF FINANCE, TRADE AND ECONOMIC PLANNING 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 10,312 5,595 120,246 63,947 - 209 348 2,051 - 9,196 4,984 142,782 67,145 - 93 309 2,051 - 9,441 3,380 117,840 63,090 - 92 300 1,751 - 9,637 3,450 120,290 63,090 - 94 306 1,751 - 9,978 3,572 124,548 63,090 - 98 317 1,751 - 10,351 3,706 129,200 63,090 - 101 329 1,751 - 196 70 2,449 - - 2 6 - 2% 2% 2% 0% 2% 2% 0% SUB TOTAL 202,709 226,560 195,894 198,618 203,354 208,527 2,724 1% DEPARTMENT OF ENVIRONMENT Environment Trust Fund SUB TOTAL DEPARTMENT OF LEGAL AFFAIRS 4,900 4,900 4,541 4,541 5,206 5,206 5,703 5,703 6,012 6,012 6,392 6,392 497 497 Stamp Duty 364,008 59,797 123,562 130,835 138,091 146,966 7,273 ROAD TRANSPORT COMMISSION Vehicle Testing TOTAL : OTHER TAX 8,681 580,297 7,742 298,640 8,666 333,328 8,846 344,001 9,159 356,616 9,501 371,387 180 10,673 TOTAL : TAX REVENUE 7,420,155 5,903,742 6,322,377 6,172,747 6,489,635 6,825,391 (149,630) 10% 10% 6% 2% 3% -2% 7 DESCRIPTION 2019 ACTUAL R ('000) BUDGET (Amendment) 2020 R ('000) EOY 2020 R ('000) BUDGET 2021 R ('000) FORECAST 2022 R ('000) FORECAST 2023 R ('000) (R'000) % VARIANCE FEES AND CHARGES SEYCHELLES AGRICULTURAL AGENCY Agricultural Products Import/Export Certificates Livestock Products Miscellaneous Market Fees SUB TOTAL NATIONAL BIOSECURITY AGENCY Import/Export Certificates Bio- Security Fees Bio- Security Fines Dog Control Fines SUB TOTAL SEYCHELLES LAND TRANSPORT AGENCY Road Maintenance receipts SUB TOTAL 720 - 338 1,096 2,155 459 - 215 - 674 3,064 3,064 SEYCHELLES MARITIME AND
 SAFETY ADMINISTRATION Pilotage Exemption Examinations and Endorsements Registration, Survey and Certification Licencing of Hire Craft SUB TOTAL DEPARTMENT OF CIVIL AVIATION, PORTS & MARINE Passenger Service Fee Disembarkation Fee Travel Advizory fee SUB TOTAL - 415 2,430 - 2,845 15,000 - - 15,000 666 - 375 1,372 2,412 196 4,538 150 - 4,884 4,500 4,500 - 1,500 4,500 3,500 9,500 26,640 - - 26,640 666 - 375 1,372 2,412 300 4,538 150 - 4,988 2,960 2,960 - 1,500 2,148 3,500 7,148 26,640 - - 26,640 686 - 380 1,414 2,481 202 4,538 150 1,966 6,856 4,500 4,500 - 2,000 5,500 - 7,500 32,315 18,323 76,099 126,737 686 - 380 1,414 2,481 208 4,538 150 2,163 7,059 4,500 4,500 - 2,500 6,500 - 9,000 65,201 27,366 - 92,567 686 - 380 1,414 2,481 209 4,538 150 2,164 7,061 4,500 4,500 - 2,500 6,500 - 9,000 80,725 33,882 - 21 - 5 43 68 (98) - - 1,966 1,868 1,540 1,540 500 3,352 (3,500) 352 5,675 18,323 76,099 114,607 100,097 #DIV/0!
3% 1% 3% 3% -33% 0% 0% 100% 37% 52% 52% 33% 156% -100% 5% 21% 100% 100% 376% 8 2019 ACTUAL R ('000) BUDGET (Amendment) 2020 R ('000) EOY 2020 R ('000) BUDGET 2021 R ('000) FORECAST 2022 R ('000) FORECAST 2023 R ('000) (R'000) % VARIANCE DESCRIPTION ROAD TRANSPORT COMMISSION Conversion fee Vehicle Testing Parking Coupons Highway Code Books Heavy Vehicle Fees Others - Instructor's fees SUB TOTAL 757 - 1,841 52 60 2 2,712 MINISTRY OF FINANCE, TRADE AND ECONOMIC PLANNING Processing fees-SLA g FIU Fees & Fines FTC Fines Trades Tax Division (Customs Fees and Fines) Storage 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 SEYCHELLES METEOROLOGICAL AUTHORITY Meteorological Data Fees SUB TOTAL - - 326 2,203 826 3,355 96 1,872 2,014 7,278 2,045 17 13,321 7 7 MINISTRY OF EDUCATION AND HUMAN RESOURCES DEVELOPMENT 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 151 1,260 77 1,388 2,876 - 6,324 60 6,384 350 - 2,500 125 72 5 3,052 4 - 110 10,613 356 11,083 415 2,044 2,675 2,214 6,304 13 13,666 8 8 200 1,050 70 5,200 6,520 3 4,333 40 4,376 350 - - 2,500 125 150 5 3,130 4 - 110 10,678 356 11,148 - 431 2,782 2,129 6,556 14 350 - 3,000 125 150 5 3,630 4 - 113 10,778 363 11,257 - 431 2,782 2,129 6,556 14 350 - 3,000 125 150 5 3,630 4 - 113 10,778 364 11,258 - 431 2,782 2,129 6,556 14 11,912 11,912 11,912 26 26 200 1,050 70 5,200 6,520 - 4,333 43 4,376 26 26 200 1,050 70 5,200 6,520 - 9,040 43 9,083 26 26 200 1,050 70 5,200 6,520 - 9,040 43 9,083 - - 1,000 51 78 - 1,129 0 (952) 60 9,054 (644) 7,518 (50) (1,291) 107 1,129 5,250 1 5,146 18 18 100 - - 2,430 2,530 (3) 1 3 1 0% 67% 69% 108% 0% 56% 2%
 -100% 120% 558% -64% 207% -100% -75% 4% 113% 402% 4% 76% 230% 230% 100% 0% 0% 88% 63% -100% 0% 8% 0% 9 2019 ACTUAL R ('000) BUDGET (Amendment) 2020 R ('000) EOY 2020 R ('000) BUDGET 2021 R ('000) FORECAST 2022 R ('000) FORECAST 2023 R ('000) (R'000) % VARIANCE DESCRIPTION FOREIGN AFFAIRS DEPARTMENT 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 Planning Fees Survey Fees Maps and Prints Miscellaneous Sand and Gravel Fees Property Transfer Fees SUB TOTAL MINISTRY OF HABITAT, INFRASTRUCTURE & LAND TRANSPORT 128 801 6 935 - 17,427 196 393 2,891 7,070 1,216 - - 29,192 6,311 277 280 169 - 7,991 200 614 - 814 - 14,500 150 100 5,000 3,105 1,000 - - 23,855 5,000 253 478 226 - 9,869 75 614 5 694 - 14,500 150 100 5,000 1,760 1,000 1,605 9,196 33,311 5,000 253 478 226 - 9,869 200 632 6 838 2,000 14,500 150 205 3,000 3,000 1,000 5,000 - 28,855 5,000 263 478 236 - 9,885 200 632 6 838 2,000 14,500 150 205 3,000 3,000 1,000 - - 23,855 5,000 263 478 236 - 9,885 200 632 6 838 2,000 14,500 150 205 3,000 3,000 1,000 - - 23,855 5,000 263 478 236 - 9,885 15,027 15,826 15,826 15,863 15,863 15,863 DEPARTMENT OF INFORMATION COMMUNICATIONS TECHNOLOGY Systems Development/ Information Technology SUB TOTAL DEPARTMENT OF POLICE Police Miscellaneous Service of Special Police/National Guards Provision of Security Criminal Fees & Fines 72 72 2,739 6,925 2,230 - - 2,916 5,664 2,964 8 8 2,916 5,664 2,964 8 8 2,974 5,776 5,986 8 8 2,974 5,776 5,986 8 8 2,974 5,776 5,986 SUB TOTAL 11,894 11,543 11,543 14,735 14,735 14,735 125 18 1 144 2,000 - - 105 (2,000) 1,240 - 3,395 (9,196) (4,456) - 10 - 10 - 16 - 37 - - 167% 3% 20% 21% 100% 0% 0% 105% -40% 70% 0% 212% -100% -13% 0% 4% 0% 4% 0% 0% 0% 0% 58 112 3,022 3,192 2% 2% 102% #DIV/0!
28% 10 DESCRIPTION NATIONAL BIO-SECURITY AGENCY Veterinary Clinic Ren Collection SUB TOTAL DEPARTMENT OF IMMIGRATION & CIVIL STATUS Civil Status Fees ID Card Fees Marriage Fees SUB TOTAL Immigration Fees Passport Fees Residence Permit Fees Citizenship Fees Administration SUB TOTAL DEPARTMENT OF JUDICIARY Court fees and Fines Attorney and License Fees SUB TOTAL INSTITUTE OF EARLY CHILDHOOD DEVELOPMENT Registration fee for childming services SUB TOTAL 2019 ACTUAL R ('000) BUDGET (Amendment) 2020 R ('000) EOY 2020 R ('000) BUDGET 2021 R ('000) FORECAST 2022 R ('000) FORECAST 2023 R ('000) VARIANCE (R'000) % #DIV/0!
28 28 119 2,781 1,806 4,705 166,575 9,779 3,240 1,710 1 181,304 10,913 10,913 22 22 - - 183 2,378 4,217 6,777 91,377 9,179 3,187 593 2,529 - - 183 2,378 2,280 4,841 91,377 4,360 3,187 1,500 2,529 106,863 102,952 20,045 20,045 15 15 11,504 11,504 15 15 - - 183 2,378 4,217 6,777 73,101 4,589 2,550 2,529 82,769 20,222 20,222 15 15 - - 183 2,378 4,217 6,777 82,224 6,966 2,869 1,178 2,529 95,765 20,222 20,222 15 15 - - 183 2,378 4,217 6,777 91,376 9,179 3,187 1,178 2,529 - - - - 1,937 1,937 (18,275) 229 (637) (1,500) - 107,448 (20,184) 0% - 0% 0% 85% 40% -20% 5% -20% -100% 0% -20% 20,222 20,222 15 15 8,718 8,718 - - #DIV/0!
76% 76% 0% 0% 11 2019 ACTUAL R ('000) BUDGET (Amendment) 2020 R ('000) EOY 2020 R ('000) BUDGET 2021 R ('000) FORECAST 2022 R ('000) FORECAST 2023 R ('000) (R'000) % VARIANCE DESCRIPTION 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 SUB TOTAL SEYCHELLES QUALIFICATION AUTHORITY Certify True Copy of Qualifications Evaluation of Qualifications Recognition of Prior Learning SUB TOTAL 1,633 1,657 481 32 760 1,998 212 463 1 - 70 12 2,040 9,360 161 196 80 437 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 - 100 (390) (2) 7 38 3 5 (15) 8 116 1 120 (10) - 4 2 5 50 (505) (455) - - - - 0% 7% -54% -5% 1% 2% 1% 1% -87% 36% 1289% 5% 7% #DIV/0!
0% 2% 2% 0% 2% 6% -50% -25% 0% 0% 0% 0% 12 DESCRIPTION ENTERPRISE SEYCHELLES AGENCY (ESA) Processing Fees SUB TOTAL SEYCHELLES TOURISM BOARD Kiosk Rental Sales of Booklets SUB TOTAL SEYCHELLES MEDICAL & DENTAL COUNCIL Registration Fee SUB TOTAL SEYCHELLES HERITAGE FOUNDATION Guided Tour Visits and site activities Mission Lodge Entrance Fees Heritage Site Activities Fees SUB TOTAL SEYCHELLES FIRE AND RESCUE AGENCY Fire Safety Training Sale of Fire incident report Standby with LPG Tanker SUB TOTAL NATIONAL BOTANICAL GARDEN FOUNDATION Botanical Entrance Kiosk Tortoise - Entrance Restaurant receipts Wedding Ceremony and photoshooting SUB TOTAL 2019 ACTUAL R ('000) BUDGET (Amendment) 2020 R ('000) EOY 2020 R ('000) BUDGET 2021 R ('000) FORECAST 2022 R ('000) FORECAST 2023 R ('000) (R'000) % VARIANCE 45 45 4 77 81 - - - - - 138 2 20 160 7,534 147 118 12 7,811 36 36 6 72 78 350 350 32 2,363 2,395 262 5 27 294 3,437 12 110 - - - - - - 20 20 - (91) 0% 0% 0% 0% 0% 6% 6% 0% -15% 1,032 1,032 (91) -15% 262 5 27 294 6,874 12 110 10 7,006 262 5 27 294 6,874 12 110 10 7,006 - - (28) (28) 3,437 - 80 6 3,523 0% 0% -51% -9% 100% 0% 267% 150% 101% 13 DESCRIPTION NATIONAL SPORTS COUNCIL Medical Fees Sale of Sports Equipment Sports events Hire of buses Sale of Sports award tickets SUB TOTAL DEPARTMENT OF CULTURE Photocopy/Printing Fees/internet Music & Dance Fees Museum Entrance Fees Shop proceeds SUB TOTAL SEYCHELLES NATIONAL YOUTH COUNCIL Youth Service Bureau -miscellaneous SUB TOTAL DEPARTMENT OF DEFENCE Provision of Security Services SUB TOTAL 2019 ACTUAL R ('000) BUDGET (Amendment) 2020 R ('000) EOY 2020 R ('000) BUDGET 2021 R ('000) FORECAST 2022 R ('000) FORECAST 2023 R ('000) (R'000) % VARIANCE 38 12 724 65 48 888 27 123 734 - 883 22 22 808 808 300 31 1,224 137 200 1,891 50 240 53 120 463 50 50 - - 36 31 50 137 200 453 56 40 250
 120 466 50 50 - - 350 31 500 152 - -100% 128% -11% 500% -79% 0% -1% 0% 0% 314 - 450 15 (200) 579 (6) 200 (198) - (4) - - 500 500 TOTAL : FEES AND CHARGES 340,087 299,763 270,005 383,699 366,133 399,861 113,694 42% 14 2019 ACTUAL R ('000) BUDGET (Amendment) 2020 R ('000) EOY 2020 R ('000) BUDGET 2021 R ('000) FORECAST 2022 R ('000) FORECAST 2023 R ('000) (R'000) % VARIANCE DESCRIPTION OTHER NON TAX RENTS AND ROYALTIES SEYCHELLES AGRICULTURAL AGENCY Rent of Agricultural Land Rent SUB TOTAL HEALTH CARE AGENCY Quarantine Facility Services Rent of Snack Shop Rent of Staff Quarters SUB TOTAL 521 54 575 - 52 96 148 MINISTRY OF HABITAT, INFRASTRUCTURE & LAND TRANSPORT 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 Storage SUB TOTAL 2,490 10,400 - 159 2,940 - 15,989 922 922 3,732 3,732 612 68 680 - 120 50 170 6,740 - 14,818 - 373 5,476 27,407 1,172 1,172 5,813 5,813 612 68 680 - 120 50 170 1,000 - 14,818 - 373 2,632 18,823 808 808 3,318 3,318 631 70 701 4,740 120 50 4,910 2,000 - 14,818 - 167 - 16,985 767 767 5,813 5,813 631 70 701 - 120 50 170 2,000 - 14,818 - 373 - 17,191 1,172 1,172 5,813 5,813 631 70 701 - 120 50 170 2,000 - 14,818 - 373 - 17,191 1,172 1,172 5,813 5,813 19 2 21 - - - 3% 3% 3% 0% 0% 0% 4,740 2788% 1,000 - - - (205) (2,632) - (1,837) (41) (41) 2,495 2,495 100% 0% 0% 0% -55% -100% -10% -5% -5% 75% 75% 15 DESCRIPTION SEYCHELLES HERITAGE FOUNDATION Rental of Restaurant Rental of Kiosks Lease of Properties- Bel Ombre Lease of Properties- La Pleine Ste Andre Lease of Properties - DVP 2019 ACTUAL R ('000) BUDGET (Amendment) 2020 R ('000) EOY
 2020 R ('000) BUDGET 2021 R ('000) FORECAST 2022 R ('000) FORECAST 2023 R ('000) (R'000) % VARIANCE SUB TOTAL 1,373 1,612 1,036 1,337 1,612 1,612 NATIONAL SPORTS COUNCIL Rental of Sports facilities SUB TOTAL DEPARTMENT OF CULTURE Rental of land -NCPA Rental of Museum Restaurant Rental of Museum Conference Room SUB TOTAL Creative Industry and National Events Agency Rental of Facilities Rental of Music Stadium Facilities SUB TOTAL SEYCHELLES NATIONAL YOUTH COUNCIL Rental of Hall SUB TOTAL DEPARTMENT OF DEFENCE Leased of Offices SUB TOTAL 1,130 1,130 25 - 8 32 2,314 - 2,314 4 4 90 90 1,049 1,049 24 360 36 420 4,500 804 5,304 15 15 - - 355 355 24 50 - 74 1,118 - 1,118 15 15 - - TOTAL: RENTS AND ROYALTIES 26,309 43,642 26,397 34,216 31,065 31,067 7,818 INCOME OF PUBLIC SERVICES 120 (40) - - 221 300 744 744 - 310 36 346 882 100 - 982 - - 68 68 100% -21% 0% 0% 442% 29% 210% 210% 0% 620% 100% 468% 79% 88% 0% 0% 100% 100% 30% 16 DESCRIPTION 2019 ACTUAL R ('000) BUDGET (Amendment) 2020 R ('000) EOY 2020 R ('000) BUDGET 2021 R ('000) FORECAST 2022 R ('000) FORECAST 2023 R ('000) (R'000) % VARIANCE INTEREST MINISTRY OF FINANCE, TRADE AND ECONOMIC PLANNING Interest from Seychelles Trading Company Interest from Development Bank of Seychelles Interest from Public Utilities Company SUB TOTAL TOTAL: INTEREST STATUTORY TRANSFERS 1,164 3,282 17,251 21,697 21,697 - 2,793 4,930 7,722 7,722 - 2,793 17,856 20,649 20,649 - 2,793 16,700 19,492 19,492 - 2,793 17,648 20,440 20,440 - 2,793 21,315 24,108 24,108 - - (1,157) (1,157) (1,157) 0% 0% -6% -6% -6% MINISTRY OF FINANCE, TRADE AND ECONOMIC PLANNING Central Bank of Seychelles (CBS) - 2,000 2,000 - 2,000 2,000 (2,000) -100% MISCELLANEOUS MINISTRY OF ENVIRONMENT, ENERGY
 AND CLIMATE CHANGE Tree Felling Sale of Coco de mer tag Environment Fine Levies on sale of Tortoise Sale of Plants SUB TOTAL DEPARTMENT OF EMPLOYMENT Processing fees TAX AND CUSTOM AGENT BOARD Registration Fee VARIOUS MINISTRIES Sale of Tender Documents Misc.
Minor Receipts Processing fees appeals Sale of booklets TOTAL: MISCELLANEOUS TOTAL: OTHER NON TAX 97 958 - - 99 1,154 12 50 347 449 2,012 50,019 90 480 - - 126 695 50 68 - 203 1,017 54,381 90 600 100 100 126 90 600 300 100 - 1,016 1,090 50 68 - 203 50 68 150 1,500 2,784 51,829 90 480 300 - - 870 50 68 - 203 90 480 300 - - 870 50 68 - 203 - - 200 - (126) 74 - - - 0% 0% 200% 0% -100% 7% 0% 0% (150) (1,297) -100% -86% 1,411 55,119 1,191 54,696 1,191 58,366 (1,372) 3,290 -49% 6% 17 DESCRIPTION 2019 ACTUAL R ('000) BUDGET (Amendment) 2020 R ('000) EOY 2020 R ('000) BUDGET 2021 R ('000) FORECAST 2022 R ('000) FORECAST 2023 R ('000) (R'000) % VARIANCE DIVIDENDS INCOME MINISTRY OF FINANCE, TRADE AND ECONOMIC PLANNING - 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 TOTAL : DIVIDENDS INCOME 110,483 194,000 - - - 111,250 - - - 1,306 35,372 - 25,000 - 477,410 75,000 150,000 - - - 50,000 375 - 3,200 - 50,000 25,000 30,000 - - 150,000 - - - - 375 - - - 50,000 25,000 50,000 - - 250,000 9,400 - 25,200 - 375 - - - 50,000 - 30,000 10,300 100,000 250,000 9,400 - 25,200 15,000 375 - 3,200 - 50,000 - 30,000 10,300 100,000 250,000 9,400 - 25,200 25,000 375 - 3,200 - 50,000 - 30,000 10,300 383,575 275,375 375,275 493,475 503,475 - 100,000 9,400 - 25,200 - - - - - - (25,000) (20,000) 10,300 99,900 67% 0% 0% -100% -40% #DIV/0!
36% 18 DESCRIPTION PROCEEDS FROM SALE OF ASSETS 2019 ACTUAL R ('000) BUDGET (Amendment) 2020 R ('000) EOY 2020 R ('000) BUDGET 2021 R ('000) FORECAST 2022 R ('000) FORECAST 2023 R ('000) (R'000) % VARIANCE MINISTRY OF HABITAT, INFRASTRUCTURE & LAND TRANSPORT 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 40,554 2,848 3,071 46,473 7,402 7,402 MINISTRY OF FINANCE, TRADE AND ECONOMIC PLANNING Sale of Assets SUB TOTAL TOTAL : PROCEEDS FROM SALE OF ASSETS TOTAL : NON TAX REVENUE #DIV/0!
46% 215% 294% 64% - - - - 0% 0% 0% 0% #DIV/0!
49% 37% 1% TOTAL: CURRENT RECEIPTS 8,342,587 6,788,218 6,978,550 7,074,890 7,495,428 7,882,186 96,341 19 DESCRIPTION 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 2019 ACTUAL R ('000) BUDGET (Amendment) 2020 R ('000) EOY 2020 R ('000) BUDGET 2021 R ('000) FORECAST 2022 R ('000) FORECAST 2023 R ('000) (R'000) % VARIANCE 974,980 439 313,122 1,385,436 2,923 2,585,824 1,396,935 108,746 71,453 - 580,297 340,087 477,410 50,019 54,917 899,651 - 287,108 1,328,260 - 1,863,750 1,066,725 80,905 38,703 40,000 298,640 299,763 383,575 54,381 146,757 1,010,062 7,520 254,307 1,265,255 1,700 2,092,455 1,194,896 100,976 61,078 800 333,328 270,005 275,375 51,829 58,964 929,046 - 254,764 1,286,172 - 2,141,392 1,102,968 16,989 57,416 40,000 344,001 383,699 375,275 55,119 88,051 984,338 - 298,641 1,324,308 - 2,260,990 1,164,141 - 60,600 40,000 356,616 366,133 493,475 54,696 91,488 1,047,602 - 279,274 1,376,405 - 2,407,268 1,238,960 - 64,495 40,000 371,387 399,861 503,475 58,366 95,093 (81,016) (7,520) 457 20,917 (1,700) 48,937 (91,929) (83,987) (3,662) 39,200 10,673 113,694 99,900 3,290 29,087 - 96,341 -8% -100% 0% 2% -100% 2% -8% -83% -6% 4900% 3% 42% 36% 6% 49% #DIV/0!
1% TOTAL CURRENT RECEIPTS 8,342,587 6,788,218 6,978,550 7,074,890 7,495,428 7,882,186 20 ESTIMATED REVENUE AND EXPENDITURE Under Section 154 (8) of the Constitution ACTUAL 2019 BUDGET (Amendment) 2020 EOY 2020 BUDGET FORECAST FORECAST 2021 2022 2023 VARIANCE EXPENDITURE TOTAL OUTLAYS Office of the President Department of Legal Affairs Department of Defence Department of Public Administration Department of Information Technology and Communications 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 Constitutional Appointments Authority Electoral Commission Department of Fisheries Department of Culture 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 and Sports and Family Ministry of Investment, Entrepreneurship and Industry Office of the Mayor of Victoria TOTAL: MINISTRIES/ DEPARTMENTS 323,342
57,083 265,117 148,275 689,243 1,043,293 323,342 124,738 49,677 13,150 70,398 127,904 21,030 8,224 6,337 4,263,393 69,050 130,612 336,282 16,574 63,205 116,537 - 73,028 39,035 18,364 2,754 1,118 1,649 13,002 9,766 96,021 196,057 146,651 794,447 1,071,730 675,765 120,572 51,599 13,248 68,043 96,849 21,027 8,348 6,297 4,257,630 64,588 66,155 297,640 16,568 62,296 104,888 - 72,668 38,719 18,518 2,784 1,098 1,610 11,869 9,765 90,172 196,716 146,291 649,147 904,128 640,849 120,744 55,519 13,221 68,275 81,181 20,958 8,473 6,272 3,771,108 2,920 120,722 367,731 (2,399) 3,125 54,832 (2,742) (17,973) (2,279) (585) 334 (57) (126) 3,437 1,745 (13,072) 131,756 (8,819) 92,518 149,081 (38,078) (22,251) 8,473 3,006 7,225 20,332 3,763 (382) 2,441 864,677 5% 266% 112% -13% 5% 61% -77% -18% -6% -3% 14% -5% -7% 40% 21% -19% 99% -6% 16% 17% -11% -15% 21% 30% 11% 19% 22% -4% 63% 25% 21 ESTIMATED REVENUE AND EXPENDITURE Under Section 154 (8) of the Constitution 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 Public Enterprise Monitoring Commission Government Audit Committee Financial Intelligence Unit Seychelles Bureau of Standards Seychelles Qualifications Authority Tertiary Education Commission Seychelles 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 Administration 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 2019 BUDGET (Amendment) 2020 EOY 2020 BUDGET FORECAST FORECAST 2021 2022 2023 9,217 16,599 13,992 13,595 121,723 11,850 3,675 1,123 8,782 6,921 642 18,181 21,211 6,092 2,572 16,332 19,119 2,598 2,651 2,478 53,522 17,165 1,322 - - 15,267 9,205 10,204 14,795 2,546 1,997 6,847 - 432,222 17,077 17,217 14,154 15,108 137,502 13,540 3,889 1,497 8,076 7,448 894 19,696 23,188 6,971 2,850 17,980 5,512 2,886 5,649 2,718 59,564 11,534 1,506 - - 17,074 10,587 10,056 15,154 12,587 3,013 11,319 - 476,246 9,014 16,649 14,154 15,108 136,132 13,330 3,873 1,459 7,975 7,223 881 18,752 21,916 7,795 2,680 17,573 5,626 3,086 6,255 2,718 61,713 16,534 1,506 - - 16,099 10,572 10,254 14,307 12,387 2,977 13,084 - 471,632 8,868 16,309 14,055 24,363 139,692 - - - 3,570 1,369 7,733 8,508 849 19,521 23,478 7,879 2,988 16,660 42,011 2,137 7,750 2,446 61,058 12,779 1,378 1,054 668 15,507 10,558 11,407 15,032 12,679 2,464 - 324 495,722 VARIANCE - - (145) (340) (99) 9,255 3,560 (13,330) (274) (84) (416) 946 (70) 447 1,238 179 262 (1,014) 101,691 (432) 1,488 (266) (1,012) 30,952 (110) 1,160 788 (360) 1,836 987 481 372 (508) (906) 324 136,601 -2% -2% -1% 61% 3% -100% -7% -6% -5% 13% -8% 2% 6% 2% 10% -6% 1807% -14% 24% -10% -2% 187% -7% 100% 100% -2% 17% 10% 3% 3% -17% -7% 100% 29% 22 ESTIMATED REVENUE AND EXPENDITURE Under Section 154 (8) of the Constitution ACTUAL 2019 BUDGET (Amendment) 2020 EOY 2020 BUDGET FORECAST FORECAST 2021 2022 2023 VARIANCE PUBLIC BODIES PROVIDING ESSENTIAL GOVERNMENT SERVICES Seychelles Tourism Board National Institute of Technology, Science &
 Innovation 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 Agency for Prevention of Drug Abuse & Rehabilitaton TOTAL: ORGANISATIONS FULFILLING SOCIAL FUNCTIONS TOTAL OUTLAYS (1,591) 31,257 (35,424) 3,012 (1,665) 1,478 103,909 3,325 (6,111) 87,391 (343) (91) (1,089) (732) 7,150 (139) (1,829) (1,723)
 (1,357) (129) (2,297) (117,922) 1,439 28,410 2,127,598 5,539,661 2,500,579 6,536,354 2,691,683 6,562,031 2,787,829 7,659,454 2,473,231 7,233,556 2,355,173 6,622,003 96,146 1,097,424 1% -26% 45% -19% 5% -16% 4% 49% 1% -23% 7% -8% -1% -8% -21% 12% -23% -17% -13% -6% -2% -26% -47% 5% 57% 4% 17% 23 ESTIMATED REVENUE AND EXPENDITURE Under Section 154 (8) of the Constitution ACTUAL 2019 BUDGET (Amendment) 2020 EOY 2020 BUDGET FORECAST FORECAST 2021 2022 2023 VARIANCE 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 Technology and Communications 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 Constitutional Appointments Authority Electoral Commission Department of Fisheries Department of Culture 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 and Sports and Family 627
3,930 518 34,812 13,293 13,769 1,584 762 627 5,325 4,158 28,902 101,379 65,621 334,197 547,099 52,780 29,960 24,044 7,200 42,561 24,798 12,287 26,563 35,838 172,582 12,710 21,565 4,034 - 34,835 14,527 13,788 1,584 751 534 5,379 4,035 29,109 104,162 67,215 332,020 549,335 52,252 30,796 22,916 7,312 44,841 25,286 12,524 26,749 35,974 172,171 12,750 21,762 4,052 - 34,475 14,125 13,941 1,614 731 534 5,246 4,025 28,884 104,801 66,890 337,060 544,902 52,030 30,767 22,836 7,285 45,071 25,556 12,534 Ministry of Investment, Entrepreneurship and Industry Office of the Mayor of Victoria TOTAL: MINISTRIES/ DEPARTMENTS 3,935 1,212 1,384,700 4,311 1,205 1,609,755 4,311 1,243 1,598,491 5,415 1,225 1,625,796 5,502 1,235 1,633,232 5,522 1,225 1,633,511 (746) 3,836 (891) (54) 874 154 (1,622) 320 777 16 412 (27) 53 611 2,145 (243) 7,081 (1,877) (10,783) 11,316 2,235 3,204 2,578 2,114 3,737 (2,535) 3,534 1,104 (18) 27,305 -3% 12% -1% 0% 4% 4% -76% 1% 6% 0% 35% -3% 9% 13% 107% -1% 8% -3% -3% 2% 4% 12% 12% 42% 10% -9% 40% 26% -1% 2% 24 ESTIMATED REVENUE AND EXPENDITURE Under Section 154 (8) of the Constitution 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 Public Enterprise Monitoring Commission Government Audit Committee Financial Intelligence Unit Seychelles Bureau of Standards Seychelles Qualifications Authority Tertiary Education Commission Seychelles 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 Administration 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 2019 BUDGET (Amendment) 2020 EOY 2020 BUDGET FORECAST FORECAST 2021 2022 2023 VARIANCE 3,134 10,153 8,233 7,482 84,109 6,164 1,202 280 5,064 3,946 384 10,878 10,314 3,988 1,795 11,146 2,892 1,771 42 1,170 36,075 3,396 863 - - 7,477 4,244 4,462 7,357 416 487 3,221 - 242,143 4,020 11,460 8,750 8,436 101,895 7,277 1,317 402 5,618 4,457 485 13,178 13,088 4,798 1,948 12,949 2,923 1,928 1,240 1,299 41,072 3,673 982 - - - - 9,962 4,877 4,990 7,015 5,178 991 7,441 - 293,294 4,029 10,914 8,868 8,022 103,572 - - - 1,392 263 5,633 6,006 521 13,453 12,812 4,834 2,038 12,069 3,533 1,339 3,477 1,159 44,740 4,197 921 137 290 10,307 6,424 6,712 7,984 8,105 931 - 263 305,891 10 (196) 118 (414) 2,677 (7,077) 18 (114) (114) 1,332 (0) 229 674 (43) 173 (815) 495 (295) 1,632 (140) 1,150 (102) (46) 137 290 494 161 1,722 889 2,927 (60) 102 263 6,077 0% -2% 1% -5% 3% -100% 1% -30% -2% 31% 0% 2% 6% -1% 10% -6% 16% -14% 88% -11% 3% -3% -5% 100% 100% 5% 3% 35% 13% 57% -6% 1% 100% 2% 25 ESTIMATED REVENUE AND EXPENDITURE Under Section 154 (8) of the Constitution PUBLIC BODIES PROVIDING ESSENTIAL GOVERNMENT SERVICES ACTUAL 2019 BUDGET (Amendment) 2020 EOY 2020 BUDGET FORECAST FORECAST 2021 2022 2023 VARIANCE Seychelles Tourism Board National Institute of
 Technology, Science & Innovation 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 Agency for Prevention of Drug Abuse & Rehabilitaton TOTAL: ORGANISATIONS FULFILLING SOCIAL FUNCTIONS (412) (535) (32) (1,233) (79) (376) (407) 9,824 (164) (35) (259) (132) 2,393 103 7 109 (194) 78 281 (1,606) 1,091 (580) 1% 3% 4% -2% -2% -1% -5% -2% -3% -4% 2% -11% 0% -8% -9% 15% 143% 0% 1%
 -2% 3% 13% -3% 8% -3% 687,781 798,087 795,545 805,730 813,949 814,906 10,186 1% 26 ESTIMATED REVENUE AND EXPENDITURE Under Section 154 (8) of the Constitution ACTUAL 2019 BUDGET (Amendment) 2020 EOY 2020 BUDGET FORECAST FORECAST 2021 2022 2023 VARIANCE OTHER WAGES AND SALARIES GRATUITIES COMPENSATION FOR CONTINUOUS SERVICE CONSTITUTIONAL APPOINTMENTS PENSION SCHEME CONTRIBUTION 33,869 22,411 80,184 54,262 32,981 28,000 39,351 28,000 107,010 132,643 65,689 65,689 33,442 39,539 86,900 73,734 41,397 29,540 93,912 74,523 41,397 29,540 91,901 74,366 (5,909) 11,539 (45,742) 8,045 -15% 41% -34% 12% TOTAL WAGES AND SALARIES 2,505,349 2,937,089 2,953,012 2,964,513 2,999,488 2,991,513 11,501 0% 27 ESTIMATED REVENUE AND EXPENDITURE Under Section 154 (8) of the Constitution 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 Technology and Communications 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 Constitutional Appointments Authority Electoral Commission Department of Fisheries Department of Culture 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 and Sports and Family Ministry of Investment, Entrepreneurship and Industry Office of the Mayor of Victoria TOTAL: MINISTRIES/ DEPARTMENTS ACTUAL 2019 BUDGET (Amendment) 2020 EOY 2020 BUDGET FORECAST FORECAST 2021 2022 2023 VARIANCE 56,597 12,007 138,099 8,009 38,457 5,108 1,361 41,123 31,343 4,208 1,145 373 1,467 4,039 5,596
- 38,192 24,508 4,576 1,169 368 1,115 7,623 5,731 26,913 28,989 79,436 232,172 332,637 33,222 53,527 25,683 5,936 23,202 40,356 8,503 2,847 5,062 1,209,324 37,839 10,596 125,468 3,818 40,534 3,681 - 38,192 24,593 4,576 1,169 368 1,076 6,623 5,740 26,874 29,009 79,401 211,616 332,454 33,222 53,527 25,683 5,936 23,204 40,320 8,424 2,951 5,047 1,181,943 3,666 1,643 (11,746) (2,346) 2,251 (1,246) (1,119) (1,795) (3,056) (601) (77) (30) (178) 2,827 (400) (7,829) (4,264) (10,448) 8,395 59,569 11,234 (1,006) 5,895 892 3,488 1,726 229 (1,486) 3,478 57,662 # V/0!
10% 12% -8% -37% 6% -25% -78% -5% -11% -11% -6% -8% -14% 73% -6% -22% -13% -12% 4% 22% 52% -2% 30% 18% 14% 4% 3% -35% 213% 5% 28 ESTIMATED REVENUE AND EXPENDITURE Under Section 154 (8) of the Constitution ACTUAL 2019 BUDGET (Amendment) 2020 EOY 2020 BUDGET FORECAST FORECAST 2021 2022 2023 VARIANCE 4,766 6,446 5,760 6,113 37,614 5,686 2,473 844 3,718 2,975 258 7,302 10,744 2,104 777 5,187 2,420 827 2,609 1,308 15,023 6,740 460 - - 7,791 4,679 5,594 7,438 2,130 1,510 3,626 - 164,922 4,994 5,758 5,404 6,672 35,607 6,264 2,571 1,095 2,458 2,991 409 6,518 10,099 2,173 902 5,031 2,588 958 4,410 1,419 17,350 7,861 523 - - - - 6,137 5,195 5,115 7,292 7,209 1,986 5,643 - 172,689 4,839 5,395 5,187 16,341 36,120 - - - 2,178 1,107 2,099 2,502 328 6,068 10,665 3,045 951 4,591 1,610 798 4,273 1,286 16,318 6,432 456 917 378 5,200 4,135 4,695 7,047 4,573 1,534 62 150,811 (155) (145) (217) 9,670 884 (6,253) (292) 30 (302) (386) (70) 218 564 222 89 (199) (965) (136) (144) (126) (2,162) (715) (64) 1,023 498 (854) (326) (586) (409) (2,555) (447) (1,008) 62 (5,258) -3% -3% -4% 145% 3% -100% -11% 3% -13% -13% -18% 4% 6% 7% 10% -4% -37% -14% -3% -9% -12% -9% -12% 100% 100% -14% -6% -11% -6% -35% -23% -18% 100% -3% 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 Public Enterprise Monitoring Commission Government Audit Committee Financial Intelligence Unit Seychelles Bureau of Standards Seychelles Qualifications Authority Tertiary Education Commission Seychelles 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 Administration Seychelles Meteorological Authority Seychelles Inteligence Service Information Commission Truth , Reconcilation and National Unity Commission Office of the Commissioner of Public Persons TOTAL REGULATORY BODIES 29 ESTIMATED REVENUE AND EXPENDITURE Under Section 154 (8) of the Constitution ACTUAL 2019 BUDGET (Amendment) 2020 EOY 2020 BUDGET FORECAST FORECAST 2021 2022 2023 VARIANCE PUBLIC BODIES PROVIDING ESSENTIAL GOVERNMENT SERVICES Seychelles Tourism Board National Institute of Technology, Science & Innovation 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 Agency for Prevention of Drug Abuse & Rehabilitaton TOTAL: ORGANISATION FULFILLING SOCIAL FUNCTIONS 125,367 2,473 15,672 114,540 19,322 7,215 14,099 207,983 204,420
(1,669) 22,526 (4,208) (763) (1,383) 2,711 103,988 2,674 (5,704) (97,899) (179) (56) 263 (99) (1,541) (242) (169) (1,831) 2,837 (207) 121 6,770 350 (6,691) 1,358,235 1,262,819 1,513,796 1,534,481 1,469,916 1,475,636 20,685 1% -45% 119% -4% -3% -25% 18% 50% 1% -36% -16% -7% -1% 5% -7% -4% -47% -4% -41% 26% -6% 3% 22% 3% -23% 1% 30 ESTIMATED REVENUE AND EXPENDITURE Under Section 154 (8) of the Constitution ACTUAL 2019 BUDGET (Amendment) 2020 EOY 2020 BUDGET FORECAST FORECAST 2021 2022 2023 VARIANCE 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 - - 31,048 982 808 3,725 62,751 8,917 499 - 5,000 15,000 31,976 3,000 1,000 3,665 60,901 1,000 - 1,500 5,000 21,768 48,108 3,000 1,000 3,665 1,500 1,000 3,665 66,372 66,431 100 - 1,500 - - - 10,127 10,000 12,000 5,127 103% - - - (21,768) -100% 67,452 52,840 53,830
 3,000 1,000 3,665 65,941 7,500 500 - 3,000 1,000 3,665 65,941 7,500 500 - 19,343 (1,500) - - 59 (100) - 40% -50% 0% 0% 0% -100% 0% (1,500) -100% TOTAL: GOODS AND SERVICES 2,793,222 2,736,437 3,013,132 3,085,882 2,979,731 2,955,826 72,750 2% 31 ESTIMATED REVENUE AND EXPENDITURE Under Section 154 (8) of the Constitution CAPITAL PROJECTS MINISTRIES/DEPARTMENTS Office of the President Department of Legal Affairs Department of Defence Department of Public Administration Department of Information Technology and Communications 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 Constitutional Appointments Authority Electoral Commission Department of Fisheries Department of Culture 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 and Sports and Family Ministry of Investment, Entrepreneurship and Industry Office of the Mayor of Victoria TOTAL: MINISTRIES/DEPARTMENTS ACTUAL 2019 BUDGET (Amendment) 2020 EOY 2020 BUDGET FORECAST FORECAST 2021 2022 2023 VARIANCE 2,304 115 13,032 23 - 87 - 7,844 124 - - - - - - 15,489 81,807 8,531 5,365 93,678 146,589 26,245 - - 266 28,241 150 590 3,324 433,805 - 92,030 20,340 - - 74,500 - 24,872 - - - - - - - 25,260 6,666 7,017 111,004 83,063 192,955 65,962 - - 23,125 42,358 - - 1,020 770,171 - - 10,313 - - 81,058 - 24,872 - - - - - - - 5,000 5,759 - 16,600 83,063 289,066 65,962 - - - 41,379 - - 1,020 624,091 - 115,243 390,681 - - 136,982 - 8,373 - - - - - - - - 134,698 3,507 111,506 161,259 237,519 41,513 - - - 62,521 - - - 4,516 79,839 38,232 - - 108,823 - - - - - - - - - 40,000 62,906 -
 230,255 189,757 590,290 36,250 3,000 - - 31,207 - - - 1,403,801 1,415,075 - 19,585 - - - 97,155 - - - - - - - - 34,415 62,906 - 100,471 26,771 555,596 36,450 7,000 - - 15,305 - - - 955,654 - 115,243 380,369 - - 55,924 - (16,499) - - - - - - - (5,000) 128,939 3,507 94,906 78,195 (51,547) (24,449) - - - 21,141 - - (1,020) 779,710 0% 0% 0% 0% 0% 69% 0% -66% 0% 0% 0% 0% 0% 0% 0% -100% 2239% 0% 572% 94% -18% -37% 0% 0% 0% 51% 0% 0% -100% 125% 32 ESTIMATED REVENUE AND EXPENDITURE Under Section 154 (8) of the Constitution 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 Seychelles 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 Administration Seychelles Meteological Authority Seychelles Intelligence Service Information Commission Truth, Reconcilation and National Unity Commission Office of the Commissioner of Public Persons TOTAL REGULATORY BODIES ACTUAL 2019 BUDGET (Amendment) 2020 EOY 2020 BUDGET FORECAST FORECAST 2021 2022 2023 VARIANCE 1,316 - - - - - - - - - - - - 153 - - - 13,807 - - - 2,423 7,028 - - - - 282 149 - - - - - 25,158 8,063 - - - - - - - - - - - - - - - - - - - 1,143 - - - - - 500 - - - - - - 9,706 - - - - - - - - - - - - - - - - - - - - - - 5,000 - - - - 500 149 - - - - - 5,649 -
 - - - - - - - - - - - - - - - - 102,161 - - - - 36,769 - - - - 2,500 - - - - - 141,430 - - - - - - - - - - - - - - - - - 27,778 - - - - 2,134 - - - - 3,800 - - - - - - 33,712 - - - - - - - - - - - - - - - - - 36,869 - - - - 2,150 - - - - - - - - - - 39,019 - - - - - - - - - - - - - - - - - 102,161 - - - - 31,769 - - - - 2,000 (149) - - - - - 135,782 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 635% 0% 0% 0% 0% 400% -100% 0% 0% 0% 0% 0% 2404% 33 ESTIMATED REVENUE AND EXPENDITURE Under Section 154 (8) of the Constitution ACTUAL 2019 BUDGET (Amendment) 2020 EOY 2020 BUDGET FORECAST FORECAST 2021 2022 2023 VARIANCE PUBLIC BODIES PROVIDING ESSENTIAL GOVERNMENT SERVICES Seychelles Tourism Board National Institute of Technology, Science & Innovation 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 Agency for Prevention of Drug Abuse & Rehabilitaton TOTAL: PUBLIC BODIES PROVIDING ESSENTIAL SER 290 158 53,540 5,478 474 - - 163 246 12,715 18 - 788 - - - 172 4,680 5 54 1,746 1,057 - 81,583 - - - 64,834 24,472 250 - - - - 130,389 - - 2,990 500 1,840 - 3,030 - 4,000 - 4,899 179,344 - 23,125 439,672 - - 900 57,334 17,032 250 - - - - 124,389 - - 5,938 500 1,840 - 3,030 - 4,000 - 2,699 161,665 1,266 1,500 382,343 - - 7,495 26,530 21,341 - - - 1,027 299,854 - - 4,845 - 8,139 - 1,363 - - - - 38,579 1,265 37,181 447,618 - -
 1,165 58,482 16,841 - - - - - 72,101 - - - - 1,500 - - - - - 5,107 - 195 33,975 189,366 - - - 34,000 16,841 - - - - 10,780 - - - - 1,500 - - - - - - - 1,509 64,630 TOTAL : CAPITAL EXPENDITURE 540,546 1,219,549 1,012,083 1,992,849 1,638,153 1,059,303 - - 6,595 (30,804) 4,309 (250) 1,027 - 175,465 (1,092) (500) 6,299 (1,667) (4,000) - (2,699) (123,086) (1) 35,681 65,275 980,767 0% 0% 733% -54% 25% -100% 0% 0% 0% 0% 141% 0% 0% -18% -100% 342% 0% -55% 0% -100% 0% -100% -76% 0% 2379% 17% 97% 34 ESTIMATED REVENUE AND EXPENDITURE Under Section 154 (8) of the Constitution ACTUAL 2019 BUDGET (Amendment) 2020 EOY 2020 BUDGET FORECAST FORECAST 2021 2022 2023 VARIANCE 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 17,302 28,840 6,893 1,333 1,250 2,300 6,500 3,200 800 603 - 6,155 - 45,363 14 13,795 3,507 2,861 985 3,176 3,250 881 148 - 1,104 - 19,128 34,800 7,000 1,500 1,500 2,377 6,500 3,200 1,000 459 - 8,666 3,000 25,000 1,000 18,000 5,000 5,000 1,000 3,372 3,250 1,159 - 400 1,345 500 23,499 38,065 7,000 1,500 1,500 2,377 6,500 3,200 1,000 459 400 8,266 3,000 25,000 1,000 18,000 5,000 5,000 1,900 3,372 3,250 1,159 - 400 1,345 500 66,733 52,324 7,000 1,500 1,500 2,377 6,500 3,200 1,000 459 1,000 9,050 40,000 1,000 10,000
 5,000 5,000 - 3,372 3,250 - - 400 - 1,000 66,589 52,324 7,000 1,500 1,500 2,377 6,500 3,200 1,000 459 800 9,050 3,000 40,000 1,000 18,000 5,000 5,000 1,000 3,372 3,250 - - 400 - 500 66,445 52,324 7,000 1,500 1,500 2,377 6,500 3,200 1,000 459 500 9,050 3,000 40,000 1,000 18,000 5,000 5,000 1,000 3,372 3,250 - - 400 - 500 43,233 14,259 - - - - - - - - 600 784 (3,000) 15,000 - (8,000) - - (1,900) - - (1,159) - (1,345) 500 184% 37% 0% 0% 0% 0% 0% 0% 0% 0% 150% 9% -100% 60% 0% -44% 0% 0% -100% 0% 0% -100% 0% 0% -100% 100% 35 ESTIMATED REVENUE AND EXPENDITURE Under Section 154 (8) of the Constitution Culture and Arts Trust Fund Disabled Trust Fund Sports Trust Fund Innovation Trust Fund 13th month IOT workers/ 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 Unemployment Releif Scheme 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 ACTUAL 2019 BUDGET (Amendment) 2020 EOY 2020 BUDGET FORECAST FORECAST 2021 2022 2023 VARIANCE 1,291 278 - - 460 2,991 4,545 12 800 1,545 - - - - - - - 162,184 35,421 3,500 53,200 - - - - - - 1,000 400 400 500 400 5,750 5,000 - 2,500 2,485 - 1,090,531 - - - - - 1,263,122 219,971 4,000 50,000 - - - - - - 1,000 400 400 500 400 5,750 5,000 - 2,500 2,485 30,000 1,274,297 21,988 15,273 - - - 1,522,685 242,342 13,553 79,797 31,757 11,330 2,122 10,158 16,821 5,732 500 400 400 - 400 3,000 - - - 2,485 - 192,000 14,918 15,000 50 50 35,000 485,868 133,330 15,046 50,000 - 14,774 - - - 7,637 500 400 400
 500 400 3,000 5,000 - - 2,485 - - - 50 50 5,000 250,606 262,016 15,046 50,000 - - - - - - 500 400 400 500 400 3,000 5,000 - - 2,485 - - - 50 50 5,000 250,162 26,297 15,046 50,000 - - - - - - (500) - - (500) - (2,750) (5,000) - (2,500) - (30,000) (1,082,297) (7,070) (273) 50 50 35,000 (1,036,816) (109,012) 1,493 (29,797) (31,757) 3,444 (2,122) (10,158) (16,821) 1,905 TOTAL: SUBVENTIONS TO PUBLIC ENTERPRISES 92,121 273,971 413,612 220,788 327,062 91,344 (192,825) -50% 0% 0% -100% 0% -48% -100% 0% -100% 0% -100% -85% -32% -2% 0% 0% 0% -68% -45% 11% -37% -100% 30% -100% -100% -100% 33% -47% 36 ESTIMATED REVENUE AND EXPENDITURE Under Section 154 (8) of the Constitution 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 ACTUAL 2019 BUDGET (Amendment) 2020 EOY 2020 BUDGET FORECAST FORECAST 2021 2022 2023 VARIANCE 695,080 106,079 94,343 2,029 3,035 17,265 9,134 1,175 1,495 14 1,279 225 11,179 5,974 268,518 15,925 17,717 32,800 502 1,599 208 3,150 7,430 3,550 54,855 3,078 - 769,976 113,850 103,500 2,000 1,500 17,268 8,636 1,000 2,353 200 3,600 500 12,600 10,080 291,984 20,000 10,000 28,000 1,150 1,730 2,859 4,200 19,529 3,200 77,772 3,130 - 769,976 113,850 129,189 2,000 1,500 17,268 8,636 1,000 2,353 200 3,600 500 12,600 10,080 302,829 59,690 24,500 38,000 1,150 1,730 2,859 4,200 19,529 3,200 125,352
 3,130 - 787,559 110,916 103,500 2,000 1,500 - 12,176 3,667 1,453 100 600 250 11,800 279,734 - - 6,134 - 1,730 67 - 21,382 3,200 77,772 - - 794,580 110,916 103,500 3,184 1,500 - 13,176 3,667 1,495 100 600 250 11,800 279,734 - - 6,134 - 1,730 67 - 21,382 3,590 77,772 - - 801,600 110,916 103,500 3,184 1,500 - 14,176 3,667 1,495 100 600 250 11,800 279,734 - - 6,134 - 1,730 67 - 21,382 3,590 77,772 - - 17,583 (2,934) (25,689) - - (17,268) 3,540 2,667 (900) (100) (3,000) (250) (800) (10,080) (23,096) (59,690) (24,500) (31,866) (1,150) - (2,792) (4,200) 1,853 - (47,580) (3,130) 2% -3% -20% 0% 0% -100% 41% 267% -38% -50% -83% -50% -6% -100% -8% -100% -100% -84% -100% 0% -98% -100% 9% 0% -38% -100% 1,357,639 1,510,616 1,658,921 1,425,540 1,435,177 1,443,198 (233,381) -14% 37 ESTIMATED REVENUE AND EXPENDITURE Under Section 154 (8) of the Constitution ACTUAL 2019 BUDGET (Amendment) 2020 EOY 2020 BUDGET FORECAST FORECAST 2021 2022 2023 VARIANCE OTHERS Subscription to International Organisations Capital Subscriptions to Int'l Orgs TOTAL: OTHER PUBLIC DEBT INTEREST Foreign Domestic TOTAL: INTEREST 558,564 696,174 696,174 775,286 598,167 657,781 - - - 76,690 2,422 79,113 0% 0% 0% 27% 1% 11% TOTAL: CURRENT OUTLAYS 7,508,345 9,452,345 10,292,471 8,992,813 8,625,168 8,424,760 (1,299,659) -13% 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 148,942 179,759 (12,763) (13,220) - - (10,000) 14,107 (14,107) 5,166 - - - 171,978 176,410 (19,432) - - 20,000 (5,000) - - - - - - 238,216 176,410 (19,432) 50,000 (4,762) 20,000 - - - - - 18,000 (2,000) 461,918 492,431 (74,989) 60,000 (9,524) - - - - - - - 364,670 443,556 (72,886) - - - - - - - - 8,297 99,727 (87,430) - - - - - - - - - (6,000) (6,000) (4,000) 223,702 316,022 (55,557) 10,000 (4,762) (20,000) - - - - - (18,000) (4,000) 94% 179% 286% 20% 100% -100% 0% 0% 0% 0% 0% -100% 200% 38 ESTIMATED REVENUE AND EXPENDITURE Under Section 154 (8) of the Constitution ACTUAL 2019 BUDGET (Amendment) 2020 EOY 2020 BUDGET FORECAST FORECAST 2021 2022 2023 VARIANCE 2.
DEVELOPMENT GRANTS TO PUBLIC ENTERPRISES SPTC - Domestic Financing SPTC - Foreign Loan/ Grant Property Management Corporation Public Utilities Corporation-Local Public Utilities Corporation - Foreign Loan/ Grant 14,500 12,325 50,082 60,000 - 14,500 7,150 92,803 60,000 - 3,382 8,650 92,803 61,042 - 14,500 63,538 62,803 40,000 - 14,500 48,502 62,803 60,000 121,577 14,500 40,271 62,803 60,000 - 11,118 54,888 (30,000) (21,042) - TOTAL: DEVELOPMENT GRANTS 136,907 174,453 165,877 180,841 307,382 177,574 14,964 TOTAL: CAPITAL OUTLAYS 826,395 1,565,980 1,416,176 2,635,609 2,310,206 1,245,173 1,219,433 CONTINGENCY 49,989 105,000 186,456 50,000 50,000 50,000 (136,456) GRAND TOTAL EXPENDITURE 8,384,729 11,123,325 11,895,102 11,678,421 10,985,373 9,719,934 (216,681) PUBLIC DEBT AMORTISATION Foreign Domestic 397,438 6,666,959 625,566 5,409,797 625,566 5,409,797 823,125 4,462,366 815,590 341,951 1,018,062 585,128 197,559 (947,431) TOTAL: AMORTISATION 7,064,398 6,035,363 6,035,363 5,285,491 1,157,541 1,603,191 (749,871) 329% 635% -32% -34% 0% 9% 86% -73% -2% 32% -18% -12% GRAND TOTAL OUTLAYS (including amortisation) 15,449,126 17,158,688 17,930,465 16,963,913 12,142,914 11,323,124 (966,552) -5% 39 SECTION 3 Programme Performance Based Budget Statements Programme Performance Based Budget Statements Table of content Ministries, Departments and Agencies Expenditure Summary by Portfolio…………………………………………………….................... 1 PRESIDENT’S OFFICE PORTFOLIO Office of the President ……………………..………………………………………………………....7 Department of Public Administration………………………………………………………………..15 The Attorney General’s Chamber…………………………………………………………………....23 Registration Division…………………………………………………………………………………29 Department of Defence…………………………………………………………………………….....34 Seychelles Intelligence Service……………………………………………………………………….41 VICE PRESIDENT’S OFFICE PORTFOLIO Department of Information Communications Technology…………………………………………...47 Department of Information…………………………………………………………………………..54 Information Commission……………………………………………………………………………..57
 DESIGNATED MINISTER PORTFOLIO Department of Fisheries……………………………………………………………………………...61 Department of Blue Economy…………………………………………………………………….......66 CONSTITUTIONALLY APPOINTED AUTHORITIES PORTFOLIO The Judiciary…………………………………………………………………………………………73 The Legislature……………………………………………………………………………………….79 Office of the Auditor General…………………………………………………………………….......88 Office of the Ombudsman……………………………………………………………………………..93 Office of the Public Service Appeals Board…………………………………………………………..96 Constitutional Appointment Authority………………………………………………………………..98 Electoral Commission………………………………………………………………………………...101 OTHER STATUTORY BODIES PORTFOLIO Public Officers Ethics Commission…………………………………………………………………...106 Seychelles Human Rights Commission……………………………………………………………….109 Seychelles Media Commission………………………………………………………………………..113 Seychelles Broadcasting Corporation ……………………………………………..…………………116 Anti-Corruption Commission…………………………………………………………………………123 Truth and Reconciliation Commission………………………………………………………………..128 Office of the Commissioner of Public Persons……………………………………………………….132 FINANCE, ECONOMIC PLANNING AND TRADE PORTFOLIO Department of Finance ………………………………………………………….…………………...135 Department of Trade……………………………………………………………….…………………148 Department of Economic Planning…………………………………………………………………...154 Seychelles Licensing Authority……………………………………………………………………….157 Fair Trading Commission.....................................................................................................................164 Seychelles Revenue Commission…………………………………………………………………......171 Procurement Oversight Unit…………………………………………………………………………185 National Tender Board……………………………………………………………………………….190 Tax and Customs Agent Board……………………………………………………………………….194 Public Enterprise Monitoring Commission…………………………………………………………..,198 Government Audit Committee……………………………………………………………………......,203 National Bureau of Statistics…………………………………………………………………………206 Financial Intelligence
 Unit……………………………………………………………………….....,.212 YOUTH, SPORTS & FAMILY PORTFOLIO Department of Youth & Sports………………………………………………………………………,.221 Department of Family…………………………………………………………………………............226 Seychelles National Youth Council…………………………………………………………………….233 National Sports Council……………………………………………………………………………….238 National Council for Children…………………………………………………………………………244 National Council for the Elderly……………………………………………………………………….250 National Council for the Disabled……………………………………………………………………..254 INTERNAL AFFAIRS PORTFOLIO Office of the Internal Affairs Minister………………………………………………………………….260 Department of Prison..............................................................................................................................266 Department of Police…………………………………………………………………………………..272 Department of Risk & Disaster Management…………………………………………………............283 Department of Immigration & Civil Status…………………………………………………………...290 Seychelles Fire & Rescue Services Agency…………………………………………………………...297 EDUCATION PORTFOLIO Ministry of Education………………………………………………………………………………….307 Seychelles Qualifications Authority…………………………………………………………………..324 Institute of Early Childhood Development…………………………………………………………….331 Tertiary Education Commission……………………………………………………………………...340 Agency for National Human Resource Development…………………………………………………345 LANDS AND HOUSING PORTFOLIO Department of Lands and Housing…………………………………………………………………...352 Department of Infrastructure……..…………………………………………………………..............362 Seychelles Planning Authority………………………………………………………………………..369 LOCAL GOVERNMENT AND COMMUNITY AFFAIRS PORTFOLIO Ministry of Local Government and Community Affairs……………………………………………….378 HEALTH PORTFOLIO Ministry of Health.…………………………………………………………………………………… 386 Health Care Agency ………………………………………………………………….........................393 Public Health Authority………………………………………………….…………………………...406 Seychelles Nurses and Midwives Council…………………………………………………………….411 Health Professional
Health Professional Council………………………………………………………………………….417 National Aids Council………………………………………………………………………………...422 Seychelles Medical and Dental Council……………………………………………………………...426 .
Agency for Prevention of Drug Abuse and Rehabilitation…………………………………………...429 TRANSPORT PORTFOLIO Department of Land Transport……………………………………………………….………………438 Department of Civil Aviation, Ports and Marine…………………………………………………….445 Seychelles Land Transport Agency…………………………………………………………………...452 Road Transport Commission………………………………………………………………………….460 Seychelles Maritime Safety Administration…………………………………………………………..464 FOREIGN AFFAIRS & TOURISM PORTFOLIO Department of Foreign Affairs………………………………………………………………………..471 Department of Tourism……………………………………………………………………….............478 Seychelles Tourism Board………………………………………………………………………….…487 AGRICULTURE, CLIMATE CHANGE AND ENVIRONMENT PORTFOLIO Department of Climate Change and Environment…………………………………………….............494 Department of Agriculture………………………..…………………………………………………...506 Seychelles Energy Commission………………………………………………………..………………510 .
Landscape and Waste Management Agency…………………………………………………………...517 National Botanical Gardens Foundation……………………………………………………………..523 Seychelles Meteorological Authority…………………………………………………………………528 Seychelles Agricultural Agency……………………………………………………………………….533 National Biosecurity Agency………………………………………………………………………….542 EMPLOYMENT AND SOCIAL AFFAIRS PORTFOLIO Department of Employment…………………………………………………………………………...551 Department of Social Affairs………………………………………………………………………….560 Agency for Social Protection………………………………………………………………………….569 Social Workers Council……………………………………………………………………………….576 INVESTMENT, ENTREPRENEURSHIP AND INDUSTRY Department of Investment…………………………………………………………………………….579 Department of Entrepreneurship and Industry……………………………………………….............583 Enterprise Seychelles Agency………………………………………………………………………....588 Industrial Estate Authority…………………………………………………………………………....593 .
Seychelles Bureau of Standards……………………………………………………………………....599 Seychelles Investment Board………………………………………………………………….............607 National Institute of Science Technology and Innovation………………………………………….....613 CULTURE PORTFOLIO Office of the Mayor of Victoria……………………………………………………………………….620 Department of Culture………………………………………………………………………………..623 Creative Industry and National Events Agency……………………………………………………….632 Creole Institute of Seychelles………………………………………………………………………....638 Seychelles Heritage Foundation……………………………………………………………………...643 National Arts Council…………………………………………………………………………………648 Expenditure Summary by Portfolio The table below consolidates the MDAs’ expenditure by Portfolio.
PPBB Statements are provided for all MDAs listed, providing further detail on their expenditure and performance.

Exceptions to this are noted in the table.

The PPBB Statements are organized in the Portfolio Groups.
SR'000s 2019 Estimated Actual 2020 2021 2022 2023 Budget Revised Budget Budget Forecast Forecast PRESIDENT’S OFFICE PORTFOLIO 445,259 560,620 465,960 955,306 565,196 457,629 Office of the President and Vice President Department of Public Administration The Attorney General’s Chamber Registration Division Department of Defence Seychelles Intelligence Service VICE-PRESIDENT’S OFFICE PORTFOLIO Department of Information Communications Technology Department of Information Information Commission - 2,460 - 2,464 DESIGNATED MINISTER PORTFOLIO Department of Fisheries Department of The Blue Economy 16,338 7,543 8,795 91,632 8,304 83,327 98,051 8,256 89,795 154,627 10,000 144,627 126,302 9,766 116,537 114,652 9,765 104,888 CONSTITUTIONALLY APPOINTED AUTHORITIES PORTFOLIO The Judiciary The Legislature Office of the Auditor General Office of the Ombudsman Office of the Public Service Appeals Board Constitutional Appointment Authority Electoral Commission SR'000s 2019 Estimated Actual 2020 2021 2022 2023 Budget Revised Budget Budget Forecast Forecast OTHER STATUTORY BODIES PORTFOLIO Public Officers Ethics Commission Seychelles Human Rights Commission Seychelles Media Commission Seychelles Broadcasting Corporation Anti-Corruption Commission Seychelles Truth and Reconciliation Commission Office of the Commissioner of Public
 Persons FINANCE, ECONOMIC PLANNING AND TRADE PORTFOLIO Department of Finance Department of Trade Department of Economic Planning Seychelles Licensing Authority Fair Trading Commission Seychelles Revenue Commission Procurement Oversight Unit National Tender Board Tax and Customs Agent Board Public Enterprise Monitoring Commission Government Audit Committee National Bureau of Statistics Financial Intelligence Unit YOUTH, SPORTS & FAMILY PORTFOLIO Department of Youth & Sports Department of Family Seychelles National Youth Council National Sports Council National Council For Children National Council for the Elderly National Council for the Disabled - - - - - 3,599 1,375 8,170 810 24,363 19,199 116,523 76,339 3,196 16,239 13,984 148,315 - 3,548 1,425 8,463 834 15,129 19,609 117,064 76,436 3,215 16,256 13,989 148,932 - SR'000s INTERNAL AFFAIRS PORTFOLIO Office of Internal Affairs Minister Department of Prisons Department of Police Department of Risk & Disaster Management Department of
 Immigration and Civil Status Seychelles Fire & Rescue Services Agency EDUCATION PORTFOLIO Ministry of Education Seychelles Qualifications Authority Institute of Early Childhood Development Tertiary Education Commission Agency for National Human Resources Development 2019 Estimated Actual 596,432 7,879 84,780 402,818 2020 2021 2022 2023 Budget 769,008 16,158 80,457 532,813 Revised Budget 665,718 15,754 87,010 439,549 Budget Forecast Forecast LANDS & HOUSING PORTFOLIO Department of Lands & Housing Department of Infrastructure Seychelles Planning Authority 217,596 61,626 139,638 16,332 283,289 68,057 197,252 17,980 378,993 68,057 293,363 17,573 339,901 80,238 243,104 16,559 692,470 79,694 596,071 16,705 657,508 79,592 561,257 16,660 LOCAL GOVERNMENT & COMMUNITY AFFAIRS PORTFOLIO Ministry of Local Government and Community Affairs HEALTH PORTFOLIO Ministry of Health Health Care Agency Public Health Authority Seychelles Nurses & Midwives Council Health Professional Council National Aids Council Seychelles Medical and Dental Council Agency for Prevention of Drug Abuse and Rehabilitation - 4,047 - 53,522 1,322 - 3,310 - 59,564 1,506 4,065 51,599 1,273,221 1,186,868 55,519 1,078,469 1,020,898 61,058 1,378 1,054 3,711 668 61,313 1,378 1,054 3,726 678 47,257 68,492
 49,952 78,362 75,005 42,583 3 SR'000s FOREIGN AFFAIRS & TOURISM PORTFOLIO Department of Tourism Department of Foreign Affairs Seychelles Tourism Board TRANSPORT PORTFOLIO Department of Land Transport Department of Civil Aviation, Ports and Marine Seychelles Land Transport Agency Road Transport Commission Seychelles Maritime Safety Administration AGRICULTURE, CLIMATE CHANGE AND ENVIRONMENT PORTFOLIO Department of Climate Change & Environment Department of Agriculture Seychelles Energy Commission Landscape & Waste Management Agency National Botanical Gardens Foundation National Meteorological Authority Seychelles Agricultural Agency National Biosecurity Agency EMPLOYMENT AND SOCIAL AFFAIRS PORTFOLIO Department of Employment Department of Social Affairs Agency For Social Protection Social Workers Council INVESTMENT, ENTREPRENEURSHIP & INDUSTRY PORTFOLIO Department of Investment Department of Entrepreneurship and Industry Enterprise Seychelles Agency Industrial Estate Authority 2019 Estimated Actual 2020 2021 2022 2023 Budget Revised Budget Budget Forecast Forecast 25,363
SR'000s 2019 Estimated Actual 2020 2021 2022 2023 Budget Revised Budget Budget Forecast Forecast Seychelles Bureau of Standards Seychelles Investment Board National Institute of Science Technology and Innovation 21,211 8,782 23,188 8,076 21,916 7,975 23,154 7,559 23,411 7,683 23,478 7,733 5,142 5,469 6,217 4,626 4,733 4,783 CULTURE PORTFOLIO Office of the Mayor of Victoria Department of Culture Creative Industry & National Events Agency Creole Institute of the Seychelles Seychelles Heritage Foundation National Arts Council TOTAL ALLOCATED TO MINISTRIES, DEPARTMENTS AND AGENCIES 5,539,661 6,536,354 6,562,031 7,659,454 7,233,556 6,622,003 5 PRESIDENT’S OFFICE PORTFOLIO 6 Office of the President and Vice President 1.
Budget Summary Consolidated Position 2021 2022 2023 SR'000s Total to be appropriated Compensation of Employees P1: Governance, Management and Administration P2: Executive Office P3: Cabinet Office P4:Office of the Former President Total 33,483 23,399 3,338 5,000 65,220 6,934 14,730 3,196 1,127 25,986 Use of Goods and Services 26,549 8,669 142 3,873 39,234 Capital Forecast Forecast - - - - - 37,943 23,828 3,369 3,909 69,050 33,329 23,869 3,406 3,985 64,588 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.
Major Achievements in 2019 and 2020  Completed the irrigation project in State House garden;  Reduced cost of overseas travel through significant use of virtual meetings in view of the COVID-19 pandemic;  Recorded improvement in timely submission of Cabinet papers; and  Improved communication of Cabinet decisions through media briefings.
Current Challenges  Decreased efficiency due to lack of updated and modern telecom and information technology  network system; Increased expenditure, in particular rental of venues and furniture for the President’s engagements with sectors in view of National Guidelines to control the spread of COVID-19 pandemic;  Difficulty in sourcing local suppliers and products used by the Office of the President due to consideration such as security and quality;  Difficulty in striking the right balance between reducing cost and maintaining standards; and  Outdated laws due to delays in drafting legal documents hinders progress.
Strategic Priorities 2021 to 2023  Provide support and oversight for the planning and implementation of national policies and legislations;  Ensure effective planning and implementation of programmes and activities of the Office of the President; and Improve efficiency and effectiveness in service delivery.

 7 3.

Budget Overview Revenue Table 1.


Revenue SR'000s Consolidated Fund Main appropriation Total 2019 Estimated Actual 81,301 81,301 81,301 2020 2021 2022 2023 Budget (Amendment) Revised Budget Budget Forecast Forecast 62,300 62,300 62,300 62,300 62,300 62,300 65,220 65,220 65,220 69,050 69,050 69,050 64,588 64,588 64,588 Consolidated Expenditure Estimates Table 2.
Consolidated expenditure estimates SR'000s Programmes P1: Governance, Management and Administration P2: Executive Office P3: Cabinet Office P4:Office of the Former President 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 CAPITAL EXPENDITURE Non-financial Assets Building and Infrastructure Machinery and Equipment Other Fixed Assets Non-produced Assets 2019 Estimated Actual 2020 2021 2022 2023 Budget (Amendment) Revised Budget Budget Forecast Forecast 42,929 29,670 8,702 - 81,301 78,997 22,400 22,400 - 56,597 15,197 3,066 5,756 38 29,686 2,855 2,304 2,304 2,304 - - - 34,500 34,522 33,483 37,943 23,491 23,169 23,399 23,828 4,309 4,610 - - 3,338 5,000 3,369 3,909 62,300 62,300 65,220 69,050 62,300 25,677 25,677 - 36,623 13,858 3,183 4,316 - 14,362 904 - - - - - - 62,300 26,732 26,732 - 35,568 12,792 3,283 4,241 23 14,175 1,054 - - - - - - 65,220 25,986 25,986 - 39,234 13,855 3,157 4,545 20 16,130 1,528 - - - - - - 64,534 26,563 26,563 - 37,971 13,917 3,163 4,545 20 15,371 955 4,516 4,516 4,516 - - - 33,329 23,869 3,406 3,985 64,588 64,588 26,749 26,749 - 37,839 13,849 3,170 4,507 20 15,339 955 - - - - - - Total 81,301 62,300 62,300 65,220 69,050 64,588 8 4.
Approved New Spending Initiatives Table 3.

New initiatives funded Programme Name of new spending initiative P4: Office of the Former President Office of Former President P2: Executive Office Office of the First Lady Priority Objective Description and motivation SR'000s Funding 2021 Funding 2022 Funding 2023 PSIP - - - To maintain the dignity of the Office of President and to contribute to the future development of Seychelles nationally and internationally.
To establish an office for the Former President and his Secretariat to discharge the responsibilities entrusted to that office.

To contribute to the welfare of the most vulnerable members of society in the national interest.

To recruit a Personal Assistant and a Driver to assist the First Lady in the discharge of her responsibilities.
Compensation of Employees Goods and Services Minor Capital Outlays Total PSIP Compensation of Employees Goods and Services Minor Capital Outlays Total 1,127 1,174 1,174 3,375 2,735 2,811 498 5,000 - - 3,909 - - 3,985 - - - - - 436 436 - - - - 436 436 5.
Programme Performance Programme 1: Government, Management and Administration The purpose of the programme is to undertake administrative, human resources and budget management functions of the President’s Office, supporting the discharge of his duties as the Head of State and of the Vice President’s Office.

Programme Expenditure Table 4.
Consolidated programme expenditure estimates SR'000s 2019 2020 2021 2022 2023 Estimated Actual Budget (Amendment) Revised Budget Budget Forecast Forecast Programmes P1: Governance, Management and Administration Programme Total Economic Classification CURRENT EXPENDITURE Compensation of Employees Wages and Salaries in Cash Wages and Salaries in Kind 42,929 42,929 40,625 6,501 6,501 - 34,500 34,500 34,500 7,620 7,620 - 34,522 34,522 34,522 7,170 7,170 - 33,483 33,483 33,483 6,934 6,934 - 37,943 37,943 33,427 6,996 6,996 - 33,329 33,329 33,329 7,089 7,089 - 9 SR'000s 2019 2020 2021 2022 2023 Estimated Actual Budget (Amendment) Revised Budget Budget Forecast Forecast Use of 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 34,124 11,482 1,540 5,668 38 13,032 2,365 2,304 2,304 2,304 - - - 26,880 11,021 1,719 4,180 - 9,056 904 - - - - - - 27,352 10,455 1,719 4,105 23 9,996 1,054 - - - - - - 26,549 10,829 1,555 4,409 20 8,706 1,030 - - - - - - 26,430 10,829 1,555 4,409 20 8,662 955 4,516 4,516 4,516 - - - 26,239 10,692 1,555 4,371 20 8,646 955 - - - - - - Total 42,929 34,500 34,522 33,483 37,943 33,329 Programme 2: Executive Office This programme funds all activities associated with the President’s responsibilities as Head of State 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 the activities associated with the President’s responsibilities as Head of State; and  Sub-Programme 2 Vice-President Support Services: Funds all the activities associated with the Vice- president’s responsibilities.
Strategic Objectives and Measures The table below sets out the performance measures by which the programme will be monitoring the achievement of its strategic priorities.

Table 5.

Performance measures for programme P2:Executive Office Outcome Improve efficiency and effectiveness in service delivery Contributing indicators 2019 Target Actual 2020 Amended Target 2021 Target 2022 Target 2023 Target SP1:Presidential Support Services and Special Events 1.
Reduction in level of non-compliance with with budget allocations for official and priority travel 2.

Increase level of compliance to protocol standads at official ceremonies 15% 1% 10% 5% 0% 0% - - 50% 10% 30% 10% 10 Contributing indicators 3.

Reduction in the use of paper and printer toner 2019 Target Actual 2020 Amended Target 2021 Target 2022 Target 2023 Target - - 25% 10% 10% 5% Programme Expenditure Table 6.
Consolidated programme expenditure estimates SR'000s 2019 Estimated Actual 2020 2021 2022 2023 Budget (Amendment) Revised Budget Budget Forecast Forecast Programmes SP1:Presidential Support Services and Special Events SP2:Vice President's Support Services 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 CAPITAL EXPENDITURE Non-financial Assets Building and Infrastructure Machinery and Equipment Other Fixed Assets Non-produced Assets 24,379 5,290 29,670 29,670 13,159 13,159 - 16,510 3,712 1,430 89 - 10,789 490 - - - - - - 17,944 5,547 23,491 23,491 15,060 15,060 - 8,431 2,742 1,337 136 - 4,217 - - - - - - - 17,140 6,028 23,169 23,169 16,364 16,364 - 6,804 2,242 1,437 136 - 2,990 - - - - - - - 18,444 4,955 23,399 23,399 14,730 14,730 - 8,669 2,387 1,412 136 - 4,735 - - - - - - - 18,925 4,903 23,828 23,828 15,165 15,165 - 8,663 2,387 1,412 136 - 4,729 - - - - - - - 18,974 4,895 23,869 23,869 15,221 15,221 - 8,647 2,387 1,412 136 - 4,713 - - - - - - - Total 29,670 23,491 23,169 23,399 23,828 23,869 Main economic classification by sub-programme SR'000s 2019 Estimated Actual 2020 2021 2022 2023 Budget (Amendment) Revised Budget Budget Forecast Forecast SP1:Presidential Support Services and Special Events Compensation of Employees Use of Goods and Services Non-financial Assets SP2:Vice President's Support Services Compensation of Employees Use of Goods and Services Non-financial Assets 24,379 9,492 14,887 - 5,290 3,667 1,623 - 17,944 10,200 7,745 - 5,547 4,861 687 - 17,140 11,023 6,118 - 6,028 5,342 687 - 18,444 10,311 8,133 - 4,955 4,419 536 - 18,925 10,792 8,133 - 4,903 4,373 530 - 18,974 10,841 8,133 - 4,895 4,381 514 - 11 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.

 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.
Strategic Objectives and Measures The table below sets out the performance measures by which the programme will be monitoring the achievement of its strategic priorities.

Table 7.

Performance measures for programme P3:Cabinet Office Outcome: Improve efficiency and effectiveness in service delivery.

Contributing indicators 1.

Reduction in late and incomplete documents submitted to Cabinet 2.

Increase level of follow up communication with MDAs on Cabinet decisions sent to them 3.
Reduction in time to source documents for Cabinet business 4.

Reduction in late implementation of Statutory Instruments 5.

Increased alignment of legislative programme with Government Priorities Programme Expenditure 2019 Target Actual 2020 Amended Target SP1:Cabinet Office Secretariat 2021 Target 2022 Target 2023 Target 25% 10% 10% 5% 5% 5% 5 times per decision 2 times per decision.
8 times per decision 8 times per decision 8 times per decision 8 times per decision 10 minutes Click of a button 5 minutes Click of a button Click of a button Click of a button - - - 50% - - - 50% 25% 25% 25% 25% Table 8.
Consolidated programme expenditure estimates SR'000s Programmes SP1:Cabinet Office Secretariat SP2:Constitutional Appointees Programme Total Economic Classification CURRENT EXPENDITURE Compensation of Employees Wages and Salaries in Cash Wages and Salaries in Kind 2019 2020 2021 2022 2023 Estimated Actual Budget (Amendment) Revised Budget Budget Forecast Forecast 8,702 - 8,702 8,702 2,739 2,739 - 4,309 - 4,309 4,309 2,997 2,997 - 4,610 - 4,610 4,610 3,198 3,198 - 3,338 - 3,338 3,338 3,196 3,196 - 3,369 - 3,369 3,369 3,227 3,227 - 3,406 - 3,406 3,406 3,264 3,264 - 12 SR'000s 2019 2020 2021 2022 2023 Estimated Actual Budget (Amendment) Revised Budget Budget Forecast Forecast Use of 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 5,963 3 96 - - 5,864 - - - - - - - 1,312 96 127 - - 1,089 - - - - - - - 1,412 96 127 - - 1,189 - - - - - - - 142 15 127 - - - - - - - - - - 142 15 127 - - - - - - - - - - 142 15 127 - - - - - - - - - - Total 8,702 4,309 4,610 3,338 3,369 3,406 Main economic classification by sub-programme 2019 2020 2021 2022 2023 SR'000s Estimated Actual Budget (Amendment) Revised Budget Budget Forecast Forecast SP1:Cabinet Office Secretariat Compensation of Employees Use of Goods and Services Non-financial Assets SP2:Constitutional Appointees Compensation of Employees Use of Goods and Services Non-financial Assets 8,702 2,739 5,963 - - - - - 4,309 2,997 1,312 - - - - - 4,610 3,198 1,412 - - - - - 3,338 3,196 142 - - - - - 3,369 3,227 142 - - - - - 3,406 3,264 142 - - - - - 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 Consolidated programme expenditure estimates SR'000s Programmes P4:Office of the Former President Programme Total Economic Classification CURRENT EXPENDITURE Compensation of Employees Wages and Salaries in Cash Wages and Salaries in Kind 2019 Estimated Actual 2020 2021 2022 2023 Budget (Amendment) Revised Budget Budget Forecast Forecast - - - - - - - - - - - - - - - - - - 5,000 5,000 5,000 1,127 1,127 - 3,909 3,909 3,909 1,174 1,174 - 3,985 3,985 3,985 1,174 1,174 - 13 SR'000s 2019 Estimated Actual 2020 2021 2022 2023 Budget (Amendment) Revised Budget Budget Forecast Forecast Use of 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 - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - 3,873 624 62 - - 2,689 498 - - - - - - 2,735 686 69 - - 1,980 - - - - - - - 2,811 755 76 - - 1,980 - - - - - - - 5,000 3,909 3,985 14 Department of Public Administration 1.
Budget Summary Consolidated Position SR'000s P1: Governance, Management and Administration P2: Public Administration and Compliance P3: Public Service Management and Standards Total 2021 2022 2023 Total to be appropriated Compensation of Employees Use of Goods and Services Capital Forecast Forecast 9,326 5,188 1,984 6,020 4,654 1,774 3,306 534 210 16,498 12,449 4,049 - - - - 9,350 5,197 2,027 9,355 5,146 2,067 16,574 16,568 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.
Major Achievements in 2019 and 2020  Initiated PM&E roll-out in another 2 new pilots with support from the World Bank specialists, but the process was disrupted by COVID-19 in 2020.
Ongoing work with the existing 7 pilots to keep them on track with their PM&E implementation and to ensure sustainability;  Established the institutional architecture to facilitate the Result Based Management (RBM) roll-out in a number of organisations;  Conducted a series of training sessions in collaboration with the Public Performance Based Budgeting (PPBB) and Strategic Planning teams for integration of PM&E across RBM pillars;  Developed a series of PM&E documents (PM&E Manual, Change Management Strategy, Capacity Building Strategy) in collaboration with the World Bank specialists, to support PM&E implementation; and  Completed a PMS diagnostic survey and PMS Perception Survey, drafted reports and shared them for comments.
Established several committees that are working on the report’s recommendations for implementation; Current Challenges  Unclear mandate and functions of some public service organisations complicate assessment of job evaluations requests and RBM implementation;  Delays in processing of human resource (HR) related matters (e.g.
staff movement, promotion, transfer, recruitment and payment benefits) due to non-compliance with the public service rules and regulation by certain MDAs; 15  Non-adherence of organisations to the laid down rules and regulations, hence the high percentage of non-compliance;  Delays in roll-out of PM&E to the new pilots and PMS due to COVID-19;  Resistance to change as benefits are not evident yet – new programmes such as adoption of the RBM pillars are seen as an added administrative burden rather than a tool for smart working;  Lack of internal commitment from Senior Management to lead and mobilise resources for   Low level of reporting of performance due to lack of access to quality and timely data; and  Unavailability of an integrated data collection system and management system to facilitate periodic PM&E; reporting of performance, decision-making and operational improvements Strategic Priorities 2021 to 2023  Strengthen accountability and performance of the public service by leading the implementation of PMS and PM&E through an enabling framework of policy, systems, structures and tools;  Ensure that public service organizations are aligned with human resource policies and legislation by putting in place the relevant frameworks to facilitate their operations; and  Ensure that organisations are adhering to the established and relevant HR policies and legislations through Management Audit.
3.

Budget Overview Revenue Table 1.

Revenue SR'000s Consolidated Fund Main appropriation Total 2019 Estimated Actual 19,395 19,395 19,395 2020 2021 2022 2023 Budget (Amendment) Revised Budget Budget Forecast Forecast 21,885 21,885 21,885 18,898 18,898 18,898 16,498 16,498 16,498 16,574 16,574 16,574 16,568 16,568 16,568 Consolidated Expenditure Estimates Table 2.
Consolidated expenditure estimates SR'000s 2019 2020 2021 2022 2023 Estimated Actual Budget (Amendment) Revised Budget Budget Forecast Forecast Programmes P1: Governance, Management and Administration P2: Public Administration and Compliance P3: Public Service Management and Standards Programme Total 9,185 8,761 1,449 9,951 9,957 1,977 9,516 7,528 1,854 9,326 5,188 1,984 9,350 5,197 2,027 9,355 5,146 2,067 19,395 21,885 18,898 16,498 16,574 16,568 16 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 2019 2020 2021 2022 2023 Estimated Actual Budget (Amendment) Revised Budget Budget Forecast Forecast 19,372 11,363 11,363 - 8,009 1,609 3,900 833 - 1,069 599 23 23 23 - - - 21,885 13,352 13,352 - 8,532 1,607 4,325 765 - 1,696 141 - - - - - - 18,898 12,502 12,502 - 6,395 1,584 2,358 681 - 1,572 200 - - - - - - 16,498 12,449 12,449 - 4,049 1,562 62 757 - 1,402 267 - - - - - - 16,574 12,710 12,710 - 3,863 1,562 62 672 - 1,335 232 - - - - - - 16,568 12,750 12,750 - 3,818 1,562 62 672 - 1,290 232 - - - - - - Total 19,395 21,885 18,898 16,498 16,574 16,568 4.
Approved New Spending Initiatives Table 3.

New initiatives funded Programme Name of new spending initiative Priority Objective Description and motivation SR'000s Funding 2021 Funding 2022 Funding 2023 P1: Governance, Management and Administration Facilities Maintenance Technician To strengthen support services.

Lack of a maintenance technician remains a challenge for the Human Resource and Budget Management section hence this affects the services.
PSIP Compensation of Employees Goods and Services Minor Capital Outlays Total - - - - - - 120 - - - 120 - - 120 120 17 5.

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 internally 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 Table 4.
Consolidated programme expenditure estimates SR'000s 2019 Estimated Actual 2020 2021 2022 2023 Budget (Amendment) Revised Budget Budget Forecast Forecast Programmes SP1: Administration and Human Resource Management SP2: Public Sector Commission 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 7,799 1,386 9,185 9,162 5,614 5,614 - 3,548 1,400 64 833 - 917 335 8,529 1,422 9,951 9,951 6,394 6,394 - 3,557 1,424 59 765 - 1,258 52 8,068 1,448 9,516 9,516 5,994 5,994 - 3,522 1,401 92 681 - 1,251 98 7,943 1,383 9,326 9,326 6,020 6,020 - 3,306 1,366 62 757 - 995 126 7,946 1,404 9,350 9,350 6,203 6,203 - 3,147 1,366 62 672 - 934 113 7,941 1,414 9,355 9,355 6,208 6,208 - 3,147 1,366 62 672 - 934 113 18 SR'000s CAPITAL EXPENDITURE Non-financial Assets Building and Infrastructure Machinery and Equipment Other Fixed Assets Non-produced Assets 2019 Estimated Actual 2020 2021 2022 2023 Budget (Amendment) Revised Budget Budget Forecast Forecast 23 23 23 - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - Total 9,185 9,951 9,516 9,326 9,350 9,355 Main economic classification by sub-programme SR'000s SP1: Administration and Human Resource Management Compensation of Employees Use of Goods and Services Non-financial Assets SP2: Public Sector Commission Compensation of Employees Use of Goods and Services Non-financial Assets 2019 Estimated Actual 2020 2021 2022 2023 Budget (Amendment) Revised Budget Budget Forecast Forecast 7,799 4,421 3,355 23 1,386 1,193 193 - 8,529 5,089 3,439 - 1,422 1,275 147 - 8,068 4,689 3,379 - 1,448 1,304 143 - 7,943 4,755 3,188 - 1,383 1,265 117 - 7,946 4,911 3,035 - 1,404 1,292 112 - 7,941 4,906 3,035 - 1,414 1,302 112 - 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, Investment and Economic Planning (MoFTIEP); 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.
Strategic Objectives and Measures The table below sets out the performance measures by which the programme will be monitoring the achievement of its strategic objectives.

19 Outcome: Outcome indicator 1.Percentage of MDAs compliant to human resource legislations and Administrative Orders.
Contributing indicators P2: Public Administration and Compliance Improved performance and service delivery in MDAs 2019 Target Actual 2020 Amended Target 2021 Target 2022 Target 2023 Target - - 30% 35% 40% 45% 2019 Target Actual 2020 Amended Target SP1:Public Administration and Compliance 2021 Target 2022 Target 2023 Target 1.

Percentage of MDA's non-complying to Public Service Salary Act 2.
Percentage of MDA's non-complying to Public Service Orders and Employment Act 40% 60% - - 30% 50% 20% 40% 10% 30% 5% 20% 1.

Percentage of MDA's non-complying to payment of employees benefits Programme Expenditure SP2:Administration of Employee Benefits 60% - 50% 40% 30% 20% Table 5.
Consolidated programme expenditure estimates SR'000s Programmes SP1: Public Administration and Compliance SP2: Administration of Employee Benefits 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 CAPITAL EXPENDITURE Non-financial Assets Building and Infrastructure Machinery and Equipment Other Fixed Assets Non-produced Assets 2019 Estimated Actual 2020 2021 2022 2023 Budget (Amendment) Revised Budget Budget Forecast Forecast 4,815 3,946 8,761 8,761 4,397 4,397 - 4,364 162 3,836 - - 152 214 - - - - - - 5,581 5,152 4,376 9,957 9,957 5,210 5,210 - 4,748 111 4,266 - - 310 61 - - - - - - 2,376 7,528 7,528 4,860 4,860 - 2,668 111 2,266 - - 194 97 - - - - - - 5,078 110 5,188 5,188 4,654 4,654 - 534 124 - - - 296 113 - - - - - - 5,087 110 5,197 5,197 4,701 4,701 - 496 124 - - - 281 91 - - - - - - 5,036 110 5,146 5,146 4,696 4,696 - 451 124 - - - 235 91 - - - - - - Total 8,761 9,957 7,528 5,188 5,197 5,146 20 Main economic classification by sub-programme SR'000s SP1: Public Administration and Compliance Compensation of Employees Use of Goods and Services Non-financial Assets SP2: Administration of Employee Benefits Compensation of Employees Use of Goods and Services Non-financial Assets 2019 Estimated Actual 2020 2021 2022 2023 Budget (Amendment) Revised Budget Budget Forecast Forecast 4,815 4,397 418 - 3,946 - 3,946 - 5,581 5,210 371 - 4,376 - 4,376 - 5,152 4,860 292 - 2,376 - 2,376 - 5,078 4,654 424 - 110 - 110 - 5,087 4,701 386 - 110 - 110 - 5,036 4,696 340 - 110 - 110 - 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.
Strategic Objectives and Measures The table below sets out the performance measures by which the programme will be monitoring the achievement of its strategic objectives.

Table 6.
Table 6.

Performance measures for programme P3:Public Service Management and Standard Outcome: Outcome indicator 1.Number of reforms in terms of roles, structures, functions and resources implemented Contributing indicators A streamlined Public Service with core functions and established posts 2019 2021 2022 2023 Target Actual Target Target Target 2020 Amended Target 15 - 16 16 16 16 2019 Target Actual 2020 Amended Target 2021 Target 2022 Target 2023 Target 1.
Number of structural adjustments of mandates, structures, functions, processes and systems requested 2.

Number of structural adjustments of mandates, structures, functions, processes and systems approved by Government 16 15 Programme Expenditure - - 16 16 25 25 30 30 35 35 Table 7.
Consolidated programme expenditure estimates SR'000s 2019 Estimated Actual 2020 2021 2022 2023 Budget (Amendment) Revised Budget Budget Forecast Forecast Programmes P3: Public Service Management and Standards Programme Total 1,449 1,449 1,977 1,977 1,854 1,854 1,984 1,984 2,027 2,027 2,067 2,067 21 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 2019 Estimated Actual 1,449 1,352 1,352 - 97 47 - - - - 50 - - - - - - 2020 2021 2022 2023 Budget (Amendment) Revised Budget Budget Forecast Forecast 1,977 1,749 1,749 - 228 72 - - - 128 28 - - - - - - 1,854 1,649 1,649 - 205 72 - - - 128 5 - - - - - - 1,984 1,774 1,774 - 210 72 - - - 110 28 - - - - - - 2,027 1,806 1,806 - 220 72 - - - 120 28 - - - - - - 2,067 1,846 1,846 - 220 72 - - - 120 28 - - - - - - Total 1,449 1,977 1,854 1,984 2,027 2,067 22 The Attorney General’s Chambers 1.
Budget Summary Consolidated Position 2021 2022 2023 SR'000s Total to be appropriated Compensation of Employees Use of Goods and Services Capital Forecast Forecast P1: Governance, Management and Administration P2: Legal Drafting and Law Revision P3:Prosecution, Litigation, Advisory and Notarial Services Total 127,197 6,425 14,647 148,269 4,093 4,838 14,647 23,579 2.
Strategic Overview of Entity 7,861 115,243 93,756 30,044 1,586 - - - 6,368 6,368 14,880 14,940 51,352 9,447 115,243 115,004 Mandate The mandate of the Attorney General’s Chamber is provided under 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.
Major Achievements in 2019 and 2020  Instituted criminal proceedings from dockets submitted by enforcement agencies, especially the Seychelles Police Force;  Drafted the most important bills for approval by the President and Cabinet for submission to the National Assembly;  Prepared and drafted most of the notarial documents involving the Republic, attested and submitted for registration;  Continued to improve the quality of legal advice provided to the Ministries, Departments and Agencies (MDAs);  Ensured representation of the Government in constitutional and civil matters;  Processed and settled a large number of claims for damages;  Created the Anti-Money Laundering and International Cooperation section;  Set up the Conveyancing/Notarial Cell; and  Started online publication of Official Gazette as of 1st January 2021 Current challenges  Inability to promptly deal with additional large number of claims for damages due to shortage of staff (for example claims regarding water contamination and power station nuisance) ;  Substantial delays in the drafting of Bills and provision of legal advice upon request due to difficulty in recruitment and retention of skilled and experienced professional staff; and Inability to efficiently and promptly deal with notarial works.
 23 Strategic Priorities 2021 to 2023 Improve efficiency in provision of legal advice and drafting of legislation; Improve efficiency in dealing with criminal cases and claims against Government; Improve efficiency in dealing with notarial works by consolidating the Conveyancing/Notarial Cell;     Commence the Law Revision Project (revision and consolidation of the laws of Seychelles and prepare the next edition of the Laws of Seychelles); Improve efficiency through implementation of a case management system;   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  Set up a Law Revision Section under the Law Revision Commissioner to continuously prepare and consolidate the laws.
3.

Budget Overview Revenue Table 1.

Revenue SR'000s Consolidated Fund Main appropriation Total 2019 Estimated Actual 2020 2021 2022 2023 Budget (Amendment) Revised Budget Budget Forecast Forecast 26,195 26,195 26,195 124,932 124,932 124,932 32,152 32,152 32,152 148,269 148,269 148,269 115,004 115,004 115,004 51,352 51,352 51,352 Current Receipts Table 2.
Current receipts SR'000s 2019 2020 2021 2022 2023 Estimated Actual Budget (Amendment) Revised Budget Budget Forecast Forecast Receipts transferred to Consolidated Fund Sale of Laws of Seychelles Sale of Gazette and collection fees TOTAL 96 1,872 1,968 415 2,044 2,459 50 1,722 1,772 - 431 431 - 431 431 - 431 431 Consolidated Expenditure Estimates Table 3.
Consolidated expenditure estimates SR'000s 2019 2020 2021 2022 2023 Estimated Actual Budget (Amendment) Revised Budget Budget Forecast Forecast Programmes P1: Governance, Management and Administration P2: Legal Drafting and Law Revision P3:Prosecution, Litigation, Advisory and Notarial Services Programme Total 11,077 4,536 10,582 26,195 104,876 12,570 127,197 93,756 30,044 5,265 5,896 6,425 6,368 14,791 13,686 14,647 14,880 124,932 32,152 148,269 115,004 6,368 14,940 51,352 24 SR'000s 2019 2020 2021 2022 2023 Estimated Actual Budget (Amendment) Revised Budget Budget Forecast Forecast 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 26,080 17,286 17,286 1,892 8,794 3,213 1,240 396 4 1,359 689 115 115 115 - - - 32,902 22,405 22,405 1,981 10,497 3,431 418 330 - 4,165 171 92,030 92,030 92,030 - - - 32,152 21,655 21,655 2,181 10,497 3,417 401 330 20 3,977 171 - - - - - - 33,026 23,579 23,579 1,795 9,447 3,084 260 335 7 3,750 216 115,243 115,243 115,243 - - - 35,164 23,845 23,845 1,747 11,319 3,124 260 335 7 5,675 171 79,839 79,839 79,839 - - - 31,767 23,940 23,940 1,747 7,827 3,084 260 335 7 2,223 171 19,585 19,585 19,585 - - - Total 26,195 124,932 32,152 148,269 115,004 51,352 4.
Approved New Spending Initiatives Table 4.

New initiatives funded Programme P1: Governance, Management and Administration Name of new spending initiative Priority Objective Description and motivation SR'000s Funding 2021 Funding 2022 Funding 2023 Creation of Post To improve the efficiency of service.

Recruitment of 1 Executive Legal Assistant.

PSIP Compensation of Employees Goods and Services Minor Capital Outlays TOTAL - 397 - - - 476 - - - 476 - - 397 476 476 5.
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.
25 Programme Expenditure Table 5.
Consolidated programme expenditure estimates SR'000s Programmes P1: Governance, Management and Administration 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 CAPITAL EXPENDITURE Non-financial Assets Building and Infrastructure Machinery and Equipment Other Fixed Assets Non-produced Assets 2019 Estimated Actual 2020 2021 2022 2023 Budget (Amendment) Revised Budget Budget Forecast Forecast 11,077 11,077 10,962 3,455 3,455 1,892 7,507 1,926 1,240 396 4 1,359 689 115 115 115 - - - 104,876 12,570 127,197 104,876 12,570 127,197 12,846 3,903 3,903 1,981 8,943 2,098 418 330 - 3,945 171 92,030 92,030 92,030 - - - 12,570 3,954 3,954 2,181 8,616 1,856 401 330 20 3,657 171 - - - - - - 11,954 4,093 4,093 1,795 7,861 1,823 260 335 7 3,425 216 115,243 115,243 115,243 - - - 93,756 93,756 13,917 4,184 4,184 1,747 9,733 1,863 260 335 7 5,350 171 79,839 79,839 79,839 - - - 30,044 30,044 10,460 4,219 4,219 1,747 6,241 1,823 260 335 7 1,898 171 19,585 19,585 19,585 - - - Total 11,077 104,876 12,570 127,197 93,756 30,044 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.
Strategic objectives and measures The table below sets out the performance measures by which the programme will be addressing its strategic priorities.

Table 6.

Performance measures for programme P2: Legal Drafting and Law Revision Contributing indicators 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 2019 Target Actual 2020 Amended Target 2021 Target 2022 Target 2023 Target 65% 85% 55% 75% 80% 80% 45% 80% 55% 80% 80% 80% 26 Programme Expenditure Table 7.
Consolidated programme expenditure estimates SR'000s 2019 Estimated Actual 2020 2021 2022 2023 Budget (Amendment) Revised Budget Budget Forecast Forecast Programmes P2: Legal Drafting and Law Revision 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 CAPITAL EXPENDITURE Non-financial Assets Building and Infrastructure Machinery and Equipment Other Fixed Assets Non-produced Assets 4,536 4,536 4,536 3,249 3,249 - 1,287 1,287 - - - - - - - - - - - 5,265 5,265 5,896 5,896 5,265 3,711 3,711 - 1,554 1,334 - - - 220 - - - - - - - 5,896 4,015 4,015 - 1,881 1,561 - - - 320 - - - - - - - 6,425 6,425 6,425 4,838 4,838 - 1,586 1,261 - - - 325 - - - - - - - 6,368 6,368 6,368 4,782 4,782 - 1,586 1,261 - - - 325 - - - - - - - 6,368 6,368 6,368 4,782 4,782 - 1,586 1,261 - - - 325 - - - - - - - Total 4,536 5,265 5,896 6,425 6,368 6,368 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’ rights.
Strategic objectives and measures The table below sets out the performance measures by which the programme will be addressing its strategic priorities.

27 Table 8.

Performance measures for programme P3: Prosecution, Litigation, Advisory and Notarial Services Contributing indicators 1.

Percentage of criminal and civil cases disposed of per year 2.
Percentage of cases in backlog (proportion of cases not disposed of and carried forward to the next year) Programme Expenditure 2019 Target Actual 87% 13% 75% 25% 2020 Amended Target 70% 30% 2021 Target 70% 30% 2022 Target 80% 20% 2023 Target 85% 15% Table 9.
Consolidated programme expenditure estimates SR'000s 2019 Estimated Actual 2020 2021 2022 2023 Budget (Amendment) Revised Budget Budget Forecast Forecast Programmes P3:Prosecution, Litigation, Advisory and Notarial Services 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 CAPITAL EXPENDITURE Non-financial Assets Building and Infrastructure Machinery and Equipment Other Fixed Assets Non-produced Assets 10,582 10,582 10,582 10,582 10,582 - 14,791 14,791 14,791 14,791 14,791 - 13,686 13,686 14,647 14,647 14,880 14,880 14,940 14,940 13,686 13,686 13,686 - 14,647 14,647 14,647 - 14,880 14,880 14,880 - 14,940 14,940 14,940 - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - Total 10,582 14,791 13,686 14,647 14,880 14,940 28 Registration Division 1.
Budget Summary Consolidated Position 2021 2022 2023 SR'000s Total to be appropriated Compensation of Employees Use of Goods and Services Capital Forecast Forecast P1: Governance, Management and Administration P2: Registration Services Total 10,140 7,637 17,777 5,675 6,230 11,905 4,465 1,407 5,871 - - - 8,253 7,434 7,355 15,609 7,369 14,803 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 provided under a number of laws.
This commitment translates into a continuous effort to provide good and timely services to its clients, including the public, governmental and non-governmental organisations, industries and businesses.
Major Achievements in 2019 and 2020 Improved the effectiveness of registration by streamlining of processes;  Built human resource capacity;   Reduced the timeframe for registrations;  Reduced the backlogs, including updating of electronic databases;   Recorded an overall improvement in service delivery.
Improved accessibility of online services, including online land search; and Current Challenges  Delays in processing of documents, especially lands documents, due to insufficient resources for revaluation of land, difficulties in accessing files, bad quality of documents and late responses from practitioners;  Delays in registration of documents due to the introduction of strict social distancing measures as a result of the COVID-19 situation;  Risk of mismanagement and damage of records; and  Delays in implementation of the modernisation plans because of delays in the Division occupying the Ex-Air Seychelles office, for extra space due to infrastructural problems, which need to be addressed by Ministry of Lands and Housing.
Strategic Priorities 2021 to 2023 Improve the processing time of documents; Improve the management of records and accessibility to registered records; and    Reduce the risks of damage of records.

29 3.

Budget Overview Revenue Table 1.


Revenue SR'000s Consolidated Fund Main appropriation Total 2019 Estimated Actual 11,519 11,519 11,519 2020 Budget (Amendment) Revised Budget 2021 Budget 2022 2023 Forecast Forecast 16,177 16,177 16,177 13,172 13,172 13,172 17,777 17,777 17,777 15,609 15,609 15,609 14,803 14,803 14,803 Current Receipts Table 2.
Current receipts SR'000s Receipts transferred to Consolidated Fund Stamp Duty Trade Marks Company Registration Fees Mortgage Registration Fees Land Adjucation Fees TOTAL 2019 Estimated Actual 2020 2021 2022 2023 Budget Amendment Revised Budget Budget Forecast Forecast Consolidated Expenditure Estimates Table 3.
Consolidated expenditure estimates SR'000s Programmes P1: Governance, Management and Administration P2: Registration Services 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 2019 Estimated Actual 2020 2021 2022 2023 Budget (Amendment) Revised Budget Budget Forecast Forecast 5,856 5,663 11,519 11,519 8,306 8,306 - 3,213 1,478 694 117 - 670 254 9,016 7,161 16,177 16,177 10,793 10,793 - 5,384 1,643 73 349 - 3,024 295 6,348 6,824 13,172 13,172 9,993 9,993 - 3,178 1,573 70 279 - 1,028 228 10,140 7,637 17,777 17,777 11,905 11,905 - 5,871 1,751 62 243 - 3,275 540 8,253 7,355 15,609 15,609 11,993 11,993 - 3,615 1,760 62 243 - 1,339 210 7,434 7,369 14,803 14,803 12,034 12,034 - 2,768 1,760 62 243 - 508 195 30 SR'000s CAPITAL EXPENDITURE Non-financial Assets Building and Infrastructure Machinery and Equipment Other Fixed Assets Non-produced Assets 2019 Estimated Actual 2020 2021 2022 2023 Budget (Amendment) - - - - - - - - - - - - Revised Budget Budget Forecast Forecast - - - - - - - - - - - - - - - - - - - - - - - - Total 11,519 16,177 13,172 17,777 15,609 14,803 4.
Approved New Spending Initiatives Table 4.

New initiatives funded Programme Name of new spending initiative Priority Objective Description and motivation SR'000s Funding 2021 Funding 2022 Funding 2023 P2: Registration Services Unfreezing of Post Improve the processing time of documents 2 Registration Officers to speed up registration process PSIP Compensation of Employees Goods and Services Minor Capital Outlays Total - 392 - - - 470 - - - 470 - - 392 470 470 5.
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 Table 5.
Consolidated programme expenditure estimates SR'000s Programmes P1: Governance, Management and Administration Programme Total Economic Classification CURRENT EXPENDITURE Compensation of Employees Wages and Salaries in Cash Wages and Salaries in Kind 2019 Estimated Actual 2020 2021 2022 2023 Budget (Amendment) Revised Budget Budget Forecast Forecast 5,856 5,856 5,856 3,836 3,836 - 9,016 9,016 9,016 5,162 5,162 - 6,348 6,348 6,348 4,614 4,614 - 10,140 10,140 10,140 5,675 5,675 - 8,253 8,253 8,253 5,715 5,715 - 7,434 7,434 7,434 5,721 5,721 - 31 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 2019 Estimated Actual 2,020 935 523 115 - 395 51 - - - - - - 2020 2021 2022 2023 Budget (Amendment) 3,854 1,050 49 193 - 2,387 175 Revised Budget 1,733 996 46 193 - 391 108 - - - - - - - - - - - - Budget Forecast Forecast 4,465 1,154 44 188 - 3,004 75 - - - - - - 2,539 1,163 44 188 - 1,068 75 - - - - - - 1,713 1,163 44 188 - 243 75 - - - - - - Total 5,856 9,016 6,348 10,140 8,253 7,434 Programme 2: Registration Services Strategic Objectives and Measures The table below sets out the performance measures by which the programme will be monitoring the achievement of its strategic objectives.
Table 6.

Performance measures for programme P2:Registration Services Outcome: Contributing indicators 1.Average time taken to register business names 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 5.Sensitisation on the role of the Registration Division Improve processing time of registering of documents 2.
Improve awareness on the role and function of the registration division 2019 Target Actual 2020 Amended Target 2021 2022 2023 Target Target Target 1 hour 30 mins 30 mins 25 mins 20 mins 20 mins 24 hours 30 days 4 hours 2 hours 2 hours 1 hour 1 hour 20 days 20 days 20 days 15 days 15 days 75% 75% 75% 50% 50% 50% Launching of website Open Day for the Division National Day Expo Participation / Working Visit Inner Island / Talk at Unisey/SBSA National Day Expo Participation / Working Visit Inner Island Open Day for the Division Launching of website National Day Expo/ Working Visit National Day Expo/ Working Visit Open Day Open Day 32 Programme Expenditure Table 7.
Consolidated programme expenditure estimates 2019 2020 2021 2022 2023 SR'000s Estimated Actual Budget (Amendment) Revised Budget Budget Forecast Forecast Programmes P2: Registration Services 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 CAPITAL EXPENDITURE Non-financial Assets Building and Infrastructure Machinery and Equipment Other Fixed Assets Non-produced Assets 5,663 5,663 5,663 4,469 4,469 - 1,194 543 171 2 - 275 203 - - - - - - 7,161 7,161 6,824 6,824 7,161 5,631 5,631 - 1,530 593 24 156 - 637 120 - - - - - - 6,824 5,379 5,379 - 1,445 578 24 86 - 637 120 - - - - - - 7,637 7,637 7,637 6,230 6,230 - 1,407 597 18 56 - 271 465 - - - - - - 7,355 7,355 7,355 6,279 6,279 - 1,077 597 18 56 - 271 135 - - - - - - 7,369 7,369 7,369 6,314 6,314 - 1,056 597 18 56 - 265 120 - - - - - - Total 5,663 7,161 6,824 7,637 7,355 7,369 33 Department of Defence 1.
Budget Summary Consolidated Position 2021 2022 2023 SR'000s Total to be appropriated Compensation of Employees P1: Policy and Management P2: Deterrence Surveillance and Response Total 130,912 563,872 694,784 2.
Strategic Overview of Entity Use of Goods and Services 30,680 99,029 95,225 79,169 174,394 129,708 Capital Forecast Forecast 5,007 385,674 390,681 125,620 210,662 336,282 125,318 172,321 297,640 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.
Major Achievements in 2019 and 2020  Maintained and sustained continuous maritime and aerial surveillance patrols, and undertook targeted operations to deter, detect and intercept illegal operations that include: maritime piracy, illegal, unreported unregulated (IUU) fishing and narcotic trafficking and assisted local agencies such as the Seychelles Fishing Authority with their local and regional fisheries patrols;  Supported Seychelles Maritime Safety Administration (SMSA) and Police by participating actively in the co- ordination and response to numerous Search and Rescue (SAR) incidents involving local and foreign vessels within the Seychelles Search and Rescue Region (SRR), as well as contributing to ensure safety at sea and at major events;  Assisted the Ministry of Health and Police on Mahe, Praslin and La Digue in view of the COVID 19 situation by providing barracks as quarantine stations, guarding various health facilities, assist in transporting medical equipment and conducted COVID 19 medical evacuation by flights and boats.
 Contributed to SPDF’s regional and international obligations by deploying assets and troops to participate in various military manoeuvres alongside other forces; including operations in support of the Combined Maritime Forces (CMF).
34  Continued with the restructuring of the force, in order to have a lean and more professional force, with the maritime and aeronautical domain as the main focus, followed by training and inducting younger officers in key command appointments;  Apprehended 3 illegal fishing vessels with joint operation between Seychelles Coast Guard (SCG)  and Seychelles Air Force (SAF); and Increased inshore patrols have resulted in decreased maritime accidents and illegal activities within the port limits and coast.
Current challenges  Restricted in ability to effectively conduct proper administering of the force and conduct operations as anticipated, due to inadequate management information systems;  Curtailing illegal activities and crimes at sea given the extent of the area in which to patrol and maintain surveillance, increased criminal activity and inability to implement the full maintenance plan for vessels and aircrafts;  Combat readiness is affected by outdated weapons systems that do not meet current operational requirements/standards and capabilities;  Delay in response time due to lack of communications for real time information sharing; and  Manning key assets, outposts and administrative posts, due to not retaining well trained staff and difficulty in recruitment of new personnel.
Strategic Priorities 2021 to 2023  Improve operations effectiveness by implementing a customised management information and information technology system for imagery intelligence operations, including a video downlink system to download real time information to SCG vessels;  Further reduce illegal activities and crimes on the land, maritime and aeronautical space by increasing frequency and reach of patrols, proper equipment, man existing outposts and establish new outposts on outer islands;  Maintaining obligatory scheduled maintenance programmes for both SCG vessels and aircrafts;   Improve combat readiness level with maritime operations as the focus; and Improve response time in our areas of responsibility 3.
Budget Overview Revenue Table 1.

Revenue SR'000s Consolidated Fund Main appropriation Total 2019 Estimated Actual 304,303 304,303 304,303 2020 Budget (Amendment) Revised Budget 2021 Budget 2022 2023 Forecast Forecast 322,740 322,740 322,740 327,053 327,053 327,053 694,784 694,784 694,784 336,282 336,282 336,282 297,640 297,640 297,640 35 Current Receipts Table 2.
Current receipts SR'000s Receipts transferred to Consolidated Fund Provision of Security Services Lease of Offices TOTAL 2019 Estimated Actual 2020 2021 2022 2023 Budget (Amendment) Revised Budget Budget Forecast Forecast 808 90 898 - - - - - - 500 68 568 500 68 568 500 68 568 Consolidated Expenditure Estimates Table 3.
Consolidated expenditure estimates SR'000s 2019 2020 2021 2022 2023 Estimated Actual Budget (Amendment) Revised Budget Budget Forecast Forecast Programmes P1: Policy and Management P2: Deterrence Surveillance and Response 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 CAPITAL EXPENDITURE Non-financial Assets Building and Infrastructure Machinery and Equipment Other Fixed Assets Non-produced Assets 111,531 192,772 304,303 291,271 153,172 153,172 3,247 138,099 36,648 20,735 31,752 17,417 9,643 18,656 13,032 13,032 793 - - 12,239 144,844 177,896 322,740 130,854 196,199 327,053 130,912 563,872 694,784 125,620 210,662 336,282 302,400 175,508 175,508 3,350 126,892 30,279 21,913 22,470 17,944 12,360 18,575 20,340 20,340 6,000 14,340 - - 316,740 175,285 175,285 3,350 141,455 30,507 20,904 36,910 18,833 13,120 17,830 10,313 10,313 10,313 - - - 304,103 174,394 174,394 2,380 129,708 21,585 19,460 33,849 22,637 15,519 14,279 390,681 390,681 366,466 24,216 - - 298,050 172,582 172,582 2,316 125,468 21,585 19,460 41,351 23,725 14,457 2,575 38,232 38,232 38,232 - - - 125,318 172,321 297,640 297,640 172,171 172,171 2,316 125,468 21,585 19,460 40,843 24,094 14,502 2,669 - - - - - - Total 304,303 322,740 327,053 694,784 336,282 297,640 36 4.
Approved New Spending Initiatives Table 4.

New initiatives funded Programme Name of new spending initiative Priority Objective Description and motivation SR'000s Funding 2021 Funding 2022 Funding 2023 Recruitment of soldiers to improve operations standards and to handle new assets.

PSIP Compensation of Employees Goods and Services Minor Capital Outlays Total - - - 5,431 6,518 6,518 - - - - - - 5,431 6,518 6,518 P1: Policy and Management Creation of Post To improve operations effectiveness.

5.
5.

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 SPDFs strategic relationships internationally and locally.
The sub-programme manages the SPDF’s human resources, including recruitment; selection and record management; manages the weapon logistics and transport; and undertakes 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  Sub-programme 2 Military Training and Seychelles Defence Academy: Trains new recruits and existing military personnel.

Programme Expenditure Table 5.
Consolidated programme expenditure estimates SR'000s 2019 Estimated Actual 2020 2021 2022 2023 Budget (Amendment) Revised Budget Budget Forecast Forecast Programmes SP1:Defence Administration and Planning SP2:Military Training and Seychelles Defence Academy Programme Total Economic Classification CURRENT EXPENDITURE Compensation of Employees Wages and Salaries in Cash Wages and Salaries in Kind 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 2019 Estimated Actual 38,714 12,115 5,523 3,535 7,444 3,392 3,458 - - - - - - 2020 2021 2022 2023 Budget (Amendment) 37,886 10,740 5,041 3,180 7,250 4,055 4,270 20,340 20,340 6,000 14,340 - - Revised Budget 38,459 10,968 4,032 3,280 8,144 4,815 3,870 6,000 6,000 6,000 - - - Budget Forecast Forecast 30,680 9,233 1,946 3,015 8,450 3,736 1,920 5,007 5,007 5,007 - - - 31,722 9,233 1,946 3,470 8,987 3,776 1,995 500 500 500 - - - 32,331 9,233 1,946 3,606 9,338 3,821 2,073 - - - - - - Total 111,531 144,844 130,854 130,912 125,620 125,318 Main economic classification by sub-programme SR'000s SP1:Defence Administration and Planning Compensation of Employees Use of Goods and Services Non-financial Assets SP2:Military Training and Seychelles Defence Academy Compensation of Employees Use of Goods and Services Non-financial Assets 2019 Estimated Actual 92,176 62,647 29,529 - 19,355 10,170 9,185 - 2020 2021 2022 2023 Budget (Amendment) Revised Budget 116,324 103,185 67,751 28,233 20,340 28,520 18,867 9,653 - 67,594 29,591 6,000 27,669 18,801 8,868 - Budget Forecast Forecast 96,646 69,691 21,947 5,007 34,266 25,534 8,733 - 89,694 66,731 22,463 500 35,926 26,667 9,259 - 89,157 66,320 22,836 - 36,162 26,667 9,495 - 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;  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 38  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 Table 6.
Consolidated programme expenditure estimates SR'000s 2019 Estimated Actual 2020 2021 2022 2023 Budget (Amendment) Revised Budget Budget Forecast Forecast Programmes SP1: Maritime Operations SP2: Air Operations SP3: Service Support & Specialised Services 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 CAPITAL EXPENDITURE Non-financial Assets Building and Infrastructure Machinery and Equipment Other Fixed Assets Non-produced Assets 119,248 43,099 30,426 192,772 179,740 80,355 80,355 - 99,385 24,533 15,212 28,217 9,973 6,251 15,198 13,032 13,032 793 - - 12,239 106,380 38,389 33,127 177,896 110,693 52,728 32,777 196,199 177,896 88,891 88,891 - 89,006 19,539 16,872 19,290 10,694 8,305 14,305 - - - - - - 191,886 88,891 88,891 - 102,996 19,539 16,872 33,630 10,689 8,305 13,960 4,313 4,313 4,313 - - - 485,405 48,629 29,838 563,872 178,198 79,169 79,169 - 99,029 12,352 17,514 30,834 14,187 11,783 12,359 385,674 385,674 361,459 24,216 - - 127,640 53,184 29,838 210,662 89,925 52,559 29,838 172,321 172,930 79,184 79,184 - 93,746 12,352 17,514 37,881 14,738 10,681 580 37,732 37,732 37,732 - - - 172,321 79,184 79,184 - 93,137 12,352 17,514 37,238 14,756 10,681 596 - - - - - - Total 192,772 177,896 196,199 563,872 210,662 172,321 39 Main economic classification by sub-programme SR'000s SP1: Maritime Operations Compensation of Employees Use of Goods and Services Non-financial Assets SP2: Air Operations Compensation of Employees Use of Goods and Services Non-financial Assets SP3: Service Support & Specialised Services Compensation of Employees Use of Goods and Services Non-financial Assets 2019 Estimated Actual 119,248 42,668 63,548 13,032 43,099 14,026 29,072 - 30,426 23,661 6,765 - 2020 2021 2022 2023 Budget (Amendment) 106,380 46,360 60,020 - 38,389 16,126 22,262 - 33,127 26,404 6,724 - Revised Budget 110,693 46,360 60,020 4,313 52,728 16,126 36,602 - 32,777 26,404 6,374 - Budget Forecast Forecast 485,405 41,485 58,245 385,674 48,629 13,540 35,089 - 29,838 24,144 5,695 - 127,640 41,500 48,408 37,732 53,184 13,540 39,643 - 29,838 24,144 5,695 - 89,925 41,500 48,424 - 52,559 13,540 39,018 - 29,838 24,144 5,695 - 40 Seychelles Intelligence Service 1.
Budget Summary Consolidated Position SR'000s P1:Seychelles Intelligence Service P2:Operations and Technical Security Support Total 2021 2022 2023 Total to be appropriated Compensation of Employees Use of Goods and Services Capital Forecast Forecast 5,952 6,807 12,759 2,620 5,485 8,105 3,332 1,322 4,653 - - - 5,872 6,807 12,679 5,872 6,807 12,679 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.
Major Achievements in 2019 and 2020  Three phase acquisition of office space rental, notably in March and August 20201;  Increase in manpower from 0 to 20 staff with gender balance and great diversity in knowledge from both undergraduates and post graduates;  Contributed to three major conviction cases in Seychelles;  Recognised by four professional International organization through signing of a Memorandum of Understanding (MOU) with six more in negotiation stage with both French/English speaking countries;  Publication of a first Strategic Plan, which will be followed by a Disciplinary Code of Ethics, Code of Conduct, Human Resource Policy and Scheme of Service;  Conducted several basic intelligence trainings to uphold awareness, knowledge and quality in staff performance.
Staff have been enrolled on several online courses and Webinar in their respective field;  Represented by the Director General and two other staff on the National Anti-Money Laundering and Countering the Financing of Terrorism and Technical Anti-Money Laundering Committee to safeguard the security of the country and to remain up-to-date with the Laws and Regulations; and Current Challenges  Inadequate office space for Operation Rooms and Information Technology capabilities causing inability for timely recruitment of specialised personnel which is now ‘on freeze’ and impacting on acquisition of equipment;  A budget that does not reflect actual expenses as per SIS mandate with respect to skilled manpower requirement, specialised equipment and the security aspect;  Limitation in acquiring required assets, complicated by the impact of COVID-9, which created unavailability of assets as well as a substantial increase in prices; and 1 One office (upon approval of the Council) jointly shared with AG’s office for money laundering team 41  Total handicap in non-operation on Praslin and La Digue.
Strategic Priorities 2021 to 2023  Building of specialised manpower in order to have a good critical mass to collate, analyse and disseminate information, backed by acquisition of IT and other high-tech equipment;  Continue to develop International and Regional partnerships so that well-established parties assist in training, technical expertise, operation equipment and timely information;  Promote and maintain a high standard security of the Seychelles in accordance with other International and Regional counterparts; and Introduce our operations on Inner Islands.
 3.

Budget Overview Revenue Table 1.

Revenue SR'000s Consolidated Fund Main appropriation Total 2019 Estimated Actual 2020 2021 2022 2023 Budget (Amendment) Revised Budget Budget Forecast Forecast 2,546 2,546 2,546 12,587 12,587 12,587 12,387 12,387 12,387 12,759 12,759 12,759 12,679 12,679 12,679 12,679 12,679 12,679 Consolidated Expenditure Estimates Table 2.
Consolidated expenditure estimates SR'000s 2019 Estimated Actual 2020 2021 2022 2023 Budget (Amendment) Revised Budget Budget Forecast Forecast Programmes P1:Seychelles Intelligence Service P2:Operations and Technical Security Support 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 2,546 - 2,546 2,546 416 416 - 2,130 126 189 - 2 199 1,614 12,587 12,387 5,952 5,872 5,872 - - 12,587 12,387 6,807 12,759 6,807 12,679 6,807 12,679 12,587 6,428 6,428 - 6,159 370 508 - - 4,668 612 12,387 5,178 5,178 - 7,209 574 508 27 - 3,586 2,514 12,759 8,105 8,105 - 4,653 369 483 111 - 3,690 - 12,679 8,105 8,105 - 4,573 369 483 111 - 3,610 - 12,679 8,105 8,105 - 4,573 369 483 111 - 3,610 - 42 SR'000s CAPITAL EXPENDITURE Non-financial Assets Building and Infrastructure Machinery and Equipment Other Fixed Assets Non-produced Assets 2019 Estimated Actual 2020 2021 2022 2023 Budget (Amendment) Revised Budget Budget Forecast Forecast - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - Total 2,546 12,587 12,387 12,759 12,679 12,679 4.
Programme Performance Programme 1: Governance, Management and Administration The purpose of the programme is to manage the provide management, administrative and human resource support services.

Strategic Objectives and Measures The table below sets out the performance measures by which the programme will be monitoring the achievement of its strategic objectives.

Programme Expenditure Table 3.
Consolidated programme expenditure estimates SR'000s 2019 Estimated Actual 2020 2021 2022 2023 Budget (Amendment) Revised Budget Budget Forecast Forecast Programmes P1:Governance, Management and Administration 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 2,546 2,546 2,546 416 416 - 2,130 126 189 - 2 199 1,614 12,587 12,587 12,587 6,428 6,428 - 6,159 370 508 - - 4,668 612 12,387 12,387 12,387 5,178 5,178 - 7,209 574 508 27 - 3,586 2,514 5,952 5,952 5,952 2,620 2,620 - 3,332 247 54 33 - 2,997 - 5,872 5,872 5,872 2,620 2,620 - 3,252 247 54 33 - 2,917 - 5,872 5,872 5,872 2,620 2,620 - 3,252 247 54 33 - 2,917 - 43 SR'000s 2019 Estimated Actual 2020 2021 2022 2023 Budget (Amendment) Revised Budget Budget Forecast Forecast CAPITAL EXPENDITURE Non-financial Assets Building and Infrastructure Machinery and Equipment Other Fixed Assets Non-produced Assets - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - Total 2,546 12,587 12,387 5,952 5,872 5,872 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 or potential threats and offences.

Strategic Objectives and Measures The table below sets out the performance measures by which the programme will be monitoring the achievement of its strategic objectives.

Programme Expenditure Table 4.
Consolidated programme expenditure estimates SR'000s 2019 Estimated Actual 2020 2021 2022 2023 Budget (Amendment) Revised Budget Budget Forecast Forecast Programmes P2:Operations and Technical Security Support 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 - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - 6,807 6,807 6,807 5,485 5,485 - 1,322 122 429 78 - 693 - 6,807 6,807 6,807 5,485 5,485 - 1,322 122 429 78 - 693 - 6,807 6,807 6,807 5,485 5,485 - 1,322 122 429 78 - 693 - 44 SR'000s CAPITAL EXPENDITURE Non-financial Assets Building and Infrastructure Machinery and Equipment Other Fixed Assets Non-produced Assets Total 2019 Estimated Actual 2020 2021 2022 2023 Budget (Amendment) Revised Budget Budget Forecast Forecast - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - 6,807 6,807 6,807 45 VICE-PRESIDENT’S OFFICE PORTFOLIO 46 Department of Information Communications Technology 1.
Budget Summary Consolidated Position SR'000s P1: Governance, Management and Administration P2: ICT Regulatory Framework development and enforcement P3: Government Process Transformation & Electronic Service Delivery Channels Total 2021 2022 2023 Total to be appropriated Compensation of Employees Use of Goods and Services Capital Forecast Forecast 13,730 4,995 3,507 3,754 10,223 1,242 44,430 13,976 30,454 63,155 21,237 41,918 - - - - 13,462 13,454 5,890 4,813 43,852 44,029 63,205 62,296 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.
Major Achievements in 2019 and 2020  Formulated a proposal for the establishment of independent regulator to be incorporated in the Communications bill;  Completed a study regarding the level of human exposure to Radio Frequency (RF) and Electromagnetic Field (EMF)radiation around mobile telecommunication antennas in the country;  Assigned radio-frequency spectrum for deployment of 5G networks;  Improved effectiveness of enforcement measures in the telecommunication sector through the successful determination of cases in the courts;   Completed the review of Interconnection rates;  Successful switch off of analogue public television broadcasting service took;  Provided online facilities for the application and processing of benefits and other assistance offered by Government to parties affected by the COVID-19 pandemic through the delivery of four e- services; Improved the online functionalities to the public of three e-services to be fully transactional through the integration of online payment; Increased access to Information Technology (IT) and network facilities in government offices by an additional 10% for supporting their work activities; and Increased the reliability and availability of government information systems (inclusive of online services), through the enhancement of the central government server facilities, by upgrading the core network to gigabit capacity.
  47 Current Challenges  Limitation in the effectiveness of mechanisms to address non-compliance by ICT service providers;  Deficiencies in the legal framework for telecommunications and broadcasting;  Concerns related to cybersecurity and occurrences of related incidents;  Insufficient number of government services available and accessible through electronic channels for citizens, businesses and other stakeholders transacting with Government to use;  Absence of an integrated information system for recording and tracking the performance of MDAs in delivering their targets as required under the implementation of the Performance Monitoring and Evaluation component of the Results Based Management (RBM) initiative; and  Absence of an identification platform and associated ecosystem which supports the provision of Know Your Client (KYC) to be undertaken electronically.
Strategic Priorities 2021 to 2023  Promote fair and effective competition among operators by facilitating entry of new ICT service providers, and increase access and usage of ICT services;  Strengthen the legislative and regulatory framework to facilitate investment in the ICT  sector; 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;   Improve access to, and convenience of, using government services by implementing transactional e- services; and Implement a national e-ID solution that will support electronic or online KYC, the implementation of strategy for the modernisation of payment systems and the National Fintech strategy.
3.

Budget Overview Revenue Table 1.

Revenue SR'000s Consolidated Fund Main appropriation Total 2019 Estimated Actual 56,090 56,090 56,090 2020 2021 2022 2023 Budget (Amendment) Revised Budget Budget Forecast Forecast 57,658 57,658 57,658 60,031 60,031 60,031 63,155 63,155 63,155 63,205 63,205 63,205 62,296 62,296 62,296 48 Consolidated Expenditure Estimates Table 2.
Consolidated expenditure estimates SR'000s 2019 2020 2021 2022 2023 Estimated Actual Budget (Amendment) Revised Budget Budget Forecast Forecast Programmes P1: Governance, Management and Administration P2: ICT Regulatory Framework development and enforcement P3: Government Process Transformation & Electronic Service Delivery Channels 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 CAPITAL EXPENDITURE Non-financial Assets Building and Infrastructure Machinery and Equipment Other Fixed Assets Non-produced Assets 14,980 13,087 15,125 13,730 13,462 13,454 5,700 6,270 6,270 4,995 5,890 4,813 35,410 56,090 56,090 17,633 17,633 217 38,457 16,127 1,190 209 1,135 15,655 3,924 - - - - - - 38,300 38,635 44,430 43,852 44,029 57,658 60,031 63,155 63,205 62,296 57,658 20,363 20,363 585 37,294 14,456 336 1,128 1,000 17,879 1,912 - - - - - - 60,031 20,363 20,363 585 39,667 14,456 336 1,470 3,038 17,872 1,912 - - - - - - 63,155 21,237 21,237 468 41,918 14,397 227 1,225 1,327 23,725 550 - - - - - - 63,205 21,565 21,565 468 41,639 14,397 227 1,125 1,162 22,997 1,263 - - - - - - 62,296 21,762 21,762 468 40,534 14,397 227 1,125 1,162 21,838 1,317 - - - - - - Total 56,090 57,658 60,031 63,155 63,205 62,296 4.
Approved New Spending Initiatives Table 3.
New initiatives funded Programme Name of new spending initiative Priority Objective Description and motivation R'000s Funding 2021 Funding 2022 Funding 2023 P3:Government Process Transformation and Electronic Service Delivery Channels Director Datacentre who has been transferred to Cybersecurity Unit -In ceiling Improve access to, and convenience of, using government services by implementing transactional e- services; Implement cybersecurity policies and best practices to secure the Government infrastructure.
Investigate cybersecurity breaches and coordinate with external agencies to investigate, prevent and resolve such breaches.
PSIP Compensation of Employees Goods and Services Minor Capital Outlays - - 300 360 - - - - - 360 - - Total 300 360 360 49 Programme Name of new spending initiative P3:Government Process Transformation and Electronic Service Delivery Channels Senior Engineer who has moved to Cybersecurity - in ceiling P3:Government Process Transformation and Electronic Service Delivery Channels Engineer (New) Cybersecurity Priority Objective Description and motivation R'000s Funding 2021 Funding 2022 Funding 2023 Implement cybersecurity policies and best practices to secure the Government infrastructure.
Investigate cybersecurity breaches and coordinate with external agencies to investigate, prevent and resolve such breaches.

Implement cybersecurity policies and best practices to secure the Government infrastructure.

Investigate cybersecurity breaches and coordinate with external agencies to investigate, prevent and resolve such breaches.
Improve access to, and convenience of, using government services by implementing transactional e- services; Implementation of a cybersecurity unit for Government that will also provide the role of the national CIRT which will be the centre of co-ordination of response to major national cybersecurity incidents; PSIP Compensation of Employees Goods and Services Minor Capital Outlays Total PSIP Compensation of Employees Goods and Services Minor Capital Outlays - - 259 311 - - - - - 311 - - 259 311 311 - - - 245 294 294 - - - - - - Total 245 294 294 5.
Programme Performance Programme 1: Governance, Management and Administration The purpose of the programme is to ensure that the activities of the organisation 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 Table 4.
Consolidated programme expenditure estimates SR'000s 2019 Estimated Actual 2020 2021 2022 2023 Budget (Amendment) Revised Budget Budget Forecast Forecast Programmes P1: Governance, Management and Administration Programme Total Economic Classification CURRENT EXPENDITURE Compensation of Employees Wages and Salaries in Cash Wages and Salaries in Kind SR'000s 2019 Estimated Actual 2020 2021 2022 2023 Budget (Amendment) Revised Budget Budget Forecast Forecast Use of 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 12,252 2,812 1,190 79 1,135 6,707 112 - - - - - - 9,654 2,740 328 108 1,000 4,764 130 - - - - - - 11,692 2,740 328 108 3,038 4,764 130 - - - - - - 10,223 2,697 209 105 1,327 5,307 110 - - - - - - 9,927 2,697 209 105 1,162 5,176 110 - - - - - - 9,918 2,697 209 105 1,162 5,167 110 - - - - - - Total 14,980 13,087 15,125 13,730 13,462 13,454 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.

Strategic Objectives and Measures The table below sets out the performance measures by which the programme will be monitoring the achievement of its strategic objectives.

Table 5.
Table 5.

Performance measures for programme P2: ICT REGULATORY FRAMEWORK DEVELOPMENT AND ENFORCEMENT Outcome: To increase access and usage of Broadband by promoting competition and strengthening the regulatory framework 2023 2021 2022 2019 Outcome indicator Target Actual Target Target Target 2020 Amended Target 1.

Number of broadband subscriptions per 100 inhabitants 2.
Amount of International bandwidth (Mbps) Contributing indicators 1.Number of fixed broadband subscriptions per 100 inhabitants 111 119.72 106 127.85 132.02 132.02 11,052 16,970 12,298 2019 Target Actual 2020 Amended Target 18,335 2021 Target 18,800 2022 Target 18,800 2023 Target 21.9 27.64 23.3 35.21 36.91 37.8 51 Programme Expenditure Table 6.
Consolidated programme expenditure estimates SR'000s P2: ICT Regulatory Framework development and enforcement 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 CAPITAL EXPENDITURE Non-financial Assets Building and Infrastructure Machinery and Equipment Other Fixed Assets Non-produced Assets 2019 Estimated Actual 2020 2021 2022 2023 Budget (Amendment) Revised Budget Budget Forecast Forecast 5,700 5,700 5,700 3,911 3,911 - 1,789 - - - - 1,786 3 - - - - - - 6,270 6,270 6,270 4,126 4,126 - 2,144 16 8 20 - 2,000 100 - - - - - - 6,270 6,270 6,270 4,126 4,126 - 2,144 16 8 20 - 2,000 100 - - - - - - 4,995 4,995 4,995 3,754 3,754 - 1,242 - 18 120 - 899 205 - - - - - - 5,890 5,890 5,890 3,782 3,782 - 2,108 - 18 20 - 1,865 205 - - - - - - 4,813 4,813 4,813 3,854 3,854 - 958 - 18 20 - 715 205 - - - - - - Total 5,700 6,270 6,270 4,995 5,890 4,813 Programme 3: Government Process Transformation and Electronic Service Delivery Channels The purpose of the programme is to computerise the core business of MDAs with appropriate information systems and to make available government services online over the internet (E-Services) and mobile devices (M-services) where appropriate, for access by business and the public.
Strategic Objectives and Measures The table below sets out the performance measures by which the programme will be monitoring the achievement of its strategic objectives.

52 Table 7.
52 Table 7.

Performance measures for programme P3: Government Process Transformation and Electronic Service Delivery Channels Outcome: To increase the responsiveness of government services by expanding the number of e-services that are available and accessible at all times Outcome indicator 1.Average percentage of online users satisfied with electronic channel of delivery.

Contributing indicators 1.

% of 20 main government service with electronic delivery channel 2.
% of Government points of presence connected to the EGN (Electronic Government Network) Programme Expenditure 2019 Target Actual 2019 Target Actual - - - - 2020 Amended Target 2020 Amended Target 2021 Target 2022 Target 2023 Target Targets to be established once baseline is set in 2021 2022 2021 2023 Target Target Target 30% 40% 50% 60% 34% 50% 60% 70% Table 8.
Consolidated programme expenditure estimates SR'000s 2019 Estimated Actual P3:Government Process Transformation & Electronic Service Delivery Channels 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 CAPITAL EXPENDITURE Non-financial Assets Building and Infrastructure Machinery and Equipment Other Fixed Assets Non-produced Assets 35,410 35,410 35,410 10,994 10,994 - 24,416 13,315 - 130 - 7,162 3,809 - - - - - - 2020 2021 2022 2023 Budget (Amendment) Revised Budget 38,300 38,635 38,300 38,635 38,300 12,804 12,804 - 25,496 11,700 - 1,000 - 11,115 1,682 - - - - - - 38,635 12,804 12,804 - 25,831 11,700 - 1,342 - 11,108 1,682 - - - - - - Budget Forecast Forecast 44,430 44,430 44,430 13,976 13,976 - 30,454 11,700 - 1,000 - 17,519 235 - - - - - - 43,852 43,852 43,852 14,249 14,249 - 29,604 11,700 - 1,000 - 15,955 948 - - - - - - 44,029 44,029 44,029 14,371 14,371 - 29,658 11,700 - 1,000 - 15,955 1,002 - - - - - - Total 35,410 38,300 38,635 44,430 43,852 44,029 53 Department of Information 1.
Budget Summary Consolidated Position SR'000s P1: Media and Information Services Total Total to be appropriated 2021 Compensation of Employees Use of Goods and Services 2022 2023 Capital Forecast Forecast 838 838 518 518 320 320 - - - - - - 2.

Strategic Overview of Entity Mandate The mandate of the Department is to manage and co-ordinate government communication by promoting effective and interactive exchanges between government and the public.
Major Achievements in 2019 and 2020  As parent department for Information, apprised Government of and helped sort out issues raised by  national agencies dealing with information; Improved entente and liaison between the Media Houses and Government through the following: o Creating an understanding between both parties on the best and most effective way of tackling and executing campaigns on pertinent issues of national interest such as those around the COVID-19 pandemic; o Relaying to media houses the emphasis Government wants to put on particular topics in the socio-economic development spectrum in order to gain their support in disseminating information about these topics; o Establishing protocol for assistance from the Media Houses in Communication Campaigns; o Devising and approving lines of communication between Government and Media Houses where these do not exist;  Assisted the Information Commission with the finalisation and publication of the How to Manual in relation to the Access to Information Act;  Participated along with Department of Information and Communication Technology, Central Bank and World Bank in the process to revise the Seychelles Data Protection Act;  Contributed towards the first review of Seychelles National Action Plan for adherence to the Open  Government Partnership; Improved public relations work through the correct use of the Government Public Relations Policy; and  Produced the first draft of the Seychelles News Agency Bill.
Current Challenges  Setbacks in implementation of programmed activities due to reallocation and revision of budget as a result of the COVID 19 pandemic;  Reluctance of MDAs and State Owned Enterprises to embrace the new mindset of information disclosure;  Some of the existing laws do not actively encourage access to information required by the Access to Information Act; and 54  Staff in the public service need more training to effectively assist Information Officers to comply with the requirements of the Access to Information Act (AIA).
Strategic Priorities 2021 to 2023  Ensure that issues raised by agencies dealing with information are promptly and appropriately tackled by Government;  Review policies and legislations where necessary to modernise the access to and information dissemination process;  Assist MDAs to comply with the requirements of the AIA;  Promote better use of government websites to proactively disclose and share information to a wider audience;  Organise and monitor training programmes for all Government Public Relation (PR) Officers;  Standardise the work of Government PR Officers through a Scheme of Service;  Partner with the Information Commission and other relevant agencies in a nationwide sensitisation campaign on access to and use of information to promote national socio-economic development.
3.

Budget Overview Revenue Table 1.

Revenue SR'000s Consolidated Fund Main appropriation Total 2019 Estimated Actual 3,433 3,433 3,433 2020 2021 2022 2023 Budget (Amendment) Revised Budget Budget Forecast Forecast 3,699 3,699 3,699 3,580 3,580 3,580 838 838 838 - - - - - - Consolidated Expenditure Estimates Table 2.
Consolidated expenditure estimates SR'000s Programmes P1: Media and Information Services 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 2019 Estimated Actual 2020 2021 2022 2023 Budget (Amendment) Revised Budget Budget Forecast Forecast 3,433 3,433 3,433 2,073 2,073 - 1,361 424 45 28 1 751 112 3,699 3,699 3,699 2,216 2,216 - 1,483 447 58 45 3 849 81 3,580 3,580 3,580 2,141 2,141 - 1,439 405 54 55 3 849 73 838 838 838 518 518 - 320 98 8 7 - 207 - - - - - - - - - - - - - - - - - - - - - - - - - - - 55 2019 Estimated Actual SR'000s CAPITAL EXPENDITURE Non-financial Assets Building and Infrastructure Machinery and Equipment Other Fixed Assets Non-produced Assets Budget (Amendment) - - - - - - - - - - - - 2020 2021 2022 2023 Revised Budget Budget Forecast Forecast - - - - - - - - - - - - - - - - - - - - - - - - - - Total 3,433 3,699 3,580 838 4.
Programme Performance Programme 1: Media and Information Services The purpose of the programme is to develop a culture of openness within government through better quality communication which will help enhance good governance, transparency and accountability within the public bodies.

Strategic Objectives and Measures The table below sets out the performance measures by which the programme will be monitoring the achievement of its strategic priorities.

Table 3.
Table 3.

Performance measures for programme P1:MEDIA AND INFORMATION SERVICES Outcome: Outcome indicator 1.

% of MDAs meeting the requirements of the ATI Act 2.

% of PROs meeting the requirements stated in the PR Policy Contributing indicators 1.

% of MDAs needing immediate assistance to comply with the requirements of the ATI 2.

% of MDAs monitored for compliance with ATI Act 3.

% of PROs assisted in complying with the requirements of the PR Policy 4.
% of PROs monitored for compliance with the PR Policy 1.All MDAs meeting the requirements of the Access to Information Act 2.

Improvement in the quality of work by Government Public Relations Officer 2019 Target Actual 75% 75% - 60% 2019 Target Actual 2020 Amended Target 50% 65% 2020 Amended Target 2021 2022 2023 Target Target Target 80% 80% 2021 Target - - - - 2022 Target 2023 Target 10% - 10% 5% 100% 80% 100% 100% 50% 30% 40% 60% 100% 100% 100% 100% - - - - - - - - 56 Information Commission 1.
Budget Summary Consolidated Position SR'000s P1:Information Management and Administration Total 2021 2022 2023 Total to be appropriated Compensation of Employees Use of Goods and Services Capital Forecast Forecast 2,469 2,469 931 931 1,538 1,538 - - 2,460 2,460 2,464 2,464 2.
Strategic Overview of Entity Mandate The Information Commission as guided by the Access to Information Act, 2018 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 expose corrupt practices (a key component of an open government).
Major Achievements in 2019 and 2020  Set up the office of the Information Commission;  Enhanced the capacity of the Commission by recruiting professionals to fill vacant posts;  Created the Information Commission website and updated it;  Trained Information Officers;  Conducted sensitisation of Heads of Information Holders;  Launched the How to Manual; and  Created a social media page for public sensitisation.
Current Challenges  Manpower for investigation and analysis of data from investigations;  Inability to produce an annual report (required by law) due to freezing of the Analyst post and allegations of fraudulent returns by some Information Officers;  Sensitisation of the general public and the public body to ensure they are aware of the Access to Information Act, 2018;  Recruitment of an independent lawyer to work on a case-to-case basis for the commission; and  Getting public bodies to be conscious of the importance of proactive disclosures.
Strategic Priorities 2021 to 2023  Conduct sensitisation workshops in schools and public entities with the Heads of Information Holders and Management;  Educate the media and legal personnel about the Access to Information (ATI) Act;  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; and Implement the outreach plan to raise awareness.
 57 3.

Budget Overview Revenue Table 1.

Revenue SR'000s Consolidated Fund Main appropriation Total 2019 Estimated Actual 2020 Budget (Amendment) Revised Budget 2021 Budget 2022 2023 Forecast Forecast 1,997 1,997 1,997 3,013 3,013 3,013 2,977 2,977 2,977 2,469 2,469 2,469 2,460 2,460 2,460 2,464 2,464 2,464 Consolidated Expenditure Estimates Table 2.
Consolidated expenditure estimates SR'000s Programmes P1:Information Management and Administration 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 CAPITAL EXPENDITURE Non-financial Assets Building and Infrastructure Machinery and Equipment Other Fixed Assets Non-produced Assets 2019 2020 2021 2022 2023 Estimated Actual Budget (Amendment) Revised Budget Budget Forecast Forecast 1,997 1,997 1,997 487 487 - 1,510 211 133 62 9 618 478 - - - - - - 3,013 3,013 3,013 991 991 - 2,022 336 70 - - 1,519 97 - - - - - - 2,977 2,977 2,977 991 991 - 1,986 293 47 36 - 1,530 79 - - - - - - 2,469 2,469 2,469 931 931 - 1,538 291 35 39 - 1,095 78 - - - - - - 2,460 2,460 2,460 931 931 - 1,529 292 35 39 - 1,085 78 - - - - - - 2,464 2,464 2,464 931 931 - 1,534 292 35 39 - 1,090 78 - - - - - - Total 1,997 3,013 2,977 2,469 2,460 2,464 58 4.
Programme Performance Programme 1: Information Management and Administration The purpose of the programme is to develop a culture of openness within government through better quality communication, which will help enhance good governance, transparency and accountability within the public bodies.

Strategic Objectives and Measures The table below sets out the performance measures by which the programme will be monitoring the achievement of its strategic objectives.

Table 3.
Table 3.

Performance measures for programme P1:Information Management and Administration Outcome indicator 1.% of outreach plan for awareness raising implemented Contributing indicators 1.

% of sensitisation workshops conducted in schools 2.

% of sensitisation workshops conducted in MDAs 3.

% educate the media and legal personnel about the ATI 4.
% of Implementation Plan, Proactive Disclosure reports submitted by public bodies for to ensure that there is proper engagement and monitoring process in regards to the correct implementation of the Access to Information 2019 Target Actual 2020 Amended Target - - 70% 2020 Amended Target - 10% 10% 2019 Target Actual - - - - - - - - 2021 Target 60% 2021 2022 Target 80% 2022 2023 Target 90% 2023 Target Target Target 50% 50% 50% 60% 80% 70% 70% 90% 80% - 60% 70% 80% 59 DESIGNATED MINISTER PORTFOLIO 60 Department of Fisheries 1.
Budget Summary Consolidated Position SR'000s P1:Fisheries Policy and Development Total 2021 2022 2023 Total to be appropriated Compensation of Employees Use of Goods and Services Capital Forecast Forecast 10,000 10,000 4,158 4,158 5,842 5,842 - - 9,766 9,766 9,765 9,765 2.
Strategic Overview of Entity Mandate The mandate of the Department of Fisheries is to provide a conducive policy and legal environment to ensure sustainable fishing, facilitate appropriate physical infrastructure and institutional framework to attract investment and facilitate operations towards improving value chain aimed for export and as a means of national food and nutrition security status and increasing the contribution to the Gross Domestic Product (GDP).
Major Achievements in 2019 and 2020  Cabinet of Ministers approved the Seychelles Fisheries Policy 2019 which is a 10-year programme to be reviewed after 5 years;  Launched the Fisheries Comprehensive Plan 2019-2022 that emanate from the Fisheries Policy to  address short-term policy objectives and actions; Initiated the fisheries economic intelligence component of Policy Planning and Fisheries Economic Intelligence Division;  Created a more conducive environment that makes it easier for Seychelles to improve on its regional and international obligations as a member of both regional and international organizations; and  Aligned the Blue Bond Blue Grant and the Third South West Indian Ocean Fisheries Governance funds to that of the Fisheries Policy 2019-2029 and the Fisheries Comprehensive Plan 2019-2022.
Current Challenges  Inability to adequately remunerate and thus attract and retain staff with the requisite qualifications and experiences to further develop the Policy Planning and Fisheries Economic Intelligence Division;  Catch limitation on yellow fin tuna, which threatens access to all tuna species for local processing and peripheral activities, and the unsuccessful implementation of the related Indian Ocean Tuna Commission resolution which threatens international market for Indian Ocean tuna;  Bottleneck in the semi industrial fish processing sector results in higher production of what can be processed and exported;  Demand for fish locally in the tourism sector has reduced by 40% and the overseas market by 50% due to COVID-19 pandemic, resulting in a current oversupply situation compared to demand both locally and overseas; and  None development of Zone 14 (Ile du Port) into an industrial fishing zone as per its original plan to guarantee a fish processing zone and facilitate port and land base facilities to develop the industrial long line fishing industry.
61 Strategic Priorities 2021 to 2023  Enhance national processing capacity to meet production capacity in the semi industrial sector to generate additional foreign exchange;  Develop a marketing strategy including the setting up of a Marketing Unit at the Ministry of Fisheries to boost export of fish and fish products;  Establish the real GDP contribution from the Fisheries sector, based on the established Fisheries Satellite Account;  Continue to implement policy objectives of the Fisheries Policy 2019 and report on the status of implementation;  Enhance the new participatory monitoring and evaluation system for both the Department of Fisheries and the Blue Economy Department within the Ministry of Fisheries to monitor implementation of policies, plans, projects and fisheries agreements; and  Earmark a fish processing zone in Zone 14 to further develop fish processing from the industrial purse sein and longline fisheries.
3.

Budget Overview Revenue Table 1.

Revenue SR'000s Consolidated Fund Main appropriation Total 2019 Estimated Actual 7,543 7,543 7,543 2020 2021 2022 2023 Budget (Amendment) Revised Budget Budget Forecast Forecast 8,304 8,304 8,304 8,256 8,256 8,256 10,000 10,000 10,000 9,766 9,766 9,766 9,765 9,765 9,765 Consolidated Expenditure Estimates Table 2.
Consolidated expenditure estimates SR'000s 2019 Estimated Actual 2020 2021 2022 2023 Budget (Amendment) Revised Budget Budget Forecast Forecast Programmes P1:Fisheries Policy and Development 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 7,543 7,543 7,543 1,947 1,947 - 5,596 508 188 56 - 4,804 40 8,304 8,304 8,304 2,013 2,013 - 6,292 686 221 78 - 5,266 41 8,256 8,256 10,000 10,000 9,766 9,766 9,765 9,765 8,256 2,013 2,013 - 6,243 674 198 69 - 5,266 36 10,000 4,158 4,158 - 5,842 700 210 91 1 4,805 36 9,766 4,035 4,035 - 5,731 674 205 91 1 4,724 36 9,765 4,025 4,025 - 5,740 674 205 91 1 4,733 36 62 SR'000s CAPITAL EXPENDITURE Non-financial Assets Building and Infrastructure Machinery and Equipment Other Fixed Assets Non-produced Assets 2019 Estimated Actual 2020 2021 2022 2023 Budget (Amendment) Revised Budget Budget Forecast Forecast - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - Total 7,543 8,304 8,256 10,000 9,766 9,765 4.
Approved New Spending Initiatives Table 3.
New initiatives funded Programme Name of new spending initiative Priority Objective Description and motivation SR'000s Funding 2021 Funding 2022 Funding 2023 SP1.2: Fisheries Development FIED SP1.2: Fisheries Development Other Service Agreement Enhance the new M&E System and the Fisheries Economic Intelligence Division (FIED) that will be key to decision making and policies and strategy formulation IOTC Headquarters agreement between Seychelles and FAO Training, Consultancy and equipment for the Development of Fisheries Economic Information System (FEIS) According to the IOTC Headquarters, agreement Seychelles should provide an additional contribution in lieu of the provision of housing for IOTC staff of SCR19.5k monthly and an additional contribution for the IOTC IT Manager of SCR15k monthly.
SP1.1: Ministerial Support Services Recruitment COVID-19 Freeze replacement Replacement for the post of Private Secretary, which was frozen in 2020.
PSIP Compensation of Employees Goods and Services Minor Capital Outlays - - - - - - 311 321 330 - - - 311 321 330 - - - - - - 414 414 414 - - - TOTAL PSIP Compensation of Employees Goods and Services Minor Capital Outlays TOTAL 414 414 414 PSIP Compensation of Employees Goods and Services Minor Capital Outlays TOTAL - - - 121 121 121 - - - - - - 121 121 121 63 5.
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 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.

Strategic Objectives and Measures The table below sets out the performance measures by which the programme will be monitoring the achievement of its strategic objectives.

Table 4.
Table 4.

Performance measures for programme P1:Fisheries Policy and Development Outcome Increase Fisheries GDP contribution to the economy Outcome indicator 1.

The percentage of policy objectives implemented in the context of Fisheries Comprehensive plan 2.
The percentage of activities implemented under the EU Seychelles Fisheries Partnership Agreement sectoral support funds 2019 Target Actual 2020 Amended Target 2021 Target 2022 2023 Target Target NA NA 40% 100% Review Plan 50% 100% 100% 96% 15% 35% 50% 65% Outcome Increase the Fisheries GDP contribution Towards the Economy 1.

Percentage of Fisheries GDP Contribution towards the economy.

Base on the Fisheries satellite account 24% NA 25% 25% 26% 27% 64 Programme Expenditure Table 5.
Consolidated programme expenditure estimates SR'000s Programmes SP1 Ministerial Support Services SP2:Fisheries Development 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 CAPITAL EXPENDITURE Non-financial Assets Building and Infrastructure Machinery and Equipment Other Fixed Assets Non-produced Assets 2019 Estimated Actual 2020 2021 2022 2023 Budget (Amendment) Revised Budget Budget Forecast Forecast 1,216 6,328 7,543 7,543 1,947 1,947 - 5,596 508 188 56 - 4,804 40 - - - - - - 1,011 7,293 8,304 8,304 2,013 2,013 - 6,292 686 221 78 - 5,266 41 - - - - - - 990 7,266 8,256 8,256 2,013 2,013 - 6,243 674 198 69 - 5,266 36 - - - - - - 2,398 7,603 10,000 10,000 4,158 4,158 - 5,842 700 210 91 1 4,805 36 - - - - - - 2,383 7,383 9,766 9,766 4,035 4,035 - 5,731 674 205 91 1 4,724 36 - - - - - - 2,383 7,382 9,765 9,765 4,025 4,025 - 5,740 674 205 91 1 4,733 36 - - - - - - Total 7,543 8,304 8,256 10,000 9,766 9,765 Main economic classification by sub-programme SR'000s SP1 Ministerial Support Services Compensation of Employees Use of Goods and Services Non-financial Assets SP2:Fisheries Development Compensation of Employees Use of Goods and Services 2019 Estimated Actual 1,216 726 490 - 6,328 1,221 5,106 2020 2021 2022 2023 Budget (Amendment) 1,011 534 478 - 7,293 1,479 5,814 Revised Budget 990 534 456 - 7,266 1,479 5,787 Budget Forecast Forecast 2,398 1,862 536 - 7,603 2,296 5,307 2,383 1,873 509 - 7,383 2,161 5,222 2,383 1,873 509 - 7,382 2,151 5,231 65 Department of the Blue Economy 1.
Budget Summary Consolidated Position SR'000s P1:Coordination of Blue Economy Development Total 2021 2022 2023 Total to be appropriated Compensation of Employees Use of Goods and Services Capital Forecast Forecast 144,627 144,627 3,930 3,930 3,714 136,982 116,537 104,888 3,714 136,982 116,537 104,888 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.
Major Achievements in 2019 and 2020  Secured technical assistance under the European Union’s support to strengthen the Economic Partnership Agreement, for three key initiatives to: (i) develop a Monitoring and Evaluation framework for blue economy’s implementation (ii) quantify or capture the blue economy’s contribution to Gross Domestic Product; and (iii) provide support to the blue economy’s communications strategy;  Established and ensured the proper functioning of structures such as the Blue Economy Council and the Blue Economy’s Investment Committee, that facilitate mediation and troubleshooting of issues related to investment in the Blue Economy sector; Increased the number of requests and offers for Seychelles to participate as guest speakers and showcase our accomplishments in the Blue Economy sector at international forums and conferences; such as Marine Spatial Planning, Areas Beyond National Jurisdiction, Ocean Governance, Blue Finance and Transboundary International Waters;   Enhanced collaboration with regional economic communities and international bodies: (i) through our spearheading of the formulation of the African Union Continental Strategy for the development of Africa’s Blue Economy; (ii) by co-operating with Regional Economic Communities such as African Union Commission, United Nations Economic Commission for Africa, Southern African Development Community, and Common Market for Eastern and Southern Africa to ensure synergy across our respective blue economy strategies, and; (iii) by reinforcing our strategic partnership with the Commonwealth Secretariat for furthering the development of the Strategic Policy Framework and Roadmap and for assistance in the technical work of the Maritime Delimitation Project;  Transfer of the secretariat of the Fisheries Transparency Initiative from Germany, Berlin to Victoria, Seychelles, and its subsequent hosting by the Blue Economy Department;  Secured funding from the Institut de Recherche pour le Développement for the first phase of the
 ‘Transitioning to circularity in plastic waste management and reuse of Blue Economy” project;  Appointed and acted as the Vice Chair at the 23rd and 24th meeting of the Intergovernmental Committee of Senior Officials and Experts of the United Nations Economic Commission for Africa;  Set up a volunteer group of Youth who will be trained in Blue Economy Governance;  Concluded the delimitation of the Territorial Seas and Contiguous Zones of the Seychelles in line with the United Nations Commission of the Law of the Sea Convention; 66  Finalised the process for incorporating the Northern Plateau Extended Continental Shelf into the  domestic legislation; Increased demand for international research and exploration in both the Seychelles Exclusive Economic Zone (EEZ) and the Mascarene Plateau, example the Korean Institute of Ocean Science and Technology, University of Hamburg, and Nekton in the EEZ; and  Assumed the role of National Co-ordinating Body and Focal Person for International Seabed Authority and the Intergovernmental Oceanographic Commission of United Nations Educational, Scientific and Cultural Organisation.
Current Challenges  Disbursement of the Blue Investment Fund under Blue Finance;  COVID-19 pandemic movement restrictions and budget cuts, which either impedes on some of our  projects’ delivery or project materialization altogether, e.g.
our sensitization programmes; Ineffective day-to-day management of the natural resources and activities within the Joint Management Area due to minimum staffing;  Limited knowledge and awareness at the local level on the benefits and opportunities that exist in blue economy sectors, and the maritime spaces such as territorial seas, contiguous zones, exclusive economic zones, and extended continental shelves;  Limited understanding of the need to create an equilibrium between economic exploitation and environmental protection in order to achieve sustainable development;  The cross-cutting nature of the blue economy is not on par with the human resource capacity of the department;  Leadership role entails responsibilities, resources and knowledge to deliver on expectations from the international communities; and  Unconducive investment landscape due to certain hindrance such as land scarcity, lack or inappropriate infrastructure, red tapes, and so on, which negatively impacts on the progression of ‘blue’ investment projects.
Strategic Priorities 2021 to 2023  Exercise good links with partners and prospective donors, and actively undertake resource mobilisation to support the blue economy agenda; Initiate community programmes to enhance stakeholder engagement in the sector;   Facilitate and promote investment and economic opportunities in the Blue Economy sector including the Joint Management Area between Seychelles and Mauritius, and enhance backward and forward linkages in the value chains of existing sectors;  Focus on science and innovation in our Extended Continental Shelves;    Initiate and coordinate the hydrographic and oceanographic national policies and programmes; Initiate the drafting of new ocean, ocean literacy, and marine scientific research policies; Increase sensitisation on the concept of the Blue Economy to increase awareness of the benefits of the oceans to national economies and societies with the aim to address the responsibility for protection of Seychelles marine coastal assets and resources;  Leverage the Blue Economy in our Foreign Policy;  Ensure the proper integration of the youth in the governance of the Blue Economy;  Address the gap in knowledge on blue economy-related matters through Marine Scientific Research; and  Strengthen partnership and maintain an active communication line with stakeholders.
67 3.

Budget Overview Revenue Table 1.

Revenue SR'000s Consolidated Fund Main appropriation Total 2019 Estimated Actual 8,795 8,795 8,795 2020 2021 2022 2023 Budget (Amendment) Revised Budget Budget Forecast Forecast 83,327 83,327 83,327 89,795 89,795 89,795 144,627 144,627 144,627 116,537 116,537 116,537 104,888 104,888 104,888 Consolidated Expenditure Estimates Table 2.
Consolidated expenditure estimates SR'000s 2019 2020 2021 2022 2023 Estimated Actual Budget (Amendment) Revised Budget Budget Forecast Forecast Programmes P1:Coordination of Blue Economy Development 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 CAPITAL EXPENDITURE Non-financial Assets Building and Infrastructure Machinery and Equipment Other Fixed Assets Non-produced Assets 8,795 8,795 8,709 3,601 3,601 - 5,108 1,111 1,663 25 - 1,983 327 87 87 - - - 87 83,327 83,327 8,828 3,776 3,776 - 5,052 838 282 12 - 3,827 93 74,500 74,500 - - - 74,500 89,795 144,627 116,537 104,888 89,795 144,627 116,537 104,888 8,737 3,776 3,776 - 4,961 775 306 100 - 3,678 102 81,058 81,058 - - - 81,058 7,645 3,930 3,930 - 3,714 792 226 32 5 2,437 222 136,982 136,982 - - - 136,982 7,714 4,034 4,034 - 3,680 849 234 28 - 2,413 156 108,823 108,823 - - - 108,823 7,733 4,052 4,052 - 3,681 882 243 29 - 2,392 135 97,155 97,155 - - - 97,155 Total 8,795 83,327 89,795 144,627 116,537 104,888 68 4.
Approved New Spending Initiatives Table 3.
New initiatives funded Programme SP1:Coordination of Blue Economy Development Name of new spending initiative Creation of post for System Support Officer Priority Objective Description and motivation SR'000s Funding 2021 Funding 2022 Funding 2023 Equip the department with necessary staff in view of transfer to Ministry of Fisheries The Department is being transferred under the Ministry of Fisheries, therefore will need its own System Support Officer as the staff was previously sharing same with the President and Vice President's Office PSIP Compensation of Employees Goods and Services Minor Capital Outlays TOTAL - 267 - - - 267 - - - 267 - - 267 267 267 5.
Programme Performance Programme 1: Blue Economy 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.

The programme comprises the following sub-programmes:  Sub-programme 1 Blue Economy’s Policy and Programme Management: 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 blue 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 Management: 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; coordinating ocean related policies and programmes; and coordinating marine scientific research agenda and activities.
Strategic objectives and Measures The table below sets out the performance measures by which the programme will be monitoring the achievement of its strategic objectives.

69 Table 4.
69 Table 4.

Performance measures for programme P1:Coordination of Blue Economy Development Outcome: Contributing indicators Sustainable and efficient use of the Blue Economy contributes to socio-economic development of the Seychelles 2019 Target Actual 2020 Target 2021 Target 2022 Target 2023 Target SP1:Policy, Planning and Research Monitoring 1.
% increase of stakeholders that have obtained knowledge on the benefits and 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 MoU, agreements with partners, stakeholders, countries and organisations 3.

% increase of Blue economy related investment per year facilitated or assisted by the Blue Economy Department 1.
Increase number of opportunities for requests and scientific research in our maritime spaces.

2.

% increase in investment in our maritime spaces.

3.

Increase number of activities and engagements to manage Seychelles international maritime spaces 50% 80% 85% 85% 90% 95% 50% 80% 85% 85% 90% 95% 50% 80% 85% 85% 95% 100% SP2:Maritime Boundary Delimitation 3 5 4 4 5 5 40% 40% 60% 80% 80% 80% 3 5 4 4 5 5 Programme Expenditure Table 5.
Consolidated programme expenditure estimates 2019 2020 2021 2022 2023 SR'000s Estimated Actual Budget (Amendment) Revised Budget Budget Forecast Forecast Programmes SP1:Policy, Planning and Research Monitoring SP2:Maritime Boundary Delimitation 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 5,753 3,042 8,795 8,709 3,601 3,601 - 5,108 1,111 1,663 80,197 3,131 83,327 8,828 3,776 3,776 - 5,052 838 282 86,527 142,170 114,103 102,445 3,268 89,795 2,456 144,627 2,433 116,537 2,443 104,888 8,737 3,776 3,776 - 4,961 775 306 7,645 3,930 3,930 - 3,714 792 226 7,714 4,034 4,034 - 3,680 849 234 7,733 4,052 4,052 - 3,681 882 243 70 2019 2020 2021 2022 2023 SR'000s Estimated Actual Budget (Amendment) Revised Budget Budget Forecast Forecast 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 - 1,983 327 87 87 - - - 87 12 - 3,827 93 74,500 74,500 - - - 74,500 100 - 3,678 102 81,058 81,058 - - - 81,058 32 5 2,437 222 136,982 136,982 - - - 136,982 28 - 2,413 156 108,823 108,823 - - - 108,823 29 - 2,392 135 97,155 97,155 - - - 97,155 Total 8,795 83,327 89,795 144,627 116,537 104,888 Main economic classification by sub-programme 2019 2020 2021 2022 2023 SR'000s Estimated Actual Budget (Amendment) Revised Budget Budget Forecast Forecast SP1:Policy, Planning and Research Monitoring Compensation of Employees Use of Goods and Services Non-financial Assets SP2:Maritime Boundary Delimitation Compensation of Employees Use of Goods and Services Non-financial Assets 5,753 2,235 3,432 87 3,042 1,366 1,676 - 80,197 2,302 3,395 74,500 3,131 1,474 1,656 - 86,527 142,170 114,103 102,445 1,802 3,667 81,058 3,268 1,974 1,294 - 2,789 2,399 136,982 2,881 2,400 108,823 2,456 1,141 1,315 - 2,433 1,154 1,280 - 2,885 2,405 97,155 2,443 1,166 1,276 - 71 CONSTITUTIONALLY APPOINTED AUTHORITIES PORTFOLIO 72 The Judiciary 1.
Budget Summary Consolidated Position 2021 2022 2023 SR'000s Total to be appropriated Compensation of Employees Use of Goods and Services Capital Forecast Forecast P1: Governance Management and Administration P2: Court Management Total 44,430 36,463 80,893 14,051 30,379 20,761 34,812 7,328 37,707 - 8,373 8,373 44,532 28,495 73,028 44,376 28,291 72,668 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.
Major Achievements in 2019 and 2020  Delivered significant number of judgements in spite of COVID-19 and delays in some cases;  Recruited Seychellois librarian with international experience and exposure;   Organised training which was facilitated by Judicial College of Seychelles (JUCOS), for judicial Implemented revised court fees; officers and court support staff; Introduced a digitalised database for legal aid; Installed and commissioned court recording system for the Magistrate Court; Implemented improved security service for Judicial Officers; Implemented new scheme of service; and      Operationalised the new Magistrates Court building, housing Magistrates’ Courts and Employment Tribunal.
Current Challenges  Slow court processes due to reduction in the number of legal counsel attending court and no replacement for 2 retired judges of the Supreme Court; and  Service delivery and user experience affected by the state of existing infrastructure and buildings: o Court technology requires modernisation to improve user experience; o State of existing facilities poses risks to health and safety of public users; and o Public cannot access files due to inadequate storage and record keeping facilities.
Strategic Priorities 2021 to 2023  Manage the case load and streamline case administration in order to dispose of cases efficiently;  Revamp the current Legal Aid Scheme;  Engage local partners to develop and maintain excellent working relationships;  Upgrade existing infrastructure to improve service delivery; and 73  Upgrade and maintain fleet to improve transport facilities, hence maintain cost effectiveness.

3.

Budget Overview Revenue Table 1.


Revenue SR'000s Consolidated Fund Main appropriation Total Current Receipts Table 2.
Current receipts SR'000s Receipts transferred to Consolidated Fund Court fees and Fines TOTAL 2019 Estimated Actual 77,589 77,589 77,589 2020 2021 2022 2023 Budget (Amendment) Revised Budget Budget Forecast Forecast 99,179 99,179 99,179 98,866 98,866 98,866 80,893 80,893 80,893 73,028 73,028 73,028 72,668 72,668 72,668 2019 2020 Estimated Actual Budget (Amendment) Revised Budget 2021 Budget 2022 2023 Forecast Forecast 10,913 10,913 20,045 20,045 11,504 11,504 20,222 20,222 20,222 20,222 20,222 20,222 Consolidated Expenditure Estimates Table 3.
Consolidated expenditure estimates 2019 2020 2021 2022 2023 SR'000s Estimated Actual Budget (Amendment) Revised Budget Budget Forecast Forecast Programmes P1: Governance Management and Administration P2: Court Management 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 SR'000s CAPITAL EXPENDITURE Non-financial Assets Building and Infrastructure Machinery and Equipment Other Fixed Assets Non-produced Assets 2019 Estimated Actual 7,844 7,844 7,844 - - - 2020 2021 2022 2023 Revised Budget Budget Forecast Forecast 24,872 8,373 Budget (Amendment) 24,872 24,872 24,872 - - - 24,872 24,872 - - - 8,373 8,373 - - - - - - - - - - - - - - - Total 77,589 99,179 98,866 80,893 73,028 72,668 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.

Programme Expenditure Table 4.
Consolidated programme expenditure estimates 2019 2020 2021 2022 2023 SR'000s Estimated Actual Budget (Amendment) Revised Budget Budget Forecast Forecast Programmes SP1: Secretariat of The Chief Justice SP2: Secretariat of The Registrar 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 SR'000s CAPITAL EXPENDITURE Non-financial Assets Building and Infrastructure Machinery and Equipment Other Fixed Assets Non-produced Assets 2019 Estimated Actual 2020 2021 2022 2023 Budget (Amendment) - - - - - - - - - - - - Revised Budget Budget Forecast Forecast - - - - - - - - - - - - - - - - - - - - - - - - 48,079 44,430 44,532 44,376 45,367 Total Main economic classification by sub-programme 2020 44,795 SR'000s SP1: Secretariat of The Chief Justice Compensation of Employees Use of Goods and Services Non-financial Assets SP2: Secretariat of The Registrar Compensation of Employees Use of Goods and Services Non-financial Assets 2019 Estimated Actual Budget (Amendment) Revised Budget 2021 Budget 2022 2023 Forecast Forecast 2,852 2,747 105 - 41,943 8,284 33,659 - 2,894 2,760 133 - 42,473 10,051 32,422 - 2,893 2,760 133 - 45,186 12,988 32,197 - 2,958 2,882 76 - 41,472 11,169 30,303 - 2,849 2,737 112 - 41,683 11,218 30,465 - 2,837 2,725 112 - 41,539 11,087 30,452 - Programme 2: Court Management The purpose of the programme is to ensure effective management of the case load 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;  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.
Strategic Objectives and Measures The table below sets out the performance measures by which the programme will be monitoring the achievement of its strategic objectives.

76 Table 5.

Performance measures for programme P2:Court Management Outcome Contributing Indicators 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 Programme Expenditure Case Disposal 2019 2020 2021 Amended Target Target Target Actual SP 1:Court of Appeal Management 80% 79% 60% 80% 75% 83% SP 2:Supreme Court Management 75% 97% 75% 85% 91% 85% 70% 75% 68% SP 3:Magistrates Court Management 102% 99% SP 4:Tribunals and Board Management 79% 70% 85% 70% 80% 65% 60% 90% 138% 90% 80% 75% 75% 85% 75% 70% 85% 65% 90% 2022 Target 2023 Target 80% 75% 75% 85% 80% 75% 85% 70% 90% 80% 75% 75% 85% 80% 75% 85% 70% 90% Table 6.
Consolidated programme expenditure estimates SR'000s 2019 2020 2021 2022 2023 Estimated Actual Budget (Amendment) Revised Budget Budget Forecast Forecast Programmes SP1: Court of Appeal Management SP2: Supreme Court Management SP3: Magistrate Court Management SP4: Tribunals and Board Management 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 CAPITAL EXPENDITURE Non-financial Assets Building and Infrastructure Machinery and Equipment Other Fixed Assets Non-produced Assets 4,006 12,491 10,235 6,063 32,794 24,950 17,591 17,591 - 7,359 1,724 1,198 288 - 4,126 23 7,844 7,844 7,844 - - - 3,381 16,510 27,413 6,509 53,812 28,940 21,681 21,681 - 7,260 1,765 1,029 410 - 4,006 50 24,872 24,872 24,872 - - - 3,676 13,191 27,411 6,509 50,787 25,915 18,744 18,744 - 7,172 1,677 1,029 410 - 4,006 50 24,872 24,872 24,872 - - - 3,763 16,638 8,994 7,068 36,463 28,090 20,761 20,761 - 7,328 1,764 894 348 - 4,297 25 8,373 8,373 8,373 - - - 3,758 14,457 2,914 7,366 28,495 28,495 20,880 20,880 - 7,616 1,840 926 363 - 4,462 25 - - - - - - 3,831 14,352 2,914 7,194 28,291 28,291 20,662 20,662 - 7,629 1,849 930 363 - 4,462 25 - - - - - - Total 32,794 53,812 50,787 36,463 28,495 28,291 77 Main economic classification by sub-programme SR'000s SP1: Court of Appeal Management Compensation of Employees Use of Goods and Services Non-financial Assets SP2: Supreme Court Management Compensation of Employees Use of Goods and Services Non-financial Assets SP3: Magistrate Court Management Compensation of Employees Use of Goods and Services Non-financial Assets SP4: Tribunals and Board Management Compensation of Employees Use of Goods and Services Non-financial Assets 2019 Estimated Actual 2020 2021 2022 2023 Budget (Amendment) Revised Budget Budget Forecast Forecast 4,006 1,957 2,049 - 12,491 9,553 2,938 - 10,235 2,094 296 7,844 6,063 3,987 2,076 - 3,381 1,422 1,959 - 16,510 13,876 2,633 - 27,413 2,129 411 24,872 6,509 4,252 2,256 - 3,676 1,806 1,870 - 13,191 10,558 2,633 - 27,411 2,128 411 24,872 6,509 4,252 2,257 - 3,763 1,921 1,842 - 16,638 11,812 2,548 2,277 8,994 2,472 425 6,096 7,068 4,556 2,512 - 3,758 1,851 1,907 - 14,457 11,819 2,638 - 2,914 2,472 442 - 7,366 4,738 2,628 - 3,831 1,924 1,907 - 14,352 11,710 2,642 - 2,914 2,472 442 - 7,194 4,556 2,637 - 78 The Legislature 1.
Budget Summary Consolidated Position SR'000s P1:Governance Management and Administration P2:Members Support Services Total Total to be appropriated Compensation of Employees Use of Goods and Services Capital Forecast Forecast 2021 2022 2023 20,394 10,073 10,321 17,070 37,464 3,219 13,293 13,851 24,171 - - - 21,466 21,473 17,569 39,035 17,246 38,719 2.
Strategic Overview of Entity Mandate To ensure the efficient functioning of The Legislature 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.

Major Achievements in 2019 and 2020  The increased number of Motions, Bills and Questions have resulted in more sittings from 84 in 2018 to 91 in 2019.
 The National Assembly’s modern approach of being open to the public has increased the engagement and interest in the work of the Members and prompted more visits to the National Assembly.

 Members’ engagements at district and regional levels have prompted more meetings with stakeholders to address the needs of respective constituencies.
 Ongoing live SBC coverage of the National Assembly deliberations (video, audio traffic, YouTube – 3130 subscribers compared to 1116 in 2018), transmitted both Nationally and Internationally, has brought increased visibility, respect and confidence in the work of the Institution  Launching of the media operations unit which minimized the presence of SBC camera operators in the Chamber, the installation of automated cameras owned by the National Assembly and dedicated staff to operate the system  Launching of the new website of the National Assembly that is more user friendly and is managed according to the highest IT security, storing and maintenance standards.
 New equipment and software for photographic and small-scale filming purposes to increase public engagement on the roles and functions of the National Assembly and secretariat, resulting in educational programmes now available on our YouTube channel.

 Establishment of a new properly maintained server room which provides increased secure storage of information which includes the digitization of the library and all institutional documents.
 Significant increase in quality, quantity and visibility of Committee work through Members’ effective  engagement and execution of oversight functions.

In view of the emphasis on oversight, transparency, accountability and good governance by the National Assembly there is an improvement in the quality and precision of reports submitted by MDAs.
 Members’ active participations and engagements in overseas missions have resulted in high level appointments on internationally affiliated parliamentary organisations, e.g SADC Parliamentary 79 Forum, Inter-Parliamentary Union (IPU), Pan-African Parliament (PAP), ACPEU, Commonwealth Parliamentary Association (CPA).
 As a result of the active participation of Members in overseas missions, permanent small island states forums and committees have been established within IPU and ACP- EU led and chaired by Seychelles.

 The National Assembly successfully hosted various workshops and trainings that have empowered  staff.

Increased confidence in The Legislature by the public as a result of more scrutiny by the Assembly and Committees, like FPAC, COGA and Bills.
 The support extended to Human Resources in terms of training and investment in staff’s career advancement and welfare, has led to long employee tenures and no staff turnover over the past two years.

 The National Assembly as an Employer-of-Choice has successfully attracted qualified staff for various posts which have in turn improved the work standard and service delivery of the Institution.
 The National Assembly has become the leading Institution in environmental sustainability and renewable energy through initiated projects such as rain water harvesting, composting and installation of Photovoltaic System.

The use of plastic bottles in-house have been banned and the process of digitalization has begun to reduce the use of paper.

Hybrid vehicles are being purchased to achieve the common goal of reducing carbon footprint.
Current challenges  There is still a lack of office space and meeting rooms which impede on the ability for the Secretariat to further recruit and provide crucial extended parliamentary services required by the Institution, thus, the need for the major expansion of the main building and Auxiliary facilities; a) Properly equipped conference rooms for multi-stakeholder meetings and hosting of international delegations; b) Properly equipped public hearing rooms for live broadcasting; c) Expansion of the library and museum; d) Proper Members lounge and offices; e) Media room for journalists; f) Accommodation for Members from the Inner Islands; g) Catering facilities; h) Security rooms and facilities.
In view of the location of the National Assembly, staff and members have to make costly and time- consuming arrangements for lunch and tea breaks, which affects productivity.

Therefore, there is a need for catering facilities at the precinct.
  Whilst certain work has been undertaken to upgrade the ICT and broadcasting infrastructure to suit actual and future demands, insufficient financial resources impedes completion of anticipated projects for the betterment of the institution for example; - - Non-existent remote backup and disaster recovery area - The need to increase and have a resilient data storage, and web services Insufficient audio -visual equipment  Lack of funding for overseas training hinders capacity building of Staff and Members and limits the exchange of best Parliamentary practices.
 To ensure inclusive access to the National Assembly for the public and parliamentarians there is a lack of funding to improve facilities to accommodate persons with special needs.
80 Strategic Priorities 2021 to 2023  To construct auxiliary facilities for additional storage, laundry space, workstation for Maintenance Staff and restroom amenities for staff  To upgrade/modernise Chamber of the National Assembly, upgrade all ICT equipment and software to meet established standards and best practices; - Replacement of chairs in Chamber x50 - Seating arrangements - Chamber lighting and sound - Electronic voting system  To have a Parliamentary Broadcasting Unit to be on par with other Parliaments  To purchase a Twin-Cab to replace existing car (7 years)  To finalise the Architectural design of the National Assembly annex building as part of the expansion plan  To increase the number of staff in Research & Legal Unit, Parliamentary ICT, Parliamentary Broadcasting Unit, HR Unit, Administration Unit and Information Services Unit Media Operations  To be the leading Institution in environmental sustainability in Seychelles 3.
Budget Overview Revenue Table 1.

Revenue SR'000s Consolidated Fund Main appropriation Total 2019 Estimated Actual 42,342 42,342 42,342 2020 2021 2022 2023 Budget (Amendment) Revised Budget Budget Forecast Forecast 39,893 39,893 39,893 39,744 39,744 39,744 37,464 37,464 37,464 39,035 39,035 39,035 38,719 38,719 38,719 Consolidated Expenditure Estimates Table 2.
Consolidated expenditure estimates SR'000s Programmes P1:Governance Management and Administration P2:Members Support Services 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 2019 Estimated Actual 2020 2021 2022 2023 Budget (Amendment) Revised Budget Budget Forecast Forecast 22,716 19,626 42,342 42,218 10,874 10,874 - 31,343 4,677 2,357 1,302 - 21,000 2,008 21,689 18,204 39,893 39,893 12,516 12,516 - 27,377 3,352 2,229 1,259 - 20,452 85 21,563 18,180 39,744 39,744 12,516 12,516 - 27,228 3,324 2,205 1,161 - 20,452 85 20,394 17,070 37,464 37,464 13,293 13,293 - 24,171 3,376 2,153 1,235 - 17,323 85 21,466 17,569 39,035 39,035 14,527 14,527 - 24,508 3,321 2,216 1,261 - 17,625 85 21,473 17,246 38,719 38,719 14,125 14,125 - 24,593 3,363 2,282 1,272 - 17,592 85 81 SR'000s CAPITAL EXPENDITURE Non-financial Assets Building and Infrastructure Machinery and Equipment Other Fixed Assets Non-produced Assets 2019 Estimated Actual 124 124 - - - 124 2020 2021 2022 2023 Budget (Amendment) - - - - - - Revised Budget Budget Forecast Forecast - - - - - - - - - - - - - - - - - - - - - - - - Total 42,342 39,893 39,744 37,464 39,035 38,719 4.
Approved New Spending Initiatives Table 3.
New initiatives funded Programme Name of new spending initiative Priority objective Description and motivation SR'000s Funding 2021 Funding 2022 Funding 2023 P1: Governance Management and Administration Recruitment of a Senior Production Officer and a Production and Technical Engineer To have a Parliamentary Broadcasting Unit to be on par with other Parliaments P1: Governance Management and Administration Research and Legal Unit- Recruitment of Research Officer (x2)- and a Research Assistant To increase the number of staff in Research & Legal Unit, Parliamentary ICT, Parliamentary Broadcasting Unit, HR Unit, Administration Unit and Information Services Unit Media Operations There is an increasing pressure from SBC for the National Assembly to have its Independent Broadcasting Unit to relieve its staff from assisting the Secretariat and SBC can meet its own objectives.
Other TV Stations such as Telesesel are demanding feed for live transmission of national assembly debates and currently the parliament lacks the human resources to provide this service.
The posts are needed in order to meet the increasing demand of Members and the public on programmes produced by the National Assembly Members require specialized staff with the ability to provide accurate and updated information to Members in Committees, Members affiliation with International Organizations and their individual motions e.g.

The conduct of public hearings, in depth Committee reports and research papers so Members can better perform their roles as legislators and decision makers.
The National Assembly presently has only one person covering 10 Committees, 35 individual Members and 6 International Organizations PSIP - - - Compensation of Employees 392 392 392 Goods and Services - - - Minor Capital Outlays - - - Total PSIP 392 392 392 - - - Compensation of Employees Goods and Services Minor Capital Outlays 487 487 487 - - - - - - Total 487 487 487 82 Programme Name of new spending initiative Priority objective Description and motivation SR'000s Funding 2021 Funding 2022 Funding 2023 P1: Governance Management and Administration Recruitment of Director of Media Operations and ICT unit P1: Governance Management and Administration Recruitment of a Director of Parliamentary Services In line with the approved amended Structure of the Secretariat, a Director for Media Operations & ICT Unit will manage the PR Officer and the Media Operations Officer and represent this Unit on the Management Committee.
The Graphics and Technical Officer is urgently required to replace any absence of other media officers and specialised in graphics and design for documentaries, videos, audiovisuals and brochures and virtual museum.
PSIP Compensation of Employees Goods and Services Minor Capital Outlays - - - - - - 268 268 - - - - Total - 268 268 In line with the approved amended Structure of the Secretariat, a Director for Parliamentary Services is urgently required to manage the Research and Legal Unit, the Parliamentary Reporters Unit and the Information Centre.

The person will report to the Management Committee.
PSIP Compensation of Employees Goods and Services Minor Capital Outlays Total - - - - - - 300 300 - - - - - 300 300 To increase the number of staff in Research & Legal Unit, Parliamentary ICT, Parliamentary Broadcasting Unit, HR Unit, Administration Unit and Information Services Unit Media Operations To increase the number of staff in Research & Legal Unit, Parliamentary ICT, Parliamentary Broadcasting Unit, HR Unit, Administration Unit and Information Services Unit Media Operations 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 Strategic objectives and measures The table below sets out the performance measures by which the programme will be addressing its strategic priorities.

Table 4.

Performance measures for programme Outcome: Outcome indicator 1.

Website users 2.Committee meetings 3.Requests for verbatim 4.Exchanges (Overseas/Local) 5.Exchanges (Webinar) 6.Visitors to National Assembly P1: Governance, Management and Administration Performance efficiency in the Secretariat.
Office of the Leaders, Members and Constituency services 2019 Target Actual 2,600,000 144 240 40 0 30 1,500,000 116 94 48 0 482 2020 Amended Target 3,500,00 144 280 70 15 1,050 2021 Target 4,000,000 144 300 0 80 900 2022 Target 4,500,000 144 320 0 80 900 2023 Target 5,000,000 144 340 0 80 900 83 Contributing indicators 1.Facebook 2.You Tube views 3.You Tube subscribers 4.Number of trainings Programme Expenditure 2019 Target Actual 2020 Amended Target 2021 Target P1: Governance, Management and Administration 3,000 150,000 1,500 21 1,950 183,600 1,836 20 2,485 190,000 2,070 12 1,500 219,600 2,196 10 2022 Target 1,700 255,600 2,556 21 2023 Target 1,900 300,000 3,400 30 Table 5.
Consolidated programme expenditure estimates SR'000s Programmes P1:Governance Management and Administration 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 CAPITAL EXPENDITURE Non-financial Assets Building and Infrastructure Machinery and Equipment Other Fixed Assets Non-produced Assets 2019 Estimated Actual 2020 2021 2022 2023 Budget (Amendment) Revised Budget Budget Forecast Forecast 22,716 22,716 22,591 7,853 7,853 - 14,738 3,415 929 1,156 - 7,880 1,358 124 124 - - - 124 21,689 21,689 21,689 9,590 9,590 - 12,098 2,374 564 1,107 - 7,968 85 - - - - - - 21,563 21,563 20,394 20,394 21,466 21,466 21,473 21,473 21,563 9,590 9,590 - 11,973 2,346 564 1,009 - 7,968 85 - - - - - - 20,394 10,073 10,073 - 10,321 2,397 531 1,083 - 6,225 85 - - - - - - 21,466 10,920 10,920 - 10,546 2,445 536 1,103 - 6,377 85 - - - - - - 21,473 10,879 10,879 - 10,594 2,481 541 1,108 - 6,380 85 - - - - - - Total 22,716 21,689 21,563 20,394 21,466 21,473 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.
84  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.

 Sub-programme 4 Members Constituency Services: Provision of logistical and constituency support to the members of the Legislature of Seychelles.

Strategic objectives and measures The table below sets out the performance measures by which the programme will be addressing its strategic priorities.

Table 6.
Table 6.

Performance measures for programme Outcome: Outcome indicator 1.Committee reports 2.Motions tabled 3.Questions laid 4.Bills tabled 5.Sittings Contributing indicators 1.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 P2: Members Support Services Improvement in oversight, law making and representation roles of members 2019 Target Actual 12 42 204 40 74 12 31 175 33 82 2019 Target Actual 2020 Amended Target 15 30 204 15 74 2020 Amended Target 2021 Target 6 30 204 5 74 2021 2022 Target 12 35 204 10 74 2022 2023 Target 15 45 204 50 74 2023 Target Target Target SP1: Office of The Speaker 24 110 20 63 24 110 24 110 SP2: Office of The Leader of Government Business 24 48 180 SP3 :Office of The Leader of Opposition 24 48 180 20 48 63 24 20 24 48 180 SP4: Members Constituency Services Programme Expenditure Table 7.
Consolidated programme expenditure estimates SR'000s 2019 2020 2021 2022 2023 Estimated Actual Budget (Amendment) Revised Budget Budget Forecast Forecast Programmes SP1:Office of The Speaker SP2:Office of The Leader of Government Business SP3:Office of The Leader of Opposition SP4:Members Constituency Services 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 CAPITAL EXPENDITURE Non-financial Assets Building and Infrastructure Machinery and Equipment Other Fixed Assets Non-produced Assets 2,315 2,825 1,503 12,983 19,626 19,626 3,021 3,021 - 16,605 1,262 1,427 146 - 13,120 650 - - - - - - 2,184 2,066 1,393 12,561 18,204 18,204 2,926 2,926 - 15,279 978 1,665 152 - 12,484 - - - - - - - 2,160 2,066 1,393 12,561 18,180 18,180 2,926 2,926 - 15,255 978 1,641 152 - 12,484 - - - - - - - 2,442 1,678 1,660 11,290 17,070 17,070 3,219 3,219 - 13,851 978 1,622 152 - 11,098 - - - - - - - 2,591 1,808 1,790 11,380 17,569 17,569 3,607 3,607 - 13,962 876 1,680 158 - 11,248 - - - - - - - 2,473 1,698 1,680 11,395 17,246 17,246 3,247 3,247 - 13,999 882 1,741 164 - 11,212 - - - - - - - Total 19,626 18,204 18,180 17,070 17,569 17,246 Main economic classification by sub-programme SR'000s SP1:Office of The Speaker Compensation of Employees Use of Goods and Services Non-financial Assets SP2:Office of The Leader of Government Business Compensation of Employees Use of Goods and Services Non-financial Assets SP3:Office of The Leader of Opposition Compensation of Employees Use of Goods and Services Non-financial Assets 2019 Estimated Actual 2,315 1,240 1,074 - 2,825 1,025 1,800 - 1,503 756 747 - 2020 2021 2022 2023 Budget (Amendment) 2,184 1,224 960 - 2,066 985 1,081 - 1,393 716 677 - Revised Budget Budget Forecast Forecast 2,160 1,224 936 - 2,066 985 1,081 - 1,393 716 677 - 2,442 1,819 623 - 1,678 692 985 - 2,591 1,966 625 - 1,808 812 995 - 1,660 1,790 708 952 - 828 962 - 2,473 1,846 627 - 1,698 692 1,006 - 1,680 708 972 - 86 SR'000s SP4:Members Constituency Services Compensation of Employees Use of Goods and Services Non-financial Assets 2019 Estimated Actual 12,983 - 12,983 - 2020 2021 2022 2023 Budget (Amendment) Revised Budget Budget Forecast Forecast 12,561 - 12,561 - 12,561 - 12,561 - 11,290 - 11,290 - 11,380 - 11,380 - 11,395 - 11,395 - 87 Office of the Auditor General 1.
Budget Summary Consolidated Position 2021 2022 2023 SR'000s Total to be appropriated Compensation of Employees P1:Governance Management and Administration P2:Audit Services Total 4,363 14,051 18,414 1,015 12,754 13,769 Use of Goods and Services 3,348 1,297 4,646 Capital Forecast Forecast - - - 4,211 14,153 18,364 4,303 14,215 18,518 2.
Strategic Overview of Entity Mandate The mandate of the Office of the Auditor General 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.

Major Achievements in 2019 and 2020  Tabled a Performance Audit report in the National Assembly;  Reduced the audit backlog by 70%;  Tabled the Annual Report in the National Assembly in October i.e.
earlier than statutory deadline;  Completed 6 special audits and submitted reports to the National Assembly; and  Accelerated capacity building in audit methodology, financial and performance audits.
Current challenges  Difficulty in delivering the diverse audit mandate in a timely manner due to lack of resources;  Increase in audit work load due to an increase in the number of state entities;  Audit backlog in certification audits due to delay in production of accounts;  Insufficient internal capacity to accommodate the significant increase in requests for audits from stakeholders; and  Significant increase in the production of statement of accounts by public bodies, thus requiring more resources.
88 Strategic Priorities 2021 to 2023 Increase stakeholder engagement;  Produce a timely annual report for the National Assembly;   Reduce the audit backlog and stay current in conducting statutory audits;  Improve the quality assurance of audit work through increased training, involvement of experts and capacity building; and  Complete certification of Annual Financial Statement of the Government of Seychelles by the statutory deadline.

3.

Budget Overview Revenue Table 1.


Revenue SR'000s Consolidated Fund Main appropriation Total 2019 Estimated Actual 16,574 16,574 16,574 2020 2021 2022 2023 Budget (Amendment) Revised Budget Budget Forecast Forecast 19,555 19,555 19,555 18,999 18,999 18,999 18,414 18,414 18,414 18,364 18,364 18,364 18,518 18,518 18,518 Consolidated Expenditure Estimates Table 2.
Consolidated expenditure estimates SR'000s Programmes P1:Governance Management and Administration P2:Audit Services 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 2019 2020 2021 2022 2023 Estimated Actual Budget (Amendment) Revised Budget Budget Forecast Forecast 3,887 12,687 16,574 16,574 12,367 12,367 340 4,208 816 325 95 - 2,402 231 4,831 5,118 14,724 19,555 13,881 18,999 19,555 14,253 14,253 438 5,302 830 227 126 - 3,534 149 18,999 13,753 13,753 438 5,246 823 206 112 - 3,534 134 4,363 14,051 18,414 18,414 13,769 13,769 338 4,646 822 174 126 - 3,028 159 4,211 14,153 18,364 18,364 13,788 13,788 329 4,576 821 174 126 - 2,969 159 4,303 14,215 18,518 18,518 13,941 13,941 329 4,576 821 174 126 - 2,969 159 89 SR'000s CAPITAL EXPENDITURE Non-financial Assets Building and Infrastructure Machinery and Equipment Other Fixed Assets Non-produced Assets 2019 2020 2021 2022 2023 Estimated Actual Budget (Amendment) Revised Budget Budget Forecast Forecast - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - Total 16,574 19,555 18,999 18,414 18,364 18,518 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 office.
Programme Expenditure Table 3.
Consolidated programme expenditure estimates SR'000s Programmes P1:Governance Management and Administration 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 2019 Estimated Actual 2020 2021 2022 2023 Budget (Amendment) Revised Budget Budget Forecast Forecast 3,887 3,887 3,887 983 983 - 2,904 572 67 95 - 2,170 - 4,831 4,831 4,831 1,000 1,000 - 3,831 609 77 126 - 3,019 - 5,118 5,118 5,118 1,301 1,301 - 3,817 609 77 112 - 3,019 - 4,363 4,363 4,363 1,015 1,015 - 3,348 583 74 126 - 2,566 - 4,211 4,211 4,211 923 923 - 3,288 582 74 126 - 2,507 - 4,303 4,303 4,303 1,015 1,015 - 3,288 582 74 126 - 2,507 - 90 SR'000s CAPITAL EXPENDITURE Non-financial Assets Building and Infrastructure Machinery and Equipment Other Fixed Assets Non-produced Assets 2019 Estimated Actual 2020 2021 2022 2023 Budget (Amendment) Revised Budget Budget Forecast Forecast - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - Total 3,887 4,831 5,118 4,363 4,211 4,303 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.
Strategic objectives and measures The table below sets out the performance measures by which the programme will be addressing its strategic priorities.

Table 4.

Performance measures for programme P2: Audit Services Outcome Contributing indicators 1.

Audit of Revenue 2.

Audit of expenditure 3.

Audit of mandated statutory bodies 4.

Performance Audit Report 5.


Special Reviews Efficient and effective delivery of audit services 2019 Target Actual 80% 90% 60% 1 4 93% 85.27% 75% 1 5 2020 Amended Target 85% 90% 65% 1 4 2021 Target 2022 Target 2023 Target 90% 95% 70% 1 4 90% 95% 70% 1 4 90% 95% 70% 1 4 91 Programme Expenditure Table 5.
Consolidated programme expenditure estimates SR'000s 2019 Estimated Actual 2020 2021 2022 2023 Budget (Amendment) Revised Budget Budget Forecast Forecast Programmes P2:Audit Services 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 CAPITAL EXPENDITURE Non-financial Assets Building and Infrastructure Machinery and Equipment Other Fixed Assets Non-produced Assets 12,687 12,687 12,687 11,383 11,383 340 1,304 244 257 - - 233 231 - - - - - - 14,724 14,724 13,881 13,881 14,051 14,051 14,153 14,153 14,724 13,253 13,253 438 13,881 12,452 12,452 438 1,471 221 150 - - 514 149 1,429 214 129 - - 514 134 - - - - - - - - - - - - 14,051 12,754 12,754 338 1,297 239 100 - - 462 159 - - - - - - 14,153 12,865 12,865 329 1,288 239 100 - - 462 159 - - - - - - 14,215 14,215 14,215 12,926 12,926 329 1,288 239 100 - - 462 159 - - - - - - Total 12,687 14,724 13,881 14,051 14,153 14,215 92 Office of the Ombudsman 1.
Budget Summary Consolidated Position SR'000s P1:Ombudsman Services Total to be appropriated 2,766 Compensation of Employees 1,584 Use of Goods and Services 1,182 Total 2,766 1,584 1,182 2.
Strategic Overview of Entity 2021 2022 2023 Capital Forecast Forecast - - 2,754 2,754 2,784 2,784 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 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.

Major Achievements in 2019 and 2020  Recorded significant increase in the treatment of complaints submitted to the office; and  Increased efficiency in investigating complaints.
Current Challenges  Dealing with complaints efficiently and effectively due to limited number of specialised staff;  Delays with enquiries and implementation of recommendations due to lack of co-operation from many public service institutions, including ministries; and  Lack of public awareness and understanding of the role and responsibilities of the Ombudsman, both within the public service and among members of the public.
Strategic Priorities 2021 to 2023  Engage directly with Cabinet to promote active support throughout the public sector to enable the Office to function effectively in the public interest;  Focus on complaints and investigations that identify systemic maladministration;  Seek specialised training to enable staff to increase efficiency, and develop appropriate metrics to measure outcomes of benefits of improved complaints handling;  Achieve measurable improvement in standards of public service delivery and fairness; and  Increase public awareness and understanding of the role and responsibilities of the Ombudsman through outreach programmes, media campaigns, interactive website, and district clinics amongst others.
93 3.

Budget Overview Revenue Table 1.

Revenue SR'000s Consolidated Fund Main appropriation Total 2019 Estimated Actual 2,239 2,239 2,239 2020 2021 2022 2023 Budget (Amendment) 3,112 3,112 3,112 Revised Budget 2,432 2,432 2,432 Budget Forecast Forecast 2,766 2,766 2,766 2,754 2,754 2,754 2,784 2,784 2,784 Consolidated Expenditure Estimates Table 2.
Consolidated expenditure estimates SR'000s Programmes P1:Ombudsman Services 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 CAPITAL EXPENDITURE Non-financial Assets Building and Infrastructure Machinery and Equipment Other Fixed Assets Non-produced Assets 2019 Estimated Actual 2020 2021 2022 2023 Budget (Amendment) Revised Budget Budget Forecast Forecast 2,239 2,239 2,239 1,094 1,094 - 1,145 246 213 10 1 611 63 - - - - - - 3,112 3,112 3,112 1,827 1,827 - 1,284 484 65 29 1 676 30 - - - - - - 2,432 2,432 2,432 1,173 1,173 - 1,259 470 65 25 1 676 23 - - - - - - 2,766 2,766 2,766 1,584 1,584 - 1,182 434 62 65 1 561 59 - - - - - - 2,754 2,754 2,754 1,584 1,584 - 1,169 434 62 65 1 548 59 - - - - - - 2,784 2,784 2,784 1,614 1,614 - 1,169 434 62 65 1 548 59 - - - - - - Total 2,239 3,112 2,432 2,766 2,754 2,784 94 4.
Programme Performance The Office of the Ombudsman delivers its mandate through the sole programme reflected above.

Strategic Objectives and Measures The table below sets out the performance measures by which the programme will be monitoring the achievement of its strategic objectives.

Table 3.
Table 3.

Performance measures for programme P1:Ombudsman Services 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 Improved standards of public administration across the public service.
2019 Target Actual 2020 Amended Target 10% N/A 10% 2019 Target Actual 100% 25% N/A N/A 2020 Amended Target 100 25% 2021 Target 20% 2021 2022 Target 20% 2022 2023 Target 20% 2023 Target Target Target 75 50 45 30% 35% 20% 95 Office of the Public Service Appeals Board 1.
Budget Summary Consolidated Position SR'000s P1:Public Appeals Board Total 2021 2022 2023 Total to be appropriated Compensation of Employees Use of Goods and Services Capital Forecast Forecast 1,126 1,126 762 762 365 365 - - 1,118 1,118 1,098 1,098 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.
Major Achievements in 2019 and 2020  Registered 150 cases and considered 120, including 27 cases which were outstanding from the previous year; Current Challenges  The amount of time taken for public authorities to act upon an Order or to seek Judicial Review is too long at times;  The Board currently has six cases before the Supreme Court where the public authority or the complainant is challenging the decision of the Board; and  Non-response from the Department of Information Communication Technology to request assistance to create a website.
Strategic Priorities 2021 to 2023  Create a website to increase publicity on the functions and the value of the Board.

3.

Budget Overview Revenue Table 1.

Revenue SR'000s Consolidated Fund Main appropriation Total 2019 Estimated Actual 1,085 1,085 1,085 2020 2021 2022 2023 Budget (Amendment) Revised Budget Budget Forecast Forecast 1,183 1,183 1,183 1,183 1,183 1,183 1,126 1,126 1,126 1,118 1,118 1,118 1,098 1,098 1,098 96 Consolidated Expenditure Estimates Table 2.
Consolidated expenditure estimates 2019 2020 2021 2022 2023 SR'000s Estimated Actual Budget (Amendment) Revised Budget Budget Forecast Forecast Programmes P1:Public Appeals Board 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 CAPITAL EXPENDITURE Non-financial Assets Building and Infrastructure Machinery and Equipment Other Fixed Assets Non-produced Assets 1,085 1,085 1,085 712 712 - 373 168 25 50 - 129 - - - - - - - 1,183 1,183 1,183 788 788 - 395 168 27 51 - 131 18 - - - - - - 1,183 1,183 1,183 788 788 - 395 168 27 51 - 131 18 - - - - - - 1,126 1,126 1,126 762 762 - 365 159 27 49 - 130 - - - - - - - 1,118 1,118 1,118 751 751 - 368 163 27 49 - 129 - - - - - - - 1,098 1,098 1,098 731 731 - 368 163 27 49 - 129 - - - - - - - Total 1,085 1,183 1,183 1,126 1,118 1,098 4.
Programme Performance Programme 1: Public Appeals Board The purpose of the Public Appeals Board programme is to bring both the employer and the complainant together and discuss their industrial relation difficulties and grievances.

Strategic Objectives and Measures The table below sets out the performance measures by which the programme will be monitoring the achievement of its strategic objectives.

Table 3.
Table 3.

Performance measures for 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 2019 Target Actual 2020 Amended Target 2021 Target 2022 2023 Target Target 70% 5% 85% 70% 80% 85% 97 Constitutional Appointments Authority 1.
Budget Summary Consolidated Position SR'000s 2021 2022 2023 Total to be appropriated Compensation of Employees Use of Goods and Services Capital Forecast Forecast P1:Constitutional Appointments Total 1,719 1,719 627 627 1,092 1,092 - - 1,649 1,649 1,610 1,610 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 misconduct which will warrant removal from office by the President.
Major Achievements in 2019 and 2020  Adopted rules and guidelines on the selection and appointment of Constitutional Appointees (other than Judicial Officers) in August 2019;  Finalised and adopted rules on the selection and appointment of Judicial Officers in February 2020 and complaints and removal rules in July 2020;  Received approval from the President for the nominations, namely that of the President of the Court of Appeal, Acting Chief Justice and the Chief Justice; and  Re-labelled all fixed asset items in the CAA office.
Current Challenges  Lack of understanding amongst the public on the functions of the CAA leading to the Authority having to re-direct members of the public with their concerns/complaints to the correct institutions.
Strategic Priorities 2021 to 2023  Provide professional and timely services when the need arises and acknowledge e-mails and letters within 24 hours;  Raise the level of efficiency in the recruitment process and posts to be recommended to the President to a time line not exceeding 8 weeks;  Continue the selection of suitably experienced persons for posts, which will have a direct impact on raising the quality and standard of the respective organisations; and  Work on a public relation strategy aimed at the public and other stakeholders for them to better understand the workings of the CAA; CAA will give as much exposure to its functions by participating in seminars/ workshops when invited and issuing press releases or holding press interviews.
98 3.

Budget Overview Revenue Table 1.Revenue SR'000s Consolidated Fund Main appropriation Total 2019 Estimated Actual 2,055 2,055 2,055 2020 2021 2022 2023 Budget (Amendment) Revised Budget Budget Forecast Forecast 1,850 1,850 1,850 1,845 1,845 1,845 1,719 1,719 1,719 1,649 1,649 1,649 1,610 1,610 1,610 Consolidated Expenditure Estimates Table 2.
Consolidated expenditure estimates SR'000s Programmes P1:Constitutional Appointments 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 CAPITAL EXPENDITURE Non-financial Assets Building and Infrastructure Machinery and Equipment Other Fixed Assets Non-produced Assets 2019 Estimated Actual 2020 2021 2022 2023 Budget (Amendment) Revised Budget Budget Forecast Forecast 2,055 2,055 2,055 588 588 - 1,467 301 323 113 2 707 22 - - - - - - 1,850 1,850 1,850 574 574 - 1,275 249 205 43 4 741 35 - - - - - - 1,845 1,845 1,845 574 574 - 1,271 246 204 42 4 741 35 - - - - - - 1,719 1,719 1,719 627 627 - 1,092 179 267 31 2 584 30 - - - - - - 1,649 1,649 1,649 534 534 - 1,115 208 267 31 - 609 - - - - - - - 1,610 1,610 1,610 534 534 - 1,076 175 269 33 - 599 - - - - - - - Total 2,055 1,850 1,845 1,719 1,649 1,610 99 4.
Programme Performance Programme 1: Constitutional Appointments The CAA delivers its mandate through the sole programme reflected above.

Strategic Objectives and Measures The table below sets out the performance measures by which the programme will be monitoring the achievement of its strategic objectives.

Table 3.

Performance measures for programme P1:Constitutional Appointments Outcome All positions for Constitutional posts filled 2019 Contributing indicators Target Actual 1.
% of applications actioned within 21 days 2.% of complaints processed until their final outcome (within 60 days) 75% 85% 70% NIL 2020 Amended Target 80% 90% 2021 2022 2023 Target Target Target 90% 90% 90% 90% 90% 90% 100 Electoral Commission 1.

Budget Summary Consolidated Position SR'000s P1:Electoral Services Total 2021 2022 2023 Total to be appropriated 12,030 12,030 Compensation of Employees 5,325 5,325 Use of Goods and Services 6,706 6,706 Capital Forecast Forecast - - 13,002 13,002 11,869 11,869 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.
Major Achievements in 2019 and 2020  Amended Election Act, Political Parties Act and the Election Handbook, and created Election Standard Operating Procedures and the election complaint mechanism;  Executed the Presidential and National Assembly elections;  Trained Electoral Officers and Deputies in preparation for the forthcoming elections and created an electoral staff database;  Recruited Assistant Electoral Officers to participate in the 2020 elections and recruited a Senior Human Resources Officer and a Personal Assistant to the Chief Executive Officer;  Conducted intensive public relations campaign for the Commission branding process;  Created Code of Conduct for media in elections and guidelines for accreditation of observers; and  Met constantly with key stakeholders to secure transparency and alignment on major decisions in preparation for the elections.
Current Challenges  Absence of a permanent Electoral Commission Seychelles (ECS) headquarters and the present condition (fungus and lack of office space) of the Aarti Chambers-ECS headquarters;  Unavailability of a human resource management system (software) and a modernised registration management system;  Absence of an Outreach/ Public Relations Officer, results in the lack of a fully comprehensive civic education programme; and  Lack of a permanent registration facilities at regional level and the uncertainty about office space and rent payment.
Strategic Priorities 2020 to 2022 Improve legislative framework and adopt innovative approaches and new technologies;   Establish a cohort of qualified electoral staff, restructure and revamp management of the secretariat;  Mobilise electorates to register and participate in elections whilst simultaneously ensuring a wide reach of public understanding in the democratic process;  Review and update the delimitation of electoral boundaries and conduct a Voter Census exercise in collaboration with relevant stakeholders; and 101  Develop a civic education programme through partnership with strategic partners, and foster local and international collaboration and partnership.
3.

Budget Overview Revenue Table 1.

Revenue SR'000s Consolidated Fund Main appropriation Total 2019 Estimated Actual 7,224 7,224 7,224 2020 2021 2022 2023 Budget (Amendment) Revised Budget Budget Forecast Forecast 8,593 8,593 8,593 8,593 8,593 8,593 12,030 12,030 12,030 13,002 13,002 13,002 11,869 11,869 11,869 Consolidated Expenditure Estimates Table 2.
Consolidated expenditure estimates SR'000s Programmes P1:Electoral Services 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 CAPITAL EXPENDITURE Non-financial Assets Building and Infrastructure Machinery and Equipment Other Fixed Assets Non-produced Assets 2019 Estimated Actual 2020 2021 2022 2023 Budget (Amendment) Revised Budget Budget Forecast Forecast 7,224 7,224 7,224 3,185 3,185 - 4,039 1,222 387 166 - 2,213 51 - - - - - - 8,593 8,593 8,593 4,714 4,714 - 3,879 1,134 288 218 - 2,094 145 - - - - - - 8,593 8,593 8,593 4,714 4,714 - 3,879 1,134 288 218 - 2,094 145 - - - - - - 12,030 12,030 13,002 13,002 12,030 5,325 5,325 - 6,706 1,591 240 218 - 4,657 - - - - - - - 13,002 5,379 5,379 - 7,623 1,619 240 218 - 5,546 - - - - - - - 11,869 11,869 11,869 5,246 5,246 - 6,623 1,619 240 218 - 4,546 - - - - - - - Total 7,224 8,593 8,593 12,030 13,002 11,869 102 4.
Approved New Spending Initiatives Table 3.

New Initiatives funded Programme Name of new spending initiative Priority objective Description and motivation P1:Electoral Services Recruitment of a Driver In order to ensure that our objectives are met.

To assit with internal mobile projects.

The Commission does not have a full time driver.

This impedes the work of the Commission and most often cause delays.
P1:Electoral Services Recruitment of a Public Relations/Outreach Officer Develop a Civic Education Programme P1:Electoral Services Boundary Delimitation Review and update the delimitation of electoral boundaries.

The Commission presently lacks a full time public relations officer to protect and enhance relationships with stakeholders and the public.

This is a concern for the Commission because it will hinder the implementation of our strategic objectives.
A legal obligation that the ECS has to undertake, in order to prevent the unbalance of population across electoral districts.

This has been neglected in the past.

An intensive exercise which will require the participation of all stakeholders; political parties, the public and others.

It will also include a thorough public awareness campaign.
SR'000s PSIP Compensation of Employees Goods and Services Minor Capital Outlays Total PSIP Compensation of Employees Goods and Services Minor Capital Outlays Funding 2021 Funding 2022 Funding 2023 - - - 100 120 120 - - 100 - 300 - - - - - - 120 - 120 - 300 300 - - - - Total 300 300 300 PSIP Compensation of Employees Goods and Services Minor Capital Outlays - - - - - - 1,000 - - - - - Total - 1,000 - 5.
Programme Performance Programme 1: Electoral Services The purpose of the programme is to conduct and supervise referenda, presidential and legislative elections, and conduct registration of voters; review electoral boundaries; propose electoral reform; and be the registrar of political parties.

103 Strategic Objectives and Measures The table below sets out the performance measures by which the programme will be monitoring the achievement of its strategic objectives.

Table 4.
Table 4.

Performance measures for programme P1: Electoral Services Outcome 1: Increased new voter registrations Outcome indicator 2019 Target Actual % increase in new voters registered 45% 78% Contributing indicators 2019 Target Actual 1.

Online linking of registration centres 2.

Number of targeted civic and voter education programmes developed 3.
Number of targeted civic and voter education programmes delivered 2 2 4 0 4 4 2020 Amended Target 75% 2020 Amended Target 5 4 16 Outcome 2: Increased political parties audit submitted Outcome indicator 2019 Target Actual % increase in audit submitted 0 - Contributing indicators 2019 Target Actual 1.Number of meetings and letters with registered political parties 2.Number of targeted voter and civic education programmes developed 0 0 5 5 2020 Amended Target 50% 2020 Amended Target 4 4 2021 Target 80% 2021 2022 Target 85% 2022 2023 Target 85% 2023 Target Target Target 6 12 12 2021 Target 75% 2021 6 12 12 2022 Target 80% 2022 6 12 0 2023 Target 85% 2023 Target Target Target 4 5 4 5 4 5 104 OTHER STATUTORY BODIES PORTFOLIO 105 Public Officers Ethics Commission 1.
Budget Summary Consolidated Position 2021 2022 2023 SR'000s Total to be appropriated Compensation of Employees Use of Goods and Services Capital Forecast Forecast P1: Public Officer's Ethics Commission Total 2,655 2,655 1,833 1,833 822 822 - - 2,137 2,137 2,137 2,137 2.
Strategic Overview of Entity Mandate The Public Officers’ Ethics Commission’s (POEC) mandate is to promote values and ethics in the public service by administering the Public Officers’ Ethics Act and working towards greater accountability, transparency and integrity through a Code of Conduct and Ethics and to ensure financial declarations are made by designated public officers.
Major Achievements in 2019 and 2020  Launched a new training programme on ethical leadership for supervisory and managerial staff to instil organisational values and beliefs within the organisational setting; and  Launched the Commission’s website, as one of the tools for education of workers and the public in general.
Current Challenges  Non-compliance for Declaration of Assets, Income and Liabilities by public officers; and  Failure of organisations to inform in good time of staff movement within their organisation which results in the Commission missing out on these officers for assets declaration or sending invitation to officers who have already left the organisation.

Strategic Priorities 2021 to 2023  Achieve at least 99% compliance rate by sanctioning non-compliant officers.

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3.

Budget Overview Revenue Table 1 Revenue SR'000s Consolidated Fund Main appropriation Total 2019 Estimated Actual 2,598 2,598 2,598 2020 2021 2022 2023 Budget (Amendment) 2,886 2,886 2,886 Revised Budget 3,086 3,086 3,086 Budget Forecast Forecast 2,655 2,655 2,655 2,137 2,137 2,137 2,137 2,137 2,137 106 Consolidated Expenditure Estimates Table 2.
Consolidated expenditure estimates SR'000s 2019 2020 2021 2022 2023 Estimated Actual Budget (Amendment) Revised Budget Budget Forecast Forecast Programmes P1: Public Officer's Ethics Commission 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 CAPITAL EXPENDITURE Non-financial Assets Building and Infrastructure Machinery and Equipment Other Fixed Assets Non-produced Assets 2,598 2,598 2,598 1,771 1,771 - 827 92 0 50 - 638 47 - - - - - - 2,886 2,886 3,086 3,086 2,886 1,928 1,928 - 958 138 4 76 - 704 36 - - - - - - 3,086 2,128 2,128 - 958 138 4 76 - 704 36 - - - - - - 2,655 2,655 2,655 1,833 1,833 - 822 139 2 76 - 560 45 - - - - - - 2,137 2,137 2,137 1,339 1,339 - 798 140 2 77 - 554 25 - - - - - - 2,137 2,137 2,137 1,339 1,339 - 798 140 2 77 - 554 25 - - - - - - Total 2,598 2,886 3,086 2,655 2,137 2,137 4.
Programme Performance Programme 1: Public Officers’ Ethics Commission The purpose of the Public Officers’ Ethics Commission’s programme is to administer and enforce the Public Officers’ Ethics Act which comprises:  The Code of Conduct and Ethics for public officers so as to enhance the highest standards of ethical conduct in the Public Service; and  Declarations of income, assets and liabilities for designated public officers.
Strategic Objectives and Measures The table below sets out the performance measures by which the programme will be monitoring the achievement of its strategic objectives.

107 Table 3 Performance Indicator Outcome: Outcome indicator 1.

% of public officers after 12 months who declared their Assets, Income and Liabilities to the previous years.

Compliant officers entrusted in positions of responsibility declaring their income, assets and liabilities on a timely basis.
2019 Target Actual 2020 Amended Target 2021 2022 2023 Target Target Target 95% in progress 100% 100% 100% 100% 108 Seychelles Human Rights Commission 1.

Budget Summary Consolidated Position 2021 2022 2023 SR'000s Total to be appropriated Compensation of Employees P1:Protection of Human Rights Total 7,743 7,743 3,477 3,477 Use of Goods and Services 4,266 4,266 Capital Forecast Forecast - - 8,040 8,040 7,750 7,750 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.
Major Achievements in 2019 and 2020  Set up the new Commission, which previously comprised only one member of staff within the Ombudsman’s office;  Repealed the previous Act and replaced it with a new organisation in line with the Paris Principles found in the Seychelles Human Rights Commission Act (August 2018); and  Swore in the new Commissioners in March 2019, following which all administrative and functional services are being organised.
Current Challenges  The initial programmes of the SHRC are currently limited or will be put on hold due to limited human resources, namely: - The scope of the outreach programmes for the Education Unit - Meetings and training of duty bearers - Networking arrangements - Training of Trainers, Human Rights focal points will be limited and done mainly online, the cost of outsourcing for specialist is also quite high; and  Reduction in number of laws and policies to be reviewed.
Strategic Priorities 2021 to 2023  Monitor compliance with National and International Human Rights Standards and make recommendations to all branches of Government;  Receive and investigate Human Rights complaints and assist complainants to secure redress;  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 objectives of the Commission; and 109  Develop and implement standard operating procedures for the effective and efficient functioning of the Seychelles Human Rights Commission.
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Budget Overview Revenue Table 1.

Revenue SR'000s Consolidated Fund Main appropriation Total 2019 Estimated Actual 2,651 2,651 2,651 2020 2021 2022 2023 Budget (Amendment) Revised Budget Budget Forecast Forecast 5,649 5,649 5,649 6,255 6,255 6,255 7,743 7,743 7,743 8,040 8,040 8,040 7,750 7,750 7,750 Consolidated Expenditure Estimates Table 2.
Consolidated expenditure estimates SR'000s Programmes P1:Protection of Human Rights 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 CAPITAL EXPENDITURE Non-financial Assets Building and Infrastructure Machinery and Equipment Other Fixed Assets Non-produced Assets 2019 Estimated Actual 2020 2021 2022 2023 Budget (Amendment) Revised Budget Budget Forecast Forecast 2,651 2,651 2,651 42 42 - 2,609 213 32 24 - 1,884 456 - - - - - - 5,649 5,649 5,649 1,240 1,240 - 4,410 687 351 35 - 3,222 115 - - - - - - 6,255 6,255 6,255 1,845 1,845 - 4,410 687 236 35 - 3,192 260 - - - - - - 7,743 7,743 7,743 3,477 3,477 - 4,266 818 246 79 - 3,013 110 - - - - - - 8,040 8,040 8,040 3,776 3,776 - 4,264 821 240 79 - 3,019 105 - - - - - - 7,750 7,750 7,750 3,477 3,477 - 4,273 831 240 79 - 3,019 105 - - - - - - Total 2,651 5,649 6,255 7,743 8,040 7,750 110 4.
Approved New Spending Initiatives Table 3.
New initiatives funded Name of new spending initiative Programme Priority Objective Description and motivation SR'000s Funding 2021 Funding 2022 Funding 2023 P1:Protection of Human Rights Human Rights Case Receive and investigate human rights complaints and assist complainants to secure redress To cater for cost of filing cases when taking cases to Judiciary and payment for use of hearing room for Human Rights Cases (Judiciary) PSIP Compensation of Employees Goods and Services Minor Capital Outlays Total - - 60 - 60 - - 60 - 60 - - 60 - 60 5.
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; serving 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 with human rights standards.
Strategic Objectives and Measures The table below sets out the performance measures by which the programme will be monitoring the achievement of its strategic objectives.

111 Table 4.

Performance measures for programme P1: Promotion and Protection of Human Rights Outcome 1.

Understanding & Respect of Human Rights by duty bearers and rights holders 2.
Establish effective monitoring of compliance to national and international standards and accessible mechanisms for addressing human rights violations 2019 2020 2021 2022 2023 Outcome Indicators Target Actual Amended Target Target Target Target 1.

Level of understanding and respect of Human Rights by duty holders as evidenced in their professional practice extent of rights holders are informed of and exercise their rights 2.
Level of compliance in meeting Human Rights reporting obligations and national and international standards - - - - - - 95% 95% 95% 80% 90% 90% 2019 2020 2021 2022 2023 Contributing indicators Target Actual Amended Target Target Target Target 1.

Number of public outreach engagements conducted 2.

Number of key stakeholder engagements conducted 3.

Number of media and communication activities conducted 4.
Number of public information/awareness campaigns conducted on raising awareness of human rights complains process 5.

% of user satisfaction of human rights complaints procedure (as measured by user surveys) 6.

% of complaints resolved by conciliation (of total number of complaints finalised during the year) - - - - - - - - - - - - 1 1 1 2 4 2 4 2 4 2 4 2 4 4 6 4 50% 80% 90% 90% 25% 40% 60% 80% 112 Seychelles Media Commission 1.
Budget Summary Consolidated Position SR'000s P1:Media Development and Monitoring Total 2021 2022 2023 Total to be appropriated Compensation of Employees Use of Goods and Services Capital Forecast Forecast 2,453 2,453 1,159 1,159 1,293 1,293 - - 2,470 2,470 2,446 2,446 2.
Strategic Overview of Entity Mandate The mandate of the Commission is to preserve the freedom of the media, improve and maintain high standards of journalism in Seychelles, 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.
Major Achievements in 2019 and 2020     Conducted an audit on national capability in respect of media professionals; Reviewed the Seychelles Media Commission (SMC) Code of Conduct; Reviewed the Media Commission Act (MCA); and Finalised the SMC website; Current Challenges   Inability to monitor the output of the various broadcasters without appropriate technology and a strong Media Commission Act; and COVID-19 Strategic Priorities 2021 to 2023 Complete the MC Act, encompassing all laws in respect of media in Seychelles;   Modernise the Newspaper Act with a view to decriminalise defamation; and  Monitor the output of the various broadcasters by purchasing a media logger.
3.

Budget Overview Revenue Table 1.
Revenue SR'000s Consolidated Fund Main appropriation Total 2019 Estimated Actual 2,478 2,478 2,478 2020 2021 2022 2023 Budget (Amendment) Revised Budget Budget Forecast Forecast 2,718 2,718 2,718 2,718 2,718 2,718 2,453 2,453 2,453 2,470 2,470 2,470 2,446 2,446 2,446 113 Consolidated Expenditure Estimates Table 2.Consolidated expenditure estimates SR'000s 2019 Estimated Actual 2020 2021 2022 2023 Budget (Amendment) Revised Budget Budget Forecast Forecast Programmes P1:Media Development and Monitoring 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 CAPITAL EXPENDITURE Non-financial Assets Building and Infrastructure Machinery and Equipment Other Fixed Assets Non-produced Assets 2,478 2,478 2,478 1,170 1,170 - 1,308 262 7 59 - 979 - - - - - - - 2,718 2,718 2,718 1,299 1,299 - 1,419 357 5 65 - 963 30 - - - - - - 2,718 2,718 2,718 1,299 1,299 - 1,419 354 5 75 - 956 30 - - - - - - 2,453 2,453 2,453 1,159 1,159 - 1,293 354 5 65 - 855 15 - - - - - - 2,470 2,470 2,470 1,184 1,184 - 1,286 356 5 70 - 845 10 - - - - - - 2,446 2,446 2,446 1,159 1,159 - 1,286 357 5 70 - 845 10 - - - - - - Total 2,478 2,718 2,718 2,453 2,470 2,446 4.
Programme Performance The SMC delivers its mandate through the sole programme reflected above.

Performance measures for the programme are provided below.

114 Table 3.
Performance measures for programme P1:Media Development and Monitoring Outcome: Monitor and improve media houses output and facilitate training for journalists Outcome indicator 2019 2020 2021 2022 2023 Target Actual Amended Target Target Target Target % Increase of average positive indicators from survey on Media Audit Capacity for journalists N/A N/A 1% 3% 5% 6% Contributing indicators Provide/organize training in areas that are in urgent need for media practitioners with foreign/local expertise 2019 2020 2021 2022 2023 Target Actual Amended Target Target Target Target 1 1 1 2 3 4 115 Seychelles Broadcasting Corporation 1.
Budget Summary Consolidated Position 2021 2022 2023 SR'000s Total to be appropriated Compensation of Employees Use of Goods and Services Capital Forecast Forecast P1:Governance Management and Administration P2:Broadcasting Services Total 64,584 67,384 131,968 11,153 45,327 56,480 14,852 22,057 36,909 38,579 - 38,579 26,521 71,517 98,038 26,372 60,421 86,793 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.
Major Achievements in 2019 and 2020  Sustained the significant increase in Live Broadcasts, notably the 2019 Indian Ocean Islands Games,  TRNUC Sessions, Press Conferences and Elections coverage; Increased in-house local programme productions, with addition of new programmes to existing inventory of both television and radio;  Ensured an impartial and objective coverage of the 2020 Elections;  Delivered the first-ever Presidential Debates;  Reinforced SBC’s presence on social media and other online platforms; notable increase in  subscribers to our YouTube Channel and followers on our Facebook page; Issued important Policy and Strategic documents, notably Strategic Plan 2019-2021, the first Editorial Guidelines, Policy for the Procurement and Commissioning of Local Content with external producers; Implemented RCS (Automated Scheduling and Playout) and 24-hour broadcasts for Radyo Sesel; Identified and mitigated numerous risks on the SBC Broadcast House project;    Stabilised the Digital Terrestrial TV (DTT) service; and  Switched-Off the Analogue TV Service.
Current Challenges   Limited ability to enable or sustain SBC’s digital transition, especially the strategically necessary move to OTT, and to increase the quality and quantity of programmes, due to inadequate funding.
Insufficient local content to satisfy the public’s expectations and not enough content generally to sustain three SBC channels in the DTT era; Insufficient funding space to attract and retain new talents and skillsets and to allow for succession planning;   Delayed or stalled projects that were on the 2020 Procurement Plan, notably moving Radyo Sesel onto Frequency Modulation (FM) Frequencies, Radyo Sesel Transmitter Relocation, Archives Digitisation, Human Resources Consultancy and an OTT Service; 116  Significant increase in the foreign exchange rates, directly impacting on operating costs, especially in payment of the many licences for DTT and other software, and on SBC’s ability to procure sufficient and compelling international programmes;  Various other platforms offering varied content-consumption options to a demanding and sophisticated Seychellois public.
 Deteriorating SBC archives for both television and radio, which are on tapes in analogue form.
The SBC archives contain significant historic and heritage audio-visual material and can be a source of very good, compelling content, which can be repurposed to have many uses, including commercial potential;  A sub-optimal DTT set-up with ongoing risks, including having the broadcast-distribution network in the hands of a third-party, instead of SBC owning its DTT feeds network;  Poor coverage and reception of the medium Wave (AM) and FM transmissions due to equipment working beyond their useful lifespan and/or inability to repair or maintain them;  An ageing and deteriorating SBC vehicle fleet, incurring increasing defective maintenance costs, and posing a safety and welfare risk to our staff; and  Delays encountered in the building of the new SBC House.
Strategic Priorities 2021 to 2023  Improve the quality and audience-appeal of SBC’s output by improving the quality and standards of our internal productions, developing new programme formats, repurposing the audio-visual archive materials, acquiring more compelling and varied international content and commissioning more local content from outside producers;  Reinforce the SBC’s role as the 4th Pillar of Democracy and putting more emphasis on our inform and educate mandates, by producing more insightful factual and current affairs programmes;  Pursue SBC’s transition into the digital era by rolling out an Over-The-Top (OTT) streaming and Video-on-Demand service; Digitisation of SBC's Analogue Archives, supported by a modern Media Asset Management (MAM) System; Investing in modern broadcast technologies and equipment, to help assure SBC’s long-term relevance;  Professionalise and optimise 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;  Revamp and modernise the supporting infrastructure, specifically by completing the relocation and modernisation of the AM Radio Transmitter Infrastructure, upgrading the SBC’s FM Transmission set-up and implementing an SBC-owned communication network;  Reducing SBC’s electricity costs by installing Photo-Voltaic panels at our transmission sites and on the New SBC House;  Maintain oversight of the SBC House Project, including ensuring that risks identified, especially in the MEP (Machinery, Electrical, Plumbing) schedules, are adequately mitigated and finishing works are to acceptable standards;  Ensure a well-organised and cost-effective transition to the New SBC House;  Improve SBC’s funding situation, including pursuing new Revenue opportunities; and  Strengthen engagement and collaboration with stakeholders and partners, especially towards ensuring that our nation is better informed and educated on issues relevant to their respective mandates.
117 3.

Budget Overview Revenue Table 1.

Revenue SR'000s Consolidated Fund Main appropriation Total 2019 Estimated Actual 91,879 91,879 91,879 2020 2021 2022 2023 Budget (Amendment) Revised Budget Budget Forecast Forecast 267,569 267,569 267,569 249,891 249,891 249,891 131,968 131,968 131,968 98,038 98,038 98,038 86,793 86,793 86,793 Consolidated Expenditure Estimates Table 2.
Consolidated expenditure estimates SR'000s Programmes P1:Governance Management and Administration P2:Broadcasting Services 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 CAPITAL EXPENDITURE Non-financial Assets Building and Infrastructure Machinery and Equipment Other Fixed Assets Non-produced Assets 2019 2020 2021 2022 2023 Estimated Actual Budget (Amendment) Revised Budget Budget Forecast Forecast 28,925 206,808 186,562 64,584 62,954 91,879 60,761 63,328 267,569 249,891 67,384 131,968 90,134 58,002 58,002 151 32,131 11,120 4,337 1,991 517 11,998 2,017 1,746 1,746 1,746 - - - 88,225 58,086 58,086 120 30,140 11,895 1,513 1,790 447 10,976 3,400 179,344 179,344 179,344 - - - 88,225 58,086 58,086 120 30,140 11,817 1,556 1,814 437 10,601 3,795 161,665 161,665 161,665 - - - 93,390 56,480 56,480 93 36,909 12,461 1,666 1,823 500 10,816 9,550 38,579 38,579 38,579 - - - 26,521 71,517 98,038 98,038 56,986 56,986 90 41,052 12,635 1,666 1,823 500 10,602 13,736 - - - - - - 26,372 60,421 86,793 86,793 56,678 56,678 90 30,115 12,822 1,666 1,822 500 10,915 2,300 - - - - - - Total 91,879 267,569 249,891 131,968 98,038 86,793 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.
118 The programme comprises the following sub-programmes:  Sub-programme 1 Finance, Administration and Human Resources: Management of financial resources according to accounting standards and provision of administrative and human resources support; and  Sub-programme 2 Sales and Marketing: Revenue generation and collection and providing support for public and stakeholder relations, international relations, communications and multimedia.
Strategic Objectives and Measures The table below sets out the performance measures by which the programme will be monitoring the achievement of its strategic objectives.

Table 3.
Table 3.

Performance measures for programme P1:Governance Management and Administration Outcome: Increase the Commercial Sales Revenue Outcome Indicator 2019 2020 2021 2022 2023 Target Actual Amended Target SP2: Sales & Marketing Target Target Target Annual % increase of sales revenue 15% 13,940,708 5% 8% 10% 10% Programme Expenditure Table 4.
Consolidated programme expenditure estimates SR'000s 2019 Estimated Actual 2020 2021 2022 2023 Budget (Amendment) Revised Budget Budget Forecast Forecast Programmes SP1:Finance, Administration and Human Resources SP2:Sales and Marketing 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 26,881 2,045 28,925 27,180 11,129 11,129 151 16,051 8,073 2,610 254 151 4,811 - - 13,858 8,898 223 226 62 4,330 - 14,852 9,559 180 261 95 4,665 - 26,521 11,507 11,507 90 15,014 9,733 180 261 95 4,655 - 24,045 2,327 26,372 26,372 11,172 11,172 90 15,200 9,919 180 261 95 4,655 - 119 SR'000s CAPITAL EXPENDITURE Non-financial Assets 2019 Estimated Actual 1,746 1,746 1,746 - - - 2020 2021 2022 2023 Budget (Amendment) 179,344 179,344 179,344 - - - Revised Budget 161,665 161,665 161,665 - - - Budget Forecast Forecast 38,579 38,579 38,579 - - - - - - - - - - - - - - - Building and Infrastructure Machinery and Equipment Other Fixed Assets Non-produced Assets Total 28,925 206,808 186,562 64,584 26,521 26,372 Main economic classification by sub-programme SR'000s SP1:Finance, Administration and Human Resources Compensation of Employees Use of Goods and Services Non-financial Assets SP2:Sales and Marketing Compensation of Employees Use of Goods and Services Non-financial Assets 2019 Estimated Actual 26,881 9,111 16,024 1,746 2,045 2,017 27 - 2020 2021 2022 2023 Budget (Amendment) Revised Budget Budget Forecast Forecast 203,828 184,334 9,091 15,393 179,344 2,980 2,812 168 - 8,840 13,829 161,665 2,228 2,198 30 - 62,302 8,897 14,827 38,579 2,282 2,256 26 - 24,199 9,210 14,988 - 2,322 2,296 26 - 24,045 8,870 15,175 - 2,327 2,301 26 - 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 that radio and television broadcast technology are constantly updated.
Will henceforth support delivery of programmes onto the multi-media platform 120 Strategic Objectives and Measures The table below sets out the performance measures by which the programme will be monitoring the achievement of its strategic objectives.

Table 5.
Performance measures for programme P2:Broadcasting Services Outcome: Outcome indicator 1.% increase of Average positive indicators from Audience Survey Contributing indicators 1.Increase in number of Current Affairs Programmes on TV 2.Increase in number of Live Local Sports Programmes on TV (On average per month) 1.Number of hours broadcasting locally produced programmes on SBC1 Contributing indicators 1.Number of Radio Apps Subscribers (Radyo Sesel & Paradise Combined) Programme Expenditure Improved public and stakeholders perception of SBC services 2019 2020 2021 2022 2023 Target Actual 10% N/A 2019 Target Actual Amended Target 10% 2020 Amended Target SP1:News Current Affairs and Sports Target Target Target 5% 2021 5% 2022 5% 2023 Target Target Target 5 3 4 3 4 3 5 4 6 5 6 5 SP2: TV and Radio programmes 12,000 11,280 11,000 12,000 13,000 13500 2019 2020 2021 2022 2023 Target Actual Amended Target SP3: Technology and Technical Services Target Target Target 8,000 7307 12,000 14,000 18,000 20,000 Table 6.
Consolidated programme expenditure estimates SR'000s Programmes SP1:News Current Affairs and Sports SP2:TV and Radio Programmes SP3:Technology and Technical Services Programme Total 2019 Estimated Actual 10,581 21,661 30,712 62,954 2020 2021 2022 2023 Budget (Amendment) Revised Budget Budget Forecast Forecast 9,898 19,525 31,338 60,761 10,486 20,827 32,015 63,328 9,715 21,151 36,518 67,384 9,696 21,299 40,522 71,517 9,729 21,628 29,065 60,421 121 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 2019 Estimated Actual 2020 2021 2022 2023 Budget (Amendment) Revised Budget Budget Forecast Forecast 62,954 46,874 46,874 - 16,080 3,047 1,727 1,737 366 7,187 2,017 - - - - - - 60,761 46,182 46,182 - 14,579 2,980 1,384 1,484 320 5,011 3,400 - - - - - - 63,328 47,047 47,047 - 16,281 2,919 1,333 1,588 375 6,271 3,795 - - - - - - 67,384 45,327 45,327 - 22,057 2,903 1,486 1,561 405 6,152 9,550 - - - - - - 71,517 45,479 45,479 - 26,038 2,903 1,486 1,561 405 5,947 13,736 - - - - - - 60,421 45,506 45,506 - 14,915 2,903 1,486 1,560 405 6,261 2,300 - - - - - - Total 62,954 60,761 63,328 67,384 71,517 60,421 Main economic classification by sub-programme SR'000s SP1:News Current Affairs and Sports Compensation of Employees Use of Goods and Services Non-financial Assets SP2:TV and Radio Programmes Compensation of Employees Use of Goods and Services Non-financial Assets SP3:Technology and Technical Services Compensation of Employees Use of Goods and Services Non-financial Assets 2019 Estimated Actual 10,581 9,484 1,097 - 21,661 16,779 4,881 - 30,712 20,611 10,102 - 2020 2021 2022 2023 Budget (Amendment) 9,898 8,704 1,194 - 19,525 16,272 3,252 - 31,338 21,207 10,132 - Revised Budget 10,486 9,364 1,122 - 20,827 16,217 4,610 - 32,015 21,466 10,550 - Budget Forecast Forecast 9,715 8,591 1,124 - 21,151 17,027 4,124 - 36,518 19,709 16,809 - 9,696 8,573 1,124 - 21,299 17,130 4,169 - 40,522 19,777 20,745 - 9,729 8,605 1,124 - 21,628 17,145 4,483 - 29,065 19,757 9,308 - 122 Anti-Corruption Commission Seychelles 1.
Budget Summary Consolidated Position SR'000s P1:Anti-Corruption Services Total Total to be appropriated 2021 Compensation of Employees Use of Goods and Services 2022 2023 Capital Forecast Forecast 15,740 15,740 10,456 10,456 5,284 5,284 - - 15,507 15,507 15,507 15,507 2.

Strategic Overview of Entity Mandate The Anti-Corruption Commission Seychelles (ACCS) is mandated under the Anti-Corruption Act 2016, to investigate, detect and prevent corrupt practices.
Major Achievements in 2019 and 2020  Completed anti-corruption awareness programmes in all public secondary schools, post-secondary institutions and 3 private schools with the support of European Union (EU) through Transparency Initiative Seychelles;  Conducted anti-corruption awareness sessions with 13 government departments and 1 private institution;  Launched the Youth Against Corruption programme and the Airport Awareness Scheme, supported by British High Commission;  Developed online prevention programme for public sector;  Prepared cases for submission to the Attorney General’s Office;  Produced anti-corruption awareness videos and posters;  Gained associate membership of the International Anti-Corruption Coordination Centre (IACCC) hosted by National Crimes Agency of United Kingdom;  Secured European Union (EU) technical aid resulting in mentoring and training of investigations staff;  Set up of Complaints Unit separate from operational headquarters;  Strengthened cyber security system with funding from EU; and  Signed 2 Memorandum of Understanding (MOU) with regulatory and supervisory bodies.
Current challenges  Public awareness programme in government institutions and risk assessment in public institutions cannot be materialised due to COVID-19 health restrictions;  Slow progress with investigations due to freeze on recruitment;  Lack of a Prosecution Unit as per the 2019 amendment to the Anti-Corruption (AC) Act;  Delays with cases due to persistent lack of in-house experts/specialists in financial and information technology forensic services;  Weaknesses in the AC Act still to be addressed;   Absence of proper Case Management System (currently using manual system).
Inadequate work space, interview rooms and custody suites; and 123 Strategic Priorities 2021 to 2023  Reinforce legal capacity to support the investigations team;  Continue corruption detection and investigation and begin enforcement work in public sector; and  Increase awareness through the continuation of prevention workshops/awareness programmes throughout the public, private and parastatal sectors, including online prevention programme.

3.
Budget Overview Revenue Table 1 Revenue SR'000s Consolidated Fund Main appropriation Total 2019 Estimated Actual 15,267 15,267 15,267 2020 2021 2022 2023 Budget (Amendment) Revised Budget Budget Forecast Forecast 17,074 17,074 17,074 16,099 16,099 16,099 15,740 15,740 15,740 15,507 15,507 15,507 15,507 15,507 15,507 Consolidated Expenditure Estimates Table 2 Consolidated expenditure estimates SR'000s Programmes P1:Anti-Corruption Services 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 2019 2020 2021 2022 2023 Estimated Actual Budget (Amendment) Revised Budget Budget Forecast Forecast SR'000s CAPITAL EXPENDITURE Non-financial Assets Building and Infrastructure Machinery and Equipment Other Fixed Assets Non-produced Assets 2019 Estimated Actual - - - - - - 2020 2021 2022 2023 Budget (Amendment) - - - - - - Revised Budget - - - - - - Budget Forecast Forecast - - - - - - - - - - - - - - - - - - Total 15,267 17,074 16,099 15,740 15,507 15,507 SR'000s Funding 2021 Funding 2022 Funding 2023 4.
Approved New Spending Initiatives Table 3.

New initiatives funded Programme Name of new spending initiative Priority Objective P2: Anti- Corruption Services Investigations Clerk Will support the investigation team Description and motivation The clerk will track the cases and upload all information, which is currently not being done by any specific person.

The clerk will also be transcribing all witness and suspect statements.
PSIP Compensation of Employees Goods and Services Minor Capital Outlays Total PSIP P2: Anti- Corruption Services Prevention Enforcement Officer Reinforce legal capacity to support the investigations team.

ACC currently cannot enforce their law in the public sector as they do not have an Enforcement Officer in place.
Compensation of Employees Goods and Services Minor Capital Outlays P2: Anti- Corruption Services Principal Counsel Will support the investigation team This person will deal with corruption and cases of corruption relating to money laundering at all times.
P2: Anti- Corruption Services Communications Officer Will support the investigation team The lack of media relations resulted in public loss of Total PSIP Compensation of Employees Goods and Services Minor Capital Outlays Total PSIP Compensation of Employees - 132 - - - 159 - - - 159 - - 132 - 159 - 159 - 223 268 268 - - - - - - 223 - 268 - 268 - 387 465 465 - - - - - - 387 - 465 - 465 - 223 268 268 125 Programme Name of new spending initiative Priority Objective P2: Anti- Corruption Services Intelligence Officer Will support the investigation team P2: Anti- Corruption Services Special Investigation Officer Will support the investigation team 5.
Programme Performance Description and motivation confidence ACCS, no coordination with the press, wider and collation of corruption related news globally.

This is currently being done by the investigation Officers thus taking them away from their workload.

In order to submit confiscation orders and recover assets of any suspects, ACC require an expert to analyse their domestic and foreign assets.
SR'000s Goods and Services Minor Capital Outlays Total PSIP Compensation of Employees Goods and Services Minor Capital Outlays Total PSIP Compensation of Employees Goods and Services Minor Capital Outlays Funding 2021 Funding 2022 Funding 2023 - - - - - - 223 - 268 - 268 - 228 274 274 - - - - - - 228 - 274 - 274 - 366 439 439 - - - - - - Total 366 439 439 Programme 1: Anti-Corruption Services The purpose of the programme is to deliver on our mandate to investigate, detect and prevent corrupt practices.
Strategic Objectives and Measures The table below sets out the performance measures by which the programme will be monitoring the achievement of its strategic objectives.

Strategic objectives and measures The table below sets out the performance measures by which the programme will be addressing its strategic priorities.

126 Table 4.
Performance measures for programme P1:Anti-Corruption Services Outcome A transparent and corrupt-free society Contributing indicators 1.Number of public sector & government entities in which prevention programmes has been delivered 2.Change in the world rank transparency status of Seychelles 3.Completion of investigations 2019 Target Actual 2020 Amended Target 2021 2022 2023 Target Target Target 10 13 10 13 18 10 63% 26% 66% 37% 63% 26% 65% 33% 67% 35% 69% 35% 127 Truth, Reconciliation and National Unity Commission 1.
Budget Summary Consolidated Position SR'000s P1:Truth and Reconciliation Commission Total 2021 2022 2023 Total to be appropriated Compensation of Employees Use of Goods and Services Capital Forecast Forecast 12,178 12,178 7,543 7,543 4,635 4,635 - - 13,003 13,003 - - 2.
Strategic Overview of Entity Mandate The mandate of the Commission is to receive complaints in respect of alleged human rights violations and other grievances, which happened in Seychelles between 1977 and 1993, to gather, collate and analyse information and evidence with respect thereto, and to make decisions.
Major Achievements in 2020  Received over 400 complaints from the National Assembly and via direct petition of complainants, and processed over 300 complainants following authorisation from the complainants to proceed;  Rendered over 300 admissibility decisions on complaints filed;  Held 138 sessions of public hearings; on average 2 weeks each month excluding August 2020;  Commenced hearing 194 cases and heard over 500 witnesses;  Established a small witness and perpetrator protection unit;  Ensured consistent broadcasting of public hearings; and  Established processes for transcriptions, translations and cataloguing of hearing records.
Current Challenges  Delays in finalising admissibility with respect to 60 complaints due to non-responsiveness on the part of complainants for requests for additional information;  Delays in the investigation of cases due to limited investigative resources, limited capacity of staff working as investigators, and non-co-operation or inefficient co-operation on the part of governmental authorities and other information suppliers;  Significant delays in the determination of complaints due to delays in the transcription and translation of the records of the Commission due to extremely limited resources for transcription and translation;  Delays in the determination of complaints are further hindered by legal complexities and extremely limited capacity within the Commission to draft legal determinations;  Lack of responsiveness from the Police to requests for witness and perpetrator protection; the Commission’s Witness Protection Unit, established as a consequence, has relatively limited capacity;  Extreme resource restrictions curtail the Commission’s capacity to provide psycho-social support 128 for victims, perpetrators, Commissioners and Commission staff;  Absence of insurance cover for drivers, security officer, investigators, perpetrator support officers and commissioners; and  Additional legal costs for litigations against the Commission brought by the Government and others, related to diverse interpretations of its Act.
Strategic Priorities 2020 to 2022  Present the final report;  Develop a compensation and reparations policy;  Develop amnesty procedure determinations;  Draft determinations in all completed cases; and  Raise public awareness campaigns for the promotion of reconciliation.

3.

Budget Overview Revenue Table 1.


Revenue SR'000s Consolidated Fund Main appropriation Total 2019 Estimated Actual 2020 2021 2022 2023 Budget (Amendment) Revised Budget Budget Forecast Forecast 6,847 6,847 6,847 11,319 11,319 11,319 13,084 13,084 13,084 12,178 12,178 12,178 13,003 13,003 13,003 - - - Consolidated Expenditure Estimates Table 2.
Consolidated expenditure estimates SR'000s 2019 2020 2021 2022 2023 Estimated Actual Budget (Amendment) Revised Budget Budget Forecast Forecast Programmes P1:Truth and Reconciliation Commission 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 6,847 6,847 6,847 3,221 3,221 738 3,626 157 542 8 27 1,615 538 11,319 13,084 11,319 13,084 11,319 6,736 6,736 1,067 4,583 548 321 - - 2,648 - 13,084 7,441 7,441 758 5,643 866 276 6 3 3,466 268 12,178 12,178 12,178 7,543 7,543 - 4,635 884 421 - 3 3,152 176 13,003 13,003 13,003 7,947 7,947 486 5,056 931 430 - 3 3,122 84 - - - - - - - - - - - - - 129 SR'000s CAPITAL EXPENDITURE Non-financial Assets Building and Infrastructure Machinery and Equipment Other Fixed Assets Non-produced Assets 2019 2020 2021 2022 2023 Estimated Actual Budget (Amendment) Revised Budget Budget Forecast Forecast - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - Total 6,847 11,319 13,084 12,178 13,003 - - - - - - - 4.
Approved New Spending Initiatives Table 4.

New initiatives funded Priority Objective Description and motivation SR'000s Funding 2021 Funding 2022 Funding 2023 Programme Name of new spending initiative P1:Truth & Reconciliation Commission Overseas Travel The Truth, Reconciliation and National Unity Commission Act,2018 To pay for Overseas Travel for Chairperson as stated in her employment contract and TRNUC Act, 2018.
PSIP Compensation of Employees Goods and Services Minor Capital Outlays TOTAL PSIP Compensation of Employees Goods and Services Minor Capital Outlays TOTAL PSIP Compensation of Employees Goods and Services Minor Capital Outlays TOTAL - - 200 - 200 - - 20 - 20 - - 50 - 50 - - 200 - 200 - - 21 - 21 - - 53 - 53 - - - - - - - - - - - - - - - P1:Truth & Reconciliation Commission Bus, Taxi and Ferry Fares Refund to witnesses Refund of island transfers for witnesses P1:Truth & Reconciliation Commission Security Equipment Provide safer working environment To reinforce Security in the Building as there is only one entry and exit point and the victims and perpetrator uses the same entrance and Exit.
In addition to also Taser for the driver and other security Equipment 130 Programme Name of new spending initiative Priority Objective Description and motivation SR'000s Funding 2021 Funding 2022 Funding 2023 P1:Truth & Reconciliation Commission Acquisition of High Tech Equipment For TRNUC to fulfil its Mandate To purchase translating machine to speed up the translation process.

PSIP Compensation of Employees Goods and Services Minor Capital Outlays TOTAL - - 8 - 8 - - - - - - - - - - 5.
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 violations; create an accurate and objective public record of the complaints of alleged violations; help bridge divisions caused by any 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.
Strategic Objectives and Measures The table below sets out the performance measures by which the programme will be monitoring the achievement of its strategic objectives.

Table 3.

Performance measures for programme P1:Truth, Reconciliation and National Unity Commission Outcome Outcome indicator 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.


Complete written records of cases heard 2019 2020 2021 2022 2023 Target Actual Amended Target Target Target Target 1.

Number of cases heard 2.

Number of cases filed and number of admissibility decisions determined within the timeframe of 14 days 3.

Number of witnesses heard 4.

Number of hearings transcribed of cases heard 30 80 20 30 - - - - 90 55 30 50 189 247 663 210 400 350 1200 590 N/A N/A N/A N/A 131 Office of the Commissioner of the Public Persons 1.
Budget Summary Consolidated Position SR'000s P1: Commissioner of the Public Persons Total 2021 2022 2023 Total to be appropriated Compensation of Employees Use of Goods and Services Capital Forecast Forecast 324 324 263 263 62 62 - - 324 324 324 324 2.
Strategic Overview of Entity Mandate To provide for the declaration of assets, liabilities and business interests by public persons set out in the Public Persons (Declarations of Assets, Interests and Liabilities) Act 2016 in order to promote public confidence and to ensure integrity, honesty, accountability, responsibility, fairness, transparency, the rule of law and impartiality and matters connected therewith or incidental thereto.
Major Achievements in 2019 and 2020  N/A Current Challenges  N/A Strategic Priorities 2021 to 2023  Ensure compliance with the law by listed persons; and  Pursue implementation of the Act and produce necessary reports.

3.

Budget Overview Revenue Table 1.


Revenue SR'000s Consolidated Fund Main appropriation Total 2019 Estimated Actual - - - 2020 2021 2022 2023 Budget (Amendment) Revised Budget Budget Forecast Forecast - - - - - - 324 324 324 324 324 324 324 324 324 132 Consolidated Expenditure Estimates Table 2.
Consolidated expenditure estimates 2019 2020 2021 2022 2023 Estimated Actual Budget (Amendment) Revised Budget Budget Forecast Forecast SR'000s Programmes P1: Commissioner of the Public Persons 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 CAPITAL EXPENDITURE Non-financial Assets Building and Infrastructure Machinery and Equipment Other Fixed Assets Non-produced Assets Total 4.
Programme Performance - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - 324 324 324 263 263 - 62 56 - 6 - - - - - - - - - 324 324 324 263 263 - 62 56 - 6 - - - - - - - - - 324 324 324 263 263 - 62 56 - 6 - - - - - - - - - 324 324 324 Programme 1: Commissioner of the Public Persons The purpose of the programme is to administer and enforce the Public Persons (Declarations of Assets, Interests and Liabilities) Act 2016.
133 FINANCE, ECONOMIC PLANNING AND TRADE PORTFOLIO 134 Department of Finance 1.
Budget Summary Consolidated Position 2021 2022 2023 SR'000s Total to be appropriated Compensation of Employees Use of Goods and Services Capital Forecast Forecast P1:Governance, Management and Administration P2:Fiscal, Budget and Accounts Management P3:Financial Sector and Tax Policy P4:Internal Audit Services P5:Procurement Oversight Unit Total 22,223 8,101 8,019 6,103 16,520 16,562 70,382 3,443 11,655 12,454 120,158 63,838 3,404 8,609 7,238 91,190 6,544 39 3,047 5,216 22,865 - - - - 6,103 70,991 4,239 12,241 12,531 116,523 71,330 4,282 12,344 12,546 117,064 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.
Major Achievements in 2019 and 2020  Gross Domestic Product (GDP) growth for 2018 was within the 1 percentage point forecast error target (national accounts for 2018 was released end of 2019 which is why the achievement is reported under 2019) and tax revenue receipts remained on target with a deviation of only -0.97 per cent; In 2019, the Department was on track to achieve a Debt to GDP ratio of 50% by 2021;  Published the second Fiscal Risk Statement as part of the budget;   Honoured all debt repayments on time;  Reduced the level of external borrowings; and   A fifth cohort of students successfully completed the Certificate in Procurement programme offered Improved in Fitch credit rating in 2019. by The Guy Morel Institute in November 2019, and graduated.
Current challenges  COVID-19 pandemic is having an adverse effect on Government’s Fiscal balance hence Department of Finance has to resort into unanticipated borrowings;  Unanticipated borrowings have resulted in an increase in the Debt to GDP ratio thus causing Department of Finance to deviate from its 50% Debt to GDP ratio target by 2021;  Continuous increase in short-term borrowings hence increasing the risk of short-term roll over risks;  Limited internal audit coverage of the control systems, risk management strategies and governance frameworks of the MDAs due to capacity; and  Sectoral challenges for business to accept taxes as part of obligation to doing business.
 Increased retrospective approval requests due to procuring entities not complying with the existing Act and its associated regulations;  Poor outcome of projects resulting from poor monitoring of contracts;  Increased number of failed procurements by procuring entities affects the credibility of the whole procurement system; 135  Lack of qualified and competent procurement practitioners in line ministries;  Poor planning by procuring entities resulting in requests for their procurement to be fast- tracked; Strategic Priorities 2021 to 2023  Limit short-term borrowings and concentrate on borrowings with longer maturities so as to avoid roll over risk of short-term debt;  Ensure that the debt level goes back to a sustainable level as prior to COVID-19 pandemic;  In collaboration with Budget Department, formalise a proper borrowing strategic plan for the medium term as part of the means of ensuring debt sustainability;  Migrate from CS-DRMS to MERIDIAN when it comes to debt recording and management, in line with other Commonwealth countries;  Set up a proper Debt Sustainability Analysis Framework;  Complete the restructuring and improve the capacity of the Internal Audit Division to enable adequate internal audit coverage in MDAs, including coverage of Government of Seychelles overseas missions and units; Introduce a Financial Services Sector Strategy Implement business tax reforms; Introduce and implement Transfer Pricing Framework; and     Migrate fully to e-signature for the approval process of all accounting documents so as to minimise the processing time of transactions.
 Revise the Public Procurement Act 2008 and Regulations to provide a more comprehensive tool for the promotion of procurement compliance and to align the procurement laws with international and regional best practices;  Finalise and launch the Diploma in Public Procurement programme in collaboration with The Guy Morel Institute; 136 3.

Budget Overview Revenue Table 1.


Revenue SR'000s Consolidated Fund Main appropriation Total 2019 Estimated Actual 2020 2021 2022 2023 Budget (Amendment) Revised Budget Budget Forecast Forecast 175,417 175,417 175,417 109,608 109,608 109,608 111,108 111,108 111,108 120,158 120,158 120,158 116,523 116,523 116,523 117,064 117,064 117,064 Consolidated Expenditure Estimates Table 2.
Consolidated expenditure estimates SR'000s 2019 2020 2021 2022 2023 Estimated Actual Budget (Amendment) Revised Budget Budget Forecast Forecast Programmes P1:Governance, Management and Administration P2:Fiscal, Budget and Accounts Management P3:Financial Sector and Tax Policy P4:Internal Audit Services P5:Procurement Oversight Unit 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 CAPITAL EXPENDITURE Non-financial Assets Building and Infrastructure Machinery and Equipment Other Fixed Assets Non-produced Assets 14,896 16,069 15,659 22,223 16,520 16,562 147,164 78,790 80,739 2,979 10,378 - 3,066 11,683 - 3,066 11,645 - 70,382 3,443 11,655 12,454 70,991 4,239 12,241 12,531 71,330 4,282 12,344 12,546 175,417 109,608 111,108 120,158 116,523 117,064 95,747 75,775 75,775 207 19,972 7,393 4,472 761 - 5,813 1,325 79,670 79,670 - - - 79,670 109,608 84,239 84,239 780 25,370 7,606 2,101 832 6 13,352 693 - - - - - - 111,108 83,959 83,959 934 27,150 7,215 2,067 871 6 6,516 9,540 - - - - - - 114,055 91,190 91,190 648 22,865 9,231 1,555 805 6 9,034 1,586 6,103 6,103 330 - - 5,773 116,523 93,634 93,634 630 22,889 9,244 1,544 897 6 9,000 1,567 - - - - - - 117,064 94,158 94,158 630 22,907 9,244 1,544 897 6 9,018 1,567 - - - - - - Total 175,417 109,608 111,108 120,158 116,523 117,064 137 Priority Objective Description and motivation R'000s Funding 2021 Funding 2022 Funding 2023 4.
Approved New Spending Initiatives Table 3.
New initiatives funded Programme Name of new spending initiative SP5:Debt Management Migration to Meridian Software P4:Internal Audit Services Assistant Internal Auditor (2 for 2021, 1 for 2022)) P4:Internal Audit Services Audit Technician (1 in 2021 1 in 2022) Migrate from CS- DRMS to MERIDIAN when it comes to debt recording and management, in line with other Commonwealth countries; Complete the restructuring and improve the capacity of the Internal Audit Division to enable adequate internal audit coverage in MDAs, including coverage of Government of Seychelles overseas missions and units; Complete the restructuring and improve the capacity of the Internal Audit Division to enable adequate internal audit coverage in MDAs, including coverage of Government of Seychelles overseas missions and units; Changing Debt Management Software: Better recording and accountability of Debt Ensure that the Systems Audit Unit is adequately staffed to deliver its mandate.
The resources available for the IAD to undertake audits on capital projects are IS/IT audits are limited PSIA is a newly created unit with the purpose of undertaking sector specialised audits and requests for day- to-day audits from respective MDAs on full time basis.
P3:Financial Sector and Tax Policy DG - Financial Sector, Policy Analyst, 2 Policy Analyst for 2022 • Introduce a Financial Services Sector Strategy • Implement business tax reforms; To enable the newly formed division- Financial Sector Policy to effectively operate and deliver its mandate.
PSIP Compensation of Employees Goods and Services Minor Capital Outlays Total PSIP Compensation of Employees Goods and Services Minor Capital Outlays Total PSIP Compensation of Employees Goods and Services Minor Capital Outlays Total PSIP Compensation of Employees Goods and Services Minor Capital Outlays - - - - - - - - - 504 504 504 504 504 504 - - - 525 859 859 - - - - - - 525 859 859 - - - 188 410 410 - - - - - - 188 410 410 - - - 715 1,479 1,479 - - - - - - Total 715 1,479 1,479 138 Priority Objective Description and motivation R'000s Funding 2021 Funding 2022 Funding 2023 Programme Name of new spending initiative SP2:Human Resources and Support Services System Support Manager Migrate fully to e- signature for the approval process of all accounting documents so as to minimise the processing time of transactions.
SP1:Budget Management and Accounts Support Services Senior Accounts Assistant (SLA) Implement business tax reforms; P5:Procurement Oversight Unit Senior Procurement Analyst Increase the capability of the Inspectorate Unit to carry out procurement inspections and procurement audits to further ensure compliance with the Public Procurement Act 5.

Programme Performance To provide additional support to the existing IT team.
The IT unit is understaffed to cater for the three Departments and thus creates delays and frustration in sorting out IT related matters timely.

Collection of Licencing Fees of SLA was previously carried out by the SRC.

In order to have enhance ownership and accountability, collection of fees are now being done by SLA.
To oversee and ensure the effectiveness of Procurement procedures PSIP Compensation of Employees Goods and Services Minor Capital Outlays Total PSIP Compensation of Employees Goods and Services Minor Capital Outlays Total PSIP Compensation of Employees Goods and Services Minor Capital Outlays - - - 263 263 263 - - - - - - 263 263 263 - - - 162 162 162 - - - - - - 162 162 162 - - - 162 162 162 - - - - - - Total 162 162 162 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  Sub-programme 2 Human Resource Management and Support Services: Provides support for the recruitment, management and retention of ministry staff and administration.

139 Programme Expenditure Table 4.
Consolidated programme expenditure estimates SR'000s 2019 Estimated Actual 2020 2021 2022 2023 Budget (Amendment) Revised Budget Budget Forecast Forecast Programmes SP1:Minister Secretariat Services SP2:Human Resources and Support Services 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 CAPITAL EXPENDITURE Non-financial Assets Building and Infrastructure Machinery and Equipment Other Fixed Assets Non-produced Assets 3,874 11,022 14,896 14,896 7,673 7,673 207 7,223 4,105 1,418 566 - 557 370 - - - - - - 4,040 12,029 16,069 16,069 8,264 8,264 192 7,805 4,460 1,072 637 6 745 693 - - - - - - 3,502 12,157 15,659 15,659 7,629 7,629 - 8,030 4,242 1,050 698 6 1,143 890 - - - - - - 9,836 12,387 22,223 16,120 8,101 8,101 - 8,019 4,395 878 588 6 1,135 1,017 6,103 6,103 330 - - 5,773 3,773 12,748 16,520 3,801 12,761 16,562 16,520 8,317 8,317 - 8,204 4,407 878 680 6 1,225 1,008 - - - - - - 16,562 8,336 8,336 - 8,225 4,407 878 680 6 1,246 1,008 - - - - - - Total 14,896 16,069 15,659 22,223 16,520 16,562 Main economic classification by sub-programme SR'000s SP1:Minister Secretariat Services Compensation of Employees Use of Goods and Services Non-financial Assets SP2:Human Resources and Support Services Compensation of Employees Use of Goods and Services Non-financial Assets 2019 Estimated Actual 3,874 2,480 1,394 - 11,022 5,192 5,829 - 2020 2021 2022 2023 Budget (Amendment) 4,040 2,751 1,289 - Revised Budget 3,502 2,294 1,207 - Budget Forecast Forecast 9,836 2,713 1,020 6,103 3,773 2,753 1,020 - 3,801 2,781 1,020 - 12,029 12,157 12,387 12,748 12,761 5,513 6,516 - 5,334 6,823 - 5,388 6,999 - 5,564 7,184 - 5,555 7,205 - 140 Programme 2: Fiscal, Budget and Accounts Management The programme comprises the following sub-programmes:  Sub-programme 1 Budget Management and Accounts Support Services: Coordinates the preparation of the annual budget and ensures proper accounting, reporting and financial policies are put in place to safeguard government resources;  Sub-programme 2 Public Investment and Asset Management: Plans and manages the public infrastructure over the medium term.
The programme also ensures all government assets are recorded and monitored accordingly;  Sub-programme 3 Government Accounting and Payment System: Ensures efficient processing of MDA's payments, and the production of timely annual financial statements;  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.

Strategic objectives and measures The table below sets out the performance measures by which the programme will be addressing its strategic priorities.

Table 5.
Table 5.

Performance measures for programme P2: Fiscal, Budget and Accounts Management Outcome: Efficient management of the public finances Contributing indicators 2019 Target Actual 2020 Amended Target 2021 2022 2023 Target Target Target SP1:Budget Management and Accounts Support Services 1.

Standardised costing (number of expenditure lines) 1.

Audit of MDAs asset register 2.

Share of new high-value project proposals appraised 3.

Processing time for write-off requests 1.


Number of standard operating procedure manuals produced 2.

Improvement in non-tax revenue collection ( % increase) 1.
Tax Revenue (% error) 5 - 5 5 5 5 SP2:Public Investment and Asset Management 15 15 15 10% 12% 10% 15 10% 15 10% 15 10% Within 10 working Days Within 10 working Days SP3:Government Accounting and Payment System Within 10 working Days Within 10 working Days Within 10 working Days Within 10 working Days 5 10% 1 5% 5 7 10 10 10% 15% 25% 25% SP4:Macro Fiscal Forecasting and Analysis -2.52% ≤ ±5 ≤ ±5 ≤ ±5 < ±5 < ±5 141 Programme Expenditure Table 6.
Consolidated programme expenditure estimates SR'000s 2019 Estimated Actual 2020 2021 2022 2023 Budget (Amendment) Revised Budget Budget Forecast Forecast Programmes SP1:Budget Management and Accounts Support Services SP2:Public Investment and Asset Management SP3:Government Accounting and Payment System SP4:Macro Fiscal Forecasting and Analysis SP5:Debt Management 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 CAPITAL EXPENDITURE Non-financial Assets Building and Infrastructure Machinery and Equipment Other Fixed Assets Non-produced Assets 129,960 62,468 64,270 54,297 54,783 55,176 1,189 1,300 1,285 954 1,014 1,025 12,039 11,411 11,574 11,170 11,232 11,143 2,510 1,465 147,164 67,494 58,667 58,667 - 8,827 2,689 1,367 105 - 3,948 717 79,670 79,670 - - - 79,670 2,027 1,585 78,790 78,790 64,967 64,967 - 13,823 2,452 254 77 - 11,040 - - - - - - - 2,025 1,585 80,739 80,739 65,322 65,322 192 15,417 2,345 240 70 - 3,920 8,650 - - - - - - 1,969 1,993 70,382 70,382 63,838 63,838 - 6,544 2,487 119 69 - 3,365 504 - - - - - - 1,979 1,983 70,991 70,991 64,508 64,508 - 6,482 2,487 119 69 - 3,303 504 - - - - - - 2,003 1,983 71,330 71,330 64,851 64,851 - 6,479 2,487 119 69 - 3,299 504 - - - - - - Total 147,164 78,790 80,739 70,382 70,991 71,330 Main economic classification by sub-programme SR'000s SP1:Budget Management and Accounts Support Services Compensation of Employees Use of Goods and Services Non-financial Assets SP2:Public Investment and Asset Management Compensation of Employees Use of Goods and Services Non-financial Assets 2019 Estimated Actual 129,960 47,903 2,388 79,670 1,189 738 452 - 2020 2021 2022 2023 Budget (Amendment) Revised Budget Budget Forecast Forecast 62,468 53,845 8,623 - 1,300 1,102 197 - 64,270 54,022 10,248 - 1,285 1,102 183 - 54,297
 52,648 1,648 - 954 872 82 - 54,783 53,135 1,648 - 1,014 932 82 - 55,176 53,528 1,648 - 1,025 943 82 - 142 SR'000s SP3:Government Accounting and Payment System Compensation of Employees Use of Goods and Services Non-financial Assets SP4:Macro Fiscal Forecasting and Analysis Compensation of Employees Use of Goods and Services Non-financial Assets SP5:Debt Management Compensation of Employees Use of Goods and Services Non-financial Assets 2019 Estimated Actual 2020 2021 2022 2023 Budget (Amendment) Revised Budget Budget Forecast Forecast 12,039 11,411 11,574 11,170 11,232 11,143 6,503 5,536 - 2,510 2,276 234 - 1,465 1,248 217 - 6,444 4,967 - 2,027 1,995 32 - 1,585 1,580 4 - 6,623 4,952 - 2,025 1,995 30 - 1,585 1,580 4 - 6,873 4,297 - 1,969 1,959 10 - 1,993 1,485 508 - 6,997 4,235 - 1,979 1,969 10 - 1,983 1,475 508 - 6,911 4,231 - 2,003 1,994 10 - 1,983 1,475 508 - Programme 3: Financial Sector and Tax Policy The purpose of the programme is to formulate policy on both direct and indirect taxes as well as liaising with MoFEPT agencies and other institutions on their legal instruments.
The programme also finances the secretariat function for Organisation for Economic Co-operation and Development DTAAs and other tax related issues, and monitoring of taxation incentives and policies.

Strategic objectives and measures The table below sets out the performance measures by which the programme will be addressing its strategic priorities.

Table 7.
Table 7.

Performance measures for programme P3:Financial Sector and Tax Policy Outcome: Improved legal and policy framework for growth of economy and revenue collection Contributing indicators 1.

No of BEPS framework standards implemented 2019 2020 2021 2022 2023 Target Actual Amended Target Target Target Target 2 1 2 2 2 1 143 Programme Expenditure Table 8.
Consolidated programme expenditure estimates SR'000s 2019 Estimated Actual 2020 2021 2022 2023 Budget (Amendment) Revised Budget Budget Forecast Forecast Programmes P3:Financial Sector and Tax Policy 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 CAPITAL EXPENDITURE Non-financial Assets Building and Infrastructure Machinery and Equipment Other Fixed Assets Non-produced Assets 2,979 2,979 2,979 2,126 2,126 - 852 42 749 3 - 5 53 - - - - - - 3,066 3,066 3,066 2,781 2,781 - 285 6 246 2 - 32 - - - - - - - 3,066 3,066 3,066 2,781 2,781 - 285 6 246 2 - 32 - - - - - - - 3,443 3,443 3,443 3,404 3,404 - 39 6 27 2 - 5 - - - - - - - 4,239 4,239 4,239 4,200 4,200 - 39 6 27 2 - 5 - - - - - - - 4,282 4,282 4,282 4,243 4,243 - 39 6 27 2 - 5 - - - - - - - Total 2,979 3,066 3,066 3,443 4,239 4,282 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.
Strategic objectives and measures The table below sets out the performance measures by which the programme will be addressing its strategic priorities.

Table 9.

Performance measures for programme P4:Internal Audit Services Contributing indicators 1.

Percentage of Government revenue audited (%) 2.

Percentage of Government recurrent expenditure audited (%) 3.
Percentage of Government capital expenditure audited (%) 2019 Target Actual 2020 Amended Target 2021 2022 2023 Target Target Target 8 3 2 2 2 0 3 3 1 5 5 3 9 4 4 10 10 4 144 Contributing indicators 4.

Percentage of aggregate budget for overseas missions and units audited (%) 5.

Share of man-hours spent on investigation (%) 2019 Target Actual 15 30 - 65 2020 Amended Target 0 45 2021 2022 2023 Target Target Target 15 30 15 30 2 8 Programme Expenditure Table 10.
Consolidated programme expenditure estimates SR'000s Programmes P4:Internal Audit Services 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 CAPITAL EXPENDITURE Non-financial Assets Building and Infrastructure Machinery and Equipment Other Fixed Assets Non-produced Assets 2019 Estimated Actual 2020 2021 2022 2023 Budget (Amendment) Revised Budget Budget Forecast Forecast 10,378 10,378 11,683 11,683 11,645 11,645 11,655 11,655 12,241 12,241 12,344 12,344 10,378 7,309 7,309 - 3,069 557 937 87 - 1,303 185 - - - - - - 11,683 8,227 8,227 588 3,457 689 529 116 - 1,535 - - - - - - - 11,645 8,227 8,227 742 3,418 622 531 101 - 1,421 - - - - - - - 11,655 8,609 8,609 648 3,047 623 499 101 - 1,176 - - - - - - - 12,241 9,261 9,261 630 2,981 613 488 101 - 1,148 - - - - - - - 12,344 9,363 9,363 630 2,981 613 488 101 - 1,148 - - - - - - - Total 10,378 11,683 11,645 11,655 12,241 12,344 145 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: The purpose of the programme is to ensure the effective and efficient day-to-day running of the POU  Sub-programme 2 Procurement and Technical Support Services: The purpose of the programme is to ensure compliance to the principles of transparency, equity, fairness and value for money in the use of public funds in procurement.
 Sub-programme 3 Procurement Inspectorate: The purpose of this programme is to provide procurement inspectorate services to the POU and other stakeholders in relation to the Public Procurement Act and Regulations; Strategic objectives and measures The table below sets out the performance measures by which the programme will be addressing its strategic priorities.

Table 11.

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: Contributing indicators 1.

Number of projects inspected per year Ensure the compliance to the principles of transparency, equity, fairness and value for money in the use of public funds in procurement.
2019 2020 2021 2022 2023 Target Actual Amended Target Target Target Target SP2:Procurement & Technical Support Services 1100 1200 600 1200 1300 1400 12 30 12 30 5 20 15 20 15 20 20 20 SP3:Procurement Inspectorate MDAs comply with the Public Procurement Act and Regulations 2019 2020 2021 2022 2023 Target Actual Amended Target Target Target Target 50 50 30 60 60 60 146 Programme Expenditure Table 12.
Consolidated programme expenditure estimates SR'000s 2019 Estimated Actual 2020 2021 2022 2023 Budget (Amendment) Revised Budget Budget Forecast Forecast Programmes SP1:Governance,Management and Administration SP2:Procurement and Technical Support Services SP3:Procurement Inspectorate 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 CAPITAL EXPENDITURE Non-financial Assets Building and Infrastructure Machinery and Equipment Other Fixed Assets Non-produced Assets Total - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - 6,517 6,493 6,513 4,852 1,084 12,454 12,454 7,238 7,238 - 5,216 1,720 33 45 - 3,353 65 - - - - - - 4,940 1,098 12,531 12,531 7,349 7,349 - 5,182 1,731 33 45 - 3,319 55 - - - - - - 4,925 1,108 12,546 12,546 7,364 7,364 - 5,182 1,731 33 45 - 3,319 55 - - - - - - 12,454 12,531 12,546 Main economic classification by sub-programme SR'000s SP1:Governance,Management and Administration Compensation of Employees Use of Goods and Services Non-financial Assets SP2:Procurement and Technical Support Services Compensation of Employees Use of Goods and Services Non-financial Assets SP3:Procurement Inspectorate Compensation of Employees Use of Goods and Services Non-financial Assets 2019 Estimated Actual 2020 2021 2022 2023 Budget (Amendment) Revised Budget Budget Forecast Forecast - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - 6,517 2,815 3,702 - 4,852 3,442 1,410 - 1,084 981 104 - 6,493 2,830 3,662 - 4,940 3,524 1,417 - 1,098 994 104 - 6,513 2,850 3,662 - 4,925 3,509 1,417 - 1,108 1,004 104 - 147 Department of Trade 1.
Budget Summary Consolidated Position SR'000s P1:Trade Development Total 2021 2022 2023 Total to be appropriated Compensation of Employees 141,825 141,825 7,499 7,499 Use of Goods and Services 5,731 5,731 Capital Forecast Forecast 128,595 128,595 76,339 76,339 76,436 76,436 2.

Strategic Overview of Entity Mandate The Trade Department is mandated with all trade policies and matters for Seychelles at national, bilateral, regional and multilateral level.
Major Achievements in 2019 and 2020  Launched the Long Term Technical Assistance under the 11th European Development Fund Facility in 2019 and started implementation of 13 projects under the Facility in 2020;  Finalised legislations on Trade Remedies Bill and Fair Trading Bill and submitted to the Attorney General’s Office;  Signed and ratified the United Kingdom - Eastern and Southern Africa (UK-ESA) Economic Partnership Agreement in 2019, which is to come into effect as of 1st January 2021;  Completed submission and verification of Seychelles’ initial offers (goods and services) under the African Continental Free Trade Area;  Amended the Prohibited and Restricted Goods Regulations in order to incorporate new policy developments in respective sectors (e.g.
climate change initiatives);  Submitted Seychelles’ Trade in Services offer for the SADC Trade in services negotiation for phase 2 in energy related, construction related and business services related to energy services;  Assisted the Department of Investment in the review of the S.I 71 Investment Regulation of 2014, given the international commitments aspects, as well as the review of the Reserved Economic Activities Policy finalised and approved in April 2020;  Provided technical assistance and capacity building through acquisition of various critical equipment and consultancy services to different MDAs under the SADC Trade Related Facility programme, notably projects under the SADC TRF were equipment for SBS to test for new products in Seychelles to limit the cost for our local manufacturers and the comprehensive review of the Excise Tax legislation;  Negotiated 3 Memoranda of Understanding with China, to facilitate the export of meat, plant and fish products; and  Acceded to the HS Convention (International Convention on the Harmonised Commodity Description and Coding System), which will bring significant benefits to the country’s customs administration.
148 Current challenges   Inability to physically represent Seychelles in international negotiations, such as the World Trade Organisation (WTO) negotiations, African Continental Free Trade Agreement, Tripartite, continuation of UK trade negotiations on built in agenda, widening and broadening of the interim Economic Partnership Agreement with the EU, as a result of budget cut has reduced the level of results that would have otherwise been achieved through face to face networking meetings; Inability to fully devote resources to the core mandate of the Department, in view of the requirement to shift the limited resources to implementation of temporary measures introduced to mitigate the impact of COVID-19 on the economy;  Trade policy is not fully and scientifically developed, as a result of insufficient human resource capacity and sub-standard data collection being used to formulate policies;  Persistent lack of public awareness on trade-related issues due to human resource and budget constraints;  Complex delineation of the Postal Universal Service obligation, which is not at par with regionally comparable services; and  Current structure of Postal Regulatory Agency does not cater for the needs of the review of the postal and courier system in Seychelles.
Strategic Priorities 2021 to 2023  Develop trade policy measures and interventions designed to assist in the recovery of the economy;  Address outdated trade-related legislation and introduce required legislation to complement the development of modern trade policies;  Maximise the utilisation of potential opportunities from the globalised trade environment by securing new markets under favourable conditions and access to better quality products on the local market;  Enhance the ability of border agencies, or those connected, to effectively deliver the required level of service;  Continue to improve public awareness on trade related issues; and  Ensure that reviews are carried out on the postal services.
3.

Budget Overview Revenue Table 1.

Revenue SR'000s Consolidated Fund Main appropriation Total 2019 Estimated Actual 2020 2021 2022 2023 Budget (Amendment) Revised Budget Budget Forecast Forecast 15,709 15,709 15,709 19,807 19,807 19,807 18,900 18,900 18,900 141,825 141,825 141,825 76,339 76,339 76,339 76,436 76,436 76,436 149 Consolidated Expenditure Estimates Table 2.
Consolidated expenditure estimates SR'000s Programmes P1:Trade Development 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 CAPITAL EXPENDITURE Non-financial Assets Building and Infrastructure Machinery and Equipment Other Fixed Assets Non-produced Assets 2019 2020 2021 2022 2023 Estimated Actual Budget (Amendment) Revised Budget Budget Forecast Forecast 15,709 15,709 13,572 7,065 7,065 492 6,507 597 1,849 33 - 3,502 36 2,137 2,137 - - - 2,137 19,807 19,807 18,900 18,900 141,825 141,825 76,339 76,339 76,436 76,436 13,141 7,569 7,569 747 5,572 779 148 120 - 3,733 46 6,666 6,666 - - - 6,666 13,141 7,569 7,569 774 5,572 749 148 114 - 3,731 56 5,759 5,759 - - - 5,759 13,231 7,499 7,499 1,192 5,731 810 35 190 - 3,437 67 128,595 128,595 - - - 128,595 13,433 7,767 7,767 1,192 5,666 812 35 190 - 3,367 69 62,906 62,906 - - - 62,906 13,531 7,863 7,863 1,192 5,668 812 35 191 - 3,368 69 62,906 62,906 - - - 62,906 Total 15,709 19,807 18,900 141,825 76,339 76,436 4.
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; 150  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.
Strategic objectives and measures The table below sets out the performance measures by which the programme will be addressing its strategic priorities.

Table 3.

Performance measures for programme P1:Trade Development Outcome: Outcome indicator 1.

% increase in the change in Distance to Frontier (best performance observed on overall trade related indicators across all economies) Contributing indicators 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.Number of trade development projects successfully rolled out 1.

Number of issues successfully addressed in the interest of the country in trade negotiations 1.

Number of complaints addressed per year 2.
% of agents inspected per year Improvement in Trade Related rankings in the World Bank’s Ease of Doing Business index 2023 2022 2021 2019 Target Actual Target Target Target 2020 Amended Target 71.79 71.79 71.80 71.80 71.81 71.82 2019 Target Actual 2020 Amended Target SP1:Comprehensive Trade Policy 2021 Target 2022 Target 2023 Target 8 2 10 7 10 6 5 13 14 5 - 5 3 SP2:Geneva Mission 7 4 SP3: Postal Regulatory Agency 5 90% 12 80% 5 90% 6 2 6 9 7 7 6 2 6 6 3 7 10 10 7 8 7 9 100% 100% 100% SP4: Monitor Fiscal Concessions And Management Of Import/Export Permit 1.
Number of days taken to issue a permit Within 1 day Within 1 day Within 1 day Within 1 day Within 1 day Within 1 day 151 Programme Expenditure Table 4.
Consolidated programme expenditure estimates 2019 2020 2021 2022 2023 SR'000s Estimated Actual Budget (Amendment) Revised Budget Budget Forecast Forecast Programmes SP1: Comprehensive Trade Policy SP2: Geneva Mission SP3: Postal Regulatory Services SP4: Monitor Fiscal Concessions 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 CAPITAL EXPENDITURE Non-financial Assets Building and Infrastructure Machinery and Equipment Other Fixed Assets Non-produced Assets 13,102 1,183 770 655 15,709 13,572 7,065 7,065 492 6,507 597 1,849 33 - 3,502 36 2,137 2,137 - - - 2,137 16,582 1,565 752 909 19,807 13,141 7,569 7,569 747 5,572 779 148 120 - 3,733 46 6,666 6,666 - - - 6,666 15,763 1,565 727 846 18,900 13,141 7,569 7,569 774 5,572 749 148 114 - 3,731 56 5,759 5,759 - - - 5,759 137,672 2,679 690 784 141,825 13,231 7,499 7,499 1,192 5,731 810 35 190 - 3,437 67 128,595 128,595 - - - 128,595 72,143 2,679 705 810 76,339 13,433 7,767 7,767 1,192 5,666 812 35 190 - 3,367 69 62,906 62,906 - - - 62,906 72,240 2,679 697 819 76,436 13,531 7,863 7,863 1,192 5,668 812 35 191 - 3,368 69 62,906 62,906 - - - 62,906 Total 15,709 19,807 18,900 141,825 76,339 76,436 Main economic classification by sub-programme 2019 2020 2021 2022 2023 SR'000s Estimated Actual Budget (Amendment) Revised Budget Budget Forecast Forecast SP1: Comprehensive Trade Policy Compensation of Employees Use of Goods and Services Non-financial Assets SP2: Geneva Mission Compensation of Employees Use of Goods and Services Non-financial Assets SP3: Postal Regulatory Services Compensation of Employees Use of Goods and Services Non-financial Assets 13,102 5,275 5,690 2,137 1,183 606 577 - 770 571 199 - 16,582 5,611 4,305 6,666 1,565 554 1,010 - 752 615 137 15,763 5,681 4,323 5,759 1,565 554 1,010 - 727 590 137 137,672 5,594 3,483 128,595 2,679 614 2,065 - 690 612 78 72,143 5,826 3,412 62,906 2,679 614 2,065 - 705 622 83 72,240 5,923 3,412 62,906 2,679 614 2,065 - 697 612 86 - - - - - 152 2019 2020 2021 2022 2023 SR'000s Estimated Actual Budget (Amendment) Revised Budget Budget Forecast Forecast SP4: Monitor Fiscal Concessions Compensation of Employees Use of Goods and Services Non-financial Assets 655 613 42 - 909 789 120 - 846 744 102 - 784 679 105 - 810 705 105 - 819 714 105 - 153 Department of Economic Planning 1.
Budget Summary Consolidated Position 2021 2022 2023 SR'000s Total to be appropriated Compensation of Employees P1:Economic Planning Total 3,134 3,134 2,690 2,690 Use of Goods and Services 444 444 Capital Forecast Forecast - - 3,196 3,196 3,215 3,215 2.
Strategic Overview of Entity Mandate The Economic 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 alignment with the National Development Strategy (NDS).
Major Achievements in 2019-2020  Formulated the Strategic Planning Policy Framework, guidelines and common template to institutionalise the strategic planning function across MDAs;  Formulated the Aid Policy to guide the process of seeking and using donor resources;  Institutionalised the framework for the domestication, prioritisation and implementation of the 2030 Agenda for Sustainable Development and Seychelles’ Regional and Global Commitments which have an impact on national plans and strategies;  Formulated and launched the NDS and Vision 2033;  Presented the country’s first Voluntary National Review; and  Presented the Agenda 2063 report.
Current Challenges  Institutionalising planning functions across MDAs;  Obtaining the necessary data for economic analysis; and  Sector planning vis-a-vis portfolio budgeting;  General lack of awareness on the international commitments.
Strategic Priorities 2021 to 2023  Disseminate and implement the 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;  Revise the current National Development Strategy 2019-2023 in light of the COVID-19 and emerging challenges and priorities and ensure the implementation and progress evaluation of the new 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; 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 plans;  154  Continually raise awareness on the Seychelles’ International Commitments and additionally prepare the First Ten Year Implementation Plan of Agenda 2063 and the dissemination and implementation of the Voluntary National Review (VNR) action plan; and  Undertake economic analyses to meet ongoing and anticipated needs.
3.

Budget Overview Revenue Table 1.

Revenue SR'000s Consolidated Fund Main appropriation Total 2019 Estimated Actual 2020 2021 2022 2023 Budget (Amendment) Revised Budget Budget Forecast Forecast 3,554 3,554 3,554 3,353 3,353 3,353 3,353 3,353 3,353 3,134 3,134 3,134 3,196 3,196 3,196 3,215 3,215 3,215 Consolidated Expenditure Estimates Table 2.
Consolidated expenditure estimates 2019 2020 2021 2022 2023 Estimated Actual Budget (Amendment) Revised Budget Budget Forecast Forecast SR'000s Programmes P1:Economic Planning 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 CAPITAL EXPENDITURE Non-financial Assets Building and Infrastructure Machinery and Equipment Other Fixed Assets Non-produced Assets 3,554 3,554 3,554 2,603 2,603 - 952 314 478 - - 127 33 3,353 3,353 3,353 3,353 3,134 3,134 3,134 2,690 2,690 - 444 296 8 - - 60 80 3,353 2,771 2,771 10 583 419 55 - - 63 35 - - - - - - 3,353 2,771 2,771 10 583 419 55 - - 63 35 - - - - - - - - - - - - 3,196 3,196 3,196 2,761 2,761 - 435 302 8 - - 45 80 - - - - - - - - - - - - 3,215 3,215 3,215 2,780 2,780 - 435 297 8 - - 50 80 - - - - - - Total 3,554 3,353 3,353 3,134 3,196 3,215 155 4.
Programme Performance Programme 1: Economic 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.

Strategic Objectives and Measures The table below sets out the performance measures by which the programme will be monitoring the achievement of its strategic objectives.

Table 3.
Table 3.

Performance measures for programme P1:Economic Planning Outcome: Contributing indicators 1.
Development and Implementation NDP action plan Continued growth and equitable distribution of the benefits of development 2019 Target Actual Action plan developed and implementation of 25% of activities Approval and launching of VISION 2033 documents and National Development Strategy 2019- 2023 2020 Amended Target Action plan developed based on revised NDS 2021 Target 2022 Target 2023 Target Mid Term review of the 5 year action plan for the implementation of the NDS Action plan developed and implementation of 75% of activities Action plan developed and implementation of 90% of activities 2.
Development and implementation of the strategic planning policy Strategic plan exist in all MDAs and sectors Strategic Plan exist in 53 MDA's and 3 sectors Strategic plan exist in all MDAs and sectors Monitoring and evaluation of 5 sector strategic plan Monitoring and evaluation of 6 sector strategic plan Monitoring and evaluation of 7 sector strategic plan 3.
Development and Implementation of the Aid policy Implementation of Aid Policy Implementation of Aid Policy Implementation of Aid Policy Implementation of Aid Policy Implementation of Aid Policy Document is still in draft form Draft national strategic planning policy exist Economic Policy and accompanying guidelines developed Roadmap developed and consultation conducted - - - 4.

Development of Economic Policy and accompanying guidelines 5.
Conduct mid-term review of the National Development Strategy 2019-2023 Implementation of National Planning Policy and accompanying guidelines Revised NDS based on mid- term review exists Implementation of Planning Policy and accompanying guidelines Implementation of Planning Policy and accompanying guidelines Revised NDS based on mid- term review exists Revised NDS based on mid- term review exists 156 Seychelles Licensing Authority 1.
Budget Summary Consolidated Position SR'000s Total to be appropriated 2021 Compensati on of Employees P1:Governance, Management and Administration P2: Licensing Services P3: Inspection, Investigation and Enforcement Total 2.
Strategic Overview of Entity Use of Goods and Services 5,123 235 38 2022 2023 Capital Forecast Forecast - - - - 9,062 4,613 2,564 9,075 4,602 2,578 16,239 16,256 9,207 4,518 2,583 4,085 4,284 2,545 16,309 10,914 5,395 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.
Major Achievements in 2019 and 2020  Procured new equipment and technology to speed up issuance of licences at all branches;  Upgraded and purchased software(s) and increased security features;   Amended certain licence conditions to cater for new developments in the business environment while Improved the time taken to issue licences to within 7 days; regulations are being reviewed;  Consolidated working relationship with various stakeholders both public and private, and Government; Improved service delivery and operational efficiency;  Refurbished SLA office to improve working environment for staff and clients;   Streamlined operating procedures internally to improve efficiency and accountability;  Established exchange programmes with international partners in the region; and  Integrated Anti-Money Laundering (AML) and Countering the Financing of Terrorism (CFT) protocols in internal procedures.
Current Challenges  Licences Act, Regulations and licence conditions being reviewed to adapt to new developments,  incorporate more business activities, and improve enforcement powers; Insufficient staff capacity and good operating vehicles to broaden the scope of the Inspectorate Section in line with reviews in the Licences Act, Regulations and conditions;  Office spaces are not convenient and conducive work environments; and  Lack of full co-operation from certain stakeholders which prevents delivery of better services.
157 Strategic Priorities 2021-2023 Implement the reviewed Licences Act, Licence Regulations and licence conditions; Improve accessibility of services to the public, including online services;    Procure new equipment and technology to speed up issuance of licences at all branches;  Build the capacity of existing staff by providing more training and exposure;  Implement the transition programme of cottage business from Small Enterprise Promotion Agency/Enterprise Seychelles Agency to SLA and other projects that had been planned for 2020; and  Complete the drafting of the Internal Standard Operating Procedures.
3.

Budget Overview Revenue Table 1.

Revenue SR'000s Consolidated Fund Main appropriation Total 2019 Estimated Actual 16,599 16,599 16,599 2020 2021 2022 2023 Budget (Amendment) 17,217 17,217 17,217 Revised Budget 16,649 16,649 16,649 Budget Forecast Forecast 16,309 16,309 16,309 16,239 16,239 16,239 16,256 16,256 16,256 Current Receipts Table 2.
Current receipts 2019 Estimated Actual Receipts transferred to Consolidated Fund SR'000s 2020 2021 2022 2023 Budget (Amendment) Revised Budget Budget Forecast Forecast Processing fees TOTAL - - 4 4 4 4 4 4 4 4 4 4 Consolidated Expenditure Estimates Table 3.
Consolidated expenditure estimates SR'000s 2019 Estimated Actual 2020 2021 2022 2023 Budget (Amendment) Revised Budget Budget Forecast Forecast Programmes P1:Governance, Management and Administration P2: Licensing Services P3: Inspection, Investigation and Enforcement Programme Total Economic Classification CURRENT EXPENDITURE Compensation of Employees Wages and Salaries in Cash Wages and Salaries in Kind 9,773 4,398 2,428 9,843 4,607 2,767 9,540 4,466 2,643 9,207 4,518 2,583 9,062 4,613 2,564 9,075 4,602 2,578 16,599 17,217 16,649 16,309 16,239 16,256 16,599 10,153 10,153 - 17,217 11,460 11,460 - 16,649 11,110 11,110 - 16,309 10,914 10,914 - 16,239 11,032 11,032 - 16,256 11,080 11,080 - 158 SR'000s 2019 Estimated Actual 2020 2021 2022 2023 Budget (Amendment) Revised Budget Budget Forecast Forecast Use of 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 6,446 2,674 570 416 - 1,777 1,008 - - - - - - 5,758 2,314 327 754 - 2,059 305 - - - - - - 5,540 2,312 307 469 - 2,127 325 - - - - - - 5,395 2,453 204 502 - 1,841 395 - - - - - - 5,207 2,410 213 549 - 1,863 172 - - - - - - 5,176 2,461 218 422 - 1,886 189 - - - - - - Total 16,599 17,217 16,649 16,309 16,239 16,256 4.
Programme Performance Programme 1: Governance, Management and Administration The purpose of the programme is to provide an efficient service delivery through good governance.
The programme comprises the following sub-programmes:  Sub-programme 1 Chief Executive Officer Secretariat and Human Resource Management: Supports service delivery through good governance; the provision of efficient and timely core services to all the sections; and ensures that all staff welfare issues are implemented in line with government policies and procedures; and  Sub-programme 2 Information Technology Management: Provides information technology support to end users at the main office and all sub-offices, as well as information technology facilities to third party organisation as needed.
Strategic Objectives and Measures The table below sets out the performance measures by which the programme will be monitoring the achievement of its strategic objectives.

Table 4.

Performance measures for programme P1:Governance, Management And Administration Outcome: Outcome indicator 1.

Improved staff welfare and efficiency in core services To provide efficient core services to all sections for their smooth functioning.
2019 2020 2021 2022 2023 Target Actual Amended Target Target Target Target 80% 95% 75% 80% 85% 90% 159 Contributing indicators 2019 2020 2021 2022 2023 Target Actual Amended Target Target Target Target SP1:Chief Executive Officer Secretariat And Human Resource Management 1.

% of retention rate 2.

% increase in training 95% 75% 99% 88% 95% 20% 95% 50% 95% 50% 95% 100% 1.

% increase in license security features SP2:Information Technology Management 70% 95% 70% 100% 100% 100% Programme Expenditure Table 5.
Consolidated programme expenditure estimates 2019 2020 2021 2022 2023 SR'000s Estimated Actual Budget (Amendment) Revised Budget Budget Forecast Forecast Programmes SP1: Chief Executive Officer's Secretariat & Human Resource Management SP2: Information Technology Management 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 CAPITAL EXPENDITURE Non-financial Assets Building and Infrastructure Machinery and Equipment Other Fixed Assets Non-produced Assets 7,821 1,952 9,773 9,773 3,641 3,641 - 6,132 2,450 507 416 - 1,751 1,008 - - - - - - 8,355 1,488 9,843 9,843 4,419 4,419 - 5,424 2,060 247 754 - 2,059 305 - - - - - - 7,881 1,658 9,540 9,540 4,269 4,269 - 5,271 2,099 251 469 - 2,127 325 - - - - - - 7,668 1,539 9,207 9,207 4,085 4,085 - 5,123 2,227 158 502 - 1,841 395 - - - - - - 7,705 1,357 9,062 9,062 4,144 4,144 - 4,918 2,171 164 549 - 1,863 172 - - - - - - 7,689 1,386 9,075 9,075 4,202 4,202 - 4,873 2,209 167 422 - 1,886 189 - - - - - - Total 9,773 9,843 9,540 9,207 9,062 9,075 160 Main economic classification by sub-programme SR'000s SP1: Chief Executive Officer's Secretariat & Human Resource Management Compensation of Employees Use of Goods and Services Non-financial Assets SP2: Information Technology Management Compensation of Employees Use of Goods and Services Non-financial Assets 2019 Estimated Actual 7,821 3,230 4,591 - 1,952 411 1,541 - 2020 2021 2022 2023 Budget (Amendment) 8,355 3,757 4,598 - 1,488 662 826 - Revised Budget 7,881 3,607 4,274 - 1,658 662 997 - Budget Forecast Forecast 7,668 7,705 3,454 4,214 - 1,539 631 909 - 3,513 4,192 - 1,357 631 726 - 7,689 3,572 4,117 - 1,386 631 756 - Programme 2: Licensing Services The purpose of the programme is to provide an efficient and reputable licensing service, including the issuance of licences under the Road Transport Act and Regulations, in consultation with other government entities.
Strategic Objectives and Measures The table below sets out the performance measures by which the programme will be monitoring the achievement of its strategic objectives.

Table 6.

Performance measures for programme P2: Licensing Services 1.

Improved service delivery 80% 95% Outcome: Outcome indicator Contributing indicators 1.

% of licences issued successfully within 7 days Programme Expenditure High quality, timely and efficient licensing service in line with rules, regulations and policies.
2019 Target Actual 2019 Target Actual 2020 Amended Target 70% 2020 Amended Target 2021 2022 2023 Target Target Target 80% 2021 85% 2022 95% 2023 Target Target Target 88% 95% 88% 90% 90% 90% Table 7.
Consolidated programme expenditure estimates 2019 2020 2021 2022 2023 SR'000s Estimated Actual Budget (Amendment) Revised Budget Budget Forecast Forecast Programmes P2: Licensing Services Programme Total Economic Classification CURRENT EXPENDITURE Compensation of Employees Wages and Salaries in Cash Wages and Salaries in Kind 4,398 4,398 4,398 4,130 4,130 - 4,607 4,607 4,607 4,412 4,412 - 4,466 4,466 4,466 4,262 4,262 - 4,518 4,518 4,518 4,284 4,284 - 4,613 4,613 4,613 4,364 4,364 - 4,602 4,602 4,602 4,341 4,341 - 161 2019 2020 2021 2022 2023 SR'000s Estimated Actual Budget (Amendment) Revised Budget Budget Forecast Forecast Use of 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 268 224 25 - - 19 - - - - - - - 195 174 21 - - - - - - - - - - 204 191 13 - - - - - - - - - - 235 225 10 - - - - - - - - - - 249 239 10 - - - - - - - - - - 261 251 11 - - - - - - - - - - Total 4,398 4,607 4,466 4,518 4,613 4,602 Programme 3: Inspection, Investigation and Enforcement The purpose of the programme is to ensure compliance with the Licences Act and its Regulations, ensure that all businesses meet established norms and comply with license conditions, ensure that all licensable activities are licensed, and investigate complaints and compile case files.
Strategic Objectives and Measures The table below sets out the performance measures by which the programme will be monitoring the achievement of its strategic objectives.

Table 8.

Performance measures for programme P3: Inspection, Investigation and Enforcement Outcome: Outcome indicator 1.

Increase in quantity of inspections carried out Contributing indicators 1.

% increase in number of compounding offences 2.


% increase in warnings issued for breach of license conditions To carry out inspections, investigations and ensure that all licensable activities are licensed.

2019 2020 2021 2022 2023 Target Actual 83% 90% 2019 Target Actual 75% 80% 78% 75% Amended Target 60% 2020 Amended Target 75% 80% Target Target Target 85% 2021 90% 2022 100% 2023 Target Target Target 60% 70% 60% 60% 50% 50% 162 Programme Expenditure Table 9.

Table 10.
Consolidated programme expenditure estimates SR'000s 2019 Estimated Actual 2020 2021 2022 2023 Budget (Amendment) Revised Budget Budget Forecast Forecast Programmes P3: Inspection, Investigation and Enforcement 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 CAPITAL EXPENDITURE Non-financial Assets Building and Infrastructure Machinery and Equipment Other Fixed Assets Non-produced Assets 2,428 2,428 2,428 2,382 2,382 - 46 0 38 - - 7 - - - - - - - 2,767 2,767 2,643 2,643 2,583 2,583 2,564 2,564 2,767 2,628 2,628 - 139 80 59 - - - - - - - - - - 2,643 2,578 2,578 - 2,583 2,545 2,545 - 2,564 2,524 2,524 - 65 22 43 - - - - - - - - - - 38 1 37 - - - - - - - - - - 40 1 39 - - - - - - - - - - 2,578 2,578 2,578 2,537 2,537 - 42 1 41 - - - - - - - - - - Total 2,428 2,767 2,643 2,583 2,564 2,578 163 Fair Trading Commission 1.
Budget Summary Consolidated Position 2021 2022 2023 SR'000s Total to be appropriated Compensation of Employees P1:Governance, Legal and Administration P2:Promotion and Advancement of Consumer Welfare P3:Competition, Enforcement and Market Surveillance Total 8,709 3,491 1,855 14,055 3,651 3,421 1,795 8,868 Use of Goods and Services 5,057 70 60 5,187 Capital Forecast Forecast - - - - 8,623 3,495 1,865 13,984 8,598 3,545 1,845 13,989 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.
Major Achievements in 2019 and 2020  Filed a record number of 49 cases before the Board of Commissioners in 2019 compared to 44 cases in 2018;  Achieved 91% success rate before the Board of Commissioners and a 100% success rate before the  Appeal Tribunal; Imposed fines by the Board of Commissioners relating to inspections in 2019 amounted to SR497, 000 in comparison to SR310, 500 in 2018;  Organised and successfully executed events/activities in celebration of the 10th Anniversary of the Commission in December 2019, including a conference, outreach activity and production of a review video;  Conducted over 126 inspections in 2020 compared to 74 in 2019, including those by the Praslin office; Increased the number of compliance notices served from 63 in 2019 to over 100 in 2020;   Rolled out the Commission’s Compliance Programme, which pertains to the voluntary compliance of Retail outlets to the Consumer Protection Act, 2010;  Maintained advocacy and education as one of the main pillars of the Commission through radio programmes, adverts on televised media, presentations with various organisations, video wall advertising, as well as continuous posting of information on Facebook, Instagram and Twitter for consumers and businesses, participation in 2 radio programs, production of 5 videos and 89 adverts published on various media platforms and 9 press releases; 164  Initiated and created a joint task force for inspection comprising of Seychelles Revenue Commission, Seychelles Bureau of Standards, Seychelles Licensing Authority, Public Health Authority and the Police, who will provide a representative as and when needed;  Produced an opinion paper with recommendations in relation to the difference in prices between goods on Mahe and Praslin/La Digue to inform decisions of the government relative to tackling the issue of reduction in the cost of living;  Commenced publishing the list of compliance notices in 2020 to provide more information to the general public for better and informed choices.
It has also begun the publication of the list of expired goods encountered during its routine inspections on Facebook; and  Completed translation of the Consumer Guide published in 2019.
Current Challenges  Difficulty to co-ordinate with other regulators and stakeholders with whom responsibilities are shared, due to an overlap in laws;  Difficulty to perform fully as per the Commission’s mandate due to insufficient human resources;  Recruitment and retention of staff is a challenge for the Commission as the salary package is not considered competitive; Increased costs of acquiring expert opinion and/or technical report;   Limited financial and administrative autonomy;  Budget constraints  Delays in receiving rulings from the Board of Commissioners and Appeal Tribunal;  Delays in prosecution of cases that remain pending at the AG’s Office for a long;  Delay in completion of the Commission’s database system by DICT; and  Absence of mandatory standards in some sectors.
Strategic Priorities 2021 to 2023  Reduce the length of time it takes to identify and intervene in in order to address deceptive or unfair  practices that affect consumers; Improve public knowledge on business practices that can cause harm to consumers through an education and advocacy programme;  Reduce the cost and length of time it takes to identify and intervene in anti-competitive mergers and other anti-competitive practices that harm consumers;  Engage in effective research and stakeholder outreach to promote competition, increase understanding and create awareness of its benefits amongst consumers; Improve public and stakeholder access to information through FTC website and database portal; and   Review the strategic priorities in line with the current economic climate and direction.
3.

Budget Overview Revenue Table 1.

Revenue SR'000s Consolidated Fund Main appropriation Total 2019 Estimated Actual 13,992 13,992 13,992 2020 2021 2022 2023 Budget (Amendment) Revised Budget Budget Forecast Forecast 14,154 14,154 14,154 14,154 14,154 14,154 14,055 14,055 14,055 13,984 13,984 13,984 13,989 13,989 13,989 165 Current Receipts Table 2.
Current receipts 2019 2020 2021 2022 2023 SR'000s Estimated Actual Budget (Amendment) Revised Budget Budget Forecast Forecast Receipts transferred to Consolidated Fund Receipts transferred to Consolidated Fund (Fines) TOTAL 326 326 110 110 50 50 110 110 113 113 113 113 Consolidated Expenditure Estimates Table 3.
Consolidated expenditure estimates SR'000s 2019 2020 2021 2022 2023 Estimated Actual Budget (Amendment) Revised Budget Budget Forecast Forecast Programmes P1:Governance, Legal and Administration P2:Promotion and Advancement of Consumer Welfare P3:Competition, Enforcement and Market Surveillance Programme Total 8,519 3,500 1,973 8,736 3,490 8,821 3,445 8,709 3,491 8,623 3,495 1,929 1,888 1,855 1,865 8,598 3,545 1,845 13,992 14,154 14,154 14,055 13,984 13,989 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 13,992 8,233 8,233 - 5,760 1,453 703 189 - 3,288 126 - - - - - - 14,154 8,750 8,750 - 5,404 1,489 237 105 5 3,367 201 - - - - - - 14,154 8,750 8,750 - 5,404 1,544 168 195 5 3,265 228 - - - - - - 14,055 8,868 8,868 - 5,187 1,425 166 147 3 3,196 251 - - - - - - 13,984 8,988 8,988 - 4,996 1,424 166 147 3 3,005 251 - - - - - - 13,989 8,998 8,998 - 4,991 1,424 166 147 3 3,005 246 - - - - - - Total 13,992 14,154 14,154 14,055 13,984 13,989 166 4.
Programme Performance Programme 1: Governance, Legal 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 are effective and efficient legal and policy support for consumer and competition cases brought before the Board of Commissioners.
The programme also funds the Board of Commissioners and the Appeal Tribunal.

Strategic Objectives and Measures The table below sets out the performance measures by which the programme will be monitoring the achievement of its strategic objectives.

Table 4.
Performance measures for programme Programme 1: Governance, Legal and Administration Advance the agency’s overall performance through good management practices, providing sound legal opinions and maintain a high success prosecution rate 2019 Target Actual 75% 85% 100% 90.9% 2019 Target Actual 50 100 49 32 2020 Amended Target 75% 85% 2020 Amended Target 25 60 2021 2022 2023 Target Target Target 75% 85% 2021 75% 85% 2022 75% 85% 2023 Target Target Target 30 60 40 60 40 60 Outcome: Outcome indicator 1.
% of success rate of cases before Appeal Tribunal 2.

% of success rate of cases before Board of Commissioners Contributing indicators 1.

Number of cases prepared for adjudication.

2.

Number of legal and policy opinions issued Programme Expenditure Table 5.
Consolidated programme expenditure estimates 2020 2019 Estimated Actual Budget (Amendment) Revised Budget 2021 2022 2023 Budget Forecast Forecast SR'000s Programmes P1:Governance, Legal and Administration Programme Total Economic Classification CURRENT EXPENDITURE Compensation of Employees Wages and Salaries in Cash Wages and Salaries in Kind 8,519 8,519 8,519 3,253 3,253 - 8,736 8,736 8,736 3,632 3,632 - 8,821 8,821 8,821 3,632 3,632 - 8,709 8,709 8,709 3,651 3,651 - 8,623 8,623 8,623 3,757 3,757 - 8,598 8,598 8,598 3,737 3,737 - 167 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 2019 Estimated Actual 5,266 1,337 390 189 - 3,224 126 - - - - - - 2020 2021 2022 2023 Budget (Amendment) 5,104 1,318 194 105 5 3,281 201 Revised Budget 5,189 1,373 165 195 5 3,224 228 - - - - - - - - - - - - Budget Forecast Forecast 5,057 1,295 166 147 3 3,196 251 - - - - - - 4,866 1,294 166 147 3 3,005 251 - - - - - - 4,861 1,294 166 147 3 3,005 246 - - - - - - Total 8,519 8,736 8,821 8,709 8,623 8,598 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.
Strategic Objectives and Measures The table below sets out the performance measures by which the programme will be monitoring the achievement of its strategic objectives.

Table 6.

Performance measures for programme Programme 2: Promotion and Advancement of Consumer Welfare Outcome: Consumers and Businesses are empowered, and consumer rights are protected Outcome indicator 1.% of consumers who are aware of their rights and obligations under the CPA Contributing indicators 1.
Number of consumer education and business advocacy activities done 2.

% of FTC law enforcement actions targeting consumer complaints and inconsistencies.

3.

Number of cases resolved per year 4.

% of cases opened in the last two years remedied.


2019 2020 2021 2022 2023 Target Actual 60% 60% 2019 Target Actual Amended Target 60% 2020 Amended Target Target Target Target 70% 2021 70% 2022 70% 2023 Target Target Target 4 4 2 3 5 7 70% 40 60% 94% 141 91% 55% 60 50% 65% 70 60% 70% 100 70% 70% 100 75% 168 Programme Expenditure Table 7.
Consolidated programme expenditure estimates 2020 2019 Estimated Actual Budget (Amendment) Revised Budget SR'000s Programmes P2:Promotion and Advancement of Consumer Welfare 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 CAPITAL EXPENDITURE Non-financial Assets Building and Infrastructure Machinery and Equipment Other Fixed Assets Non-produced Assets 2021 2022 2023 Budget Forecast Forecast 3,491 3,491 3,491 3,421 3,421 - 70 70 - - - - - - - - - - - 3,495 3,495 3,495 3,425 3,425 - 70 70 - - - - - - - - - - - 3,545 3,545 3,545 3,475 3,475 - 70 70 - - - - - - - - - - - 3,500 3,500 3,500 3,228 3,228 - 273 51 157 - - 64 - - - - - - - 3,490 3,490 3,490 3,304 3,304 - 186 100 - - - 86 - - - - - - - 3,445 3,445 3,445 3,304 3,304 - 141 100 - - - 41 - - - - - - - Total 3,500 3,490 3,445 3,491 3,495 3,545 Programme 3: Competition, Enforcement and Market Surveillance The purpose of the programme is to ensure equitable participation of all enterprises in the economy for maximum attainment of the benefits of competition.
The programme comprises the following sub-programmes:  Sub-programme 1 Maintenance of Fair Competition: Targets law enforcement efforts geared towards common breaches pertinent to consumer harm by reviewing complaints, investigating cases and monitoring practices in the marketplace; and  Sub-programme 2 Market Surveillance: Researches and monitors market conditions to ensure fair competition and consumer welfare.
Strategic Objectives and Measures The table below sets out the performance measures by which the programme will be monitoring the achievement of its strategic objectives.

169 Table 8.

Performance measures for programme Programme 3: Promotion and Maintenance of Fair Competition Outcome: Outcome indicator 1.

% of businesses in compliance with the FCA Contributing indicators 1.% of FTC law enforcement actions targeting competition cases.

2.

Number of cases received per year.

3.


Number of enquiries undertaken per year 4.

Number of compliance/prohibition tools issued 5.

Number of Projects 6.

Number of inspections Programme Expenditure Ensuring the equitable participation of all enterprises in the economy for maximum attainment of the benefits of competition.
2019 2022 2021 2023 2020 Amended Target Target Actual 40% 40% 50% 2019 Target Actual 2020 Amended Target Target Target Target 55% 2021 60% 2022 60% 2023 Target Target Target Table 9.
Consolidated programme expenditure estimates SR'000s 2019 Estimated Actual 2020 2021 2022 2023 Budget (Amendment) Revised Budget Budget Forecast Forecast Programmes P3:Competition, Enforcement and Market Surveillance 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 CAPITAL EXPENDITURE Non-financial Assets Building and Infrastructure Machinery and Equipment Other Fixed Assets Non-produced Assets 1,973 1,973 1,973 1,752 1,752 - 220 65 156 - - - - - - - - - - 1,929 1,929 1,929 1,814 1,814 - 114 71 43 - - - - - - - - - - 1,888 1,888 1,888 1,814 1,814 - 74 71 3 - - - - - - - - - - 1,855 1,855 1,855 1,795 1,795 - 60 60 - - - - - - - - - - - 1,865 1,865 1,845 1,845 1,865 1,805 1,805 - 1,845 1,785 1,785 - 60 60 - - - - - - - - - - - 60 60 - - - - - - - - - - - Total 1,973 1,929 1,888 1,855 1,865 1,845 170 Seychelles Revenue Commission 1.
Budget Summary Consolidated Position 2021 2022 2023 SR'000s Total to be appropriated Compensation of Employees Use of Goods and Services Capital Forecast Forecast P1:Governance, Management and Administration P2: Revenue Collection and Administration P3:Inspection and Detection P4:Taxpayer Education & Services Delivery Total 53,557 33,042 43,582 9,511 18,996 34,561 32,789 42,621 9,166 253 961 345 139,692 103,572 36,120 - - - - - 55,647 56,437 34,035 49,089 9,543 34,135 48,869 9,491 148,315 148,932 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.
Major Achievements in 2019 and 2020  Collected a total of SCR7.2 billion and exceeding the revised forecast by SCR 337.76 million in 2019;  Successfully organised 2 sensitization and recruitment fairs: one on Mahé and one on Praslin;  Reviewed a total of 7 Standard Operating Procedures across Tax and Customs;  Secured funding for a time release study; implementation of excise and valuation modules in Automated System for Customs Data (ASYCUDA) World; purchasing of the World Customs Organisation Cargo Targeting System; and enhancing the SRC’s capacity in excise tax management; Introduced the use of VISA Debit Card (Plastic Money) to pay taxes at all pay points, including Maison Collet, Providence, Praslin and La Digue and Customs Offices to facilitate tax payment, and limit the amount of cash transactions being undertaken;   Successfully migrated from Harmonised System (HS) 2007 to HS 2017;  Customs Airport Passenger Terminal received a portable explosive narcotics trace detector and Nik drug testing kits to help in the detection of narcotics and explosives;  Conducted an analysis of trends in filing and payment of business tax and corporate social responsibility tax with a view to use the results in drafting new tax reform policies; 171  Put in place the following under the requirements of Base Erosion and Profit Shifting (BEPS) Action 5: o Implemented the BEPS Action 5 on harmful tax practices through the amendment of Section 5 of the Business Tax Act 2009 effective 1st January 2019; o Amended the form for application of ‘Tax Identification Number (TIN) and Business Registration’ to reflect the changes in the law; o Created the TIN for identifying international business companies (IBCs); and o Designed the online registration platform to cater for IBCs registration processes.
Current Challenges  Reduction in the revenue target due to the economic impact measures introduced and assistance being provided for the COVID-19 pandemic;  Continuation of a paper-based administration due to inadequate support from Client Management System (CMS) to the operations of the SRC due to its shortcomings and weaknesses;  Heavy reliance on human resources due to the lack of technology and automated procedures;  Specialist expertise for the implementation of international obligations across both tax and customs, such as BEPS, World Trade Organisation Trade Facilitation Agreement, and Financial Action Task Force, transfer pricing, anti-avoidance schemes, digital economy, and complex audit cases;  Poor uptake for e-filing due to Information Communication Technology issues with the current e-  service; Insufficient experienced and qualified auditors and an outdated manual system affect both the quantity and quality of work of the audit teams; and  The existing organisational structure does not facilitate the effective functioning of the organisation.
Strategic Priorities 2021 to 2023  Improve tax and customs compliance: SRC is working to make it easier to comply by modernising its processes and promoting electronic interactions with clients.

This will also help prevent the spread of the COVID-19 pandemic;  Increase ease of doing business with SRC: SRC aims to increase and improve on existing automation.
It will allow clients to spend more time on their business and less time managing their tax or customs affairs and consequently contribute towards improvement in service delivery;  Improve border control: SRC aims to engage more in border protection initiatives, including intelligence gathering and investigation of administrative customs violations and crimes, combating the illicit trafficking in narcotic substances or other prohibited imports / exports.
 Build a high performance culture and improve internal efficiencies: SRC will automate more business processes and improve organisational performance reporting.

Information stored electronically will allow for greater analysis of broad data sets to make better decisions around resource allocation.

 Increase public trust and credibility: Through improved reporting capability SRC will be able to assess organisational performance and better identify priority areas where improvements are required.
Increased automation will provide assurance (e.g.

through electronic audit trails, etc.)

around separation of duty requirements and that actions requiring specific authority are carried out by the appropriate personnel.

172 3.

Budget Overview Revenue Table 1.


Revenue SR'000s Consolidated Fund Main appropriation Total 2019 Estimated Actual 2020 2021 2022 2023 Budget (Amendment) Revised Budget Budget Forecast Forecast 121,723 121,723 121,723 137,502 137,502 137,502 136,132 136,132 136,132 139,692 139,692 139,692 148,315 148,315 148,315 148,932 148,932 148,932 Current Receipts Table 2.
Current receipts SR'000s Receipts transferred to Consolidated Fund Trade Tax (Custom Fees & Fines) Storage TOTAL 2019 Estimated Actual 2020 2021 2022 2023 Budget (Amendment) Revised Budget Budget Forecast Forecast 2,203 826 3,029 10,613 356 10,969 1,624 1,000 2,624 10,678 356 11,034 10,778 363 11,141 10,778 364 11,142 Consolidated Expenditure Estimates Table 3.
Consolidated expenditure estimates SR'000s 2019 2020 2021 2022 2023 Estimated Actual Budget (Amendment) Revised Budget Budget Forecast Forecast Programmes P1:Governance, Management and Administration P2: Revenue Collection and Administration P3:Inspection and Detection P4:Taxpayer Education & Services Delivery 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 - 37,614 11,475 2,303 2,058 - 20,024 1,754 137,502 101,895 101,895 - 35,607 10,365 1,253 1,888 - 21,299 801 136,132 100,895 100,895 - 35,237 9,985 1,253 1,888 - 20,929 1,181 139,692 103,572 103,572 - 36,120 12,295 1,112 2,198 - 18,244 2,271 148,315 112,669 112,669 - 35,646 12,845 1,310 2,092 - 17,914 1,485 148,932 113,638 113,638 - 35,294 12,956 1,310 2,092 - 17,751 1,185 173 SR'000s CAPITAL EXPENDITURE Non-financial Assets Building and Infrastructure Machinery and Equipment Other Fixed Assets Non-produced Assets 2019 Estimated Actual 2020 2021 2022 2023 Budget (Amendment) Revised Budget Budget Forecast Forecast - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - Total 121,723 137,502 136,132 139,692 148,315 148,932 4.
Approved New Spending Initiatives Table 4.

New initiatives funded Programme Name of new spending initiative Priority Objective Description and motivation SR'000s Funding 2021 Funding 2022 Funding 2023 P4 SP1:Tax Education Recruitment of Education Officer Enhance the capacity of SRC to improve its efficiency in terms of improving tax complianc e and enforcem ent activities.
P1 SP1: Secretariat Unfreezing of Director of Legal post & Recruitment of Director Corporate Planning, P3 SP1 Tax: Recruitment of Senior Intelligence Officer, Level 3 Intelligence Officer, Level 2 intelligence officer, Enforcement Level 2 Officer x2,Recruitment of Level 3 Registry Unit Officer , Level 2 Registry Unit Officer , Level 3 Audit Unit Officer x3,Level 2 Audit Unit Officer x2,Unfreezing of posts in audit: Level 2 Officers x3 in 2022, Unfreezing of posts in audit: Level 3 Officers x4 in 2022 With 17000+ taxpayers, SRC only has 35 Tax Auditors and with a self- assessment system the process is more likely to accept what is submitted by taxpayers and audit high risk cases at a later stage.
There is a gap that needs to be filled to address amendments of tax returns, enable the issue of default assessments and less reliance overall on the self-assessments especially for lower to medium risk cases.

A new Unit (the Examination Assessment Unit will thus be introduced.

As a result of this 'restructuring' 23 new positions will be created across Taxpayer Services, Tax Audit, Enforcement and Revenue Sections respectively.
This restructuring will help in ensuring that all areas within Tax Division operates on a 'functional' basis rather than tax based - which is the case for Provision of Advice dealing currently with VAT and Payroll Unit within Enforcement PSIP Compensation of Employees Goods and Services Minor Capital Outlays Total PSIP Compensation of Employees Goods and Services Minor Capital Outlays Total PSIP Compensation of Employees Goods and Services Minor Capital Outlays - - - 159 318 318 - - - - - - 159 318 318 - - - 353 847 847 - - - - - - 353 847 847 - - - 1,381 4,259 4,259 - - - - - - Total 1,381 4,259 4,259 174 Programme Name of new spending initiative Priority Objective Description and motivation SR'000s Funding 2021 Funding 2022 Funding 2023 P3 SP1 Tax: Recruitment Senior Examination and Assessment Unit Officer (New Unit), Level 3 Examination and Assessment Unit Officer (New Unit) x2, Recruitment of Senior Returns Processing Unit Officer, Level 2 Returns Processing Unit Officer, Payroll Officers (Level II) x2 P2 SP1: Revenue Collection' Senior Revenue (Refund) Officer, Income Officer, Upgrading of Director Cargo Enhance the capacity of SRC to improve its efficiency in terms of improving tax compliance and enforcement activities With 17000+ taxpayers, SRC only has 35 Tax Auditors and with a self- assessment system the process is more likely to accept what is submitted by taxpayers and audit high risk cases at a later stage.
There is a gap that needs to be filled to address amendments of tax returns, enable the issue of default assessments and less reliance overall on the self-assessments especially for lower to medium risk cases.

A new will thus be introduced.

As a result of this 'restructuring' 23 new positions will be created across Taxpayer Services, Tax Audit, Enforcement and Revenue Sections respectively.
This restructuring will help in ensuring that all areas within Tax Division operates on a 'functional' basis rather than tax based - which is the case for Provision of Advice dealing currently with VAT and Payroll Unit within Enforcement SP2:Suppor t Service Foreign Consultant Enhancing capacity to meet international obligations.

Assistance from Technical Advisor for the legal and International units.
SP2:Suppor t Service Recruitment of Driver Enhancing of SRC capacity Due to the introduction of Customs presence at the IPHS port) and the increase in number of personnel for compliance/investigation which will require field work PSIP - - - Compensation of Employees Goods and Services Minor Capital Outlays Total PSIP Compensation of Employees Goods and Services Minor Capital Outlays 852 1,704 1,704 - - - - - - 852 1,704 1,704 - - - 275 524 524 - - - - - - Total PSIP Compensation of Employees Goods and Services Minor Capital Outlays Total PSIP Compensation of Employees Goods and Services Minor Capital Outlays 275 524 524 - - - - - - - - 200 - 200 - - - - - - - 64 127 127 - - - - - - Total 64 127 127 175 Programme Name of new spending initiative Priority Objective P3 SP2: Customs Level III Customs Officers - Passenger Terminal and Airport Cargo Screeners x10,Level III Customs Officers - CVO and ASYCUDA Functional Officers x3, Level III Customs Officer -Risk , Level 3 Customs Officers - Inland Revenue (Concession and Bond) x2, Level 3 Customs Officers - Seaport Enforcement x2,Debt Recovery Customs Officer Level 3, Senior Customs Officer, Customs Officer (Level 2 Seaport Examination)x2, Customs Officer level 1, Unfreezing and upgrading of post to Level III in PCA (Customs) Improve service of customs unit in the area of enforcement .
P1 SP1: Secretariat Computer Programmers x3 Enhancing of SRC capacity Description and motivation (a) In a report drafted by (USCG) it was concluded that Seychelles is not maintaining effective anti- terrorism measures at its port and that Seychelles is not compliant to the ISPS code and other port security measures.
The USCG provided recommendations which includes more searches and detailed spot checks of all personnel, vehicles, and cargo b) SRC has been informed by SCAA that its Customs Officers will now be required to operate all scanners at the Airport Passenger Terminal and Cargo.

c) increasing volume of trade, growing complexity of trading rules and an increasingly digital supply chain, Customs is being forced to adopt.

Additionally, the staff will be required to take care of the Functional aspects of ASYCUDA.
With the frequent changes in legislation, tax rates, HS Codes, etc., SRC is required to continuously update and configure the system.

d) To be more effective and efficient to recover the debts which have been long outstanding.

Funds received under the EU's 11th EDF to rebuilt SRC's existing Client Management System.

SRC will require its own IT programmers to work closely with the consultants.
The same programmers will also be used to handle all technical aspects of ASYCUDA and any other software required by SRC Such as HRIS.
SR'000s Funding 2021 Funding 2022 Funding 2023 PSIP - - - Compensation of Employees Goods and Services Minor Capital Outlays - - 2,640 5,280 5,280 - - - - Total PSIP 2,640 5,280 5,280 - - - Compensation of Employees Goods and Services Minor Capital Outlays - - 568 1,137 1,137 - - - - Total 568 1,137 1,137 176 Programme Name of new spending initiative Priority Objective Description and motivation SR'000s Funding 2021 Funding 2022 Funding 2023 P1 SP1: Secretariat Internal Affairs Officer, Interpretation and Advice Officers, Reforms Coordinator Enhancing capacity and Improving support services Increase in HR related issues, there is a need to decentralise certain aspect of the Admin / Support services.
To assist with the number of cases available for prosecution and to enable the introduction of serious measures to address taxpayer’s offences.
There is a need to monitor the implementation of projects that will start in 2021,Projects; a) AEO (Authorised Economic Operators) b) African Trade Observatory (ATO) c) Customs Valuation; d) Customs SOP e) OECD, ATAF, IMF, FATF, ESAAMLG and World bank programs within Tax Division SP2:Suppor t Service HR supervisor, Enhancing of SRC capacity Increase in Number of Staff P1 SP1: Secretariat 1 International Tax Officers(2021) 2x International Tax Officers (2023) To ensure that SRC meet all its international obligations.
(Two to start in 2023) Enhancing of SRC capacity PSIP Compensation of Employees Goods and Services Minor Capital Outlays - - - 524 1,048 1,048 - - - - - - Total 524 1,048 1,048 PSIP Compensation of Employees Goods and Services Minor Capital Outlays Total PSIP Compensation of Employees Goods and Services Minor Capital Outlays - - - 128 256 256 - - - - - - 128 256 256 - - - 159 318 954 - - - - - - P3 SP2 Customs CCTV - IPHS & FSA Warehouse Border protection.
Total 159 318 954 CCTV camera for better control/protection at the point of entry as well as act as a deterrent for unlawful practices.
These will be mainly for the new locations at IPHS and also in the lobby / interview rooms at Maison Collet PSIP Compensation of Employees Goods and Services Minor Capital Outlays Total - - 125 45 170 - - - - - - - - - - 177 Programme Name of new spending initiative Priority Objective P3 SP2 Customs X-ray scanner for Post Office Improve standard and quality of service / Improve border control measures Description and motivation Given the relocation of the large parcel Unit at Victoria House, there is a need to purchase & install an x-ray scanner for screening small packets.
The current scanner has been moved to Victoria House and this increases the risk of illicit goods being shipped via smaller packets.

SR'000s Funding 2021 Funding 2022 Funding 2023 PSIP Compensation of Employees Goods and Services Minor Capital Outlays Total - - - 441.00 441.00 - - - - - - - - - - 5.
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 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, supporting the implementation of policies and modernisation, risk management and compliance improvement programmes, and statistical analysis.

Programme Expenditure Table 5.
Consolidated programme expenditure estimates SR'000s Programmes SP1: Secretariat SP2:Support Services SP3:Policy & Strategic Planning Programme Total Economic Classification CURRENT EXPENDITURE Compensation of Employees Wages and Salaries in Cash Wages and Salaries in Kind 2019 Estimated Actual 2020 2021 2022 2023 Budget (Amendment) Revised Budget Budget Forecast Forecast 6,340 44,581 1,685 52,606 52,606 15,912 15,912 - 8,949 41,447 1,892 52,288 52,288 17,646 17,646 - 8,949 40,972 1,892 51,813 51,813 17,646 17,646 - 10,145 42,165 1,248 53,557 53,557 18,996 18,996 - 12,104 42,313 1,230 55,647 55,647 21,082 21,082 - 12,796 42,358 1,283 56,437 56,437 21,923 21,923 - 178 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 2019 Estimated Actual 36,694 11,259 2,303 2,058 - 19,773 1,301 - - - - - - 2020 2021 2022 2023 Budget (Amendment) 34,643 9,962 1,253 1,888 - 20,993 546 Revised Budget 34,168 9,582 1,253 1,888 - 20,623 821 - - - - - - - - - - - - Budget Forecast Forecast 34,561 11,932 1,112 2,073 - 18,009 1,435 - - - - - - 34,566 12,465 1,310 2,092 - 17,839 860 - - - - - - 34,514 12,576 1,310 2,092 - 17,676 860 - - - - - - Total 52,606 52,288 51,813 53,557 55,647 56,437 Main economic classification by sub-programme SR'000s SP1: Secretariat Compensation of Employees Use of Goods and Services Non-financial Assets SP2:Support Services Compensation of Employees Use of Goods and Services Non-financial Assets SP3:Policy & Strategic Planning Compensation of Employees Use of Goods and Services Non-financial Assets 2019 Estimated Actual 6,340 6,236 104 - 44,581 8,471 36,110 - 1,685 1,205 480 - 2020 2021 2022 2023 Budget (Amendment) 8,949 8,949 - - 41,447 6,805 34,643 - 1,892 1,892 - - Revised Budget 8,949 8,949 - - 40,972 6,805 34,168 - 1,892 1,892 - - Budget Forecast Forecast 10,145 10,145 - - 42,165 7,604 34,561 - 1,248 1,248 - - 12,104 12,104 - - 42,313 7,748 34,566 - 1,230 1,230 - - 12,796 12,796 - - 42,358 7,844 34,514 - 1,283 1,283 - - 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.

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.
Strategic Objectives and Measures The table below sets out the performance measures by which the programme will be monitoring the achievement of its strategic objectives.

179 Table 6.

Performance measures for programme P2: Revenue Collection and Administration Outcome: Collect the correct amount of revenue efficiently Contributing indicators 1.

Actual collection as a share of the forecast 2.

Cost of collection: annual Budget as a share of total tax collected 1.
Arrears Recovered as a share of total Arrears 2.Reduction in aged debt Programme Expenditure 2019 Target Actual 2020 Amended Target SP1:Revenue Collection 2021 2022 2023 Target Target Target 100% 99% 100% 100% 100% 100% 2.05% 1.60% 1.42% 2.30% 2.20% 2.10% SP2:Arrears Portfolio 39% 42% 20% 24% 39% 44% 40% 44% 40% 44% 40% 44% Table 7.
Consolidated programme expenditure estimates SR'000s Programmes SP1:Revenue Collection SP2:Arrears Portfolio 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 CAPITAL EXPENDITURE Non-financial Assets Building and Infrastructure Machinery and Equipment Other Fixed Assets Non-produced Assets 2019 Estimated Actual 2020 2021 2022 2023 Budget (Amendment) Revised Budget Budget Forecast Forecast 25,852 4,923 30,775 30,775 30,560 30,560 - 216 216 - - - - - - - - - - - 29,883 6,323 36,206 36,206 35,953 35,953 - 253 253 - - - - - - - - - - - 29,586 5,620 35,206 35,206 34,953 34,953 - 253 253 - - - - - - - - - - - 27,788 5,254 33,042 33,042 32,789 32,789 - 253 253 - - - - - - - - - - - 28,405 5,630 34,035 34,035 33,780 33,780 - 255 255 - - - - - - - - - - - 28,449 5,686 34,135 34,135 33,880 33,880 - 255 255 - - - - - - - - - - - Total 30,775 36,206 35,206 33,042 34,035 34,135 180 Main economic classification by sub-programme SR'000s SP1:Revenue Collection Compensation of Employees Use of Goods and Services Non-financial Assets SP2:Arrears Portfolio Compensation of Employees Use of Goods and Services Non-financial Assets 2019 Estimated Actual 25,852 25,637 216 - 4,923 4,923 - - 2020 2021 2022 2023 Budget (Amendment) 29,883 29,630 253 - 6,323 6,323 - - Revised Budget 29,586 29,333 253 - 5,620 5,620 - - Budget Forecast Forecast 27,788 27,535 253 - 5,254 5,254 - - 28,405 28,150 255 - 5,630 5,630 - - 28,449 28,194 255 - 5,686 5,686 - - 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.
Strategic Objectives and Measures The table below sets out the performance measures by which the programme will be monitoring the achievement of its strategic objectives.

Table 8.

Performance measures for programme P3: Inspection and Detection Outcome: Contributing indicators 1.

Additional Revenue raised as a share of additional revenue planned 2.

% increase in positive detection rate 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) 3.
% reduction in physical intervention (trade by sea) 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 2019 2020 2021 2022 2023 Target Actual Amended Target Target Target Target SP1:Tax 93% 81% 94% SP2:Customs Programme Expenditure Table 9.
Consolidated programme expenditure estimates SR'000s 2019 Estimated Actual 2020 2021 2022 2023 Budget (Amendment) Revised Budget Budget Forecast Forecast Programmes SP1:Tax SP2:Customs 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 CAPITAL EXPENDITURE Non-financial Assets Building and Infrastructure Machinery and Equipment Other Fixed Assets Non-produced Assets 7,442 23,902 31,344 31,344 30,930 30,930 - 414 - - - - - 414 - - - - - - 11,244 29,013 40,257 40,257 40,027 40,027 - 230 - - - - - 230 - - - - - - 11,244 29,118 40,362 40,362 40,027 40,027 - 335 - - - - - 335 - - - - - - 14,950 28,632 43,582 43,582 42,621 42,621 - 961 - - 125 - - 836 - - - - - - 18,475 30,615 49,089 49,089 48,464 48,464 - 625 - - - - - 625 - - - - - - 18,578 30,291 48,869 48,869 48,544 48,544 - 325 - - - - - 325 - - - - - - Total 31,344 40,257 40,362 43,582 49,089 48,869 Main economic classification by sub-programme SR'000s SP1:Tax Compensation of Employees Use of Goods and Services Non-financial Assets SP2:Customs Compensation of Employees Use of Goods and Services Non-financial Assets 2019 Estimated Actual 7,442 7,442 - - 23,902 23,488 414 - 2020 2021 2022 2023 Budget (Amendment) 11,244 11,244 - - 29,013 28,783 230 - Revised Budget 11,244 11,244 - - 29,118 28,783 335 - Budget Forecast Forecast 14,950 14,950 - - 28,632 27,671 961 - 18,475 18,475 - - 30,615 29,990 625 - 18,578 18,578 - - 30,291 29,966 325 - 182 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.
Strategic Objectives and Measures The table below sets out the performance measures by which the programme will be monitoring the achievement of its strategic objectives.

Table 10.

Performance measures for programme P4: Tax Education and Services Delivery Outcome: More aware taxpayers and improved voluntary compliance 2019 2020 2021 2022 2023 Contributing indicators 1.
Increase in compliance rate/reduction in error rate Target Actual Amended Target SP1:TAXPAYER EDUCATION Target Target Target 60% 69% 55% 58% 60% 61% 1.

Achievement of service standards 75% 73% 75% 80% 80% 82% SP2:SERVICE DELIVERY Programme Expenditure Table 11.
Consolidated programme expenditure estimates SR'000s Programmes SP1:Taxpayer Education SP2:Service Delivery 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 2019 Estimated Actual 2020 2021 2022 2023 Budget (Amendment) Revised Budget Budget Forecast Forecast 3,011 3,987 6,998 6,998 6,707 6,707 - 291 - - - - 251 39 3,684 5,066 8,750 8,750 8,269 8,269 - 481 151 - - - 306 25 3,684 5,066 8,750 8,750 8,269 8,269 - 481 151 - - - 306 25 3,869 5,642 9,511 9,511 9,166 9,166 - 345 110 - - - 235 - 4,041 5,502 9,543 9,543 9,343 9,343 - 200 125 - - - 75 - 4,129 5,362 9,491 9,491 9,291 9,291 - 200 125 - - - 75 - 183 SR'000s CAPITAL EXPENDITURE Non-financial Assets Building and Infrastructure Machinery and Equipment Other Fixed Assets Non-produced Assets 2019 Estimated Actual 2020 2021 2022 2023 Budget (Amendment) - - - - - - - - - - - - Revised Budget Budget Forecast Forecast - - - - - - - - - - - - - - - - - - - - - - - - Total 6,998 8,750 8,750 9,511 9,543 9,491 Main economic classification by sub-programme SR'000s SP1:Taxpayer Education Compensation of Employees Use of Goods and Services Non-financial Assets SP2:Service Delivery Compensation of Employees Use of Goods and Services Non-financial Assets 2019 Estimated Actual 3,011 2,943 68 - 3,987 3,764 222 - 2020 2021 2022 2023 Budget (Amendment) 3,684 3,432 252 - 5,066 4,837 229 - Revised Budget Budget Forecast Forecast 3,684 3,432 252 - 5,066 4,837 229 - 3,869 3,709 160 - 5,642 5,457 185 - 4,041 3,841 200 - 5,502 5,502 - - 4,129 3,929 200 - 5,362 5,362 - - 184 Procurement Oversight Unit 1.
Budget Summary Consolidated Position 2021 2022 2023 SR'000s Total to be appropriated Compensation of Employees Use of Goods and Services Capital Forecast Forecast P1:Governance,Management and Administration P2:Procurement and Technical Support Services P3:Procurement Inspectorate Total - - - - - - - - - - - - - - - - - - - - - - - - 2.
Strategic Overview of Entity Mandate The mandate of the Procurement Oversight Unit (POU) is 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.
Major Achievements in 2019 and 2020  A fifth cohort of students successfully completed the Certificate in Procurement programme offered by The Guy Morel Institute in November 2019, and graduated.
Current challenges  Increased retrospective approval requests due to procuring entities not complying with the existing Act and its associated regulations;  Poor outcome of projects resulting from poor monitoring of contracts;  Increased number of failed procurements by procuring entities affects the credibility of the whole procurement system;  Lack of qualified and competent procurement practitioners in line ministries;  Poor planning by procuring entities resulting in requests for their procurement to be fast-tracked;   Inadequate remuneration results in demotivation and high staff turnover; and Insufficient support from other government entities.
Strategic Priorities 2021 to 2023  Revise the Public Procurement Act 2008 and Regulations to provide a more comprehensive tool for the promotion of procurement compliance and to align the procurement laws with international and regional best practices;  Finalise the transformation of the Unit into a Regulatory Authority;  Provide training and capacity building to procurement officers and POU staff to improve procurement functions as stipulated under the Act, and improve efficiency in delivery of services;  Finalise and launch the Diploma in Public Procurement programme in collaboration with The Guy Morel Institute; 185  Offer short term workshops and refresher training to the respective personnel undertaking   procurement in MDAs, to further sensitise and enhance compliance to the Public Procurement Act; Increase the capability of the Inspectorate Unit to carry out procurement inspections and procurement audits to further ensure compliance with the Public Procurement Act by procuring entities; and Improve and increase the availability of procurement information to the general public, publications and advertising using various media, e.g.
radio, television, and mobile telephone messaging services.

3.

Budget Overview Revenue Table 1.

Revenue SR'000s Consolidated Fund Main appropriation Total 2019 Estimated Actual 11,850 11,850 11,850 2020 2021 2022 2023 Budget (Amendment) Revised Budget 13,540 13,540 13,540 13,330 13,330 13,330 Budget Forecast Forecast - - - - - - - - - Consolidated Expenditure Estimates Table 2.
Consolidated expenditure estimates SR'000s 2019 2020 2021 2022 2023 Estimated Actual Budget (Amendment) Revised Budget Budget Forecast Forecast Programmes P1:Governance,Management and Administration P2:Procurement and Technical Support Services P3:Procurement Inspectorate 7,191 3,349 1,309 7,857 4,571 1,112 7,905 4,071 1,354 Programme Total 11,850 13,540 13,330 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 11,850 6,164 6,164 - 5,686 1,927 69 57 - 3,276 357 13,540 7,277 7,277 - 6,264 2,093 150 45 - 3,882 93 13,330 7,077 7,077 - 6,253 2,055 106 45 - 3,955 92 - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - 186 SR'000s CAPITAL EXPENDITURE Non-financial Assets Building and Infrastructure Machinery and Equipment Other Fixed Assets Non-produced Assets 2019 Estimated Actual - - - - - - Budget (Amendment) - - - - - - 2020 2021 2022 2023 Revised Budget Budget Forecast Forecast - - - - - - - - - - - - - - - - - - - - Total 11,850 13,540 13,330 4.
Programme Performance Programme 1: Governance, Management and Administration The purpose of the programme is to ensure the effective and efficient day-to-day running of the POU.

Table 3.
Consolidated programme expenditure estimates SR'000s 2019 Estimated Actual 2020 2021 2022 2023 Budget (Amendment) Revised Budget Budget Forecast Forecast Programmes P1:Governance,Management and Administration 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 CAPITAL EXPENDITURE Non-financial Assets Building and Infrastructure Machinery and Equipment Other Fixed Assets Non-produced Assets 7,191 7,191 7,191 2,777 2,777 - 4,414 1,927 - 14 - 2,142 332 - - - - - - 7,857 7,857 7,858 3,234 3,234 - 4,623 2,093 - 20 - 2,440 70 - - - - - - 7,905 7,905 7,905 3,246 3,246 - 4,659 2,055 - 20 - 2,515 69 - - - - - - Total 7,191 7,857 7,905 - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - 187 Programme 2: Procurement and Technical Support Services The purpose of the programme is to ensure compliance to the principles of transparency, equity, fairness and value for money in the use of public funds in procurement.
Strategic objectives and measures The table below sets out the performance measures by which the programme will be addressing its strategic priorities.

Table 4.

Performance measures for programme P2:Procurement & Technical Support Services 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 Programme Expenditure 2020 Amended Target Ensure the compliance to the principles of transparency, equity, fairness and value for money in the use of public funds in procurement.

2022 2019 2021 2023 Target Actual 1100 1200 12 30 12 30 Target Target Target 600 5 20 - - - - - - - - - Table 5.
Consolidated programme expenditure estimates SR'000s 2019 Estimated Actual 2020 2021 2022 2023 Budget (Amendment) Revised Budget Budget Forecast Forecast Programmes P2:Procurement and Technical Support Services 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 CAPITAL EXPENDITURE Non-financial Assets Building and Infrastructure Machinery and Equipment Other Fixed Assets Non-produced Assets 3,349 3,349 3,349 2,237 2,237 - 1,112 - 51 43 - 992 26 - - - - - - 4,571 4,571 4,571 3,060 3,060 - 1,510 - 120 25 - 1,342 23 - - - - - - 4,071 4,071 4,071 2,597 2,597 - 1,474 - 86 25 - 1,340 23 - - - - - - Total 3,349 4,571 4,071 - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - 188 Programme 3: Procurement Inspectorate The purpose of this programme is to provide procurement inspectorate services to the POU and other stakeholders in relation to the Public Procurement Act and Regulations.
Strategic objectives and measures The table below sets out the performance measures by which the programme will be addressing its strategic priorities.

Table 6.

Performance measures for programme P3:Procurement Inspectorate Outcome: Contributing indicators 1.

Number of projects inspected per year Programme Expenditure MDAs comply with the Public Procurement Act and Regulations 2019 2020 2021 2022 2023 Target Actual Amended Target P3:Procurement Inspectorate Target Target Target 50 50 30 - - - Table 7.
Consolidated programme expenditure estimates 2019 2020 2021 2022 2023 SR'000s Estimated Actual Budget (Amendment) Revised Budget Budget Forecast Forecast Programmes P3:Procurement Inspectorate 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 CAPITAL EXPENDITURE Non-financial Assets Building and Infrastructure Machinery and Equipment Other Fixed Assets Non-produced Assets 1,309 1,309 1,309 1,150 1,150 - 160 - 18 - - 142 - - - - - - - 1,112 1,112 1,112 982 982 - 130 - 30 - - 100 - - - - - - - 1,354 1,354 1,354 1,234 1,234 - 120 - 20 - - 100 - - - - - - - Total 1,309 1,112 1,354 - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - 189 National Tender Board 1.
Budget Summary Consolidated Position SR'000s P1:Board Management and Secretariat Administrative Services Total 2021 2022 2023 Total to be appropriated Compensation of Employees Use of Goods and Services Capital Forecast Forecast 3,599 3,599 1,336 1,336 2,264 2,264 - - 3,548 3,548 3,570 3,570 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.
Major Achievements in 2019-2020  Maintained a consistent level of performance in appraising the recommendations made from public sector organisations.
Current Challenges  Inadequate resources (manpower and tender boxes) due to the continuous increase in the number of tender opening sessions which the NTB’s Secretariat has to perform on behalf of the organisations;  Maintenance and updating of the NTB’s website in view of the increase in potential bidders using the website;  Resistance from public organisations to adopt a more competitive method; and  Awareness of the bidders on the need to comply with the provisions and correctly fill in tender documents as per the tender requirements, in order to prevent disqualification from the tender process.
Strategic Priorities 2021-2023  Promote transparency in the handling of tender opening sessions on behalf of public sector organisations, continue to raise awareness on the functions and limitations of the Board; and  Ensure efficiency in the way information from the Board is disseminated, especially through the use of the website; and  Modernise the way data relating to the Board’s decisions are captured and stored.

190 3.

Budget Overview Revenue Table 1.


Revenue SR'000s Consolidated Fund Main appropriation Total 2019 Estimated Actual 2020 Budget (Amendment) Revised Budget 2021 Budget 2022 2023 Forecast Forecast 3,675 3,675 3,675 3,889 3,889 3,889 3,873 3,873 3,873 3,599 3,599 3,599 3,548 3,548 3,548 3,570 3,570 3,570 Consolidated Expenditure Estimates Table 2.
Consolidated expenditure estimates SR'000s Programmes P1:Board Management and Secretariat Administrative Services 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 CAPITAL EXPENDITURE Non-financial Assets Building and Infrastructure Machinery and Equipment Other Fixed Assets Non-produced Assets 2019 2020 2021 2022 2023 Estimated Actual Budget (Amendment) Revised Budget Budget Forecast Forecast 3,675 3,675 3,675 1,202 1,202 - 2,473 439 5 45 - 1,888 97 - - - - - - 3,889 3,889 3,889 1,317 1,317 - 2,571 469 11 76 - 1,959 56 - - - - - - 3,873 3,873 3,873 1,317 1,317 - 2,555 467 10 76 - 1,949 53 - - - - - - 3,599 3,599 3,599 1,336 1,336 - 2,264 431 9 66 - 1,676 82 - - - - - - 3,548 3,548 3,548 1,363 1,363 - 2,185 453 14 64 - 1,622 33 - - - - - - 3,570 3,570 3,570 1,392 1,392 - 2,178 443 14 66 - 1,622 33 - - - - - - Total 3,675 3,889 3,873 3,599 3,548 3,570 191 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  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.
Strategic Objectives and Measures The table below sets out the performance measures by which the programme will be monitoring the achievement of its strategic objectives.

Table 4.

Performance measures for programme P1:Board Management and Secretariat Administrative Services Outcome: Outcome indicator 1.
% of bidders complying with the tender requirement Contributing indicators To promote the principle of transparency, equity, fairness and value for money in used of public funds in procurement 2019 Target Actual 85% 90% 2019 Target Actual 2020 Amended Target 85% 2020 Amended Target SP1:Management and Secretariat 2021 2022 2023 Target Target Target 85% 2021 85% 2022 85% 2023 Target Target Target 1.
Time lapse before tenders are uploaded on websites Not more than 2 days Not more than 2 days Not more than 2 days Not more than 2 days Not more than 2 days Not more than 2 days 1.

Number of cases managed per year 2.

Feedback to procuring entities after Board meeting SP2:Board Adjudications 460 1051 400 300 300 300 2 days 2 days 2 days 2 days 2 days 2 days 192 Programme Expenditure Table 5.
Consolidated programme expenditure estimates SR'000s Programmes SP1:Management and Secretariat SP1:Board Adjudications 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 CAPITAL EXPENDITURE Non-financial Assets Building and Infrastructure Machinery and Equipment Other Fixed Assets Non-produced Assets 2019 2020 2021 2022 2023 Estimated Actual Budget (Amendment) Revised Budget Budget Forecast Forecast 2,911 764 3,675 3,675 1,202 1,202 - 2,473 439 5 45 - 1,888 97 - - - - - - 3,049 839 3,889 3,889 1,317 1,317 - 2,571 469 11 76 - 1,959 56 - - - - - - 3,046 827 3,873 3,873 1,317 1,317 - 2,555 467 10 76 - 1,949 53 - - - - - - 2,828 771 3,599 3,599 1,336 1,336 - 2,264 431 9 66 - 1,676 82 - - - - - - 2,760 788 3,548 3,548 1,363 1,363 - 2,185 453 14 64 - 1,622 33 - - - - - - 2,780 790 3,570 3,570 1,392 1,392 - 2,178 443 14 66 - 1,622 33 - - - - - - Total 3,675 3,889 3,873 3,599 3,548 3,570 Main economic classification by sub-programme SR'000s SP1:Management and Secretariat Compensation of Employees Use of Goods and Services Non-financial Assets SP1:Board Adjudications Compensation of Employees Use of Goods and Services Non-financial Assets 2019 Estimated Actual 2,911 1,202 1,709 - 764 - 764 - 2020 2021 2022 2023 Budget (Amendment) 3,049 1,317 1,732 - 839 - 839 - Revised Budget 3,046 1,317 1,728 - 827 - 827 - Budget Forecast Forecast 2,828 1,336 1,492 - 771 - 771 - 2,760 1,363 1,398 - 788 - 788 - 2,780 1,392 1,388 - 790 - 790 - 193 Tax and Customs Agent Board / Revenue Tribunal 1.
Budget Summary Consolidated Position SR'000s P1:Governance and Administration Total 2021 2022 2023 Total to be appropriated Compensation of Employees Use of Goods and Services Capital Forecast Forecast 1,375 1,375 263 263 1,113 1,113 - - 1,425 1,425 1,369 1,369 2.

Strategic Overview of Entity Mandate The mandate of the 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 the taxpayers.

Major Achievements in 2019 and 2020  Updated its system on specifics of tax and customs agents and their staff base;  Reviewed the procedures and processes of appeal cases;  Reviewed the methodology for the manner an appeal case is deliberated; and  Developed a timeframe for addressing the backlog of cases on hand.
Current Challenges  High level of non-compliance and low levels of customs and international trade knowledge amongst agents as regulation of customs agents is problematic;  The licensing process does not require customs agents to achieve a level of competency in fundamental aspects of customs requirements, knowledge of import procedures and international trade and this results in lack of expertise;  No robust mechanisms in place to monitor the performance and conduct of agents;  Customs agents lack knowledge of Seychelles membership for Free Trade Agreements and the  commitments taken; Inadequate capacity to monitor and regulate customs agents for both TACAB and the Customs Division of the Seychelles Revenue Commission (SRC);  Ability to monitor and regulate customs agents in Seychelles due to inadequate capacity to set a professional development requirement for individuals seeking to become customs agents or to assess the skills of existing customs agents;  TACAB does not currently have any enforceable sanctions under the law and a review of the Revenue Administration Act (RAA) is required to enable TACAB to be an effective regulatory body;  The SRC is failing to comply with Section 73 (1) of the RAA 2009 which dictates that after an appeal is sent to SRC, the Commission has 28 days to submit its defence to the Revenue Tribunal, hence causing delays for the Revenue Tribunal in hearing the appeals; and  The Revenue Tribunal does not have a conducive location for its appeal hearings and it is currently using a small meeting room at TACAB secretariat.
194 Strategic Priorities 2021 to 2023   Develop and implement a minimum professional qualification and conduct standard for customs agents to support trade facilitation and pave the way for an authorised economic operator programme in Seychelles; Implement a performance monitoring mechanism in relation to customs agents and embed a referral system so that the Customs Division can refer customs agents about whom they are concerned; Improve the relationship between customs agents and the SRC Customs Division to move towards an environment where customs agents and the Division work closely as joint stewards of customs administration in Seychelles;   Enhance the technical expertise in relation to customs and tax matters of TACAB Board by including customs and tax technical experts in Board meetings;  Review the RAA to enable TACAB to have more power to investigate, intervene, and suspend access of non-compliant and problematic tax and customs agents;  Align the newly formed Customs Agents Association of Seychelles with TACAB policy and the RAA; and  Continue the development of an accurate system for TACAB to record, monitor and update specifics of customs agents and their staff base.
3.

Budget Overview Revenue Table 1.

Revenue SR'000s Consolidated Fund Main appropriation Total 2019 2020 2021 2022 2023 Estimated Actual Budget (Amendment) Revised Budget Budget Forecast Forecast 1,123 1,123 1,123 1,497 1,497 1,497 1,459 1,459 1,459 1,375 1,375 1,375 1,425 1,425 1,425 1,369 1,369 1,369 Current Receipts Table 2.
Current receipts 2019 2020 2021 2022 2023 SR'000s Estimated Actual Budget (Amendment) Revised Budget Budget Forecast Forecast Receipts transferred to Consolidated Fund Registration Fees TOTAL 50 50 68 68 68 68 68 68 68 68 68 68 195 Consolidated Expenditure Estimates Table 3.
Consolidated expenditure estimates SR'000s 2019 2020 2021 2022 2023 Estimated Actual Budget (Amendment) Revised Budget Budget Forecast Forecast Programmes P1:Governance and Administration 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 CAPITAL EXPENDITURE Non-financial Assets Building and Infrastructure Machinery and Equipment Other Fixed Assets Non-produced Assets 1,123 1,123 1,123 280 280 - 844 101 - 5 - 734 4 - - - - - - 1,497 1,497 1,497 402 402 - 1,095 136 2 10 - 940 7 - - - - - - 1,459 1,459 1,459 377 377 - 1,082 132 2 8 - 926 15 - - - - - - 1,375 1,375 1,375 263 263 - 1,113 137 1 3 - 960 12 - - - - - - 1,425 1,425 1,425 315 315 - 1,110 135 1 3 - 959 12 - - - - - - 1,369 1,369 1,369 263 263 - 1,107 132 1 3 - 959 12 - - - - - - Total 1,123 1,497 1,459 1,375 1,425 1,369 4.
Approved New Spending Initiatives Table 4.
New initiatives funded Programme Name of new spending initiative P1: Management and Administration Retainer fee Priority Objective Description and motivation R'000s Funding 2021 Funding g2022 Funding 2023 Develop and implement a minimum professional qualification and conduct standard for customs agents to support trade facilitation and pave the way for an authorised economic operator programme in Seychelles To hire a retired Judge / Lawyer as a legal consultant for Revenue Tribunal.
PSIP Compensation of Employees Goods and Services Minor Capital Outlays Total - - - - - - 180 180 180 - - - 180 180 180 196 5.

Programme Performance The mandate of TACAB is delivered through a single programme, the Tax and Customs Agents Registration and Regulation.

Strategic Objectives and Measures The table below sets out the performance measures by which the programme will be monitoring the achievement of its strategic objectives.

Table 5.
Table 5.

Performance measures for programme P1:Management and Administration Outcome: All tax custom agent registered, regulated and compliant Contributing indicators 1.

% of applications dealt within 30 days 2.

% of cases referred to TACAB for investigation within 60 days 2019 Target Actual 2020 Amended Target 100% 100% 100% 100% 100% 100% 2021 Target 100% 100% 2022 Target 100% 100% 2023 Target 100% 100% 197 Public Enterprise Monitoring Commission 1.
Budget Summary Consolidated Position SR'000s P1: Governance, Management and Administration P2: Public Enterprise Performance Total 2021 2022 2023 Total to be appropriated Compensation of Employees Use of Goods and Services Capital Forecast Forecast 3,446 4,724 8,170 1,226 4,413 5,640 2,220 310 2,530 - - - 3,507 4,956 8,463 3,589 4,918 8,508 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.
Major Achievements in 2019 and 2020  Submitted the Review Report on the project assessments of the Seychelles Ports Authority;  Upgraded the financial data collection tool and the quarterly financial data tool;  Released the 2018 Public Enterprises (PEs) Fiscal Risks Report;  Released the 2018 PEs Annual Performance Report;   Conducted governance assessment of Seychelles Pension Fund (SPF), Air Seychelles, Seychelles Identified and quantified the PEs quasi-fiscal activities;  Fishing Authority and Financial Services Agency; Investigated SPF decision not to claim damages in the issue of the Central Bank of Seychelles Annex;  Conducted assessment of COVID-19 pandemic on Public Enterprises (PEs) budget and performance;  Conducted reviews of PEs requests for operational subsidy;  Released the PEs aggregate budget report 2020 and amended aggregate budget report 2020; and  Issued quarterly financial reviews of the PE sector.
Current Challenges  An effective oversight framework (tools, policies, regulations) to properly monitor and evaluate the overall performance of PEs, including financial matters such as investments and budget, so that timely recommendations on performance and return on investments can be provided to Government; and 198  Limited internal capacity and heavy work schedule hinder the organisation from fully delivering on its mandate and providing more effective monitoring and assessment of compliance with laws, regulations and principles of good corporate governance in PEs through its compliance audits, and also for timely reporting of findings.
Strategic Priorities 2021 to 2023  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; and   Strengthen the capacity of PEMC through the recruitment of qualified and experienced personnel and continuous professional development.
3.

Budget Overview Revenue Table 1.

Revenue SR'000s Consolidated Fund Main appropriation Total 2019 Estimated Actual 6,921 6,921 6,921 2020 2021 2022 2023 Budget (Amendment) Revised Budget Budget Forecast Forecast 7,448 7,448 7,448 7,223 7,223 7,223 8,170 8,170 8,170 8,463 8,463 8,463 8,508 8,508 8,508 Consolidated Expenditure Estimates Table 2.
Consolidated expenditure estimates SR'000s 2019 2020 2021 2022 2023 Estimated Actual Budget (Amendment) Revised Budget Budget Forecast Forecast Programmes P1: Governance, Management and Administration P2: Public Enterprise Performance 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 3,799 3,122 6,921 6,921 3,946 3,946 - 2,975 450 264 175 - 1,995 91 3,860 3,588 7,448 7,448 4,457 4,457 - 2,991 502 77 153 - 2,206 53 3,834 3,389 7,223 7,223 4,307 4,307 - 2,916 454 70 135 - 2,206 52 3,446 4,724 8,170 8,170 5,640 5,640 - 2,530 387 60 182 - 1,729 174 3,507 4,956 8,463 8,463 5,956 5,956 - 2,507 410 119 199 - 1,688 91 3,589 4,918 8,508 8,508 6,006 6,006 - 2,502 410 114 200 - 1,603 175 199 SR'000s CAPITAL EXPENDITURE Non-financial Assets Building and Infrastructure Machinery and Equipment Other Fixed Assets Non-produced Assets 2019 2020 2021 2022 2023 Estimated Actual Budget (Amendment) - - - - - - Revised Budget - - - - - - - - - - - - Budget Forecast Forecast - - - - - - - - - - - - - - - - - - Total 6,921 7,448 7,223 8,170 8,463 8,508 4.
Approved New Spending Initiatives Table 3.
New initiatives funded Programme Name of new spending initiative Priority Objective Description and motivation R'000s Funding 2021 Funding 2022 Funding 2023 P2:Public Enterprise Performance Recruitment of 1 Business Analysts & 2 Senior Business Analysts • 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; and • Strengthen the capacity of PEMC through the recruitment of qualified and experienced personnel and continuous professional development.
More staff is required to implement PEMC's objectives, due to understaffing, with a small number of staff relative to a growing number of SOEs.

Also, the Commission will require additional staff for Performance Monitoring and Evaluation of SOEs which will commence in 2021.

- - - 904 1,084 1,084 - 66 - - - - PSIP Compensation of Employees Goods and Services Minor Capital Outlays Total 970 1,084 1,084 5.
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.

200 Programme Expenditure Table 4.
Consolidated programme expenditure estimates SR'000s Programmes P1: Governance, Management and Administration 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 CAPITAL EXPENDITURE Non-financial Assets Building and Infrastructure Machinery and Equipment Other Fixed Assets Non-produced Assets 2019 Estimated Actual 2020 2021 2022 2023 Budget (Amendment) Revised Budget Budget Forecast Forecast 3,799 3,799 3,799 1,149 1,149 - 2,650 357 116 139 - 1,962 74 - - - - - - 3,860 3,860 3,860 1,124 1,124 - 2,736 390 57 121 - 2,156 13 - - - - - - 3,834 3,834 3,834 1,124 1,124 - 2,711 390 50 103 - 2,156 13 - - - - - - 3,446 3,446 3,446 1,226 1,226 - 2,220 347 50 154 - 1,637 33 - - - - - - 3,507 3,507 3,507 1,270 1,270 - 2,237 360 64 165 - 1,607 41 - - - - - - 3,589 3,589 3,589 1,299 1,299 - 2,290 360 59 165 - 1,582 125 - - - - - - Total 3,799 3,860 3,834 3,446 3,507 3,589 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 though 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.
Strategic Objectives and Measures The table below sets out the performance measures by which the programme will be monitoring the achievement of its strategic objectives.

Table 5.

Performance measures for programme P2: Public Enterprise Performance Outcome: Outcome indicator Performing public enterprises 2019 Target Actual 2020 Amended Target 2021 2022 Target Target 2023 Target 1.
% of Public Enterprises achieving their performance targets as at 31st December of the preceding year Targets to be set once baseline is established in 2021 201 Contributing indicators 1.

Number of public enterprises complying with existing codes and regulations 2.

Number of public enterprises complying with IFRS.

3.Number of governance audits conducted.

4.


Number of public enterprises complying with Code of Governance Programme Expenditure 2019 Target Actual 2020 Amended Target P2: Public Enterprise Performance 2021 2022 Target Target 2023 Target 20 20 5 15 15 2 25 28 2 20 21 5 20 21 5 20 21 5 Targets to be set once baseline is established in 2019 Table 6.
Consolidated programme expenditure estimates SR'000s 2019 Estimated Actual 2020 2021 2022 2023 Budget (Amendment) Revised Budget Budget Forecast Forecast Programmes P2: Public Enterprise Performance 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 CAPITAL EXPENDITURE Non-financial Assets Building and Infrastructure Machinery and Equipment Other Fixed Assets Non-produced Assets 3,122 3,122 3,122 2,798 2,798 - 325 93 147 36 - 32 16 - - - - - - 3,588 3,588 3,588 3,334 3,334 - 255 112 20 32 - 50 41 - - - - - - 3,389 3,389 3,389 3,184 3,184 - 206 64 20 32 - 50 40 - - - - - - 4,724 4,724 4,724 4,413 4,413 - 310 40 10 28 - 91 141 - - - - - - 4,956 4,956 4,956 4,686 4,686 - 270 50 55 34 - 81 50 - - - - - - 4,918 4,918 4,918 4,707 4,707 - 212 50 55 35 - 22 50 - - - - - - Total 3,122 3,588 3,389 4,724 4,956 4,918 202 Government Audit Committee 1.
Budget Summary Consolidated Position 2021 2022 2023 SR'000s Total to be appropriated Compensation of Employees Use of Goods and Services Capital Forecast Forecast P1: Support for Good Public Financial Governance Total 810 810 485 485 325 325 - - 834 834 849 849 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.
Major Achievements in 2019 and 2020 Increased awareness of MDAs about the active presence of GAC;  Maintained continuity and effectiveness in GAC’s activities and operations;   Received positive feedback in terms of disciplinary action taken and money refunded;  Enhanced MDAs’ familiarity with existing control procedures;   Recorded an increase in the number of MDAs that are moving positively towards being more Increased MDAs’ level of compliance in relation to requested information; and accountable and transparent.
Current Challenges  Inability to receive audit reports and management letters from the Auditor General and having to request them from MDAs; Inconsistency in timely submission of documents by MDAs;   Failure of some MDAs to fully comply with GAC’s request for information;  Failure of some MDAs to implement all recommendations, despite having ample time for them to do so.
 Delay in the prosecution process of some fraud cases simply because original documents were not available; and  Absence of original documents or evidence after the audits have been completed.

Strategic Priorities 2021 to 2023 Increase follow up on all audit reports to ensure recommendations are implemented.
  Ensure that MDAs produce an action plan to provide a time frame for implementation of the recommendations;  Ensure that all audit reports from both the Auditor General and the Internal Audit Division are received.

 Bring the knowledge of the Accounting Manual and standing regulations to the attention of the MDAs.
203  Verify and confirm the implementation of the recommendations instead of just accepting a reply or an act of commitment;  Build capacity of the GAC to attend to audits and follow up on recommendations;  Ensure that all frauds are investigated when reported;  Ensure that an adequate number of audits are undertaken each year and include the MDAs with the biggest budget at all time;  Support the issue of securing original documents when under investigation; and  Address the issue of penalty in accordance with the Public Finance Regulation, 2014.
3.

Budget Overview Revenue Table 1.

Revenue SR'000s Consolidated Fund Main appropriation Total 2019 Estimated Actual 642 642 642 2020 2021 2022 2023 Budget (Amendment) Revised Budget Budget Forecast Forecast 894 894 894 881 881 881 810 810 810 834 834 834 849 849 849 Consolidated Expenditure Estimates Table 2.
Consolidated programme expenditure estimates SR'000s 2019 2020 2021 2022 2023 Estimated Actual Budget (Amendment) Revised Budget Budget Forecast Forecast Programmes P1: Support for Good Public Financial Governance 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 642 642 642 384 384 - 258 4 1 0 - 230 22 894 894 894 485 485 - 409 31 27 26 - 319 6 881 881 881 485 485 - 396 29 24 19 - 319 5 810 810 810 485 485 - 325 20 27 10 - 258 10 834 834 834 506 506 - 328 20 27 10 - 261 10 849 849 849 521 521 - 328 20 27 10 - 261 10 204 SR'000s CAPITAL EXPENDITURE Non-financial Assets Building and Infrastructure Machinery and Equipment Other Fixed Assets Non-produced Assets 2019 Estimated Actual 2020 2021 2022 2023 Budget (Amendment) - - - - - - - - - - - - Revised Budget Budget Forecast Forecast - - - - - - - - - - - - - - - - - - - - - - - - Total 642 894 881 810 834 849 4.
Programme Performance The GAC delivers its mandate through the sole programme reflected above.

Performance measures for the programme are provided below.

Strategic Objectives and Measures The table below sets out the performance measures by which the programme will be monitoring the achievement of its strategic objectives.

Table 3.

Programme performance measures P1:SUPPORT FOR GOOD PUBLIC FINANCIAL GOVERNANCE Outcome: Outcome indicator 1.
% of audit reports received from Internal Audit Department for audits done in MDAs 2.

% of audit reports and management letters received from MDAs for Auditor General done at MDAs Improved compliance with financial laws and regulations of public ministries, departments and agencies 2019 Target Actual 2020 Amended Target 2021 2022 2023 Target Target Target 75% 65% 75% 100% 100% 100% 75% 75% 75% 50% 100% 100% 205 National Bureau of Statistics 1.
Budget Summary Consolidated Position 2021 2022 2023 SR'000s Total to be appropriated Compensation of Employees P1:Governance, Management and Administration P2:Statistical Production Total 6,391 17,973 24,363 1,979 6,043 8,022 Use of Goods and Services 4,411 11,930 16,341 Capital Forecast Forecast - - - 7,119 8,010 15,129 6,186 9,514 15,699 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).
Major Achievements in 2019 and 2020  Completed the Household Budget Survey fieldwork/data collection and undertook analysis of the HBS dataset in collaboration with the World Bank (2019/2020);  Presented the results of the first MPI for Seychelles at the 7th Multi-dimensional Poverty Peer Network (MPPN) hosted by Seychelles in collaboration with the Oxford Poverty & Human Development Initiative (OPHI) and the Poverty Alleviation Department (PovAD);  Continued with the cartography and household listing updates in preparation for the postponed 2020 Population and Housing Census;  Conducted sensitisation workshops, in collaboration with the Poverty Alleviation Department, to educate and present the MPI results to policy makers and users;  Worked on the draft of the new Statistics Act with technical support from the African Centre for Statistics of the UNECA (United Nations Economic Commission for Africa);  Finalised legal drafting of the Statistics Act by the AGs Office;  Major progress in the exercise to rebase the GDP (Gross Domestic Product) with technical support from the IMF; and  Compilation of a Supply Use Table with technical support from the ACS (African Centre for Statistics) of the UNECA and to some extent, the IMF (International Monetary Fund).
Current Challenges   Increasing demands for new studies/surveys and data requests (at national and regional/international level) are outstripping the capacity of the NBS; Increasing requests to nominate focal persons on various local and regional committees to undertake significant duties weigh on limited staff time to undertake core NBS responsibilities;  Effective implementation of strategic priorities due to insufficient high calibre staff;  Outdated equipment and systems with no off-site back-up facilities means there is a risk of loss of information should there be a disaster; Integrity of administrative source data used in the compilation of key economic and social statistics;  206  Insufficient staff within the Bureau to provide the expected support and guidance to MDAs in the NSS;  Absence of a dedicated and competent team to co-ordinate processes between the NBS and the NSS;  An increase in the conduct of virtual meetings and workshops, some of which run over more than one day and overlaps with others and the timing does not necessarily suit NSB’s operating hours (due to different time zones); and  Poor/slow internet connectivity; especially when there are multiple groups participating simultaneously in different virtual meetings, conferences/workshops.
Strategic Priorities 2021 to 2023  Meet the data and information needs of existing and new data users through the efficient collection and analysis of data, e.g.
by conducting the Population and Housing Census in August 2021, the Household Budget Survey 2023 and reporting on Sustainable Development Goals and Agenda 2063 indicators;  Upgrade and modernize IT infrastructure, software, dissemination and other processes within the Bureau, and provide quality statistics efficiently  The enactment of the new National Bureau of Statistics Act, to ensure that the responsibilities and requirements of all NSS partners are well defined; and strengthen the advocacy for the provision of adequate resources (human, financial and technical) for the successful implementation of statistical programmes across the NSS;  Develop a new 5-year Strategic Plan for Statistics in line with the new NBS Act in collaboration with partners in the NSS; and  Derive a new basket and weights for the CPI using the 2018/2019 HBS dataset and explore the possibility of compiling geo-spatial indices to meet user needs and inform policy decisions.
3.

Budget Overview Revenue Table 1.

Revenue SR'000s Consolidated Fund Main appropriation Total 2019 Estimated Actual 13,595 13,595 13,595 2020 2021 2022 2023 Budget (Amendment) Revised Budget Budget Forecast Forecast 15,108 15,108 15,108 15,108 15,108 15,108 24,363 24,363 24,363 15,129 15,129 15,129 15,699 15,699 15,699 207 Consolidated Expenditure Estimates Table 2.
Consolidated expenditure estimates SR'000s 2019 2020 2021 2022 2023 Estimated Actual Budget (Amendment) Revised Budget Budget Forecast Forecast Programmes P1:Governance, Management and Administration P2:Statistical Production 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 CAPITAL EXPENDITURE Non-financial Assets Building and Infrastructure Machinery and Equipment Other Fixed Assets Non-produced Assets 6,039 7,557 13,595 13,595 7,482 7,482 - 6,113 935 524 191 36 4,243 184 - - - - - - 6,362 8,746 15,108 15,108 8,436 8,436 - 6,672 1,031 278 241 40 5,017 65 - - - - - - 6,770 8,338 15,108 15,108 8,436 8,436 - 6,672 759 249 212 40 5,402 9 - - - - - - 6,391 7,119 17,973 24,363 8,010 15,129 24,363 8,022 8,022 - 16,341 920 231 246 43 14,524 378 - - - - - - 15,129 8,241 8,241 - 6,888 940 231 246 43 5,181 246 - - - - - - 6,186 9,514 15,699 15,699 8,405 8,405 - 7,294 770 231 201 43 5,981 68 - - - - - - Total 13,595 15,108 15,108 24,363 15,129 15,699 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 set up in consultation with the Board of Directors and maintain a high level of human resource and information technology development.

208 Programme Expenditure Table 4.
Consolidated programme expenditure estimates 2019 2020 2021 2022 2023 SR'000s Estimated Actual Budget (Amendment) Revised Budget Budget Forecast Forecast Programmes P1:Governance, Management and Administration 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 CAPITAL EXPENDITURE Non-financial Assets Building and Infrastructure Machinery and Equipment Other Fixed Assets Non-produced Assets 6,039 6,039 6,039 2,015 2,015 - 4,023 924 239 191 - 2,667 3 - - - - - - 6,362 6,362 6,362 2,184 2,184 - 4,179 941 89 241 - 2,905 2 - - - - - - 6,770 6,770 6,770 2,177 2,177 - 4,592 758 89 212 - 3,532 1 - - - - - - 6,391 6,391 6,391 1,979 1,979 - 4,411 785 80 246 - 3,006 294 - - - - - - 7,119 7,119 7,119 2,123 2,123 - 4,997 905 80 246 - 3,641 124 - - - - - - 6,186 6,186 6,186 2,159 2,159 - 4,027 765 80 201 - 2,941 39 - - - - - - Total 6,039 6,362 6,770 6,391 7,119 6,186 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 timely indicators to monitor and measure the performance of the Seychelles economy;  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.
209 Strategic Objectives and Measures The table below sets out the performance measures by which the programme will be monitoring the achievement of its strategic objectives.

Table 5.

Performance measures for programme P2:STATISTICAL PRODUCTION Outcome: Contributing indicators 1.

Annual 2.

Quarterly 3.

Monthly 4.

Weekly 1.

Biannually 2.

Special Report (Adhoc Survey) 1.

Annual 2.

Quarterly 3.
Special Report (Adhoc Survey) Notes Availability of timely and quality statistics to respond to current and emerging data needs and support policy decisions 2019 Target Actual 2020 Amended Target SP1:ECONOMIC STATISTICS 4 6 4 1 4 6 4 1 4 6 4 1 SP2:CENSUS, SURVEY AND GIS 1 2 1 1 1 1 SP3:SOCIAL STATISTICS 2 3 1 2 3 1 2 2 1 2021 2022 2023 Target Target Target 4 7 4 1 1 2 2 2 0 4 7 4 1 1 1 2 2 0 4 7 4 1 1 0 2 2 0 The publication of the weekly visitor arrivals statistical bulletin was suspended during the lock-down period and also during the whole of the second quarter of 2020 due to the closure of the international airport.
The publication of the HBS 2018/2019 and the Poverty Reports that were due in 2020 have been delayed due to delays in data cleaning and consultations with the WB caused by the lockdown.

Programme Expenditure Table 6.
Consolidated programme expenditure estimates 2019 2020 2021 2022 2023 SR'000s Estimated Actual Budget (Amendment) Revised Budget Budget Forecast Forecast Programmes SP1:Economic Statistics SP2:Census, Survey and GIS SP3:Social Statistics Programme Total Economic Classification CURRENT EXPENDITURE Compensation of Employees Wages and Salaries in Cash Wages and Salaries in Kind 2,632 2,996 1,929 7,557 7,557 5,467 5,467 - 3,259 2,649 2,838 8,746 8,746 6,253 6,253 - 3,310 2,434 2,594 8,338 8,338 6,259 6,259 - 3,288 12,105 2,579 17,973 17,973 6,043 6,043 - 3,399 2,202 2,409 8,010 8,010 6,119 6,119 - 3,450 3,678 2,386 9,514 9,514 6,246 6,246 - 210 2019 2020 2021 2022 2023 SR'000s Estimated Actual Budget (Amendment) Revised Budget Budget Forecast Forecast Use of 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 2,090 11 285 - 36 1,577 181 - - - - - - 2,493 90 188 - 40 2,111 63 - - - - - - 2,079 1 160 - 40 1,870 8 - - - - - - 11,930 135 150 - 43 11,518 84 - - - - - - 1,891 35 150 - 43 1,541 122 - - - - - - 3,268 5 150 - 43 3,041 29 - - - - - - Total 7,557 8,746 8,338 17,973 8,010 9,514 Main economic classification by sub-programme SR'000s SP1:Economic Statistics Compensation of Employees Use of Goods and Services Non-financial Assets SP2:Census, Survey and GIS Compensation of Employees Use of Goods and Services Non-financial Assets SP3:Social Statistics Compensation of Employees Use of Goods and Services Non-financial Assets 2019 Estimated Actual 2,632 2,501 131 - 2,996 2,026 970 - 1,929 940 990 - 2020 2021 2022 2023 Budget (Amendment) 3,259 2,824 435 - 2,649 2,300 350 - 2,838 1,129 1,709 - Revised Budget Budget Forecast Forecast 3,310 2,926 385 - 2,434 2,232 202 - 2,594 1,102 1,492 - 3,288 2,981 307 - 12,105 1,972 10,133 - 2,579 1,090 1,490 - 3,399 3,031 367 - 2,202 1,988 214 - 2,409 1,100 1,310 - 3,450 3,114 336 - 3,678 2,022 1,656 - 2,386 1,110 1,276 - 211 Financial Intelligence Unit 1.
Budget Summary Consolidated Position SR'000s P1: Governance Management and Administration P2: National Risk Assessment P3: Prevention and Neutralisation of Risk Total 2021 2022 2023 Total to be appropriated Compensation of Employees Use of Goods and Services Capital Forecast Forecast 10,973 8,226 - 5,499 7,308 - 19,199 12,807 5,474 918 - 6,392 - - - - 11,048 8,561 - 10,753 8,768 - 19,609 19,521 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 these analyses; and to supervise and monitor Designated Non-Financial Businesses and Professions’ (DNFBPs) compliance with their obligations under the Anti- Money Laundering (AML) Act 2006, as amended, and Countering the Financing of Terrorism (CFT) Act 2020 and its regulations as well as the Beneficial Ownership (BO) Act and its regulations.
Major Achievements in 2019 and 2020  Published the FIU’s first three-year Strategic Plan 2019–2022 resting on five key pillars to guide the FIU to strengthen its operational effectiveness;  Restructured the FIU’s internal operations and structure to align with its functions;  Assumed the Chairmanship of the Head of FIU Forum in Eastern and Southern Africa Anti-Money Laundering Group (ESAAMLG);  Assumed the role of Eastern and Southern Africa Regional Representative on the Egmont Committee;  Spearheaded the promulgation of the anti-money laundering/countering the Financing of Terrorism Act 2020 and its Regulations;  Spearheaded the promulgation of the BO Act 2020 and its Regulations;  Strengthened co-operation and bilateral relations with a number of key jurisdictions through the signing of MOUs;  Strengthened co-operation and institutional relations with a number of domestic competent   authorities; Improved collaboration with Law Enforcement Agencies in investigating transactions which may be linked to money laundering or terrorist financing activities; Introduced threshold reporting for all reporting entities to proactively monitor and investigate transactions which may be linked to money laundering or terrorist financing activities;  Developed supervision strategy for 4 DNFBPs which remain under the FIU’s supervisory purview in accordance with Part C of the First Schedule of the AML/CFT Act; 212   Undertook a risk assessment through an online platform of all 134 reporting entities under the FIU’s purview to identify institutional associated risks and implement reasonable control measures to remove or reduce them; Implemented the GoAML (digitalised platform) system to improve recording of statistical information, the engagement process with stakeholders for reporting purpose, and to host the Beneficial Ownership Databases of legal persons and arrangements formed in Seychelles; Increased access of FIU to the widest possible range of local and commercial databases for the conduct of proper analysis; and   Strengthened the efficacy of assistance provided to MDA’s in the conduct of 390 Due Diligence checks from 42 nationalities; and 116 corporate entities.
Current Challenges  The requisite human and technical resources for the full implementation of the AML/CFT Act 2020 and the BO Act 2020;  Limited expertise in the domestic labour market to conduct analysis and investigation originating  from emerging technologies such as virtual assets; Insufficient budget and inadequate staff is limiting the FIU from full implementation of its supervision and monitoring plan for reporting entities under its purview;  Restriction on FIU resources is limiting the FIU in effectively fulfilling its additional mandate espoused under the law such as supervision of high-risk non-profit organisations and the maintenance of the BO database; Inability to conduct timely analysis and manipulation of reports due to delayed progress in the implementation of the fully digitalised platform (GoAML) as a result of the COVID 19 pandemic;  Direct access to relevant financial, administrative and law enforcement information/data to allow the  FIU to effectively undertake its functions; and Inadequate understanding by certain reporting sectors of their AML/CFT obligations under the Act.
 Strategic Priorities 2021 to 2023  Strengthen the FIU's financial intelligence framework to assist domestic and international authorities to detect, deter and prosecute financial crimes;  Strengthen oversight and supervision of the DNFBPs in strict compliance with international standards;  Develop and implement Information Communication Technology plans to support the FIU to fulfil its regulatory and operational mandate;  Engage all stakeholders to build meaningful partnerships and re-position the FIU as a leading AML/CFT Regulator;  Ensure the FIU has high-performing employees operating in a stimulating and responsible working environment; and  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.
213 3.

Budget Overview Revenue Table 1.

Revenue SR'000s Consolidated Fund Main appropriation Total 2019 Estimated Actual 18,181 18,181 18,181 2020 2021 2022 2023 Budget (Amendment) Revised Budget Budget Forecast Forecast 19,696 19,696 19,696 18,752 18,752 18,752 19,199 19,199 19,199 19,609 19,609 19,609 19,521 19,521 19,521 Current Receipts Table 2.
Current receipts SR'000s Receipts transferred to Consolidated Fund FIU Fees and Fines TOTAL 2019 Estimated Actual 2020 2021 2022 2023 Budget Amendment Revised Budget Budget Forecast Forecast - - - - 952 952 - - - - - - Consolidated Expenditure Estimates Table 3.
Consolidated expenditure estimates SR'000s 2019 2020 2021 2022 2023 Estimated Actual Budget (Amendment) Revised Budget Budget Forecast Forecast Programmes P1: Governance Management and Administration P2: National Risk Assessment P3: Prevention and Neutralisation of Risk 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 11,561 1,440 5,180 18,181 18,181 10,878 10,878 - 7,302 1,777 1,914 881 - 2,086 645 11,040 10,692 10,973 11,048 10,753 8,656 8,060 - - 8,226 - 8,561 - 8,768 - 19,696 18,752 19,199 19,609 19,521 19,696 13,178 13,178 168 6,518 2,250 470 1,152 - 2,342 135 18,752 12,578 12,578 0 6,174 1,964 396 1,092 - 2,373 349 19,199 12,807 12,807 90 6,392 2,044 139 827 - 3,072 219 19,609 13,346 13,346 180 6,263 2,082 79 917 - 2,676 329 19,521 13,453 13,453 131 6,068 2,068 79 929 - 2,552 309 214 SR'000s CAPITAL EXPENDITURE Non-financial Assets Building and Infrastructure Machinery and Equipment Other Fixed Assets Non-produced Assets 2019 Estimated Actual 2020 2021 2022 2023 Budget (Amendment) - - - - - - - - - - - - Revised Budget Budget Forecast Forecast - - - - - - - - - - - - - - - - - - - - - - - - Total 18,181 19,696 18,752 19,199 19,609 19,521 4.
Approved New Spending Initiatives Table 4.
New initiatives funded Programme Name of new spending initiative P2: National Risk Assessment Analyst & Monitoring Officer P1: Governance Management and Administration Renewal Licence GoAML P2: National Risk Assessment Prevention Officer Priority Objective Description and motivation R'000s Funding 2021 Funding 2022 Funding 2023 Strengthen the FIU's financial intelligence framework to detect and deter with the domestic context, and support investigation and prosecution of financial crime.
Implementation of the GoAML, system for the use of FIUs.

With the introduction of this system, FIU will be running on a fully digitalized platform to undertake its core functions of receipt, analysis and dissemination of information.
Equally the platform would also be used for maintenance of Beneficial ownership information As part of the FIU programme to ensure full implementation of the AML/CFT Act, prevention and sensitization is a core component to ensure adequate understanding of reporting entities with their obligations.
Produce financial intelligence related to proceeds of crime, ML and FT activities to be disseminated to LEAs and intelligence agencies for further investigation The main benefits of this digital platform is to improve the engagement process with stakeholders for reporting purposes and to host the Beneficial Ownership Databases of legal persons and arrangements formed in Seychelles The preventive aspects include compliance awareness, issuing of general and specific guidance, and compliance training on AMLA obligations targeting reporting entities.
PSIP Compensation of Employees Goods and Services Minor Capital Outlays Total PSIP Compensation of Employees Goods and Services Minor Capital Outlays - - - - - - 245 245 - - - - - 245 - - 1,090 1,038 1,038 - - - - - 245 - - Total PSIP Compensation of Employees Goods and Services Minor Capital Outlays 1,090 - 1,038 - 1,038 - 108 215 215 - - - - - - Total 108 215 215 215 Programme Name of new spending initiative P2: National Risk Assessment Technical Support Officer (BO) - (New) Priority Objective Description and motivation R'000s Funding 2021 Funding 2022 Funding 2023 With the enactment of the BO Act, the FIU has been designated as the nodal agency to maintain and populate the Seychelles BO Database by January 31st, 2021.
As such a core priority of the FIU is to acquire the requisite human and technical resources for the full implementation of the BO database under the BO Act 2020.
The FIU is requesting for two officers in the position of Technical Support with primary objective to; - Populate the BO database - manage the database; - attend to request for information on the database to relevant authorised entities PSIP Compensation of Employees Goods and Services Minor Capital Outlays - - - 341 409 409 - - - - - - Total 341 409 409 5.
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.
Programme Expenditure Table 5.
Consolidated programme expenditure estimates SR'000s Programmes P1: Governance Management and Administration 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 2019 Estimated Actual 2020 2021 2022 2023 Budget (Amendment) Revised Budget Budget Forecast Forecast 11,561 11,561 11,561 5,680 5,680 - 5,881 1,777 982 881 - 1,597 645 11,040 11,040 11,040 5,268 5,268 168 5,772 2,212 391 1,152 - 1,713 135 10,692 10,692 10,692 5,268 5,268 0 5,424 1,964 338 1,092 - 1,680 349 10,973 10,973 10,973 5,499 5,499 90 5,474 2,023 128 827 - 2,186 219 11,048 11,048 11,048 5,565 5,565 180 5,483 2,061 68 917 - 1,928 329 10,753 10,753 10,753 5,622 5,622 131 5,131 2,047 68 929 - 1,647 309 216 SR'000s CAPITAL EXPENDITURE Non-financial Assets Building and Infrastructure Machinery and Equipment Other Fixed Assets Non-produced Assets 2019 Estimated Actual - - - - - - 2020 2021 2022 2023 Budget (Amendment) - - - - - - Revised Budget Budget Forecast Forecast - - - - - - - - - - - - - - - - - - - - - - - - Total 11,561 11,040 10,692 10,973 11,048 10,753 Programme 2: National Risk Assessment The purpose of the programme is to support the FIU in fulfilling its core technical functions as prescribed under section 27(1) of the AMLA which includes analysis of suspicious transaction reports, dissemination of information, and regulatory supervision and deterrence programmes for reporting entities, and Customer Due Diligence support to certain MDAs.
As part of the process, it is critical for the FIU to have close co- ordination and co-operation with relevant domestic and international partners on matters related to anti- money laundering/countering the financing of terrorism, including the Financial Action Task Force, ESAAMLG, the Egmont Group (a network of financial intelligence units), the Organisation for Economic Co-operation and Development and other international intelligence unit forums.
Strategic Objectives and Measures The table below sets out the performance measures by which the programme will be monitoring the achievement of its strategic objectives.

Table 6.

Performance measures for programme P2:National Risk Assessment Outcome: Contributing indicators 1.

% implementation of the FIU specific components in the NRA 2018 Action Plans and the National AML/ CFT Strategy 2020 – 2023.

2.
2.

% implementation of the FIU specific components in the National Action Plan for the Mutual Evaluation of Seychelles against International AML/ CFT standards 3.

Number of awareness programmes for reporting entities / resident agents 4.
Number of supervisory reviews conducted for reporting entities under the FIU's supervisory purview The NRA Report and associated action plans are being implemented and the jurisdiction adheres to evolving international AML/CFT standards 2019 2020 2021 2022 2023 Target Actual Amended Target P2:National Risk Assessment Target Target Target 30% 35% 15% 15% 15% 10% 15% 25% 10% 20% 25% 25% 8 8 5 8 10 12 30 37 15 20 25 30 217 Contributing indicators 5.
% implementation of a Risk-Based Supervisory Framework for supervision of reporting entities 6.

% implementation of a Risk-Based Supervisory Framework for supervision of high-risk NPOs 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 8.Deliver quality and timely intelligence reports to domestic LEAs and international partners in the fight against money laundering and terrorism financing.

9.

Produce Strategic Reports showing trends and Typologies relating to AML/CFT.
Programme Expenditure 2019 2020 2021 2022 2023 Target Actual Amended Target Target Target Target - - 2 - - - - 1 - - 50% 90% 100% - - 2 - - 25% 75% 100% 7 2 2 85% 90% 95% 1 2 2 Table 7.
Consolidated programme expenditure estimates SR'000s Programmes P2:National Risk Assessment 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 2019 Estimated Actual 2020 2021 2022 2023 Budget (Amendment) Revised Budget Budget Forecast Forecast 1,440 1,440 1,440 1,022 1,022 - 418 - 418 - - 0 - 8,656 8,656 8,060 8,060 8,656 7,910 7,910 - 746 38 79 - - 629 - 8,060 7,310 7,310 - 750 - 58 - - 693 - 8,226 8,226 8,226 7,308 7,308 - 918 21 11 - - 886 - 8,561 8,561 8,561 7,781 7,781 - 780 21 11 - - 748 - 8,768 8,768 8,768 7,832 7,832 - 936 21 11 - - 904 - 218 CAPITAL EXPENDITURE Non-financial Assets Building and Infrastructure Machinery and Equipment Other Fixed Assets Non-produced Assets - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - Total 1,440 8,656 8,060 8,226 8,561 8,768 Programme 3: Prevention and Neutralisation of Risk The purpose of the programme is to lead the prevention and neutralisation of the risk of money laundering and terrorist financing in order to protect the integrity of the jurisdiction and its economy.
It achieves this through a combination of deterrence, detection, analysis, regulatory supervision and dissemination.

Programme Expenditure Table 8.
Consolidated programme expenditure estimates SR'000s 2019 Estimated Actual 2020 2021 2022 2023 Budget (Amendment) Revised Budget Budget Forecast Forecast Programmes P3: Prevention and Neutralisation of Risk 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 CAPITAL EXPENDITURE Non-financial Assets Building and Infrastructure Machinery and Equipment Other Fixed Assets Non-produced Assets 5,180 5,180 5,180 4,176 4,176 - 1,003 - 514 - - 489 - - - - - - - Total 5,180 - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - 219 YOUTH, SPORT AND FAMILY PORTFOLIO 220 Department of Youth and Sport 1.
Budget Summary Consolidated Position SR'000s P1:Governance, Management & Administration P2:Policy Development, Monitoring and Support Total 2021 2022 2023 Total to be appropriated Compensation of Employees 4,182 3,525 7,706 2,073 2,234 4,307 Use of Goods and Services 2,108 1,291 3,399 Capital Forecast Forecast - - - 4,154 3,530 7,684 4,199 3,481 7,679 2.
Strategic Overview of Entity Mandate The Youth and Sports Department is mandated to empower our youth to participate actively in the realisation of their aspirations and in national development and to promote a sports, leisure and recreational culture for health improvement and the well-being of our people.
Major Achievements in 2019 and 2020  Popularised the National Youth Policy among all key stakeholders;  Obtained Cabinet of Ministers’ approval for the revised National Sports Policy and the Seychelles National Youth Council (SNYC) (Amendment) Bill 2020;  Reactivated the National Youth Policy Forum, which led to more partner MDAs incorporating youth related matters in their policies and programmes;  Monitored and evaluated 33 SNYC activities and 52 for the National Sports Council (NSC) in 2020;  Carried out Training for the Duke of Edinburgh’s Award Programme for Award leaders, supervisors, assessors, and trainers in November 2019, resulting in 25 new Award Leaders being trained and certified and a Training Panel being set up;  Enrolled 922 new participants in the Duke of Edinburgh’s International Award Seychelles programme with 814 at Bronze, 54 at Silver and 54 at Gold Levels and awarded 185 participants who completed their Awards Programs, of which 79 were Bronze, 58 Silver and 22 Gold and implemented an approved Award Leaders Incentive Scheme in 2020;  Carried out capacity building for staff members following courses at the Guy Morel Institute and University of Seychelles; and  Provided support to 27 projects in 2020, using funds from the Sports Trust Fund.
Current Challenges  Monitoring and overseeing the effective implementation of the National Youth and Sports policies; and  Delivery of the Duke of Edinburgh’s Award Programme in the light of current health regulations and budgetary restrictions.
Strategic Priorities 2021 to 2023  Ensure all Youth and Sports entities and stakeholders implement programmes that are aligned with the revised National Youth Policy and National Sports Policy;  Ensure accessibility of the National Youth and Sports Policies; 221  Review the NSC Act;  Strengthen the monitoring and evaluation reporting system; and  Implement the Online Record Book initiative for the Duke of Edinburgh’s Award Programmes.

3.

Budget Overview Revenue Table 1.


Revenue SR'000s Consolidated Fund Main appropriation Total 2019 Estimated Actual 9,026 9,026 9,026 2020 Budget (Amendment) 8,627 8,627 8,627 Revised Budget 8,770 8,770 8,770 2021 Budget 2022 2023 Forecast Forecast 7,706 7,706 7,706 7,684 7,684 7,684 7,679 7,679 7,679 Consolidated Expenditure Estimates Table 2.
Consolidated expenditure estimates SR'000s 2019 Estimated Actual 2020 2021 2022 2023 Budget (Amendment) Revised Budget Budget Forecast Forecast Programmes P1:Governance, Management & Administration P2:Policy Development, Monitoring and Support 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 CAPITAL EXPENDITURE Non-financial Assets Building and Infrastructure Machinery and Equipment Other Fixed Assets Non-produced Assets 5,696 3,330 9,026 8,876 4,870 4,870 - 4,007 1,066 816 96 10 1,851 166 150 150 150 - - - 5,297 3,330 8,627 8,627 4,183 4,183 - 4,444 1,074 286 61 5 2,566 452 - - - - - 5,933 2,837 8,770 8,770 4,183 4,183 - 4,586 771 270 41 3 3,004 498 - - - - - 4,182 3,525 7,706 7,706 4,307 4,307 - 3,399 819 209 23 45 2,221 82 - - - - - 4,154 3,530 7,684 7,684 4,400 4,400 - 3,284 798 213 23 45 2,167 37 - - - - - 4,199 3,481 7,679 7,679 4,420 4,420 - 3,260 798 213 21 45 2,145 37 - - - - - Total 9,026 8,627 8,770 7,706 7,684 7,679 222 4.
Programme Performance Programme 1: Governance, Management and Administration The purpose of the programme is to enable the general supervision of the operations of the two public bodies.

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.

Programme Expenditure Table 3.
Consolidated programme expenditure estimates SR'000s 2019 Estimated Actual 2020 2021 2022 2023 Budget (Amendment) Revised Budget Budget Forecast Forecast Programmes P1:Governance, Management & Administration 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 CAPITAL EXPENDITURE Non-financial Assets Building and Infrastructure Machinery and Equipment Other Fixed Assets Non-produced Assets 5,696 5,696 5,546 2,996 2,996 - 2,550 595 419 94 2 1,391 49 150 150 150 - - - 5,297 5,297 5,933 5,933 5,297 2,074 2,074 - 3,223 591 123 33 - 2,049 427 - - - - - - 5,933 2,358 2,358 - 3,575 476 174 27 - 2,419 479 - - - - - - 4,182 4,182 4,182 2,073 2,073 - 2,108 451 79 15 40 1,487 37 - - - - - - 4,154 4,154 4,154 2,103 2,103 - 2,051 451 79 15 40 1,452 14 - - - - - - 4,199 4,199 4,199 2,148 2,148 - 2,051 451 79 15 40 1,452 14 - - - - - - Total 5,696 5,297 5,933 4,182 4,154 4,199 Programme 2: Youth and Sport 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 Anti-doping programme and the Duke of Edinburgh International Award 223 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.
Strategic Objectives and Measures The table below sets out the performance measures by which the programme will be monitoring the achievement of its strategic objectives.

Table 4.

Performance measures for programme P2: Youth and Sport Development, Monitoring and Support Outcome: All Youth and Sports entities and stakeholders implement programmes aligned with the revised National Youth Policy and the National Sports Policy.

Contributing indicators 1.

Number of sub license awarded to school 2.


Number of marginalized youth group with access to the award programmes 1.Number of youth issues incorporated in MDA's and other Associations/Federations in cross cutting programmes 2.

Number of sports programme supported (Sports Trust Fund) 3.

Increase in the monitoring and evaluating programmes and activities 4.

Sessions to popularize Youth Policy 5.


Sessions to popularize Sports Policy 15 20 75 - - 2019 Target Actual 2020 Amended Target SP1:Youth, Sport And Coordination 2021 Target 2022 Target 2023 Target 15 2 14 - 2 1 2 1 5 3 SP2:Policy Development And Monitoring 15 30 30 30 - 15 - 20 All school completed 5 35 20 32 - - 70 5 - 50 23 - 100 150 - 20 - - 224 Programme Expenditure Table 5.
Consolidated programme expenditure estimates SR'000s 2019 Estimated Actual 2020 2021 2022 2023 Budget (Amendment) Revised Budget Budget Forecast Forecast Programmes SP1:Youth Support & Coordination SP2:Policy Planning, Monitoring & Evaluation 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 CAPITAL EXPENDITURE Non-financial Assets Building and Infrastructure Machinery and Equipment Other Fixed Assets Non-produced Assets 1,694 1,637 3,330 3,330 1,873 1,873 - 1,457 471 398 2 8 460 118 - - - - - - 1,610 1,562 1,720 3,330 1,275 2,837 3,330 2,109 2,109 - 1,221 482 163 28 5 517 25 - - - - - - 2,837 1,826 1,826 - 1,011 295 96 14 3 585 19 - - - - - - 1,646 1,878 3,525 3,525 2,234 2,234 - 1,291 368 130 8 5 734 45 - - - - - - 1,666 1,864 3,530 3,530 2,297 2,297 - 1,233 347 135 8 5 715 24 - - - - - - 1,619 1,862 3,481 3,481 2,271 2,271 - 1,209 347 135 6 5 693 24 - - - - - - Total 3,330 3,330 2,837 3,525 3,530 3,481 Main economic classification by sub-programme SR'000s SP1:Youth Support & Coordination Compensation of Employees Use of Goods and Services Non-financial Assets SP2:Policy Planning, Monitoring & Evaluation Compensation of Employees Use of Goods and Services Non-financial Assets 2019 Estimated Actual 1,694 704 989 - 1,637 1,169 468 - 2020 2021 2022 2023 Budget (Amendment) 1,610 760 850 - 1,720 1,349 370 - Revised Budget Budget Forecast Forecast 1,562 830 732 - 1,275 995 279 - 1,646 723 924 - 1,878 1,511 367 - 1,666 762 904 - 1,864 1,535 329 - 1,619 736 882 - 1,862 1,535 327 - 225 Department of Family 1.
Budget Summary Consolidated Position SR'000s P1:Governance, Management and Administration P2:Poverty Alleviations Total 2021 2022 2023 Total to be appropriated Compensation of Employees Use of Goods and Services Capital Forecast Forecast 8,570 4,753 13,323 6,183 1,797 7,979 2,388 2,956 5,344 - - - 8,555 4,788 13,343 8,507 4,772 13,279 2.
Strategic Overview of Entity Mandate The Family Department is committed to the empowerment of all families based on a holistic social development approach taking into account the specificities brought about through population issues and gender dynamics.
It is cognisant of the complexities of development on families and the need to identify the root causes of those factors which impact on family life, through the conceptualisation and design of policies, strategies and programmes, in the effort to help bring positive life changes for the betterment of our society.

Meaningful change cannot happen if we do not consider radical and deep-rooted changes to the present socio-economic realities, using family-friendly lens.
Major Achievements in 2019 and 2020 Family Affairs  Developed legislation, policies, programmes and action plans (from evidence, i.e.

conducted research and studies) and oversaw the implementation of same through monitoring and evaluating frameworks;  Developed socio-economic indicators to support the social development of the country;  Undertook advocacy and sensitisation programmes, especially developing roadmaps aimed at positive empowerment of Seychellois families.

(e.g.
(e.g.

housing, monitoring programme, butterfly project);  Promoted active diplomacy locally with civil society and private sector and internationally through ongoing co-operation with bilateral and multilateral sector (e.g.
hybrid launch of COMESA – 50 million African women speak project which provides for a digital one stop shop for women to access information on how best to go about their business and support one another in their own country and in many other African Countries); and  Reached out to the general population through targeted outreach programmes (e.g.

Orange day campaign, and from onset of COVID-19, use of virtual medium and ensuring the commemoration of international days).
Poverty Alleviation  Advocated for and established new and innovative approaches to poverty alleviation, i.e.
Scientific Approach, Rapid Response Teams and Rapid Delivery Service, resulting in the provision of monetary, social and housing assistance in a number of cases;  Developed the Seychelles Multi-Dimensional Poverty Index (MPI) in collaboration with local stakeholders which was piloted by the National Bureau of Statistics; 226  Enhanced outreach on the role of Poverty Alleviation Department and MPI through more intensified Poverty Alleviation Awareness Campaign;  Established core comprehensive partnership with the World Bank for assistance to develop the Social Registry to improve service delivery and response to mitigate the risk of vulnerable individuals and families ending up in poverty; and  Established and started the implementation of the family mentorship programme and specialised counselling.
Current Challenges Family Affairs  Uncertainty about the Commencement Date of the Domestic Violence Act, for which an inventory of relevant stakeholders is awaited.

The latter has bearing on readiness to implement the Act;  Absence of databases; and  Development of an effective information management system.
Poverty Alleviation  Poor understanding across several platforms of what the Poverty Alleviation Department does in     view of the absence of an agency to provide programmes for alleviating poverty; Inadequate monitoring and evaluation mechanisms results in the process to measure human development being slow; Inability to fully establish the relevant databases and information management systems; Inability to respond more effectively in a timely manner to required expectations and demands of the population due to insufficient targeted services and programmes in place; and Inappropriate infrastructure for full delivery of targeted programmes and services, such as outreach programmes and intervention services at community level.
Strategic Priorities 2021 to 2023 Family Affairs  Training to institutionalise Result Based Management methodology for relevant staff members;  Review of existing policies to align them with the Department’s new mandate;  Educate the general public and agencies on the new Domestic Violence Act, 2020; and  Mainstreaming of gender and population issues in plans, programmes and policies.
Poverty Alleviation  Eradication of all cases of extreme poverty;  Develop and finalise the adoption of national indicators and relevant databases and information management systems to measure human development at community and national level;  Re-enforce provision of outreach programmes and intervention services at institutional community  level to effectively respond to the needs, expectations and demands of the population; Intensify policy review and formulation based on research conducted to inform policies and programmes, in order to improve mitigation of the negative effects of social change and development on individuals and families in society; and  Be the leading institution in policy, regulatory and programme planning for poverty eradication and related matters.
227 3.

Budget Overview Revenue Table 1.

Revenue SR'000s Consolidated Fund Main appropriation Total 2019 Estimated Actual 9,804 9,804 9,804 2020 2021 2022 2023 Budget (Amendment) Revised Budget Budget Forecast Forecast 9,153 9,153 9,153 8,497 8,497 8,497 13,323 13,323 13,323 13,343 13,343 13,343 13,279 13,279 13,279 Consolidated Expenditure Estimates Table 2.
Consolidated expenditure estimates SR'000s 2019 2020 2021 2022 2023 Estimated Actual Budget (Amendment) Revised Budget Budget Forecast Forecast Programmes P1:Governance, Management and Administration P2:Poverty Alleviations 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 CAPITAL EXPENDITURE Non-financial Assets Building and Infrastructure Machinery and Equipment Other Fixed Assets Non-produced Assets 3,764 6,039 9,804 9,804 3,960 3,960 - 5,843 1,039 1,090 224 7 3,208 275 - - - - - - 3,559 5,593 9,153 9,153 4,436 4,436 - 4,716 666 553 86 5 3,275 132 - - - - - - 3,525 4,972 8,497 8,497 4,569 4,569 - 3,928 760 318 71 14 2,623 143 - - - - - - 8,570 4,753 13,323 13,323 7,979 7,979 - 5,344 1,387 510 123 10 3,221 93 - - - - - - 8,555 4,788 13,343 13,343 8,124 8,124 - 5,219 1,315 502 129 10 3,199 63 - - - - - - 8,507 4,772 13,279 13,279 8,114 8,114 - 5,164 1,315 502 129 10 3,145 63 - - - - - - Total 9,804 9,153 8,497 13,323 13,343 13,279 228 4.
Approved New Spending Initiatives Table 3.

New initiatives funded Programme Name of New spending initiative Priority Objective Description and motivation R'000s Funding 2021 Funding 2022 Funding 2023 P1.1: Minister Secretariat Operational Cost for Minister Secretariat Review of existing policies to align them with the Department new mandates.
P1.2: Research, Policy and Societal Development Initiatives Operational Administrative cost Review of existing policies to align them with the Department new mandates.
PSIP Compensation of Employees Goods and Services Minor Capital Outlays Total PSIP Compensation of Employees Goods and Services Minor Capital Outlays Additional costing for Minister Secretariat + Special Advisor office that will be located at Unity House Department of Family Affairs was previously merged with Social Affairs thus the operational cost was catered under Social Affairs.
Due to restructuring the department need to make provision for the administrative cost that they did not have under their budget.

382 382 382 382 382 382 425 425 425 - 425 425 425 5.

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 Secretariat: The 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 Research, Policy and Societal Development Initiatives: The programme is to promote, support and empower 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 Strategic Objectives and Measures The table below sets out the performance measures by which the programme will be monitoring the achievement of its strategic objectives.
229 Table 4.

Performance measures for programme P4:Research, Policy and Societal Development Initiatives Policy decision making around social development initiatives, services and programmes have been influenced through scientific information 2019 Target Actual 2020 Amended Target 2021 2023 Target Target 2023 Target - 2 2 1 1 Outcome Contributing indicators 1.
Number of SIA Guidelines developed and implemented across 4 areas: Class I Tourism Projects, Housing Projects, Unclassified SIB Projects and Policy Formulation 2.

% of projects undertaken on social impact assessment 3.

Number of clusters introduced on Ile Perseverance 4.

Number of After School and Holiday Programmes introduced for children at Perseverance 5.

Number of After School and Holiday Programmes introduced for children nationwide (from Family Action Plan) 6.
Number of National Multidimensional Poverty Index 7.

Number of databases and information management systems developed 8.

Number of Gender Intervention Programmes targeting boys and parents at Ile Perseverance at primary Level 9.

Increase in engagement /participation of men and boys in organized Gender- Based Activities 10.

Number of Gender-Based activities implemented 11.


Increase in sensitization on GBV of the general public (number of people reached) 1 - 2 4 3 - 1 4 400 20 500 100 10 8 6 2 100 12 10 7 - - - 7 8 - 50 100 8 6 5 1 1 6 6 6 4 1 4 6 - 1 1 1 1 - 30 10 800 2,000 4,000 20,000 30 35 40 40 800 1,000 40,000 35,000 60,000 12.

Number of GBV Awareness Activities 10 20 20 40 25 30 230 Programme Expenditure Table 5.
Consolidated programme expenditure estimates SR'000s 2019 Estimated Actual 2020 2021 2022 2023 Budget (Amendment) Revised Budget Budget Forecast Forecast Programmes SP1:Minister's Secretariat SP2:Research, Policy and Societal Development Initiatives 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 CAPITAL EXPENDITURE Non-financial Assets Building and Infrastructure Machinery and Equipment Other Fixed Assets Non-produced Assets - 3,764 3,764 3,764 2,372 2,372 - 1,392 349 453 178 0 373 39 - - - - - - - - 3,559 3,559 3,525 3,525 3,559 2,701 2,701 - 859 202 210 30 - 365 52 - - - - - - 3,525 2,857 2,857 - 668 183 44 30 9 332 71 - - - - - - 4,308 4,262 8,570 8,570 6,183 6,183 - 2,388 961 287 85 5 980 70 - - - - - - 4,226 4,329 8,555 8,555 6,273 6,273 - 2,281 889 279 91 5 977 40 - - - - - - 4,226 4,281 8,507 8,507 6,263 6,263 - 2,243 889 279 91 5 939 40 - - - - - - Total 3,764 3,559 3,525 8,570 8,555 8,507 Main economic classification by sub-programme SR'000s SP1:Minister's Secretariat Compensation of Employees Use of Goods and Services Non-financial Assets SP2:Research, Policy and Societal Development Initiatives Compensation of Employees Use of Goods and Services Non-financial Assets 2019 Estimated Actual - - - - 3,764 2,372 1,392 - 2020 2021 2022 2023 Budget (Amendment) - - - - 3,559 2,701 859 - Revised Budget - - - - 3,525 2,857 668 - Budget Forecast Forecast 4,308 3,070 1,238 - 4,262 3,113 1,149 - 4,226 3,070 1,156 - 4,329 3,204 1,126 - 4,226 3,070 1,156 - 4,281 3,194 1,088 - Programme 2: Poverty Alleviations The purpose of the programme is to undertake research to guide review and formulation of policies and programmes aimed at the improvement of Quality of Life and alleviation of poverty in Seychelles.
231 Strategic Objectives and Measures The table below sets out the performance measures by which the programme will be monitoring the achievement of its strategic objectives.

Table 6.

Performance measures for programme P2: Poverty Alleviation Outcome Poverty Monitoring and Evaluation Framework in place and functional Outcome indicator 1.

Poverty Monitoring and Evaluation Framework Contributing indicators 2019 Target Actual 2020 Amended Target 1 - 2 2019 Target Actual 1.

Poverty Information System 2.


Programme co-ordination frame work 3.

Number of Rapid Response teams in place 4.

Completed Regions 1 1 3 3 1 1 2 3 5.

Cases identified and Referred 200 234 Programme Expenditure 2021 Target 1 2021 2023 2023 Target Target 1 2023 1 2023 Target Target Target 1 1 1 4 1 1 1 3 1 1 1 4 300 200 175 2020 Amended Target 1 1 1 - 250 Table 7.
Consolidated programme expenditure estimates SR'000s Programmes P2:Poverty Alleviations 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 CAPITAL EXPENDITURE Non-financial Assets Building and Infrastructure Machinery and Equipment Other Fixed Assets Non-produced Assets 2019 Estimated Actual 2020 2021 2022 2023 Budget (Amendment) Revised Budget Budget Forecast Forecast 6,039 6,039 6,039 1,589 1,589 - 4,451 690 637 46 6 2,835 236 - - - - - - 5,593 5,593 5,593 1,736 1,736 - 3,858 464 342 57 5 2,910 80 - - - - - - 4,972 4,972 4,972 1,712 1,712 - 3,260 577 274 41 5 2,291 72 - - - - - - 4,753 4,753 4,753 1,797 1,797 - 2,956 426 223 38 5 2,241 23 - - - - - - 4,788 4,788 4,788 1,851 1,851 - 2,937 426 223 38 5 2,222 23 - - - - - - 4,772 4,772 4,772 1,851 1,851 - 2,921 426 223 38 5 2,206 23 - - - - - - Total 6,039 5,593 4,972 4,753 4,788 4,772 232 Seychelles National Youth Council 1.
Budget Summary Consolidated Position SR'000s P1:Governance, Management & Administration P2:Development & Implementation of Youth Programme Total 2021 2022 2023 Total to be appropriated Compensation of Employees Use of Goods and Services Capital Forecast Forecast 9,921 10,640 20,561 2,938 6,983 7,259 10,197 3,381 10,363 - - - 9,614 10,799 20,413 9,482 11,034 20,516 2.
Strategic Overview of Entity Mandate The mandate of the Seychelles National Youth Council (SNYC) is to provide equal opportunities for the physical, spiritual, educational and morale development of the youth through empowerment, participation, programmes and advocacy of youth interest at national and international levels.
Major Achievements in 2019 and 2020 Improvement in the quality of activities organised;   Better involvement and participation with various organisations/vulnerable groups, such as prisons and night shelter; Improved quality of awards given to awardees;   More effective networking with affiliated partners/organisations;  Involvement of private schools in youth programmes organised by SNYC;  Increased number of young entrepreneurs assisted;  Increased participation of youths in national events; and  Completing of studies by a number of staff members.
Current Challenges  Limited infrastructure/facilities for SNYC to organise activities/events and high cost of rental at both national and community levels impacts on the Council’s ability to implement quality programmes;  Absence of proper networking and co-ordination with certain stakeholders which results in poor  delivery of services and programmes, and thus the expectations of the public are not met; Inefficient procedure in place for approval of activities at district level results in postponement or cancellation of programmes which brings disappointment to the youths;  High demands by the youths on quality activities which result in high costs of programmes; and  Inability to meet the youths’ expectations due to absence of the latest technology and high cost of telecommunication.
Strategic Priorities 2021 to 2023  Align and simplify guidance for youth programmes;  Co-ordinate youth programming and funding support at district and regional levels;  Co-ordinate technical assistance efforts to leverage resources;  Review all programmes/services in line with the new Youth Policy and SNYC mandate;  Promote youth engagement and partnership to strengthen programmes to benefit the youth; and 233  Provide and encourage provision of multiple opportunities for youths to develop, master and apply critical skills, including life and leadership skills; 3.
Budget Overview Revenue Table 1.

Revenue SR'000s Consolidated Fund Main appropriation Total Current Receipts Table 2.
Current receipts SR'000s Receipts transferred to Consolidated Fund Youth Services Bureau Rental of Hall TOTAL 2019 Estimated Actual 24,669 24,669 24,669 2020 Budget (Amendment) 26,939 26,939 26,939 Revised Budget 26,672 26,672 26,672 2021 Budget 2022 2023 Forecast Forecast 20,561 20,561 20,561 20,413 20,413 20,413 20,516 20,516 20,516 2019 Estimated Actual 2020 2021 2022 2023 Budget Amendment Revised Budget Budget Forecast Forecast 22 4 26 50 15 65 50 15 65 50 15 65 50 15 65 50 15 65 Consolidated Expenditure Estimates Table 3.
Consolidated expenditure estimates SR'000s 2019 Estimated Actual 2020 2021 2022 2023 Budget (Amendment) Revised Budget Budget Forecast Forecast Programmes P1:Governance, Management & Administration P2:Development & Implementation of Youth Programme 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 12,260 12,409 24,669 24,423 9,590 9,590 - 14,833 4,305 1,373 210 39 8,561 345 13,803 14,862 9,921 9,614 9,482 13,136 26,939 11,810 26,672 10,640 20,561 10,799 20,413 11,034 20,516 26,939 10,604 10,604 - 16,335 4,014 1,434 254 66 10,470 98 26,672 10,604 10,604 - 16,068 3,091 1,095 259 66 11,159 398 20,561 10,197 10,197 - 10,363 2,974 810 249 33 6,066 232 20,413 10,378 10,378 - 10,035 2,974 810 249 32 5,938 33 20,516 10,621 10,621 - 9,895 2,974 810 249 32 5,797 33 234 SR'000s CAPITAL EXPENDITURE Non-financial Assets Building and Infrastructure Machinery and Equipment Other Fixed Assets Non-produced Assets 2019 Estimated Actual 246 246 - - - 246 2020 2021 2022 2023 Budget (Amendment) - Revised Budget - - - - Budget Forecast Forecast - - - - - - - - - - - - - - - - - - - - Total 24,669 26,939 26,672 20,561 20,413 20,516 4.
Programme Performance Programme 1: Governance, Management and Administration The purpose of the programme is to harmonise the structure of the council and the role of the council’s Board, through the implementation of a clear and effective organisational structure, which will improve decision-making processes, hence improve productivity.

Programme Expenditure Table 4.
Consolidated programme expenditure estimates SR'000s Programmes P1:Governance, Management and Administration 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 CAPITAL EXPENDITURE Non-financial Assets Building and Infrastructure Machinery and Equipment Other Fixed Assets Non-produced Assets 2019 Estimated Actual 2020 2021 2022 2023 Budget (Amendment) Revised Budget Budget Forecast Forecast 12,260 12,260 12,014 2,431 2,431 - 9,583 2,369 421 198 6 6,333 256 246 246 - - - 246 13,803 13,803 14,862 14,862 9,921 9,921 9,614 9,614 9,482 9,482 13,803 2,826 2,826 - 10,977 1,535 199 154 2 9,005 82 - - - - - - 14,862 2,937 2,937 - 11,925 1,535 245 234 2 9,527 382 - - - - - - 9,921 2,938 2,938 - 6,983 1,434 211 199 1 4,914 224 - - - - - - 9,614 2,947 2,947 - 6,667 1,434 211 199 - 4,799 25 - - - - - - 9,482 2,955 2,955 - 6,527 1,434 211 199 - 4,659 25 - - - - - - Total 12,260 13,803 14,862 9,921 9,614 9,482 235 Programme 2: Development and Implementation of Youth Programmes The purpose of the programme is to provide support to all youth and motivate them to take part in productive initiatives, programmes and activities for individual, community and national development.
The programme comprises the following sub-programmes:  Sub-programme 1 Youth Services: Provides, strengthens and sustains a comprehensive integrated range of multidisciplinary adolescent friendly services; and  Sub-programme 2 Youth Empowerment: Ensures the Council delivers quality programmes to the youth as citizens, so that they are wholly prepared for life and are empowered to participate fully in the social and economic development of Seychelles.
Strategic Objectives and Measures The table below sets out the performance measures by which the programme will be monitoring the achievement of its strategic objectives.

Table 5.

Performance measures for programme Outcome: Outcome indicator Quantity and quality of activities/events organized.

Contributing indicators Different groups/stakeholders associated with 1.

Increase in the number of participants in activities and events organized 2.
Increase in the number of youth receiving awards P2:Development and Implementation Of Youth Programme Decentralisation of quality programmes/services responding to the need of youths from all regions.
2019 Target Actual 2020 Amended Target - - 108 2019 Target Actual 2020 Amended Target SP1:YOUTH SERVICES 2021 Target 120 2021 2022 Target 130 2022 2023 Target 150 2023 Target Target Target 24 12 24 25 30 35 SP2:YOUTH EMPOWERMENT 14,400 14,744 16,400 16,400 17,000 20,000 52 - 25 25 25 30 Programme Expenditure Table 6.
Consolidated programme expenditure estimates SR'000s Programmes SP1:Youth Services SP2:Youth Empowerment Programme Total Economic Classification CURRENT EXPENDITURE Compensation of Employees Wages and Salaries in Cash Wages and Salaries in Kind 2019 Estimated Actual 2020 2021 2022 2023 Budget (Amendment) Revised Budget Budget Forecast Forecast 2,830 9,579 12,409 12,409 7,159 7,159 - 3,161 9,975 13,136 13,136 7,778 7,778 - 3,210 8,600 11,810 11,810 7,667 7,667 - 2,756 7,884 10,640 10,640 7,259 7,259 - 2,760 8,038 10,799 10,799 7,431 7,431 - 2,865 8,168 11,034 11,034 7,666 7,666 - 236 SR'000s 2019 Estimated Actual Use of 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 5,250 1,937 951 12 33 2,228 89 - - - - - - 2020 2021 2022 2023 Budget (Amendment) 5,358 2,479 1,235 100 64 1,465 16 - - - - - - Revised Budget Budget Forecast Forecast 4,143 1,556 850 25 64 1,632 16 - - - - - - 3,381 1,540 599 50 32 1,152 8 - - - - - - 3,368 1,540 599 50 32 1,139 8 - - - - - - 3,368 1,540 599 50 32 1,139 8 - - - - - - Total 12,409 13,136 11,810 10,640 10,799 11,034 Main economic classification by sub-programme SR'000s SP1:Youth Services Compensation of Employees Use of Goods and Services Non-financial Assets SP2:Youth Empowerment Compensation of Employees Use of Goods and Services Non-financial Assets 2019 Estimated Actual 2,830 1,602 1,228 - 9,579 5,557 4,022 - 2020 2021 2022 2023 Budget (Amendment) 3,161 1,529 1,632 - 9,975 6,248 3,727 - Revised Budget 3,210 1,512 1,697 - 8,600 6,155 2,445 - Budget Forecast Forecast 2,756 1,454 1,302 - 7,884 5,806 2,078 - 2,760 1,471 1,289 - 8,038 5,960 2,078 - 2,865 1,576 1,289 - 8,168 6,090 2,078 - 237 National Sport Council 1.
Budget Summary Consolidated Position SR'000s P1:Governance, Management & Administration P2:Sport Development & Training Total 2021 2022 2023 Total to be appropriated Compensation of Employees Use of Goods and Services Capital Forecast Forecast 30,680 36,381 67,061 6,465 12,424 18,888 16,076 23,958 40,034 8,139 - 8,139 24,401 39,975 64,377 25,296 54,367 79,663 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.
Major Achievements in 2019 and 2020  Seychelles finished 4th at the 10th edition of the 2019 Indian Ocean Island Games held in Mauritius with 28 Gold, 32 Silver and 51 Bronze medals;  Seychelles finished 18th out of 54 countries at the 2019 All Africa Games held in Morocco, with 4 medals, 2 Gold, 1 Silver and 1 Bronze;  Windsurfing won a gold medal at the 2019 Mussana Race Week, plus a silver at the African RSX and Laser Championship and Olympic Qualification Regatta;  Sailing won gold at the African RSX and Laser Championship and Olympic Qualification Regatta and qualified for Tokyo 2020 Olympics;  Tennis won gold in singles and doubles at the Guatemala and Costa Rica J5 tournaments in South  America; Increased number of participants in Sports for all programmes such as Nature Walks, Challenges, Baby Gym, Parents Welcome, Learn-to-swim, Stay Young Senior Citizen, Sports in Working Organisations and Out Door Gyms;  Boxing won gold at the African Zone 4 Boxing Championship held in Gaborone, Botswana;  Weightlifting won 3 gold medals and 3 silver medals at the African Junior and Youth Weightlifting Championships in Kampala, Uganda;  Canoeing won 2 bronze medals from the K2 1000m and K2 200m races in the African Championships held in Egypt; and  Golf won a silver and a bronze medal in the individual and team events, respectively, in Mauritius at the Anahita Golf event.
Current Challenges  Enactment of a new and up to date National Sports Council Act;  Updating of existing Sports Federations’ Constitutions to reflect the present reality;  Reduction of conflict of interest in sports at all levels and to hold Executive Committee members accountable for their actions; and 238  Sports Federations implementation of a long-term athletes/players development programme;  Financial resources and capacity to prepare athletes and teams for local and international events such as Indian Ocean Island Game (IOIG), All Africa Games and Olympics;  Use of sports facilities and manpower to deliver programmes at district level;  Competencies of administrators at Federation Executive Committee level and implementation of good governance practices; and  Limitations involving sports and athletes for high-level performance that can improve results and win medals for Seychelles.
Strategic Priorities 2021 to 2023  Prepare for and participate in the major International Games such as 2021 Tokyo Olympic Games, 2023 IOIG, All Africa Games and CJSOI Games in Mauritius in 2021;  Maximise use of all sports facilities in the districts;  Develop a long-term athletes/players development programme for major sports;  Provide additional sports facilities to enable decentralisation of sports at district level;  Prepare and participate in the 2022 Commonwealth Games in Birmingham;  Organise Seychelles Nature Trail Open International competitions; and  Establish International Sports Diplomacy and Co-operation with different countries with the support of Ministry of Foreign Affairs and Tourism.
3.

Budget Overview Revenue Table 1.

Revenue SR'000s Consolidated Fund Main appropriation Total Current Receipts Table 2.
Current receipts 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 2019 Estimated Actual 78,288 78,288 78,288 2020 2021 2022 2023 Budget (Amendment) Revised Budget Budget Forecast Forecast 60,685 60,685 60,685 59,911 59,911 59,911 67,061 67,061 67,061 64,377 64,377 64,377 79,663 79,663 79,663 2019 Estimated Actual 2020 2021 2022 2023 Budget (Amendment) Revised Budget Budget Forecast Forecast 38 12 724 65 48 1,130 300 31 1,224 137 200 1,049 36 31 50 137 200 355 808 350 31 500 152 - 1,099 350 31 1,389 152 200 1,099 350 31 1,389 152 200 1,100 2,131 3,220 3,221 TOTAL 2,018 2,940 239 Consolidated Expenditure Estimates Table 3.
Consolidated expenditure estimates SR'000s 2019 2020 2021 2022 2023 Estimated Actual Budget (Amendment) Revised Budget Budget Forecast Forecast Programmes P1:Governance, Management & Administration P2:Sport Development & 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 CAPITAL EXPENDITURE Non-financial Assets Building and Infrastructure Machinery and Equipment Other Fixed Assets Non-produced Assets 20,478 57,810 78,288 78,288 15,287 15,287 1,038 63,002 16,017 15,026 2,312 2,870 25,053 685 - - - - - - 23,193 37,491 60,685 58,845 16,265 16,265 1,100 42,580 10,560 3,334 2,740 2,237 21,108 1,499 1,840 1,840 1,840 - - - 24,594 35,317 59,911 58,071 16,496 16,496 700 41,575 12,820 5,193 2,265 2,275 16,757 1,564 1,840 1,840 1,840 - - - 30,680 36,381 67,061 58,922 18,888 18,888 245 40,034 11,732 6,088 3,228 2,635 15,365 741 8,139 8,139 8,139 - - - 24,401 39,975 64,377 62,877 19,991 19,991 239 42,886 11,876 6,999 3,875 2,895 16,198 805 1,500 1,500 1,500 - - - 25,296 54,367 79,663 78,163 20,125 20,125 239 58,039 15,676 13,063 3,875 3,255 20,447 1,485 1,500 1,500 1,500 - - - Total 78,288 60,685 59,911 67,061 64,377 79,663 4.
Approved New Spending Initiatives Table 4.
New initiatives funded Programme P2.1: Sports Development And Training Name of New Spending Initiative Allocation to Major Games: - Francophone Games 2022 - Olympic preparation - Commonwealth Games Priority Objective Description and motivation R'000s Funding 2021 Funding 2022 Funding 2023 Prepare for and participate in the major international Games NSC is required to accommodate expenses for the games such as supporting the athletes for preparation and competition as well.
PSIP Compensation of Employees Goods and Services Minor Capital Outlays 760 1,610 940 - Total 760 1,610 940 240 Programme Name of New Spending Initiative Priority Objective Description and motivation R'000s Funding 2021 Funding 2022 Funding 2023 P2.1: Sports Development And Training High Performance athletes sport programmes Prepare for and participate in the major international Games Assistance to support high performance in the international competition P2.1: Sports Development And Training Zwe Lespwar Develop programme for major sports A game competition which is held amongst the school PSIP Compensation of Employees Goods and Services Minor Capital Outlays Total PSIP Compensation of Employees Goods and Services Minor Capital Outlays 1,345 1,345 1,345 1,345 1,345 1,345 860 860 860 Total 860 860 860 5.
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.

Programme Expenditure Table 5.
Consolidated programme expenditure estimates SR'000s 2019 Estimated Actual 2020 2021 2022 2023 Budget (Amendment) Revised Budget Budget Forecast Forecast Programmes P1:Governance, Management & Administration 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 20,478 20,478 20,478 3,752 3,752 - 16,727 6,016 891 824 40 8,385 571 23,193 23,193 21,353 4,065 4,065 - 17,288 5,265 697 1,075 45 8,860 1,346 24,594 24,594 22,754 3,719 3,719 - 19,035 6,670 423 850 45 9,482 1,564 30,680 30,680 22,541 6,465 6,465 - 16,076 8,751 362 826 45 5,801 291 24,401 24,401 22,901 7,351 7,351 - 15,550 8,770 362 934 45 5,084 355 25,296 25,296 23,796 7,416 7,416 - 16,380 8,770 362 934 45 5,084 1,185 241 SR'000s CAPITAL EXPENDITURE Non-financial Assets Building and Infrastructure Machinery and Equipment Other Fixed Assets Non-produced Assets 2019 Estimated Actual 2020 2021 2022 2023 Budget (Amendment) Revised Budget Budget Forecast Forecast - - - - - - 1,840 1,840 1,840 - - - 1,840 1,840 1,840 - - - 8,139 8,139 8,139 - - - 1,500 1,500 1,500 - - - 1,500 1,500 1,500 - - - Total 20,478 23,193 24,594 30,680 24,401 25,296 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.

Strategic Objectives and Measures The table below sets out the performance measures by which the programme will be monitoring the achievement of its strategic objectives.

Table 6.
Table 6.

Performance measures for programme P2:Sport Management & Development Outcome: Outcome indicator 1.

Number of athletes participating in Games 2.

Number of medals won at international games 3.


Number of national team athletes Contributing indicators Develop a vibrant culture of sports and recreation at all level 2019 Target Actual 150 60 550 24 0 455 2019 Target Actual 2020 Amended Target 400 120 550 2020 Amended Target 2021 2022 2023 Target Target Target 400 120 550 2021 50 75 400 2022 50 100 450 2023 Target Target Target SP1:Sports Development & Training 1.

Number of certificates in coaching 2.

Attendance for Communications skills courses 3.


Attendance of Sports Aids 4.

Attendance of Good Governance in sports session 20 25 25 60 7 15 12 15 25 30 30 60 SP2:Regional Sport Development 1.

Number of people participating in Sports for all activities 2.

Number of daycares using baby gym facilities 3.

Number of people participating in outdoor pursuits 4.

Number of athletes treated 5.

Number of club athletes treated 6.

Number of general public treated 7.


Number of students enrolled in swimming classes Programme Expenditure Table 7.
Consolidated programme expenditure estimates SR'000s 2019 Estimated Actual 2020 2021 2022 2023 Budget (Amendment) Revised Budget Budget Forecast Forecast Programmes SP1:Sport Development & Training SP2:Regional Sport Development 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 CAPITAL EXPENDITURE Non-financial Assets Building and Infrastructure Machinery and Equipment Other Fixed Assets Non-produced Assets 44,731 13,079 57,810 57,810 11,535 11,535 1,038 46,275 10,001 14,135 1,488 2,830 16,668 114 - - - - - - 24,866 12,625 37,491 23,605 11,713 35,317 27,749 8,633 36,381 30,813 9,163 39,975 45,144 9,223 54,367 37,491 12,200 12,200 1,100 25,291 5,295 2,638 1,666 2,192 12,248 153 - - - - - - 35,317 12,777 12,777 700 22,541 6,150 4,770 1,416 2,230 7,275 - - - - - - - 36,381 12,424 12,424 245 23,958 2,981 5,726 2,402 2,590 9,564 450 - - - - - - 39,975 12,640 12,640 239 27,335 3,106 6,636 2,941 2,850 11,114 450 - - - - - - 54,367 12,709 12,709 239 41,658 6,906 12,700 2,941 3,210 15,363 300 - - - - - - Total 57,810 37,491 35,317 36,381 39,975 54,367 Main economic classification by sub-programme SR'000s SP1:Sport Development & Training Compensation of Employees Use of Goods and Services Non-financial Assets SP2:Regional Sport Development Compensation of Employees Use of Goods and Services Non-financial Assets 2019 Estimated Actual 44,731 6,934 37,798 - 13,079 4,601 8,477 - 2020 2021 2022 2023 Budget (Amendment) 24,866 7,448 17,418 - 12,625 4,751 7,874 - Revised Budget 23,605 7,900 15,704 - 11,713 4,876 6,836 - Budget Forecast Forecast 27,749 7,682 20,067 - 8,633 4,742 3,891 - 30,813 7,707 23,105 - 9,163 4,933 4,230 - 45,144 7,716 37,428 - 9,223 4,993 4,230 - 243 National Council for Children 1.
Budget Summary Consolidated Position SR'000s P1: Governance, Management and Administration P2: Child & Family Services P3:Residential Child Support Services Total 2021 2022 2023 Total to be appropriated Compensation of Employees Use of Goods and Services Capital Forecast Forecast 2,807 2,791 8,079 13,677 1,484 2,271 5,417 9,171 1,323 520 2,663 4,507 - - - - 2,909 2,776 8,281 2,778 2,793 8,507 13,966 14,078 2.
Strategic Overview of Entity Mandate The National Council for Children (NCC) is governed by the NCC Act (Revised 1991, Amended 1999).

The NCC commits itself 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.
Major Achievements in 2019 and 2020  Produced child centred programmes such as Konekte Zen’ and ‘Elve ou zanfan dan 15 minit’ that enabled NCC to directly interact with children, young people, parents and experts and give children a voice and platform for expressing their views and feelings;  Celebration the Universal Children’s Day on 20th November by preparing a child for sharing their views and plight with members of the National Assembly, with a view to ensure the views of the child are considered in political decision making and taking; Introduced and implemented the Empowering Girls Project entitled Grow Learn Overcome (GLO), which involves the effective use of female role models to motivate and build the confidence and self- esteem of a group of teenage girls from the Foyer Solitude and the President’s Village;   Eliminated the client waiting list as a result of the appointment of an additional psychologist in 2019 and provided therapy to more clients as a result of the increased number of therapists.
The caseloads increased from 1232 in 2017 to 1448 in 2019, most of which involved boys aged between 5 and 18 years of age, demonstrating the need to provide more boy friendly therapeutic interventions;  Developed and delivered a range of training modules focusing on the needs of children and their families – 25 modules have been designed and delivered over the last three years;  Used thematic approach to develop greater awareness of living values in school aged children.
To date, the two themes covered are Encouragement and Perseverance;  Used a range of activities and promotions for the celebration of the 30th Anniversary of the United Nations Convention on the Rights of the Child in November 2019;  Worked with the Women Parliamentarians and Social Affairs to get corporal punishment banned through the passing of the Children (Amended) Act in May 2020.
This is an Act to provide for further protection of children; the abolition of corporal punishment against children and to give effect 244 to requirements under international conventions on children rights and for matters incidental thereto; and  Offered a more relevant training package to the staff of the President’s Village.

In 2019, a lawyer delivered training on the Children Act, 1982 and in July and August 2019, a Juvenile Court member delivered a workshop on the operation of the Juvenile Court.
Current Challenges  Shortage of qualified child support officers to meet the challenging and demanding needs of the  vulnerable children in care at the President Village; Increased needs of the President village due to negative influences of older children on younger ones;  Poor maintenance on children’s accommodation;  Delivery of the NCC training program in light of the current health regulation restriction;  Duplication of services on offer for children and young people provided by a range of organisations requiring a mapping exercise to gather information on the different organisation which offer counselling and psychological treatment to children under the age of 18; Increased concerns that will impact on the children due to the negative impact of the COVID-19 pandemic; and Increased reporting of child abuse including neglect and the quality and professionalism of the resources needed to deal with the issue.
  Strategic Priorities 2021 to 2023  Continue to network with key stakeholders to effectively implement the national care standards focusing on improving the quality of leadership, staff’s skills and abilities, the quality of care and provision at the President’s Village;  Play a key role in the delivery of Safeguarding and Child Protection training in order improve the detection and prevention of all forms of child abuse, including promotion of the Africa Child Online Protection Guidelines 2020;  Promote and monitor the implementation of the United Nations Convention for the Rights of the Child (UNCRC) by using different marketing and awareness raising campaigns, debates and discussions; including new technology;  Continue to provide psychosocial and counselling support through interventions that build on existing resources that help maintain children in stable and affectionate family environments;  Review and revise NCC’s training offer and its impact; and  Make more effective use of new technology for research, interaction with others and gathering views and opinions of all concerned.
3.

Budget Overview Revenue Table 1.

Revenue SR'000s Consolidated Fund Main appropriation Total 2019 Estimated Actual 11,653 11,653 11,653 2020 2021 2022 2023 Budget (Amendment) Revised Budget Budget Forecast Forecast 13,938 13,938 13,938 13,768 13,768 13,768 13,677 13,677 13,677 13,966 13,966 13,966 14,078 14,078 14,078 245 Consolidated Expenditure Estimates Table 2.
Consolidated expenditure estimates SR'000s 2019 2020 2021 2022 2023 Estimated Actual Budget (Amendment) Revised Budget Budget Forecast Forecast Programmes P1: Governance, Management and Administration P2: Child & Family Services P3:Residential Child Support Services 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 CAPITAL EXPENDITURE Non-financial Assets Building and Infrastructure Machinery and Equipment Other Fixed Assets Non-produced Assets 2,739 2,447 6,467 11,653 11,653 7,787 7,787 - 3,866 1,366 310 392 989 646 162 - - - - - - 3,873 2,888 7,178 3,823 2,765 7,179 2,807 2,791 8,079 2,909 2,776 8,281 2,778 2,793 8,507 13,938 13,768 13,677 13,966 14,078 13,938 9,205 9,205 - 4,733 1,592 237 658 1,098 913 235 - - - - - - 13,768 9,205 9,205 - 4,563 1,497 211 648 1,098 868 241 - - - - - - 13,677 9,171 9,171 - 4,507 1,353 214 619 1,133 1,098 90 - - - - - - 13,966 9,338 9,338 - 4,629 1,472 227 651 1,142 1,058 79 - - - - - - 14,078 9,449 9,449 - 4,629 1,484 282 757 1,170 815 122 - - - - - - Total 11,653 13,938 13,768 13,677 13,966 14,078 4.
Approved New Spending Initiatives Table 3.

New initiatives funded Programme Name of New Spending Initiative P3:Residential Child Support Services Creation of posts: 5 Child Support Officer Priority Objective Description and motivation R'000s Funding 2021 Funding 2022 Funding 2023 To improve the quality of care and provision at the President’s Village.

The posts are required as to improve the quality of care and provision at the President Village.
PSIP Compensation of Employees Goods and Services Minor Capital Outlays Total 561 673 673 561 673 673 246 5.

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.

Programme Expenditure Table 4.
Consolidated programme expenditure estimates SR'000s 2019 Estimated Actual 2020 2021 2022 2023 Budget (Amendment) Revised Budget Budget Forecast Forecast Programmes P1: Governance, Management and Administration 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 CAPITAL EXPENDITURE Non-financial Assets Building and Infrastructure Machinery and Equipment Other Fixed Assets Non-produced Assets 2,739 2,739 2,739 1,547 1,547 - 1,192 438 156 110 9 466 12 - - - - - - 3,873 3,873 3,823 3,823 2,807 2,807 2,909 2,909 2,778 2,778 3,873 2,357 2,357 - 1,515 451 75 234 55 661 40 - - - - - - 3,823 2,374 2,374 - 1,449 451 49 224 55 616 55 - - - - - - 2,807 1,484 1,484 - 1,323 390 63 240 55 561 15 - - - - - - 2,909 1,484 1,484 - 1,426 463 80 264 55 564 - - - - - - - 2,778 1,494 1,494 - 1,285 367 80 264 10 549 15 - - - - - - Total 2,739 3,873 3,823 2,807 2,909 2,778 Programme 2: Child and Family Services The main aim of the program 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.
Strategic Objectives and Measures The table below sets out the performance measures by which the programme will be monitoring the achievement of its strategic objectives.

247 Table 5.

Performance measures for programme P2: Child and Family Services Contributing indicators Target Actual 2019 2020 Amended Target 2021 2022 2023 Target Target Target 1.

Number of schools identified per year for receiving parenting education training 2.
Number of awareness raising sessions on the United Nations Convention on the Rights of Children (UNCRC) 3.

Number of safeguarding and child protection awareness raising sessions 4.

Number of UNCRC articles promoted per year 5.

Number of therapeutic sessions delivered per year by the Therapy Team 6.

Number of children in care to participate in a holiday camp 7.
% of staff trained in Basic First Aid N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A 5 5 5 6 10 10 10 6 15 15 15 6 1500 1700 1900 40 75% 60 100% 80 - Programme Expenditure Table 6.
Consolidated programme expenditure estimates SR'000s Programmes P2: Child & Family Services 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 CAPITAL EXPENDITURE Non-financial Assets Building and Infrastructure Machinery and Equipment Other Fixed Assets Non-produced Assets 2019 Estimated Actual 2020 2021 2022 2023 Budget (Amendment) Revised Budget Budget Forecast Forecast 2,447 2,447 2,447 2,141 2,141 - 305 189 25 - - 59 33 - - - - - - 2,888 2,888 2,888 2,444 2,444 - 443 336 42 - - 30 35 - - - - - - 2,765 2,765 2,765 2,404 2,404 - 361 254 42 - - 30 35 - - - - - - 2,791 2,791 2,791 2,271 2,271 - 520 298 42 - - 168 13 - - - - - - 2,776 2,776 2,776 2,306 2,306 - 470 265 42 - - 150 13 - - - - - - 2,793 2,793 2,793 2,399 2,399 - 393 339 42 - - - 13 - - - - - - Total 2,447 2,888 2,765 2,791 2,776 2,793 248 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 develop their potential by providing them with the necessities of life and raising their self-esteem and confidence.

Strategic Objectives and Measures The table below sets out the performance measures by which the programme will be monitoring the achievement of its strategic objectives.

Table 7.
Table 7.

Performance measures for programme P3: Residential Child Support Services Outcome 90% of training requests delivered to the Council 2019 Contributing indicators Target Actual 1.

Number of staff to participate in a Certified Child Development course 2.

% of staff trained on Safeguarding and Child Protection matters 3.
% of children targeted for therapeutic interventions or other support N/A N/A N/A N/A N/A N/A 2020 Amended Target N/A N/A N/A 2021 2022 2023 Target Target Target 2 50% 50% 2 75% 70% 2 100% 90% Table 8.
Consolidated programme expenditure estimates SR'000s 2019 Estimated Actual 2020 2021 2022 2023 Budget (Amendment) Revised Budget Budget Forecast Forecast Programmes P3:Residential Child Support Services 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 CAPITAL EXPENDITURE Non-financial Assets Building and Infrastructure Machinery and Equipment Other Fixed Assets Non-produced Assets 6,467 6,467 6,467 4,099 4,099 - 2,369 739 130 282 980 121 117 - - - - - - 7,178 7,178 7,178 4,403 4,403 - 2,774 805 120 424 1,043 222 160 - - - - - - 7,179 7,179 7,179 4,427 4,427 - 2,752 792 120 424 1,043 222 151 - - - - - - 8,079 8,079 8,079 5,417 5,417 - 2,663 665 110 379 1,078 368 63 - - - - - - 8,281 8,281 8,281 5,548 5,548 - 2,733 744 105 387 1,087 344 67 - - - - - - 8,507 8,507 8,507 5,556 5,556 - 2,951 778 160 493 1,160 266 94 - - - - - - Total 6,467 7,178 7,179 8,079 8,281 8,507 249 National Council for Elderly 1.
Budget Summary Consolidated Position 2021 2022 2023 SR'000s Total to be appropriated Compensation of Employees P1: Governance, Management and Administration P2: Homes for the Elderly Total 2,391 10,778 13,170 1,228 1,673 2,901 Use of Goods and Services 1,164 4,260 5,423 Capital Forecast Forecast - 4,845 4,845 2,371 5,559 7,930 2,363 5,539 7,903 2.
Strategic Overview of Entity Mandate The National Council for Elderly seeks to improve the overall lifestyle and wellbeing of the elderly people in Seychelles, especially through the management of the 9 existing homes for the elderly and the introduction of appropriate structures and systems to support those in the community.
Major Achievements in 2019 and 2020  Introduced an administrative support structure, framework and personnel to ensure the delivery of the Council’s mandate;  Developed guidelines, procedures and protocols in order to guide the operations of the Council;  Reinforced infection control and provided appropriate training to all the National Council for Elderly staff, especially in view of the COVID-19 pandemic; and  Developed and maintained the helpline as a first point of contact between the elderly community and the National Council for Elderly, ensuring monitoring of this service to fight against elderly abuse.
Current Challenges  Unregulated care service provision of the elderly in the community, hence the need to ensure identification of these elders and develop minimum standards of care to guide practice;  Managing renovations of the homes in order to ensure safe and secure living environments for the residents;  Delivery of supervisory and leadership/ management training for home administrators in order that they can better deliver their role, and enhanced training for carers in order to support the increasing number of dependent elders.
E.g.

as a result of dementia or other aged-resulted illnesses; Inability to identify the risk-level of elders in the community; and   Absence of appropriate financial management practices that impact on the quality of service delivery by the Council.
Strategic Priorities 2021 to 2023  Develop and implement regulated standards of care to guide the aged-care sector;  Ensure the development of systems to collect and analyse data specific to the elderly community in order to provide Government with evidence-based information for policy formulation and decision making;  Ensure that infrastructural development services and programmes are maintained to the optimum level possible (e.g.
critical renovation work on homes, residential projects of the private care homes, construction of Maison 3eme Age); and Introduce an effective financial auditing system.

 250 3.

Budget Overview Revenue Table 1.


Revenue SR'000s Consolidated Fund Main appropriation Total 2019 Estimated Actual 2020 2021 2022 2023 Budget (Amendment) Revised Budget Budget Forecast Forecast 9,184 9,184 9,184 11,310 11,310 11,310 14,258 14,258 14,258 13,170 13,170 13,170 7,930 7,930 7,930 7,903 7,903 7,903 Consolidated Expenditure Estimates Table 2.
Consolidated expenditure estimates SR'000s 2019 2020 2021 2022 2023 Estimated Actual Budget (Amendment) Revised Budget Budget Forecast Forecast Programmes P1: Governance, Management and Administration P2: Homes for the Elderly 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 CAPITAL EXPENDITURE Non-financial Assets Building and Infrastructure Machinery and Equipment Other Fixed Assets Non-produced Assets 2,754 6,430 9,184 8,396 2,602 2,602 59 5,794 1,089 189 82 10 3,960 405 788 788 788 - - - 2,697 8,614 11,310 2,755 11,504 14,258 2,391 10,778 13,170 8,321 3,161 3,161 16 5,160 768 77 32 - 4,197 71 2,990 2,990 2,990 - - - 8,321 3,161 3,161 16 5,160 987 106 52 15 3,914 71 5,938 5,938 5,938 - - - 8,325 2,901 2,901 - 5,423 1,241 104 104 67 3,512 396 4,845 4,845 4,845 - - - 2,371 5,559 7,930 7,930 2,899 2,899 - 5,032 1,236 106 104 67 3,493 26 - - - - - - 2,363 5,539 7,903 7,903 2,869 2,869 - 5,034 1,236 106 104 67 3,485 36 - - - - - - Total 9,184 11,310 14,258 13,170 7,930 7,903 251 4.
Programme Performance Programme 1: Governance, Management and Administration The purpose of the programme is to manage the resources of the Council and to maintain and continuously update a database on the elderly population.

Strategic Objectives and Measures The table below sets out the performance measures by which the programme will be monitoring the achievement of its strategic objectives.

Programme Expenditure Table 3.
Consolidated programme expenditure estimates SR'000s 2019 Estimated Actual 2020 2021 2022 2023 Budget (Amendment) Revised Budget Budget Forecast Forecast Programmes P1: Governance, Management and Administration 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 CAPITAL EXPENDITURE Non-financial Assets Building and Infrastructure Machinery and Equipment Other Fixed Assets Non-produced Assets 2,754 2,754 2,697 2,697 2,755 2,755 2,391 2,391 2,371 2,371 2,363 2,363 2,754 987 987 59 1,767 363 133 15 - 793 405 - - - - - - 2,697 1,348 1,348 16 1,348 156 48 7 - 1,059 63 - - - - - - 2,755 1,348 1,348 16 1,406 224 67 7 - 1,029 63 - - - - - - 2,391 1,228 1,228 - 1,164 232 53 10 - 853 16 - - - - - - 2,371 1,228 1,228 - 1,143 227 55 10 - 835 16 - - - - - - 2,363 1,228 1,228 - 1,136 227 55 10 - 828 16 - - - - - - Total 2,754 2,697 2,755 2,391 2,371 2,363 Programme 2: Homes for the Elderly The purpose of the programme is to provide and manage accommodation to able-bodied senior citizens who, for different reasons, need such facilities.
Strategic Objectives and Measures The table below sets out the performance measures by which the programme will be monitoring the achievement of its strategic plans.

252 Table 4.

Performance measures for programme P2:Homes for the Elderly Outcome Improved quality of life for senior citizens Outcome indicator Target Actual 2019 2020 Amended Target 2021 Target 1.

% of homes having adequate facilities 70% 70% 70% 2019 Contributing indicators Target Actual 1.

Number of homes renovated 2.


Number of homes with upgraded utilities 3 3 1 1 2020 Amended Target 3 3 Programme Expenditure Table 5.
Consolidated programme expenditure estimates 2022 Target 80% 2022 2023 Target 85% 2023 75% 2021 Target Target Target 9 9 9 9 9 9 SR'000s Programmes P2: Homes for the Elderly 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 CAPITAL EXPENDITURE Non-financial Assets Building and Infrastructure Machinery and Equipment Other Fixed Assets Non-produced Assets 2019 Estimated Actual 2020 2021 2022 2023 Budget (Amendment) Revised Budget Budget Forecast Forecast 6,430 6,430 5,642 1,615 1,615 - 4,027 727 56 67 10 3,167 - 788 788 788 - - - 8,614 8,614 11,504 11,504 10,778 10,778 5,559 5,559 5,539 5,539 5,624 1,812 1,812 - 3,812 612 29 25 - 3,139 8 2,990 2,990 2,990 - - - 5,566 1,812 1,812 - 3,754 763 39 45 15 2,885 8 5,938 5,938 5,938 - - - 5,933 1,673 1,673 - 4,260 1,009 51 94 67 2,659 380 4,845 4,845 4,845 - - - 5,559 1,671 1,671 - 3,888 1,009 51 94 67 2,658 10 - - - - - - 5,539 1,641 1,641 - 3,898 1,009 51 94 67 2,658 20 - - - - - - Total 6,430 8,614 11,504 10,778 5,559 5,539 253 National Council for Disabled 1.
Budget Summary Consolidated Position 2021 2022 2023 SR'000s Total to be appropriated Compensation of Employees P1: Governance, Management and Administration P2: Vocational Training Total 1,255 1,454 2,709 421 890 1,310 Use of Goods and Services 835 564 1,399 Capital Forecast Forecast - - - 1,223 1,501 2,724 1,268 1,491 2,760 2.
Strategic Overview of Entity Mandate The mandate of the National Council for Disabled (NCFD) is to improve the quality of life of persons with disabilities, based on the principle of equalisation of opportunities for all, by aiming for an inclusive society where persons with disabilities are respected and empowered to develop their potential and lead a good- quality life.
Major Achievements in 2019 and 2020  Built good working relationship with regional partners, which has allowed council members to be exposed to the on-going reforms;  Received approval for the strategic plan 2019 to 2023;  Built partnerships with local entrepreneurs and Department of Employment for job placements, which has allowed persons living with disabilities to showcase their talent;  Started a project to create a national data bank for persons with disabilities;  Tendered the Project for part renovation and reconstruction of the wings of the Vocational Centre to cater for new structure as per the Strategic Plan;  Supported individuals or projects related to improving the lives of people living with disabilities through the Disabled Trust Fund; and  Drafted the project plan for development of a multi-purpose facility on Praslin to cater for the Inner Islands.
Current Challenges  Absence of a strong management to drive the implementation of the new Strategic Plan;  Limitation of the full realisation of the rights of persons with disabilities as a result of the current legal environment;  Absence of targeted services on offer, e.g.
respite care for families of persons living with disabilities, access, public transportation, and independent living, which are not promoted by the Social Housing Scheme;  Difficulty in changing mind-set of persons working with people living with disabilities from being dependent on others to one that really promotes self-dependence;  Existence of a sub-standard Vocational Training Centre (VTC), with certain areas that pose risks to persons living with disabilities, whilst other areas do not offer high level services; and  Limited investment in Inner Island facilities, notably in the earmarked area on Praslin, to provide avenues for development for the disabled on Praslin and La Digue.
254 Strategic Priorities 2021 to 2023  Address delays, review, repeal and amend domestic legislations to bring them in line with the principles of the Convention on the Rights of Persons with Disabilities;  Restructure the Council and build institutional capacity to deliver on the strategic objectives;  Reduce the economic vulnerabilities of persons with disabilities through the promotion of vocational rehabilitation and access to employment;  Conduct a national survey to profile persons living with disability in Seychelles and develop and maintain a database;  Build a multi-purpose facility on Praslin to bring services closer to persons living with disabilities on the Inner Islands; and  Upgrade the Vocational Training Centre (VTC) on Mahe to make it more disabled-friendly and to offer more services.
3.

Budget Overview Revenue Table 1.

Revenue SR'000s Consolidated Fund Main appropriation Total 2019 Estimated Actual 2,780 2,780 2,780 2020 2021 2022 2023 Budget (Amendment) Revised Budget Budget Forecast Forecast 3,551 3,551 3,551 3,441 3,441 3,441 2,709 2,709 2,709 2,724 2,724 2,724 2,760 2,760 2,760 Consolidated Expenditure Estimates Table 2.
Consolidated expenditure estimates SR'000s Programmes P1: Governance, Management and Administration P2: Vocational 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 2019 2020 2021 2022 2023 Estimated Actual Budget (Amendment) Revised Budget Budget Forecast Forecast 1,162 1,618 2,780 2,780 1,119 1,119 - 1,661 328 452 180 4 675 23 1,505 2,046 3,551 3,051 1,533 1,533 - 1,518 413 105 43 25 898 35 1,365 2,077 3,441 2,941 1,443 1,443 - 1,498 420 97 43 35 871 33 1,255 1,454 2,709 2,709 1,310 1,310 - 1,399 368 83 47 35 825 40 1,223 1,501 2,724 2,724 1,356 1,356 - 1,368 372 84 47 35 820 10 1,268 1,491 2,760 2,760 1,346 1,346 - 1,413 372 84 47 35 820 55 255 SR'000s CAPITAL EXPENDITURE Non-financial Assets Building and Infrastructure Machinery and Equipment Other Fixed Assets Non-produced Assets 2019 Estimated Actual - - - - - - 2020 2021 2022 2023 Budget (Amendment) 500 500 500 - - - Revised Budget 500 500 500 - - - Budget Forecast Forecast - - - - - - - - - - - - - - - - - - Total 2,780 3,551 3,441 2,709 2,724 2,760 4.
Programme Performance Programme 1: Governance, Management and Administration The purpose of the programme is to promote the rights of the disabled by providing efficient and effective administrative support for the Council.

Ensuring appropriate policy and strategic oversight for successful achievement of the Council mandate.

Strategic Objectives and Measures The table below sets out the performance measures by which the programme will be monitoring the achievement of its strategic objectives.

Table 3.
Table 3.

Performance measures for programme P1:Governance, Management and Administration Outcome Outcome indicator Ensure that the Convention of the Rights of Persons Living with Disabilities are enshrined in the government's legal framework and that same are being implemented 2019 Target Actual 2020 Amended Target 2021 2022 2023 Target Target Target 1.
Strengthened capacity of the Council to be able to expand and diversify its services 15% 25% 25% Contributing indicators 2019 Target Actual 1. Review the National Council for Disabled Act 2.

Recruit personnel in specific fields 3.

Develop a database of persons with disabilities 4.


Encourage and assist persons with disabilities and their representative organisations to lobby for the removal of barriers 25% 15% 15% 10% - - - - 25% 2021 30% 2022 20% 2023 Target Target Target 25% 0% 40% 75% 50% 45% - 35% - 2020 Amended Target 100% - 60% 20% 10% 20% 25% 256 Programme Expenditure Table 4.
Consolidated programme expenditure estimates SR'000s 2019 Estimated Actual 2020 2021 2022 2023 Budget (Amendment) Revised Budget Budget Forecast Forecast Programmes P1: Governance, Management and Administration 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 CAPITAL EXPENDITURE Non-financial Assets Building and Infrastructure Machinery and Equipment Other Fixed Assets Non-produced Assets 1,162 1,162 1,162 313 313 - 849 170 27 8 0 620 23 - - - - - - 1,505 1,505 1,505 563 563 - 942 191 9 2 - 731 10 - - - - - - 1,365 1,365 1,365 473 473 - 892 181 9 2 - 692 8 - - - - - - 1,255 1,255 1,255 421 421 - 835 158 9 2 - 626 40 - - - - - - 1,223 1,223 1,223 421 421 - 802 161 9 2 - 621 10 - - - - - - 1,268 1,268 1,268 421 421 - 848 161 9 2 - 621 55 - - - - - - Total 1,162 1,505 1,365 1,255 1,223 1,268 Programme 2: Vocational Training The purpose of the programme is to build the capacity of Seychellois through skills acquisition programmes with the ultimate aim of placing them in employment by focusing on their ability rather than their disability, and to also provide respite facilities for those who cannot.
Strategic Objectives and Measures The table below sets out the performance measures by which the programme will be monitoring the achievement of its strategic objectives.

Table 6.

Performance measures for programme P2:Vocational Training Outcome indicator 1.
Implement vocational training and respite programmes at our centres and push for a decentralized respite service at community level 2019 2020 2021 2022 2023 Target Actual Amended Target Target Target Target - - 30% 30% 30% 30% 257 Programme Expenditure Table 7.
Consolidated programme expenditure estimates SR'000s Programmes P2: Vocational 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 CAPITAL EXPENDITURE Non-financial Assets Building and Infrastructure Machinery and Equipment Other Fixed Assets Non-produced Assets 2019 Estimated Actual 2020 2021 2022 2023 Budget (Amendment) Revised Budget Budget Forecast Forecast 1,618 1,618 1,618 805 805 - 813 158 425 172 4 54 - - - - - - - 2,046 2,046 1,546 970 970 - 576 222 96 41 25 167 25 500 500 500 - - - 2,077 2,077 1,577 970 970 - 607 239 89 41 35 179 25 500 500 500 - - - 1,454 1,454 1,454 890 890 - 564 211 75 45 35 199 - - - - - - - 1,501 1,501 1,501 936 936 - 566 212 75 45 35 199 - - - - - - - 1,491 1,491 1,491 926 926 - 566 212 75 45 35 199 - - - - - - - Total 1,618 2,046 2,077 1,454 1,501 1,491 258 INTERNAL AFFAIRS PORTFOLIO 259 Office of Internal Affairs Minister 1.
Budget Summary Consolidated Position 2021 2022 2023 SR'000s Total to be appropriated Compensation of Employees P1:Minister's Support Services P2:Regional Maritime Security Bodies Total 4,558 7,467 12,025 3,262 3,527 6,789 Use of Goods and Services 1,296 3,941 5,237 Capital Forecast Forecast - - - 5,442 7,683 13,125 5,442 7,753 13,195 2.
Strategic Overview of Entity Mandate The Office of the Internal Affairs Minister’s mandate is to provide strategic direction, monitor and oversee government ministries, departments and agencies within the portfolio to ensure efficient service delivery.
Major Achievements in 2019 and 2020  Regional Centre for Operational Co-ordination (RCOC) achieved full operational capability with the recruitment of 9 Watch Standers and International Liaison Officers from the signatory member states;  Upgraded maritime training assets;  Signed the Ship in a Box Training Platform Agreement; and  Completed all planned training plans for 2020.
Current Challenges  Need to recruit watch standers to have an average team to run operations on a 24/7 basis; and  Absence of dedicated space for training and accommodation facilities.
Strategic Priorities 2021 to 2023  Achieve full operational capability;  Become the regional maritime law enforcement training hub (2020-2022); and  Formalise Regional Fusion for Law Enforcement Centre (REFLECS 3) intelligence fusion platform in collaboration with National Information Sharing Co-ordination Centre (NISCC).

3.

Budget Overview Revenue Table 1.


Revenue SR'000s Consolidated Fund Main appropriation Total 2019 Estimated Actual 7,879 7,879 7,879 2020 2021 2022 2023 Budget (Amendment) Revised Budget Budget Forecast Forecast 16,158 16,158 16,158 15,754 15,754 15,754 12,025 12,025 12,025 13,125 13,125 13,125 13,195 13,195 13,195 260 Consolidated Expenditure Estimates Table 2.
Consolidated expenditure estimates SR'000s 2019 2020 2021 2022 2023 Estimated Actual Budget (Amendment) Revised Budget Budget Forecast Forecast Programmes P1:Minister's Support Services P2:Regional Maritime Security Bodies 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 CAPITAL EXPENDITURE Non-financial Assets Building and Infrastructure Machinery and Equipment Other Fixed Assets Non-produced Assets - 7,879 7,879 7,879 3,247 3,247 - 4,632 2,416 690 270 - 596 660 - - - - - - 8,354 7,804 7,451 8,303 16,158 15,754 16,158 10,193 10,193 - 5,965 3,168 656 316 - 1,344 482 - - - - - - 15,754 9,925 9,925 - 5,829 4,035 321 201 - 1,058 213 - - - - - - 4,558 7,467 12,025 12,025 6,789 6,789 - 5,237 3,178 385 295 - 1,214 165 - - - - - - 5,442 7,683 5,442 7,753 13,125 13,195 13,125 7,889 7,889 - 5,237 3,178 385 295 - 1,214 165 - - - - - - 13,195 7,959 7,959 - 5,237 3,178 385 295 - 1,214 165 - - - - - - Total 7,879 16,158 15,754 12,025 13,125 13,195 4.
Approved New Spending Initiatives Table 3.
New initiatives funded Programme Name of new spending initiative Priority Objective Description and motivation R'000s Funding 2021 Funding 2022 Funding 2023 P1:Minister's Support Services Recruitment of Staff Achieve full operational capability Recruitment of 5 new posts to improve the manpower capacity of the Ministry - Principal Policy Analyst, Principal Monitoring & Evaluation Officer, Senior Public Relation Officer, Senior Liaison Officer and Customer Care Officer PSIP Compensation of Employees Goods and Services Minor Capital Outlays 811 811 Total - 811 811 261 Programme Name of new spending initiative Priority Objective Description and motivation R'000s Funding 2021 Funding 2022 Funding 2023 P2:Regional Maritime Security Bodies Recruitment of Staff Achieve full operational capability The Regional Centre for Operational Coordination (RCOC) required 2 Watch Standers to improve the manpower capacity of the Centre PSIP Compensation of Employees Goods and Services Minor Capital Outlays 216 216 Total - 216 216 5.
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 Ministry, Departments and Agency under the Minister’s Portfolio.

Strategic Objectives and Measures The table below sets out the performance measures by which the programme will be monitoring the achievement of its strategic objectives.

Programme Expenditure Table 4.
Consolidated programme expenditure estimates SR'000s Programmes P1:Minister's Support Services 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 2019 Estimated Actual 2020 2021 2022 2023 Budget (Amendment) Revised Budget Budget Forecast Forecast - - - - - - - - - - - - - 8,354 8,354 8,354 6,052 6,052 - 2,302 1,293 390 100 - 432 86 7,451 7,451 7,451 5,752 5,752 - 1,699 985 314 95 - 260 45 4,558 4,558 4,558 3,262 3,262 - 1,296 563 178 94 - 422 40 5,442 5,442 5,442 4,146 4,146 - 1,296 563 178 94 - 422 40 5,442 5,442 5,442 4,146 4,146 - 1,296 563 178 94 - 422 40 262 SR'000s CAPITAL EXPENDITURE Non-financial Assets Building and Infrastructure Machinery and Equipment Other Fixed Assets Non-produced Assets Total 2019 Estimated Actual 2020 2021 2022 2023 Budget (Amendment) Revised Budget Budget Forecast Forecast - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - 8,354 7,451 4,558 5,442 5,442 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 1Governance, 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 Coordination Centre: Enhances and creates a mechanism for co-ordination and information sharing in 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  Sub-programme 3 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.
Strategic Objectives and Measures The table below sets out the performance measures by which the programme will be monitoring the achievement of its strategic objectives.

Table 5.

Performance measures for programme P2: Regional Maritime Security Bodies SP2:National Information Sharing and Coordination Centre Improve the ability to effectively co-ordinate operation at sea Outcome: Outcome indicator 2019 Target Actual 1.Number of cases in distress 2.
% of legal cases successfully completed 50 8 62 6 2020 Amended Target 75 12 2021 Target 80 15 2022 Target 85 20 2023 Target 70 12 263 Contributing indicators 1.Time taken to disseminate information 2.Number of irregular incidents reported 2019 Target Actual 15 150 15 112 2020 Amended Target 12 130 2021 Target 10 110 Outcome indicator 1.Number of incidents reported in the region 1.Number of incidents responded to SP3:Regional Centre for Operational Co-ordination 2019 Target Actual 2020 Amended Target 378 N/A N/A 350 350 2021 Target 900 325 2022 Target 10 96 2022 Target 850 300 2023 Target 12 120 2023 Target 700 350 SP4:Regional Fusion and Law Enforcement Centre for Safety and Security at sea Outcome: Outcome indicator Increase the number of Regional and International organisations participating in the training 2019 Target Actual 2020 Amended Target 2021 Target 2022 Target 2023 Target 1.Number of regional and international organisations participating in the training 1.Number of national and regional training events organised 2.
Number of organisation supporting information network 3 14 5 Programme Expenditure 10 11 8 5 20 9 7 20 12 10 20 15 11 20 10 Table 6.
Consolidated programme expenditure estimates SR'000s 2019 Estimated Actual 2020 2021 2022 2023 Budget (Amendment) Revised Budget Budget Forecast Forecast Programmes SP1:Cental 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 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 4,468 537 2,196 677 7,879 7,879 3,247 3,247 - 4,632 2,416 690 270 - 596 660 3,135 4,046 3,662 3,662 3,662 558 417 521 521 521 3,152 3,137 2,479 2,695 2,755 958 7,804 7,804 4,141 4,141 - 3,663 1,874 265 216 - 912 396 703 8,303 805 7,467 805 7,683 8,303 4,173 4,173 - 4,130 3,050 7 107 - 798 168 7,467 3,527 3,527 - 3,941 2,616 207 201 - 792 125 7,683 3,743 3,743 - 3,941 2,616 207 201 - 792 125 815 7,753 7,753 3,813 3,813 - 3,941 2,616 207 201 - 792 125 264 SR'000s CAPITAL EXPENDITURE Non-financial Assets Building and Infrastructure Machinery and Equipment Other Fixed Assets Non-produced Assets 2019 Estimated Actual 2020 2021 2022 2023 Budget (Amendment) Revised Budget Budget Forecast Forecast - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - Total 7,879 7,804 8,303 7,467 7,683 7,753 Main economic classification by sub-programme SR'000s 2019 Estimated Actual SP1:Cental Administration Compensation of Employees Use of Goods and Services Non-financial Assets SP2:National Information Sharing and Coordination Centre Compensation of Employees Use of Goods and Services Non-financial Assets SP3:Regional Centre for Operational Co- ordination Compensation of Employees Use of Goods and Services Non-financial Assets SP4:Regional Fusion and Law Enforcement Centre for Safety and Security at Sea Compensation of Employees Use of Goods and Services Non-financial Assets 4,468 550 3,918 - 537 159 378 - 2,196 2,171 25 - 677 367 310 - 2020 2021 2022 2023 Budget (Amendment) 3,135 422 2,714 - 558 240 318 - 3,152 3,046 107 - 958 433 524 - Revised Budget Budget Forecast Forecast 4,046 421 3,625 - 417 284 134 - 3,137 3,061 77 - 703 407 296 - 3,662 428 3,235 - 521 253 268 - 2,479 2,374 105 - 805 472 333 - 3,662 428 3,235 - 521 253 268 - 2,695 2,590 105 - 805 472 333 - 3,662 428 3,235 - 521 253 268 - 2,755 2,650 105 - 815 482 333 - 265 Department of Prison 1.
Budget Summary Consolidated Position SR'000s P1:Governance, Management and Administration P2:Custodial Services P3:Rehabilitation and Reintegration Total 2021 2022 2023 Total to be appropriated Compensation of Employees Use of Goods and Services Capital Forecast Forecast 15,488 58,907 5,212 79,607 4,705 10,783 19,132 3,732 27,569 38,924 1,480 51,188 - 851 - 851 15,215 15,250 58,004 5,427 78,646 58,710 5,158 79,117 2.
Strategic Overview of Entity 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.
Major Achievements in 2019 and 2020  Launched the prison’s first Methadone Maintenance Programme as rehabilitation support for inmates in terms of addiction and mental health related issues;  Established an office to manage human resource, administration and accounts for the Formation of an Escort Unit to convey prisoners to and from external appointments;  Completed a barrack to house foreign staff at the Montagne Posee Prison;  Renovated the main prison kitchen and scullery;  Introduced technology in the security of SPS, which includes metal detectors, phone detector, phone analysis device and drone;  Constructed a search room facility at the entrance of the prison;  Constructed a visit pavilion to facilitate visits outside of residential units;  Upgraded external physical security by putting more gates and fencing; and  160 staff members completed the UNODC training in the Nelson Mandela Rules on the treatment of prisoners.
Current Challenges  Staffing constraints due to increased outputs;  Addition of Escort Unit to already stressed operations;  Need for changes to operational and additional control measures due to COVID-19 pandemic;   Stressed and old transport fleet with high repair and maintenance costs;  Structural deficiencies in male block compromising operation, hygiene and sanitation; and  Poor kitchen equipment, faults and failures causing under-performance and cost overruns.
Inability to complete major repairs to inmate sections; 266 Strategic Priorities 2021 to 2023 Improve the provision of appropriate care and safety of prisoners;   Develop a solid framework for rehabilitation and social reintegration of Offenders;     Develop opportunities to achieve financial sustainability; and  Effectively engage with national and international stakeholders and partners.
Improve security to enhance public safety; Improve human resource capacity to effectively maintain the prison; Improve physical infrastructure; 3.

Budget Overview Table 1.

Revenue SR'000s Consolidated Fund Main appropriation Total 2019 Estimated Actual 84,780 84,780 84,780 2020 Budget (Amendment) Revised Budget 2021 Budget 2022 2023 Forecast Forecast 80,457 80,457 80,457 87,010 87,010 87,010 79,607 79,607 79,607 78,646 78,646 78,646 79,117 79,117 79,117 Consolidated Expenditure Estimates Table 2.
Consolidated expenditure estimates SR'000s 2019 2020 2021 2022 2023 Estimated Actual Budget (Amendment) Revised Budget Budget Forecast Forecast Programmes P1:Governance, Management and Administration P2:Custodial Services P3:Rehabilitation and Reintegration 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 CAPITAL EXPENDITURE Non-financial Assets Building and Infrastructure Machinery and Equipment Other Fixed Assets Non-produced Assets 11,844 66,047 6,889 84,780 81,628 23,135 23,135 - 58,493 10,937 7,871 1,028 14,800 19,595 4,262 3,151 3,151 3,151 - - - 13,724 60,619 6,114 18,483 63,054 5,472 80,457 87,010 72,432 26,777 26,777 - 45,655 7,738 2,907 2,205 13,252 17,404 2,149 8,024 8,024 8,024 - - - 79,735 26,777 26,777 511 52,958 10,911 4,358 1,730 13,115 20,970 1,364 7,274 7,274 7,274 - - - 15,488 58,907 5,212 79,607 78,756 27,569 27,569 725 51,188 10,725 3,021 3,000 10,115 21,647 1,956 851 851 851 - - - 15,215 58,004 5,427 78,646 78,646 28,724 28,724 705 49,922 10,725 2,811 2,360 10,115 21,252 1,955 - - - - - - 15,250 58,710 5,158 79,117 79,117 29,195 29,195 705 49,922 10,725 2,811 2,360 10,115 21,252 1,955 - - - - - - Total 84,780 80,457 87,010 79,607 78,646 79,117 267 4.
Approved New Spending Initiatives Table 3.

New initiatives funded Programme Name of new spending initiative Priority Objective Description and motivation R'000s Funding 2021 Funding 2022 Funding 2023 P1:Governance, Management and Administration Overseas Airfares P1:Governance, Management and Administration Compensation to Employees Effectively engage with national and international stakeholders and partners.

12 Prison Officers (Tanzanian) will be repatriated in June 2021.
Improve human resource capacity to effectively maintain the prison Recruitment of Private Secretary - The Private Secretary will be attached to the office of Superintendent.

PSIP Compensation of Employees Goods and Services Minor Capital Outlays Total PSIP Compensation of Employees Goods and Services Minor Capital Outlays 310 - - 310 - - - 122 122 Total - 122 122 5.
Programme Performance Programme 1: Governance, Management and Administration The purpose of the programme is to enhance the administration and management of correction practices to successfully contribute towards a safer community.

Programme Expenditure Table 4.
Consolidated programme expenditure estimates SR'000s Programmes P1:Governance, Management and Administration 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 2019 Estimated Actual 2020 2021 2022 2023 Budget (Amendment) Revised Budget Budget Forecast Forecast 11,844 11,844 11,844 4,164 4,164 - 7,679 5,136 457 384 - 1,317 384 13,724 13,724 13,724 5,351 5,351 - 8,372 5,816 388 335 - 1,726 108 18,483 18,483 18,483 5,601 5,601 - 12,881 9,330 1,235 277 - 1,985 54 15,488 15,488 15,488 4,705 4,705 - 10,783 8,914 627 296 - 884 63 15,215 15,215 15,215 4,827 4,827 - 10,388 8,914 627 296 - 489 63 15,250 15,250 15,250 4,861 4,861 - 10,388 8,914 627 296 - 489 63 268 SR'000s CAPITAL EXPENDITURE Non-financial Assets Building and Infrastructure Machinery and Equipment Other Fixed Assets Non-produced Assets 2019 Estimated Actual 2020 2021 2022 2023 Budget (Amendment) - - - - - - - - - - - - Revised Budget Budget Forecast Forecast - - - - - - - - - - - - - - - - - - - - - - - - Total 11,844 13,724 18,483 15,488 15,215 15,250 Programme 2: Custodial Services The purpose of the programme is to promote the safety of the public, prisoners and prison personnel.
Strategic Objectives and Measures The table below sets out the performance measures by which the programme will be monitoring the achievement of its strategic priorities.

Table 5.

Performance measures for programme P2: Custodial Improved security standards 2019 Target Actual Outcome: Outcome indicator 1.
Number of incidents at prisons: Against staff Between inmates 10 20 84 110 Contributing indicators 2019 Target Actual 2020 Amended Target 15 60 2020 Amended Target 2021 Target 20 50 2021 2022 Target 15 40 2022 2023 Target 10 30 2023 Target Target Target 1.

Ratio of Prison Officers to Prisoners* 1:5 Programme Expenditure P2: Custodial 1:7 1:5 1:6 1:5 1:4 Table 6.
Consolidated programme expenditure estimates SR'000s Programmes P2:Custodial Services Programme Total Economic Classification CURRENT EXPENDITURE Compensation of Employees Wages and Salaries in Cash Wages and Salaries in Kind 2019 Estimated Actual 2020 2021 2022 2023 Budget (Amendment) Revised Budget Budget Forecast Forecast 66,047 66,047 62,896 15,960 15,960 - 60,619 60,619 63,054 63,054 58,907 58,907 58,004 58,004 58,710 58,710 52,594 17,379 17,379 - 55,780 17,616 17,616 511 58,056 19,132 19,132 725 58,004 19,951 19,951 705 58,710 20,656 20,656 705 269 SR'000s 2019 Estimated Actual Use of 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 46,936 5,195 5,985 538 14,338 17,921 2,959 3,151 3,151 3,151 - - - 2020 2021 2022 2023 Budget (Amendment) 35,215 1,499 1,917 1,645 12,856 15,440 1,858 8,024 8,024 8,024 - - - Revised Budget 38,164 1,257 2,683 1,227 12,398 18,927 1,161 7,274 7,274 7,274 - - - Budget Forecast Forecast 38,924 1,499 1,988 2,479 9,857 20,588 1,789 851 851 851 - - - 38,053 1,499 1,778 1,839 9,857 20,588 1,788 - - - - - - 38,053 1,499 1,778 1,839 9,857 20,588 1,788 - - - - - - Total 66,047 60,619 63,054 58,907 58,004 58,710 Programme 3: Rehabilitation and Re-integration The purpose of the programme is to achieve the successful rehabilitation and reintegration of offenders in mainstream society.
Strategic Objectives and Measures The table below sets out the performance measures by which the programme will be monitoring the achievement of its strategic priorities.

Table 7.

Performance measures for programme P3: Rehabilitation and Reintegration Outcome: Outcome indicator 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.Increase the number of prisoners enrolled in rehabilitation programmes 2.Increase the number of offenders (Probationers) enrolled in rehabilitation programmes 2019 Target Actual 65% 94% 68% 96% 2019 Target Actual 2020 Amended Target 75% 96% 2020 Amended Target 10 9 2021 Target 65% 92% 2021 Target 10 9 2022 Target 70% 95% 2022 Target 10 9 2023 Target 75% 97% 2023 Target 11 10 1.
Number of programmes available* 2.

Number of programmes available 9 8 9 8 Programme Expenditure Table 8.
Consolidated programme expenditure estimates SR'000s 2019 Estimated Actual 2020 2021 2022 2023 Budget (Amendment) Revised Budget Budget Forecast Forecast Programmes P3:Rehabilitation and Reintegration Programme Total 6,889 6,889 6,114 6,114 5,472 5,472 5,212 5,212 5,427 5,427 5,158 5,158 270 SR'000s 2019 Estimated Actual 2020 2021 2022 2023 Budget (Amendment) Revised Budget Budget Forecast Forecast 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 6,889 3,011 3,011 - 3,878 605 1,430 105 462 357 918 - - - - - - 6,114 4,047 4,047 - 2,067 423 601 225 396 238 183 - - - - - - 5,472 3,560 3,560 - 1,912 323 440 225 717 59 148 - - - - - - 5,212 3,732 3,732 - 1,480 312 406 225 258 175 104 - - - - - - 5,427 3,947 3,947 - 1,480 312 406 225 258 175 104 - - - - - - 5,158 3,678 3,678 - 1,480 312 406 225 258 175 104 - - - - - - Total 6,889 6,114 5,472 5,212 5,427 5,158 271 Department of Police 1.
Budget Summary Consolidated Position SR'000s P1:Governance, Management and Administration P2:Visible Policing P3:Response Services P4:Detective Services P5:Anti-Narcotics Bureau Total 2021 2022 2023 Total to be appropriated Compensation of Employees Use of Goods and Services Capital Forecast Forecast 167,515 157,301 95,721 38,148 64,274 522,959 50,481 101,808 53,497 32,042 27,548 265,376 20,484 55,493 42,224 6,107 22,621 146,928 96,550 - - - 14,105 110,655 238,576 154,192 95,721 35,443 105,606 629,538 118,134 154,192 95,721 35,443 100,801 504,292 2.
Strategic Overview of Entity 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.
Major Achievements in 2019 and 2020  Recorded a decrease in reactive crime (crime to which the Police Service reacts) of 23% and a decrease in proactive crime (crime discovered by the Police) of 9%; and  Recorded a decrease in burglary of 49% and in theft of 28%.
Current Challenges  The Police cannot meet the need for proactive measures, including special operations and a visible presence in troubled areas, imposed by the high expectation of law and order by the public; in view of the lack of conducive work environment of old stations and overcrowded space in the current stations.

 Lack of equipment to conduct proactive patrols, including appropriate vehicles.
 Capacity building initiatives and training of officers are insufficient due to budget constraints; and  Outdated facilities and training approaches at the Police Academy, which does not have a conducive learning atmosphere and uses restrictive learning approaches.

 A lack of qualified and experienced senior ranks causing a vacuum in leadership ranks especially at the seniority levels.
Strategic Priorities 2021 to 2023  Improve the effectiveness of police officers through training on the powers invested in them;  Further improve infrastructure by building new police stations with all modern amenities and renovating/refurbishing the existing stations;  Renew the fleet of vehicles on an annual basis to ensure that there is a constant fleet of transport that is able to respond to the needs of the community; and 272  Focus Anti-Narcotics Bureau (ANB) enforcement efforts on disrupting and dismantling entire drug trafficking networks by targeting their leaders for arrests and prosecution, confiscating the profits that would fund continuing drug operations, and preventing international sources of supply from entering the country.
3.

Budget Overview Revenue Table 1.

Revenue SR'000s Consolidated Fund Main appropriation Total 2019 Estimated Actual 402,818 402,818 402,818 2020 2021 2022 2023 Budget (Amendment) Revised Budget Budget Forecast Forecast 532,813 532,813 532,813 439,549 439,549 439,549 522,959 522,959 522,959 629,538 629,538 629,538 504,292 504,292 504,292 Current Receipts Table 2.
Current receipts SR'000s 2019 2020 2021 2022 2023 Estimated Actual Budget Amendment Revised Budget Budget Forecast Forecast Receipts transferred to Consolidated Fund Police Miscellaneous Service of Special Police/ National Guards Provision of Security Criminal Fees & Fines 2,739 6,925 2,230 - 2,916 5,664 2,964 - 2,916 5,664 2,964 - 2,974 5,776 5,986 - 2,974 5,776 5,986 - 2,974 5,776 5,986 - TOTAL 11,894 11,543 11,543 14,735 14,735 14,735 Consolidated Expenditure Estimates Table 3.
Consolidated expenditure estimates SR'000s 2019 Estimated Actual 2020 2021 2022 2023 Budget (Amendment) Revised Budget Budget Forecast Forecast Programmes P1:Governance, Management and Administration P2:Visible Policing P3:Response Services P4:Detective Services P5:Anti-Narcotics Bureau 75,420 157,542 85,307 27,940 56,609 172,411 178,708 92,237 37,235 52,222 79,844 176,704 95,142 37,146 50,713 167,515 157,301 95,721 38,148 64,274 Programme Total 402,818 532,813 439,549 522,959 Economic Classification CURRENT EXPENDITURE Compensation of Employees Wages and Salaries in Cash Wages and Salaries in Kind 401,340 238,980 238,980 - 429,833 272,818 272,818 - 430,224 271,118 271,118 - 412,304 265,376 265,376 - 238,576 154,192 95,721 35,443 105,606 629,538 399,282 259,591 259,591 - 118,134 154,192 95,721 35,443 100,801 504,292 403,820 264,129 264,129 - 273 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 2019 Estimated Actual 162,360 41,204 33,154 17,401 5,390 60,636 4,574 2020 2021 2022 2023 Budget (Amendment) 157,015 26,100 29,352 13,900 7,081 68,567 12,015 Revised Budget 159,106 26,899 32,833 16,307 5,950 66,202 10,913 Budget Forecast Forecast 146,928 26,586 18,053 16,748 5,690 71,170 8,682 139,691 26,586 18,053 16,748 5,698 69,400 3,207 139,691 26,586 18,053 16,748 5,698 69,400 3,207 CAPITAL EXPENDITURE 1,477 102,979 9,326 110,655 230,255 100,471 Non-financial Assets Building and Infrastructure Machinery and Equipment Other Fixed Assets Non-produced Assets 1,477 1,469 - - 8 102,979 97,491 5,489 - - 9,326 9,326 - - - 110,655 110,655 - - - 230,255 230,255 - - - 100,471 100,471 - - - Total 402,818 532,813 439,549 522,959 629,538 504,292 4.
Approved New Spending Initiatives Table 4.
New initiatives funded Programme Name of new spending initiative Priority Objective Description and motivation R'000s Funding 2021 Funding 2022 Funding 2023 P2:Visible Policing Police Cars Renew the fleet of vehicles on an annual basis to ensure that there is a constant fleet of transport that is able to respond to the needs of the community P4:Detective Services Air Fares and Overseas Subsistence Allowance Improve the effectiveness of police officers through forensic service To purchase 14 additional Police Vehicles from local market, in order to minimize hired vehicles and reduce the cost of maintenance by allowing vehicles to have mileage breaks To transport exhibit overseas for examination as there is a lot of pending cases awaiting results, additionally there will be Joint Investigation that needs to held here from Foreign Analyst P4:Detective Services Maintenance and Repairs IT Equipment Improve the effectiveness of police officers through forensic service To finalize migration of the Forensic Software to local service through network service.
PSIP Compensation of Employees Goods and Services Minor Capital Outlays Total PSIP Compensation of Employees Goods and Services Minor Capital Outlays Total PSIP Compensation of Employees Goods and Services Minor Capital Outlays 5,774 5,774 - - - - 340 340 340 340 340 340 350 - - Total 350 - - 274 Programme Name of new spending initiative Priority Objective Description and motivation R'000s Funding 2021 Funding 2022 Funding 2023 P4:Detective Services Recruitment of Staff Improve the effectiveness of police officers through investigation Recruitment of 5 Analysts for the Financial Crime Investigation Unit (FCIU) P4:Detective Services Acquisition of Equipment Improve the effectiveness of police officers through investigation Acquisition of Equipment and Furniture to cater for new recruits PSIP Compensation of Employees Goods and Services Minor Capital Outlays Total PSIP Compensation of Employees Goods and Services Minor Capital Outlays Total 1,314 1,577 1,577 1,314 1,577 1,577 125 125 - - - - 5.
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 Table 5.
Consolidated programme expenditure estimates SR'000s Programmes P1:Governance, Management and Administration 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 2019 Estimated Actual 2020 2021 2022 2023 Budget (Amendment) Revised Budget Budget Forecast Forecast 75,420 75,420 172,411 172,411 79,844 79,844 167,515 167,515 238,576 238,576 118,134 118,134 74,190 36,405 36,405 - 37,785 29,048 1,060 3,215 150 3,277 1,034 77,921 54,437 54,437 - 23,484 12,609 670 2,825 250 5,830 1,300 72,142 48,910 48,910 - 23,233 13,114 526 2,555 274 5,614 1,149 70,965 50,481 50,481 - 20,484 12,852 520 2,515 250 3,518 830 70,965 50,481 50,481 - 20,484 12,852 520 2,515 250 3,518 830 70,965 50,481 50,481 - 20,484 12,852 520 2,515 250 3,518 830 275 SR'000s 2019 Estimated Actual 2020 2021 2022 2023 Budget (Amendment) Revised Budget Budget Forecast Forecast CAPITAL EXPENDITURE Non-financial Assets Building and Infrastructure Machinery and Equipment Other Fixed Assets Non-produced Assets 1,231 1,231 1,231 - - - 94,491 94,491 94,491 - - - 7,701 7,701 7,701 - - - 96,550 96,550 96,550 - - - 167,611 167,611 167,611 - - - 47,170 47,170 47,170 - - - Total 75,420 172,411 79,844 167,515 238,576 118,134 Programme 2: Visible Policing The purpose of the programme is to consult and engage with the public on matters of interest in relation to combatting crime and education, to improve the level of public safety, to ensure compliance with the laws of the Republic of Seychelles and to curtail the crime rate nationally.
The programme comprises the following sub-programmes:  Sub Programme 1 Traffic Management: Traffic control, management and escorts  Sub-Programme 2 Community, Airport Policing: Border control and community policing; and  Sub-Programme 3 Police Emergency Services: Rapid and emergency responses Strategic Objectives and Measures The table below sets out the performance measures by which the programme will be addressing its strategic priorities.

Table 6.
Table 6.

Performance measures for programme Contributing indicators Response time to respond to reported incidents (percentages of incidents in which response time within 10 mins) Average Percentage of intervention(passive and active) including data available 2.
Number of incidents dealt weekly as against total reported P2:Visible Policing 2019 Target Actual 2020 Amended Target SP1:Traffic Management 2021 Target 2022 Target 2023 Target 85% 85% 85% 85% 85% 81% SP2:Community, Airport Policing 75% 85% 80% 80% 80% 80% SP3:Police Emergency Services 23% 30% 23% 20% 20% 20% 276 Programme Expenditure Table 7.
Consolidated programme expenditure estimate SR'000s Programmes SP1:Traffic Management SP2:Community, Airport Policing SP3:Police Emergency Services 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 CAPITAL EXPENDITURE Non-financial Assets Building and Infrastructure Machinery and Equipment Other Fixed Assets Non-produced Assets 2019 Estimated Actual 2020 2021 2022 2023 Budget (Amendment) Revised Budget Budget Forecast Forecast 6,593 145,695 5,254 157,542 157,295 97,283 97,283 - 60,012 4,266 21,791 10,961 3,694 17,712 1,588 247 247 239 - - 8 7,239 165,789 5,680 178,708 170,219 109,497 109,497 - 60,722 4,685 16,520 7,330 4,620 20,556 7,011 8,489 8,489 3,000 5,489 - - 7,183 164,108 5,413 176,704 175,150 108,036 108,036 - 67,114 4,835 21,284 10,555 3,644 20,046 6,750 1,554 1,554 1,554 - - - 7,180 145,731 4,390 157,301 157,301 101,808 101,808 - 55,493 5,060 10,565 11,363 3,370 21,740 3,395 - - - - - - 7,180 142,622 4,390 154,192 154,192 102,735 102,735 - 51,457 5,060 10,565 11,363 3,370 20,504 595 - - - - - - 7,180 142,622 4,390 154,192 154,192 102,735 102,735 - 51,457 5,060 10,565 11,363 3,370 20,504 595 - - - - - - Total 157,542 178,708 176,704 157,301 154,192 154,192 Main economic classification by sub-programme SR'000s SP1:Traffic Management Compensation of Employees Use of Goods and Services Non-financial Assets SP2:Community, Airport Policing Compensation of Employees Use of Goods and Services Non-financial Assets SP3:Police Emergency Services Compensation of Employees Use of Goods and Services Non-financial Assets 2019 Estimated Actual 6,593 5,810 783 - 2020 2021 2022 2023 Budget (Amendment) 7,239 6,265 974 - Revised Budget 7,183 6,595 588 - Budget Forecast Forecast 7,180 6,755 425 - 7,180 6,755 425 - 7,180 6,755 425 - 145,695 165,789 164,108 145,731 142,622 142,622 86,655 58,801 239 5,254 4,818 428 8 98,297 59,003 8,489 5,680 4,935 745 - 96,597 65,957 1,554 5,413 4,844 569 - 91,278 54,453 - 4,390 3,775 615 - 92,205 50,417 - 4,390 3,775 615 - 92,205 50,417 - 4,390 3,775 615 - 277 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.

Strategic Objectives and Measures Table 8.


Performance measures for programme The table below sets out the performance measures by which the programme will be monitoring the achievement of its strategic objectives.

P3:Response Services Contributing indicators Target 2019 2020 Amended Target SP1:Public Security Support Actual 2021 Target 2022 Target 2023 Target 1.

Number of stations providing 24hrs tactical Order & Tactical Response Unit Support.

2.
2.

Vessel Protection: Number of vessels services provided 1.

Annual average number of days for issuing Police Certificates 1.

Number of vessels searched and inspected Programme Expenditure 8 90 1 9 990 SP2:VIP Services 1 8 90 1 SP3:Small Vessel and Marine Police 8 90 1 8 90 1 9 90 1 1550 1800 1600 1600 1600 1600 Table 9.
Consolidated programme expenditure estimates SR'000s 2019 Estimated Actual 2020 2021 2022 2023 Budget (Amendment) Revised Budget Budget Forecast Forecast Programmes SP1:Public Security Support SP2:VIP Services SP3:Small Vessel and Marine Police 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 75,970 5,871 3,466 85,307 85,307 48,007 48,007 - 37,299 2,578 910 81,597 6,583 4,056 92,237 92,237 53,281 53,281 - 38,955 3,210 940 83,371 6,652 5,118 95,142 95,142 56,163 56,163 - 38,978 3,049 887 84,237 6,219 5,264 95,721 95,721 53,497 53,497 - 42,224 3,482 550 84,237 6,219 5,264 95,721 95,721 53,497 53,497 - 42,224 3,482 550 84,237 6,219 5,264 95,721 95,721 53,497 53,497 - 42,224 3,482 550 278 SR'000s 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 2019 Estimated Actual 751 713 31,899 449 2020 2021 2022 2023 Budget (Amendment) 840 915 30,865 2,185 Revised Budget 840 815 31,227 2,160 Budget Forecast Forecast 840 625 35,634 1,093 840 625 35,634 1,093 840 625 35,634 1,093 - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - Total 85,307 92,237 95,142 95,721 95,721 95,721 Main economic classification by sub-programme SR'000s SP1:Public Security Support Compensation of Employees Use of Goods and Services Non-financial Assets SP2:VIP Services Compensation of Employees Use of Goods and Services Non-financial Assets SP3:Small Vessel and Marine Police Compensation of Employees Use of Goods and Services Non-financial Assets 2019 Estimated Actual 75,970 40,769 35,201 - 5,871 4,795 1,076 - 3,466 2,444 1,022 - 2020 2021 2022 2023 Budget (Amendment) 81,597 45,102 36,495 - 6,583 5,463 1,120 - 4,056 2,716 1,340 - Revised Budget 83,371 46,702 36,669 - 6,652 5,638 1,015 - 5,118 3,823 1,295 - Budget Forecast Forecast 84,237 44,161 40,076 - 6,219 5,451 768 - 5,264 3,884 1,380 - 84,237 44,161 40,076 - 6,219 5,451 768 - 5,264 3,884 1,380 - 84,237 44,161 40,076 - 6,219 5,451 768 - 5,264 3,884 1,380 - Programme 4: Detective Services The purpose of this programme is to investigate and detect national and transnational crimes for successful prosecution of offenders.
The Programme comprises the following sub-programmes:  Sub-Programme 1 Criminal Investigations: Investigation and detection of serious crimes;  Sub-Programme 2 Specialised Crime Investigations: Investigations and detections of specialised crimes (i.e.

fraud, commercial and cyber-crimes); and  Sub-Programme 3 Forensic Services: Assist in crime investigations by providing scientific support.
Strategic Objectives and Measures The table below sets out the performance measures by which the programme will be monitoring the achievement of its strategic objectives.

279 Table 10.
279 Table 10.

Performance measures for programme Contributing indicators 1.Reduction in the backlog of cases after 1 month 1.% of crime solving 1.Turnaround time to process forensic evidence in days P4:Detective Services 2019 Target Actual 2020 Amended Target SP1:Criminal Investigations 2021 Target 2022 Target 2023 Target 165 65% 6 402 170 175 175 81 SP2:Specialised Crime Investigations 65% 66% SP3:Forensic Services 68% 68% 118% 6 6 6 6 6 Table 11.
Consolidated programme expenditure estimates SR'000s 2019 Estimated Actual 2020 2021 2022 2023 Budget (Amendment) Revised Budget Budget Forecast Forecast Programmes SP1:Criminal Investigations SP2:Specialised Crime Investigations SP3:Forensic Services 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 CAPITAL EXPENDITURE Non-financial Assets Building and Infrastructure Machinery and Equipment Other Fixed Assets Non-produced Assets 22,054 304 5,582 27,940 27,940 25,358 25,358 - 2,582 351 587 89 812 501 242 - - - - - - 23,329 7,069 6,837 37,235 37,235 29,248 29,248 - 7,987 878 1,596 1,235 1,274 2,222 783 - - - - - - 21,363 8,430 7,354 37,146 37,146 31,654 31,654 - 5,493 430 1,136 524 1,199 1,666 538 - - - - - - 18,136 10,693 9,320 38,148 38,148 32,042 32,042 - 6,107 348 1,055 535 1,430 1,962 777 - - - - - - 17,386 9,079 8,978 35,443 35,443 29,803 29,803 - 5,640 348 1,055 535 1,439 1,962 302 - - - - - - 17,386 9,079 8,978 35,443 35,443 29,803 29,803 - 5,640 348 1,055 535 1,439 1,962 302 - - - - - - Total 27,940 37,235 37,146 38,148 35,443 35,443 Main economic classification by sub-programme SR'000s SP1:Criminal Investigations Compensation of Employees Use of Goods and Services Non-financial Assets 2019 Estimated Actual 22,054 21,527 527 - 2020 2021 2022 2023 Budget (Amendment) 23,329 22,743 586 - Revised Budget 21,363 20,932 431 - Budget Forecast Forecast 18,136 17,736 400 - 17,386 16,986 400 - 17,386 16,986 400 - 280 SR'000s SP2:Specialised Crime Investigations Compensation of Employees Use of Goods and Services Non-financial Assets SP3:Forensic Services Compensation of Employees Use of Goods and Services Non-financial Assets 2019 Estimated Actual 2020 2021 2022 2023 Budget (Amendment) Revised Budget Budget Forecast Forecast 304 - 304 - 5,582 3,831 1,750 - 7,069 2,223 4,846 - 6,837 4,282 2,555 - 8,430 5,665 2,765 - 7,354 5,057 2,297 - 10,693 8,331 2,362 - 9,320 5,975 3,345 - 9,079 6,843 2,237 - 8,978 5,975 3,004 - 9,079 6,843 2,237 - 8,978 5,975 3,004 - Programme 5: Anti-Narcotics Bureau The purpose of this programme is to prevent, combat and take all appropriate actions to reduce the drugs distribution, trafficking and consumption at sea and on land to create a secure and peaceful society.
It also provides financial, corporate, administration and organisational development to the effective and efficient service delivery in line with the Bureau’s core functions and objectives.
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 searches on border control; and  Sub-Programme 3 Drugs Enforcement Investigations: Carries out field investigations of targeted suspects with regards to assets, register arrests and compile all necessary documents.
Strategic Objectives and Measures The table below sets out the performance measures by which the programme will be monitoring the achievement of its strategic objectives.
P5: Anti-Narcotics Bureau SP2:Drugs Enforcement Operations Outcome: Border Control and Patrol Operations Outcome indicator 1.Number of cases of arrests 2019 Target 105 Actual 152 2020 Amended Target 110 2021 Target 115 2022 Target 115 2023 Target 115 Outcome: Outcome indicator 1.Number of successful prosecutions SP3:Drugs Enforcement Investigations Cases established for Prosecution 2019 2020 2021 2022 2023 Target Actual Amended Target Target Target Target 60 155 65 70 70 70 281 Table 12.
Consolidated programme expenditure estimates SR'000s 2019 Estimated Actual 2020 2021 2022 2023 Budget (Amendment) Revised Budget Budget Forecast Forecast Programmes SP1:Management SP2:Drug Enforcement Operations SP3:Drug Enforcement Investigation 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 CAPITAL EXPENDITURE Non-financial Assets Building and Infrastructure Machinery and Equipment Other Fixed Assets Non-produced Assets 20,901 25,205 10,504 56,609 56,609 31,927 31,927 - 24,682 4,962 8,807 2,385 21 7,247 1,261 - - - - - - 17,256 24,070 10,896 52,222 52,222 26,355 26,355 - 25,868 4,718 9,626 1,670 22 9,095 736 - - - - - - 16,950 23,918 9,846 50,713 50,643 26,355 26,355 - 24,289 5,471 9,000 1,833 18 7,649 316 70 70 70 - - - 34,205 21,603 8,466 64,274 50,169 27,548 27,548 - 22,621 4,844 5,363 1,495 14 8,316 2,588 14,105 14,105 14,105 - - - 77,777 20,017 7,812 105,606 72,972 20,017 7,812 100,801 42,962 23,075 23,075 - 19,886 4,844 5,363 1,495 14 7,782 388 62,644 62,644 62,644 - - - 47,500 27,613 27,613 - 19,886 4,844 5,363 1,495 14 7,782 388 53,302 53,302 53,302 - - - Total 56,609 52,222 50,713 64,274 105,606 100,801 Main economic classification by sub-programme SR'000s SP1:Management Compensation of Employees Use of Goods and Services Non-financial Assets SP2:Drug Enforcement Operations Compensation of Employees Use of Goods and Services Non-financial Assets SP3:Drug Enforcement Investigation Compensation of Employees Use of Goods and Services Non-financial Assets 2019 Estimated Actual 20,901 11,913 8,988 - 25,205 13,947 11,259 - 10,504 6,067 4,436 - 2020 2021 2022 2023 Budget (Amendment) 17,256 6,645 10,610 - 24,070 13,576 10,494 - 10,896 6,133 4,763 - Revised Budget Budget Forecast Forecast 16,950 6,645 10,235 70 23,918 13,576 10,342 - 9,846 6,133 3,712 - 34,205 9,855 10,245 14,105 21,603 12,766 8,837 - 8,466 4,927 3,539 - 77,777 5,382 9,750 62,644 20,017 12,766 7,251 - 7,812 4,927 2,885 - 72,972 9,920 9,750 53,302 20,017 12,766 7,251 - 7,812 4,927 2,885 - 282 Department of Risk and Disaster Management 1.
Budget Summary Consolidated Position SR'000s P1:Policy and Management P2:Risk Reduction Management and Civil Protection P3:Planning, Intelligence, Research, Information and Management Total 2021 2022 2023 Total to be appropriated 6,376 Compensation of Employees 2,647 Use of Goods and Services 3,729 2,829 1,980 637 9,843 617 5,245 849 20 4,598 Capital Forecast Forecast - - - - 6,580 2,974 6,550 2,984 744 734 10,297 10,267 2.
Strategic Overview of Entity Mandate The Disaster Risk Management Act 2014 established the Department to be responsible for disaster risk reduction, management and civil protection in relation to natural, biological, technological, societal hazards, environmental and industrial emergencies.
Major Achievements in 2019 and 2020  Established and strengthened government co-ordination, organizational and institutional mechanism and appointed disaster risk reduction focal points across all Ministries, Departments and Agencies;  Supported broad participation in disaster risk reduction, promoting community-based disaster   reduction plans and programmes, as well as increased the involvement of women, children, and youth in risk reduction plans; Integrated Emergency Management System: Scaling up Seychelles readiness to multi-hazard events in line with the Sendai Framework for Disaster Risk Reduction 2015-2030 and that of Sustainable Development Goals Agenda 2030, and to that effect, adopted an Integrated Emergency Management System; Improved significantly the Early Warning and alert system for Seychelles, especially with improvement resulting from the establishment of the wider networks such as with SBC, NISA and other media and all of Government;  Responded to over 1000 incidents, investigated and assessed over 500 complaints made from 2016 – December 2019;  Obtained Cabinet approval for the National Integrated Emergency Management System Plan (NIEMP) that is designed to guide Emergency Preparedness and Response of government and stakeholders, helping them to understand their own role and how it relates to the role of other individuals and organizations;  Set up a Public Health Emergency Operation Centre and provided technical support; and  Set up the Gold Command structure as per provision of the National Integrated Emergency Management System Plan (NIEMP).
Current Challenges Increasing complexity of natural and manmade or human induced hazards;   Obtaining the full co-operation and support of key stakeholders at all times to ensure efficient service delivery; 283  Unplanned urbanisation, environmental degradation and inappropriate land use leading to the increase in natural hazards that cause loss of lives and assets when hazards turn into disasters;  Allocating resources, including finance and logistics at all levels of administration for developing and implementing disaster risk reduction strategies, policies, plans, laws and regulations in all relevant sectors; and  Promoting mechanisms for disaster risk transfer and insurance, risk-sharing and retention and financial protection, as appropriate, for both public and private investment in order to reduce the financial impact of disasters on Governments and societies, in urban and rural areas.
Strategic Priorities 2021 to 2023 Implement the Risk Reduction Policy and Governance for achieving long term resilience;   Manage risks;  Build up Seychelles readiness to multi-hazard events; and  Enable, empower and support community resilience.

3.

Budget Overview Revenue Table 1.


Revenue SR'000s Consolidated Fund Main appropriation Total 2019 Estimated Actual 8,881 8,881 8,881 2020 2021 2022 2023 Budget (Amendment) Revised Budget Budget Forecast Forecast 9,774 9,774 9,774 9,774 9,774 9,774 9,843 9,843 9,843 10,297 10,297 10,297 10,267 10,267 10,267 Consolidated Expenditure Estimates Table 2.
Consolidated expenditure estimates SR'000s 2019 2020 2021 2022 2023 Estimated Actual Budget (Amendment) Revised Budget Budget Forecast Forecast Programmes P1:Policy and Management P2:Risk Reduction Management and Civil Protection P3:Planning, Intelligence, Research, Information and Management Programme Total Economic Classification CURRENT EXPENDITURE Compensation of Employees Wages and Salaries in Cash Wages and Salaries in Kind 6,375 1,291 1,216 8,881 8,145 4,112 4,112 - 7,131 7,106 6,376 6,580 1,807 1,832 2,829 2,974 836 9,774 836 9,774 637 744 9,843 10,297 10,267 6,550 2,984 734 9,774 4,885 4,885 - 9,774 4,885 4,885 - 9,843 5,245 5,245 - 10,297 5,728 5,728 - 10,267 5,698 5,698 - 284 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 2019 Estimated Actual 4,032 1,361 438 301 45 1,152 736 736 736 - - - 736 2020 2021 2022 2023 Budget (Amendment) 4,889 1,443 578 336 120 1,312 1,100 Revised Budget 4,889 1,534 508 314 40 1,368 1,125 - - - - - - - - - - - - Budget Forecast Forecast 4,598 1,577 395 332 35 1,540 719 - - - - - - 4,569 1,577 395 332 35 1,511 719 - - - - - - 4,569 1,577 395 332 35 1,511 719 - - - - - - Total 8,881 9,774 9,774 9,843 10,297 10,267 4.
Approved New Spending Initiatives Table 3.

Programme New initiatives funded Name of new spending initiative Priority Objective Description and motivation P1:Policy and Management Recruitment of Staff Improve human resource capacity New Private Secretary for the Principal Secretary R'000s Funding 2021 Funding 2022 Funding 2023 PSIP Compensation of Employees Goods and Services Minor Capital Outlays 186 186 Total - 186 186 5.
Programme Performance Programme 1: Policy and Management The purpose of the programme is to provide for the overall leadership, management and strategic policy direction of the department.

Strategic Objectives and Measures The table below sets out the performance measures by which the programme will be monitoring the achievement of its strategic objectives.

285 Programme Expenditure Table 4.
Consolidated programme expenditure estimates SR'000s Programmes P1:Policy and Management 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 CAPITAL EXPENDITURE Non-financial Assets Building and Infrastructure Machinery and Equipment Other Fixed Assets Non-produced Assets 2019 Estimated Actual 2020 2021 2022 2023 Budget (Amendment) Revised Budget Budget Forecast Forecast 6,375 6,375 6,375 3,085 3,085 - 3,290 1,346 438 301 22 1,140 44 - - - - - - 7,131 7,131 7,131 3,464 3,464 - 3,667 1,443 578 336 40 1,270 - - - - - - - 7,106 7,106 7,106 3,464 3,464 - 3,642 1,443 508 314 40 1,336 - - - - - - - 6,376 6,376 6,376 2,647 2,647 - 3,729 1,477 395 332 35 1,490 - - - - - - - 6,580 6,580 6,580 2,880 2,880 - 3,700 1,477 395 332 35 1,461 - - - - - - - 6,550 6,550 6,550 2,850 2,850 - 3,700 1,477 395 332 35 1,461 - - - - - - - Total 6,375 7,131 7,106 6,376 6,580 6,550 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 and search and rescue.

Strategic Objectives and Measures The table below sets out the performance measures by which the programme will be monitoring the achievement of its strategic objectives.

286 Table 5.
286 Table 5.

Performance measures for programme P2:Risk Reduction Management and Civil Protection Outcome: 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 2019 Target Actual 2020 Amended Target 2021 Target 2022 Target 2023 Target P2:Risk Reduction Management and Civil Protection 55% 40% 65% 10% 60% 60% 100% 100% 100% 100% 100% 100% 60% 60% 40% 40% 40% 40% 68% 68% 50% 60% 85% 85% 1.

URVF identified and assessed 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 Programme Expenditure Table 6.
Consolidated programme expenditure estimates SR'000s 2019 Estimated Actual 2020 2021 2022 2023 Budget (Amendment) Revised Budget Budget Forecast Forecast Programmes P2:Risk Reduction Management and Civil Protection 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 CAPITAL EXPENDITURE Non-financial Assets Building and Infrastructure Machinery and Equipment Other Fixed Assets Non-produced Assets 1,291 1,291 1,291 548 548 - 742 15 - - 23 13 692 - - - - - - 1,807 1,807 1,832 1,832 1,807 595 595 - 1,212 - - - 80 32 1,100 - - - - - - 1,832 595 595 - 1,237 80 - - - 32 1,125 - - - - - - 2,829 2,829 2,829 1,980 1,980 - 849 80 - - - 50 719 - - - - - - 2,974 2,974 2,974 2,125 2,125 - 849 80 - - - 50 719 - - - - - - 2,984 2,984 2,984 2,135 2,135 - 849 80 - - - 50 719 - - - - - - Total 1,291 1,807 1,832 2,829 2,974 2,984 287 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.

Strategic Objectives and Measures The table below sets out the performance measures by which the programme will be monitoring the achievement of its strategic objectives.

Table 7.

Performance measures for programme P3:Planning, Intelligence, Research, Information and Management Outcome: Outcome indicator 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 Programme Expenditure 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 2019 Target Actual 2020 Amended Target 2021 Target 2022 Target 2023 Target 10% 10% 20% 20% 30% 30% 40% 40% 40% 75% 100% 100% 20% 20% 20% 30% 45% 45% Table 8.
Consolidated programme expenditure estimates SR'000s 2019 Estimated Actual 2020 2021 2022 2023 Budget (Amendment) Revised Budget Budget Forecast Forecast Programmes P3:Planning, Intelligence, Research, Information and Management 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 1,216 1,216 479 479 479 - - - - - - - - 836 836 836 826 826 - 11 - - - - 11 - 836 836 836 826 826 - 11 11 - - - - - 637 637 637 617 617 - 20 20 - - - - - 744 744 744 724 724 - 20 20 - - - - - 734 734 734 714 714 - 20 20 - - - - - 288 SR'000s CAPITAL EXPENDITURE Non-financial Assets Building and Infrastructure Machinery and Equipment Other Fixed Assets Non-produced Assets 2019 Estimated Actual 2020 2021 2022 2023 Budget (Amendment) Revised Budget Budget Forecast Forecast 736 736 - - - 736 - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - Total 1,216 836 836 637 744 734 289 Department of Immigration and Civil Status 1.
Budget Summary Consolidated Position 2021 2022 2023 SR'000s Total to be appropriated Compensation of Employees P1: Governance, Management and Administration P2:Citizen's Affairs Services P3:Border Control Services Total 5,785 38,902 20,121 64,809 3,539 8,689 16,991 29,218 Use of Goods and Services 2,247 30,213 3,130 35,590 Capital Forecast Forecast - - - - 6,038 36,041 20,763 62,841 6,048 15,444 20,784 42,275 2.
Strategic Overview of Entity 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.
Major Achievements in 2019 and 2020  10 Immigration Officers graduated in November 2019 after completing a certificate course in Immigration Studies;  Returned services to offices at the headquarters on the first floor of Independence House, Victoria, after completion of the renovation and refurbishment project by Green Island Construction Company;  Produced and delivered ID Cards on location at Praslin and La Digue, with the support of the Department of Information, Communications and Technology (DICT), with effect from August 2020; and  Transferred the immigration services which were being provided at Baie Saint Anne to the Pension Fund Complex at Grand Anse Praslin, with a view to replicate the set-up in Victoria.
Current Challenges  Existence of under-performing technological system which slows down processes; and  Need for adjustments/Adaptations in view of the Coronavirus pandemic.
Strategic Priorities 2021 to 2023  Meet customers’ needs and expectations by promoting quality service delivery within the rank  and file, as well as management of the Department; Implement the E-passport Project and the Advanced Passenger Information System to guard against identity theft and improve the efficiency of border management; and  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.
290 3.

Budget Overview Revenue Table 1.

Revenue SR'000s Consolidated Fund Main appropriation Total Current Receipts Table 2.
Current receipts 2019 Estimated Actual 36,071 36,071 36,071 2020 2021 2022 2023 Budget (Amendment) 61,715 61,715 61,715 Revised Budget 44,638 44,638 44,638 Budget Forecast Forecast 64,809 64,809 64,809 62,841 62,841 62,841 42,275 42,275 42,275 SR'000s 2019 Estimated Actual 2020 Budget Revised Budget 2021 2022 2023 Budget Forecast Forecast Receipts transferred to Consolidated Fund Civil Status Fees ID Card Fees Marriage Fees Immigration Fees Passport Fees Residence Permit Fees Citizenship Fees Administration TOTAL - 2,529 89,546 183 2,378 4,217 82,224 6,966 2,869 1,178 2,529 102,542 183 2,378 4,217 91,376 9,179 3,187 1,178 2,529 114,225 Consolidated Expenditure Estimates Table 3.
Consolidated expenditure estimates SR'000s Programmes P1: Governance, Management and Administration P2:Citizen's Affairs Services P3:Border Control Services 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 2019 Estimated Actual 2020 2021 2022 2023 Budget (Amendment) Revised Budget Budget Forecast Forecast 7,545 13,340 15,187 36,071 36,071 22,229 22,229 - 13,842 5,028 1,029 527 2,384 4,059 814 8,651 30,782 22,282 61,715 61,715 32,275 32,275 - 29,440 4,664 1,157 838 2,572 3,361 16,847 6,363 16,156 22,119 44,638 44,638 32,275 32,275 - 12,363 3,896 828 618 2,574 4,140 308 5,785 38,902 20,121 64,809 64,809 29,218 29,218 - 35,590 3,929 861 650 2,612 2,619 24,918 6,038 36,041 20,763 62,841 62,841 30,088 30,088 - 32,753 4,086 1,044 629 2,612 2,431 21,950 6,048 15,444 20,784 42,275 42,275 30,078 30,078 - 12,197 4,122 1,044 629 2,612 2,431 1,358 291 SR'000s CAPITAL EXPENDITURE Non-financial Assets Building and Infrastructure Machinery and Equipment Other Fixed Assets Non-produced Assets 2019 Estimated Actual - - - - - - 2020 2021 2022 2023 Budget (Amendment) - - - - - - Revised Budget Budget Forecast Forecast - - - - - - - - - - - - - - - - - - - - - - - - Total 36,071 61,715 44,638 64,809 62,841 42,275 4.
Approved New Spending Initiatives Table 4.
New initiatives funded Programme Name of new spending initiative Priority Objective Description and motivation R'000s Funding 2021 Funding 2022 Funding 2023 P1: Governance, Management and Administration Recruitment of Staff Improve human resource capacity Recruitment of Systems Support Officer - Ensure national security and border control by introducing new technologies and strengthening capacity to deal with threats of trans-border criminal activities PSIP Compensation of Employees Goods and Services Minor Capital Outlays 146 176 176 Total 146 176 176 5.
Programme Performance Programme 1: Governance, Management and Administration The purpose of the programme is to provide management, administrative and human resource support services.

Programme Expenditure Table 5.
Consolidated programme expenditure estimates SR'000s 2019 Estimated Actual 2020 2021 2022 2023 Budget (Amendment) Revised Budget Budget Forecast Forecast Programmes P1: Governance, Management and Administration Programme Total Economic Classification CURRENT EXPENDITURE Compensation of Employees Wages and Salaries in Cash Wages and Salaries in Kind 7,545 7,545 7,545 4,239 4,239 - 8,651 8,651 6,363 6,363 5,785 5,785 6,038 6,038 6,048 6,048 8,651 6,363 5,785 6,038 6,048 5,420 5,420 - 4,068 4,068 - 3,539 3,539 - 3,663 3,663 - 3,663 3,663 - 292 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 2019 Estimated Actual 3,306 2,191 310 178 3 336 288 - - - - - - 2020 2021 2022 2023 Budget (Amendment) 3,232 1,833 446 301 - 523 128 Revised Budget 2,295 1,264 296 191 - 461 84 - - - - - - - - - - - - Budget Forecast Forecast 2,247 1,297 286 197 - 422 45 - - - - - - 2,375 1,297 388 197 - 425 68 - - - - - - 2,385 1,297 388 197 - 425 78 - - - - - - Total 7,545 8,651 6,363 5,785 6,038 6,048 Programme 2: Citizens Affairs Services The programme comprises the following sub-programmes:  Sub-programme 1 Records 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.
Strategic Objectives and Measures The table below sets out the performance measures by which the programme will be monitoring the achievement of its strategic objectives.

Table 6.

Performance measures for programme P2: Citizen's Affairs Services Outcome: Public satisfaction with the Department's citizen’s affairs services Contributing indicators 2019 Target Actual 2020 Amended Target SP1: Records Management 2021 2022 2023 Target Target Target 1.

Status of visitors and residents available in real-time 2.
% of vital events recorded same day 95% 100% 97% 100% 97% 100% 97% 100% 97% 100% 100% 100% SP2: Processing Services 1.

% of passports issued within 24 hrs 100% 2.


% of dependent permits issued within 5 days 95% 96% 98% 100% 100% 100% 100% 98% 98% 98% 100% 293 Outcome: Public satisfaction with the Department's citizen’s affairs services P2: Citizen's Affairs Services Contributing indicators 3.% of permanent residence permits and citizenship applications processed within 90 days 4.% of identity cards and civil status certificates Issued within 24 hrs 5.
% of work permits issued within 1-5 days Programme Expenditure 2019 Target Actual 2020 Amended Target 2021 2022 2023 Target Target Target 95% 96% 98% 98% 100% 100% 98% 85% 100% 100% 100% 100% 100% 96% 96% 97% 98% 100% Table 7.
Consolidated programme expenditure estimates SR'000s Programmes SP1:Records Management SP2: Processing Services 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 CAPITAL EXPENDITURE Non-financial Assets Building and Infrastructure Machinery and Equipment Other Fixed Assets Non-produced Assets 2019 Estimated Actual 2020 2021 2022 2023 Budget (Amendment) Revised Budget Budget Forecast Forecast 4,018 9,321 13,340 13,340 6,323 6,323 - 7,017 1,761 381 140 2,027 2,278 429 - - - - - - 2,875 27,907 30,782 30,782 8,465 8,465 - 22,317 1,727 320 488 2,208 951 16,622 - - - - - - 4,123 12,033 16,156 16,156 9,858 9,858 - 6,298 1,527 255 380 2,170 1,834 132 - - - - - - 2,440 36,462 38,902 38,902 8,689 8,689 - 30,213 1,574 293 333 2,208 979 24,827 - - - - - - 2,483 33,558 36,041 36,041 8,859 8,859 - 27,182 1,731 305 333 2,208 802 21,803 - - - - - - 2,438 13,006 15,444 15,444 8,864 8,864 - 6,580 1,731 305 333 2,208 802 1,201 - - - - - - Total 13,340 30,782 16,156 38,902 36,041 15,444 Main economic classification by sub-programme 2020 SR'000s 2019 Estimated Actual SP1:Records Management Compensation of Employees Use of Goods and Services Non-financial Assets 4,018 1,619 2,399 - Budget (Amendment) 2,875 1,777 1,098 - Revised Budget 4,123 2,622 1,501 - 2021 Budget 2022 2023 Forecast Forecast 2,440 1,674 766 - 2,483 1,726 757 - 2,438 1,681 757 - 294 SR'000s 2019 Estimated Actual 2020 Budget (Amendment) Revised Budget 2021 Budget 2022 2023 Forecast Forecast SP2: Processing Services Compensation of Employees Use of Goods and Services Non-financial Assets 9,321 4,704 4,618 - 28,028 6,688 21,341 - 12,033 7,236 4,797 - 36,462 7,015 29,447 - 33,558 7,132 26,425 - 13,006 7,182 5,823 - Programme 3: Border Control Services The purpose of the programme is to maintain effective border control and surveillance and enforce immigration laws.
The programme comprises the following sub-programmes:  Sub-programme 1 Border Control, Surveillance and Processing: Maintains effective border control and surveillance and enforces Immigration Laws; and  Sub-programme 2 Trafficking in Persons Control Services: Detect, report and combat trafficking in persons in Seychelles and provide protection and assistance to victims and other vulnerable groups, in compliance with the country’s international obligations.
Strategic Objectives and Measures The table below sets out the performance measures by which the programme will be monitoring the achievement of its strategic objectives.

Table 8.

Performance measures for programme P3: Border Control Services Outcome: Proper Control of movement of persons Outcome indicator 1.

% of visitors overstaying their conditions of entry Contributing indicators 1.

% of persons intercepted entering with falsified travel documents 2.
% of persons not being admitted into the country 3.

% of cases processed within one minute 4.

% of cases being prosecuted 2019 Target Actual 5% 15% 2019 Target Actual 2020 Amended Target 5% 2020 Amended Target 2021 Target 3% 2021 2022 Target 3% 2022 2023 Target 2% 2023 Target Target Target SP1: Border Control, Surveillance and Processing 0.05% 0.01% 0.05% 0.02% 0.02% 0.02% 5.00% 0.01% 0.05% 0.02% 0.02% 0.02% 90% 0% 98% 0% 98% 1% 98% 1% 98% 1% 98% 1% 295 Programme Expenditure Table 9.
Consolidated programme expenditure estimates SR'000s 2019 Estimated Actual 2020 2021 2022 2023 Budget (Amendment) Revised Budget Budget Forecast Forecast Programmes SP1:Border Control, Surveillance and Processing SP2:Human Trafficking Control Services 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 CAPITAL EXPENDITURE Non-financial Assets Building and Infrastructure Machinery and Equipment Other Fixed Assets Non-produced Assets 15,187 - 15,187 15,187 11,667 11,667 - 3,520 1,076 338 209 354 1,445 98 - - - - - - 21,120 20,850 18,799 19,440 19,460 1,162 22,282 1,269 22,119 22,282 18,390 18,390 - 3,892 1,104 391 48 364 1,887 97 - - - - - - 22,119 18,348 18,348 - 3,771 1,104 277 48 404 1,845 92 - - - - - - 1,322 20,121 20,121 16,991 16,991 - 3,130 1,057 283 120 404 1,219 47 - - - - - - 1,323 20,763 20,763 17,567 17,567 - 3,196 1,057 351 98 404 1,205 80 - - - - - - 1,323 20,784 20,784 17,552 17,552 - 3,232 1,093 351 98 404 1,205 80 - - - - - - Total 15,187 22,282 22,119 20,121 20,763 20,784 Main economic classification by sub-programme SR'000s SP1:Border Control, Surveillance and Processing Compensation of Employees Use of Goods and Services Non-financial Assets SP2:Human Trafficking Control Services Compensation of Employees Use of Goods and Services Non-financial Assets 2019 Estimated Actual 2020 2021 2022 2023 Budget (Amendment) Revised Budget Budget Forecast Forecast 15,187 11,667 3,520 - - - - - 21,120 18,266 2,854 - 1,162 124 1,038 - 20,850 18,204 2,645 - 1,269 144 1,126 - 18,799 16,821 1,979 - 1,322 171 1,151 - 19,440 17,381 2,059 - 1,323 186 1,137 - 19,460 17,366 2,095 - 1,323 186 1,137 - 296 Seychelles Fire and Rescue Services Agency 1.
Budget Summary Consolidated Position SR'000s P1:Governance,Management and Administration P2:Emergency Operations P3:Fire Prevention and Safety P4:Lifeguard Services Total 2021 2022 2023 Total to be appropriated Compensation of Employees Use of Goods and Services Capital Forecast Forecast 6,217 83,364 6,384 4,284 100,249 1,783 40,521 5,813 3,176 51,292 4,434 35,348 571 1,108 41,462 - 7,495 - - 7,495 6,019 62,102 6,600 4,280 79,001 6,238 59,546 6,384 4,280 76,449 2.
Strategic Overview of Entity Mandate The mandate of the SFRSA is to protect and save life, property and the environment from the effect of fires, hazardous and other incidents.
Major Achievements in 2019 and 2020  Acquired 2 inshore rescue boats, one space cab truck, two new jet skis, two rescue slate that go behind the jet ski, 30 new soft torpedo buoys and six beach trolley for jet ski for the lifeguards;  Acquired a new space cab truck, an Arial Ladder Platform (ALP) and a small pickup for escort of the ALP during emergency incidents;  Trained 4 SFRSA staff in Finland for construction of the Aerial Ladder Platform and signed the Acceptance Certificate;  2 SFRSA staff visited the UK in relation to completion of the ALP;  Enhanced the capacity of staff through increased training in the operation of the ALP, heavy duty driving (above 11 tons), skipper Course at the Maritime Training Centre and Certificate in Public Procurement and General Management, as well as Diploma in General Management at the Guy Morel Institute;  1 Fire Officer attended two different workshops in Kenya and Tanzania on Management/Investigation of Radiological incidents;  2 officers carried out visits in Reunion Island for to capacity building in forest fire incidents, with the Ecosystem-based Adaptation Projects;  Received donation of a Fire Fighting boat from the United Arab Emirates and General Fire Fighting equipment from Reunion;  The SFRSA Amendment Act was approved by the Cabinet of Ministers and the National Assembly;  2 officers visited South Africa in relation to the inspection of the construction of two Narrow Road Feeder Vehicles at the Marce Company; and  Opening of Training office at Praslin Fire station.
Current Challenges  Inability to properly enforce safety standards due to delay in the completion of the review of the Seychelles Fire and Rescue Services Agency regulations;  Shortage of substations to provide adequate coverage and to reduce response time;  Inability to attend to Hazardous Materials (HAZMAT) incidents due to lack of specialised HAZMAT Tender; 297  Delay in information delivery due to the absence of a three-digit emergency phone number and a  radio communication system (communication issues); Inadequate manpower, financial resources, appropriate infrastructures, fleet of emergency tenders, specialised equipment and vehicles;  Drafting and implementation of our Health and Safety Policy;  The location of the fire service headquarters and assets in a high-risk zone making them vulnerable to man-made hazards in New Port area and natural hazards; and  Delay in setting up of the volunteer fire fighter to provide additional manpower whenever required or in overwhelming circumstances/situations.
Strategic Priorities 2021 to 2023  Completion of review and implementation of SFRSA regulations  Improve response time to emergencies through substations for decentralisation of Service;  Acquirement of three-digit emergency phone number and a radio communication system  Develop a quality workforce through capacity building initiatives and procurement of the necessary  equipment and technology to improve quality of Service; Improvement of infrastructures, fleet of emergency tenders, specialized equipment and Emergency Medical Technician (EMT) response vehicles Implement Health and Safety Policy for Agency personnel;   Relocation of the fire service headquarters and assets to a suitable location  Setting up of the volunteer fire fighter.
3.

Budget Overview Revenue Table 1.

Revenue SR'000s Consolidated Fund Main appropriation Total 2019 Estimated Actual 56,003 56,003 56,003 2020 2021 2022 2023 Budget (Amendment) Revised Budget Budget Forecast Forecast 68,092 68,092 68,092 68,992 68,992 68,992 100,249 100,249 100,249 79,001 79,001 79,001 76,449 76,449 76,449 Current Receipts Table 2.
Current receipts SR'000s Receipts transferred to Consolidated Fund Fire Safety Training Sale of Fire incident report Standby with LPG Tanker TOTAL 2019 2020 2021 2022 2023 Estimated Actual Budget Amendment Revised Budget Budget Forecast Forecast 138 2 20 160 262 5 27 294 262 5 55 322 262 5 27 294 262 5 27 294 262 5 27 294 298 Consolidated Expenditure Estimates Table 3.
Consolidated expenditure estimates SR'000s Programmes P1:Governance,Management and Administration P2:Emergency Operations P3:Fire Prevention and Safety P4:Lifeguard Services 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 CAPITAL EXPENDITURE Non-financial Assets Building and Infrastructure Machinery and Equipment Other Fixed Assets Non-produced Assets 2019 2020 2021 2022 2023 Estimated Actual Budget (Amendment) Revised Budget Budget Forecast Forecast 7,037 40,151 5,004 3,811 56,003 55,845 40,173 40,173 165 15,672 3,619 1,981 2,773 1,125 3,511 2,499 158 158 158 - - - 6,832 48,462 6,595 6,202 68,092 68,092 49,157 49,157 180 18,935 3,990 2,392 2,713 1,629 3,933 4,098 - - - - - - 6,045 51,956 5,973 5,018 68,992 68,092 49,157 49,157 180 18,935 3,910 1,743 2,118 1,629 2,573 6,782 900 900 900 - - - 6,217 83,364 6,384 4,284 100,249 92,754 51,292 51,292 139 41,462 3,704 1,611 2,800 1,629 2,735 28,844 7,495 7,495 7,495 - - - 6,019 62,102 6,600 4,280 79,001 77,836 52,617 52,617 135 25,219 3,704 1,611 2,800 1,629 2,757 12,583 1,165 1,165 1,165 - - - 6,238 59,546 6,384 4,280 76,449 76,449 52,230 52,230 135 24,219 3,704 1,611 2,800 1,629 2,757 11,583 - - - - - - Total 56,003 68,092 68,992 100,249 79,001 76,449 4.
Approved New Spending Initiatives Table 4.

New initiatives funded Programme Name of new spending initiative Priority Objective Description and motivation R'000s Funding 2021 Funding 2022 Funding 2023 P2:Emergency Operations Recruitment of Staff Improve response time to emergencies through substations for decentralisation of Service The Anse Royale Fire Station will be completed in November 2021.

Recruitment of 25 Fire Fighters is the requirement for the station.
The staff need to train prior of the opening of the station.

Provision made for recruitment in March.
2,469 3,292 3,292 PSIP Compensation of Employees Goods and Services Minor Capital Outlays Total 2,469 3,292 3,292 299 Programme Name of new spending initiative Priority Objective Description and motivation R'000s Funding 2021 Funding 2022 Funding 2023 P2:Emergency Operations Acquisition of Fire Truck P2:Emergency Operations Acquisition of Equipment P2:Emergency Operations Acquisition of Power Mat P2:Emergency Operations Acquisition of Fuel Dispenser P2:Emergency Operations Portable Flood Light Improve response time to emergencies through substations for decentralisation of Service Procurement of the necessary equipment to improve quality of Service The Anse Royale Fire Station will be completed in November 2021.
The Agency required 3 new fire trucks : - Heavy Duty Truck (SR 7m) - Mini Fire Truck (SR 5m) - Small Fire Truck (SR 3m) The Anse Royale Fire Station will be completed in November 2021.

New equipment is required for the station Procurement of the necessary equipment to improve quality of Service The Anse Royale Fire Station will be completed in November 2021.


New equipment is required for the station Procurement of the necessary equipment to improve quality of Service The Anse Royale Fire Station will be completed in November 2021.
New equipment is required for the station PSIP Compensation of Employees Goods and Services Minor Capital Outlays Total PSIP Compensation of Employees Goods and Services Minor Capital Outlays Total PSIP Compensation of Employees Goods and Services Minor Capital Outlays Total PSIP Compensation of Employees Goods and Services Minor Capital Outlays Total PSIP Compensation of Employees Goods and Services Minor Capital Outlays Total 12,000 12,000 1,000 1,000 400 400 150 150 800 800 - - - - - - - - - - - - - - - - - - - - 300 Programme Name of new spending initiative Priority Objective Description and motivation R'000s Funding 2021 Funding 2022 Funding 2023 P2:Emergency Operations Acquisition of Breathing Apparatus Procurement of the necessary equipment to improve quality of Service The Anse Royale Fire Station will be completed in November 2021.
New equipment is required for the station PSIP Compensation of Employees Goods and Services Minor Capital Outlays Total 5.

Programme Performance 750 750 - - - - 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.

Programme Expenditure Table 5.
Consolidated programme expenditure estimates SR'000s 2019 Estimated Actual 2020 2021 2022 2023 Budget (Amendment) Revised Budget Budget Forecast Forecast Programmes P1:Governance,Management and Administration 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 CAPITAL EXPENDITURE Non-financial Assets Building and Infrastructure Machinery and Equipment Other Fixed Assets Non-produced Assets 7,037 7,037 7,037 1,117 1,117 - 5,920 1,928 901 521 - 2,488 82 - - - - - - 6,832 6,832 6,832 1,865 1,865 - 4,967 2,041 1,100 535 - 1,198 93 - - - - - - 6,045 6,045 6,045 1,601 1,601 - 4,444 2,011 832 335 - 1,173 93 - - - - - - 6,217 6,217 6,019 6,019 6,217 1,783 1,783 - 4,434 1,901 800 565 - 1,085 83 - - - - - - 6,019 1,564 1,564 - 4,456 1,901 800 565 - 1,107 83 - - - - - - 6,238 6,238 6,238 1,783 1,783 - 4,456 1,901 800 565 - 1,107 83 - - - - - - Total 7,037 6,832 6,045 6,217 6,019 6,238 301 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.
Strategic Objectives and Measures The table below sets out the performance measures by which the programme will be monitoring the achievement of its strategic objectives.

Table 6.

Performance measures for programme Programme 2: Emergency operations Outcome: Effective response to emergency incidents Outcome indicator 1.
Reduction in the loss of life and property Contribution Indicators 2019 Target Actual 2020 Amended Target 2021 Target 2022 Target 2023 Target 10% 12% 10% 9% 7% 6% 2019 Target Actual 2020 Amended Target Within 12 minutes 2021 Target 2022 Target 2023 Target Within 12 minutes Within 10 minutes Within 10 minutes 1.

Amount of time taken to reach the scene Within 12 minutes Within 12 minutes Programme Expenditure Table 7.
Consolidated programme expenditure estimates SR'000s 2019 Estimated Actual 2020 2021 2022 2023 Budget (Amendment) Revised Budget Budget Forecast Forecast Programmes P2:Emergency Operations 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 CAPITAL EXPENDITURE Non-financial Assets Building and Infrastructure Machinery and Equipment Other Fixed Assets Non-produced Assets Total 40,151 40,151 48,462 48,462 51,956 51,956 83,364 83,364 62,102 62,102 59,546 59,546 39,993 48,462 51,056 75,869 60,937 59,546 31,849 31,849 - 8,144 1,276 731 2,175 1,119 970 1,873 158 158 158 - - - 40,151 36,734 36,734 - 11,728 1,217 766 2,018 1,600 2,605 3,522 - - - - - - 48,462 38,304 38,304 - 12,752 1,217 766 1,623 1,600 1,340 6,206 900 900 900 - - - 51,956 40,521 40,521 - 35,348 1,135 666 2,075 1,600 1,590 28,283 7,495 7,495 7,495 - - - 83,364 41,849 41,849 - 19,088 1,135 666 2,075 1,600 1,590 12,022 1,165 1,165 1,165 - - - 62,102 41,459 41,459 - 18,088 1,135 666 2,075 1,600 1,590 11,022 - - - - - - 59,546 302 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 of 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  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.

Table 8.
Table 8.

Performance measures for programme Programme 3: Fire Prevention and Safety SP 1: Fire Prevention and Investigation Outcome: Compliance with safety regulations and measures Outcome indicator 1.

Compliance with safety regulations and measures 2019 Target Actual 2020 Amended Target 80% 85% 80% Contribution Indicators 2019 Target Actual 2020 Amended Target 2021 Target 85% 2021 Target 2022 Target 85% 2022 Target 2023 Target 85% 2023 Target 2.
Number of visits/inspections carried out 2450 2700 2800 2900 2900 2900 Outcome: Capacity enhancement on fire awareness and fire fighting SP 2: Fire Training Outcome indicator 1.

% of public trained 2019 Target Actual 2020 Amended Target 60% 70% 75% Contribution Indicators 2019 Target Actual 2.Number of individuals trained 4400 4400 2020 Amended Target 5500 2021 Target 70% 2021 Target 4500 2022 Target 70% 2022 Target 4500 2023 Target 70% 2023 Target 4500 Programme Expenditure Table 9.
Consolidated programme expenditure estimates SR'000s Programmes SP1:Fire Prevention and Investigation SP2:Fire Training Programme Total Economic Classification 2019 Estimated Actual 2020 2021 2022 2023 Budget (Amendment) Revised Budget Budget Forecast Forecast 3,287 1,718 5,004 4,139 2,456 6,595 4,023 1,950 5,973 4,004 2,380 6,384 4,390 2,210 6,600 4,004 2,380 6,384 303 SR'000s 2019 Estimated Actual 2020 2021 2022 2023 Budget (Amendment) Revised Budget Budget Forecast Forecast 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 5,004 4,630 4,630 - 375 182 18 - 4 - 170 - - - - - - 6,595 6,018 6,018 - 577 345 - 40 10 - 182 - - - - - - 5,973 5,396 5,396 - 577 345 - 40 10 - 182 - - - - - - 6,384 5,813 5,813 - 571 344 - 40 10 - 177 - - - - - - 6,600 6,029 6,029 - 571 344 - 40 10 - 177 - - - - - - 6,384 5,813 5,813 - 571 344 - 40 10 - 177 - - - - - - Total 5,004 6,595 5,973 6,384 6,600 6,384 Main Economic classification by sub-programme 2020 2019 Estimated Actual Budget (Amendment) Revised Budget 2021 Budget 2022 2023 Forecast Forecast SR'000s SP1:Fire Prevention and Investigation Compensation of Employees Use of Goods and Services Non-financial Assets SP2:Fire Training Compensation of Employees Use of Goods and Services Non-financial Assets 3,287 3,074 213 - 1,718 1,556 162 - 4,139 3,845 294 - 2,456 2,173 283 - 4,023 3,729 294 - 1,950 1,667 283 - 4,004 3,716 288 - 2,380 2,097 283 - 4,390 4,102 288 - 2,210 1,927 283 - 4,004 3,716 288 - 2,380 2,097 283 - Programme 4: Lifeguard Services The purpose of the programme is to provide a safe beach and aquatic environment throughout Seychelles.
Programme 4: Lifeguard Services Outcome: Effective response to emergency incidents Outcome indicator 1.Reduction of drowning and other incidents on beaches covered 2019 Target Actual 2020 Amended Target 0% 0% 0% Contribution Indicators Target Actual 2019 2020 Amended Target 2021 Target 0% 2021 Target 2022 Target 0% 2022 Target 2023 Target 0% 2023 Target 1.Number of beaches with active lifeguard patrol 03 03 04 04 04 04 304 Programme Expenditure Table 10.
Consolidated programme expenditure estimates SR'000s Programmes P4:Lifeguard Services 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 CAPITAL EXPENDITURE Non-financial Assets Building and Infrastructure Machinery and Equipment Other Fixed Assets Non-produced Assets 2019 Estimated Actual 2020 2021 2022 2023 Budget (Amendment) Revised Budget Budget Forecast Forecast 3,811 3,811 3,811 2,577 2,577 165 1,234 232 332 77 3 52 373 - - - - - - 6,202 6,202 5,018 5,018 6,202 4,539 4,539 180 1,663 387 526 120 19 130 301 - - - - - - 5,018 3,856 3,856 180 1,162 337 145 120 19 60 301 - - - - - - 4,284 4,284 4,284 3,176 3,176 139 1,108 325 145 120 19 60 301 - - - - - - 4,280 4,280 4,280 3,176 3,176 135 1,105 325 145 120 19 60 301 - - - - - - 4,280 4,280 4,280 3,176 3,176 135 1,105 325 145 120 19 60 301 - - - - - - Total 3,811 6,202 5,018 4,284 4,280 4,280 305 EDUCATION PORTFOLIO 306 Ministry of Education 1.
Budget Summary Consolidated Position 2021 2022 2023 SR'000s Total to be appropriated Compensation of Employees P1:Governance, Management and Administration P2:Education Development P3:Formal Early Childhood Care and Education P4: Primary Education P5:Secondary Education P6: Tertiary Education P7: Human Resource Development Total Use of Goods and Services 24,314 185,404 3,127 24,537 47,223 49,964 367 Capital Forecast Forecast 12,157 18,517 32,565 52,726 10,000 35,294 - 2.
Strategic Overview of Entity Mandate The mandate of the Ministry of Education (MoE) is to play a key role in shaping a high-quality education system that meets the needs of all learners, supports their participation in communities and in society, promotes and enhances lifelong learning, and contributes to the development of a competent workforce in line with national manpower needs and the sustainable development agenda of the knowledge-based society of Seychelles.
Major Achievements in 2019 and 2020  17 newly qualified teachers (5 Early Childhood, 12 Primary) have completed their training at Seychelles Institute of Teacher Education and have joined the teaching profession; Implemented the Scheme of Service (2019) for Professional Centres fully since January 2020; Implemented the Renaissance (Reading) Programme in all primary schools effective Term 1 2020;    Finalised the Teacher Appraisal Policy and Strategy for implementation in first quarter of 2021;  Cabinet approved the Teacher Management and Development Policy in July 2020 to be implemented in January 2021;  All educational institutions implemented the COVID-19 Plan of Action approved by the Department of Health;  Carried out major renovation of three educational institutions to accommodate the relocation of Seychelles Institute for Agriculture and Horticulture to Grand Anse Mahé Primary School, Belonie Secondary School to National Institute of Science Technology and Innovation and La Rosiere to Belonie Secondary School;  Constructed new block of classrooms, laboratories, staffroom and toilet facilities at Praslin  Secondary School; Increase in the number of learners graduating after successfully completing studies at Professional Centre level from 685 in 2018 to 709 in 2019 and to 748 in 2020; 307  Three Professional Centres (National Institute of Health and Social Studies, Seychelles Maritime Academy, and Seychelles Institute of Art and Design) received full accreditation status from the Seychelles Qualifications Authority;  Started tracking of dropouts in Professional Centres in 2019 to feed the information to the Employment Department and the Seychelles National Youth Council with a view to assist youths who are not on training to gain employment; and  Rehabilitated and renovated school infrastructure to enhance the level of safety and the quality of teaching and learning environment.
Current Challenges  The budget ceiling allocated to the Ministry considering the size of the Ministry and the services it provides to improve students’ performance at all levels of the education and training system; Increasing ageing infrastructure both at headquarters and educational institutions requiring immediate and sustained rehabilitation, major renovation, and in some cases relocation;   Difficulty in attracting and retaining qualified Seychellois professionals in the teaching profession for continuity and stability in the system leading to marked increase in recruitment of more non- Seychellois teachers thus, resulting in increased expenditure on accommodation and airfares;  A comprehensive Education Management Information System (EMIS) for timely dissemination of reliable and validated data and information;  Consolidating the PPBB approach at sectorial level due to limited financial expertise at the level of Programme Managers and the continuous amendments of the template and tools;  Limited capacity of personnel at headquarters’ level to provide leadership within a devolved system of school governance; Inadequate manpower and limited expertise in Competency Based Approach (CBA) in curriculum development and assessment and leadership; and Institutionalisation of the Quality Service Delivery Action Plan system wide.
  Strategic Priorities 2021 to 2023 The strategic priorities originate from the Ministry’s Strategic Plan 2018 to 2022 and beyond.
  Implement the Ministry’s strategic priorities to enhance transparency, accountability, good governance and communication and improve the efficiency, accuracy and timeliness of data dissemination; Improve students’ performance in all subjects at all levels of the education system, in particular, numeracy and literacy;  Strengthen teacher recruitment, development and training, and retention in partnership with the authorities of curriculum and support, Teachers’ Council, Staff Welfare and other key stakeholders with emphasis on local appointment in view of the COVID-19 pandemic;  Sustain and strengthen tertiary non-university (Professional Centres) education and training and Work- Based Experience to better prepare students for the world of work and further training;  Promote Technical Vocational Education and Training (TVET) and increase the number of Seychellois taking employment in these sectors;  Strengthen the Information Communication Technology infrastructure and maintain and acquire physical resources to enhance Technology Enabled Learning and communication at headquarters and educational institutions levels; 308  Implement, through defined partnership, a robust student behaviour management strategy with parents and other partners for the achievement of a safe, inclusive and conducive teaching and learning environment within the new model of school governance;  Strengthen mechanisms and empower relevant personnel to enhance the institutionalisation of the devolution of responsibilities (autonomy) to educational institutions;  Enhance the quality and safety of headquarters and educational institutions infrastructure to ensure conducive environment for staff and students thus contributing to the implementation of the Disaster Preparedness Action Plan; Increase learner intake in Professional Centres and School of Advanced Level Studies with a view to reduce dependence on employment schemes for youths and equip them with competencies to take up employment in areas of need; and   Establish a supporting structure for non-core services to create an enabling environment for educational institutions to operate.
3.

Budget Overview Revenue Table 1.

Revenue SR'000s Consolidated Fund Main appropriation Total 2019 Estimated Actual 820,392 820,392 820,392 2020 2021 2022 2023 Budget (Amendment) Revised Budget Budget Forecast Forecast 901,763 901,763 901,763 894,213 894,213 894,213 1,043,293 1,043,293 1,043,293 1,071,730 1,071,730 1,071,730 904,128 904,128 904,128 Current Receipts Table 2.
Current receipts SR'000s 2019 Estimated Actual 2020 2021 2022 2023 Budget (Amendment) Revised Budget Budget Forecast Forecast Receipts transferred to Consolidated Fund Others Sales of Uniform Polytechnic-School Fees School Meal Fees ACCA Exam Supervision Fees TOTAL Consolidated Expenditure Estimates Table 3.
Consolidated expenditure estimates SR'000s 2019 2020 2021 2022 2023 Estimated Actual Budget (Amendment) Revised Budget Budget Forecast Forecast Programmes P1:Governance, Management and Administration P2:Education Development P3:Formal Early Childhood Care and Education P4: Primary Education P5:Secondary Education P6: Tertiary Education P7: Human Resource Development 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 CAPITAL EXPENDITURE Non-financial Assets Building and Infrastructure Machinery and Equipment Other Fixed Assets Non-produced Assets - - - - 811,149 535,783 535,783 53,169 275,366 34,600 7,152 14,760 19,148 138,277 8,261 83,063 83,063 77,742 5,321 - - 882,035 547,099 547,099 40,958 334,936 34,786 9,297 18,416 17,508 197,831 16,139 161,259 161,259 119,881 41,378 - - 881,973 549,335 549,335 39,851 332,637 36,629 7,981 17,363 16,995 197,679 16,139 189,757 189,757 171,325 18,432 - - 877,356 544,902 544,902 39,851 332,454 36,529 7,981 17,341 16,995 197,618 16,139 26,771 26,771 5,949 20,822 - - Total 820,392 901,763 894,213 1,043,293 1,071,730 904,128 310 4.
Approved New Spending Initiatives Table 4.
Programme New initiatives funded Name of new spending initiative Priority objective Description and motivation SR'000s Funding 2021 Funding 2022 Funding 2023 P6: Tertiary Education Recruitment of 4 Lecturers, 1 Library Assistant and 1 IT Technician for Seychelles Business Studies Academy P6: Tertiary Education Additional Computer Laboratory and expense for increase in internet bandwidth Sustain and strengthen tertiary non- university (Professional Centres) education and training and Work-Based Experience to better prepare students for the world of work and further training; Sustain and strengthen tertiary non- university (Professional Centres) education and training and Work-Based Experience to better prepare students for the world of work and further training; 5.
Programme Performance Salary costs in relation to Diploma in Human Resource Management and Administration PSIP Compensation of Employees Goods and Services Minor Capital Outlays Total PSIP Goods and Services costs in relation to Diploma in Human Resource Management and Administration Compensation of Employees Goods and Services Minor Capital Outlays 1,247 1,247 1,247 1,247 1,247 1,247 456 456 456 Total 456 456 456 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:  Sub-programme 1 Minister’s Secretariat: Provides overall 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.
311 Programme Expenditure Table 5.
Consolidated programme expenditure estimates SR'000s Programmes SP1:Minister's Secretariat SP2:Central Administration, Finance and Procurement SP3:Infrastructure Development: 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 CAPITAL EXPENDITURE Non-financial Assets Building and Infrastructure Machinery and Equipment Other Fixed Assets Non-produced Assets Total 2019 Estimated Actual 2020 2021 2022 2023 Budget (Amendment) Revised Budget Budget Forecast Forecast 4,871 29,277 10,268 44,416 40,490 18,056 18,056 1,158 22,435 6,483 4,297 2,425 - 6,746 1,326 3,926 3,926 2,749 - - 1,177 44,416 6,493 35,008 33,198 74,700 43,876 22,737 22,737 1,146 21,139 6,422 1,565 3,113 - 8,033 860 30,824 30,824 25,503 5,321 - - 74,700 6,493 28,473 38,238 73,203 44,337 22,737 22,737 1,646 21,600 6,412 1,605 4,530 - 6,708 699 28,867 28,867 28,867 - - - 5,922 29,581 19,922 55,424 43,267 18,953 18,953 1,226 24,314 6,038 1,405 8,774 - 6,013 858 12,157 12,157 12,157 - - - 5,936 21,621 15,587 43,144 43,144 19,193 19,193 1,193 23,951 6,068 1,405 7,760 - 6,668 858 - - - - - - 5,986 21,872 15,590 43,447 43,447 19,524 19,524 1,193 23,922 6,068 1,405 7,760 - 6,639 858 - - - - - - 73,203 55,424 43,144 43,447 Main economic classification by sub-programme SR'000s SP1:Minister's Secretariat Compensation of Employees Use of Goods and Services Non-financial Assets SP2:Central Administration, Finance and Procurement Compensation of Employees Use of Goods and Services Non-financial Assets SP3:Infrastructure Development: Compensation of Employees Use of Goods and Services Non-financial Assets 2019 Estimated Actual 4,871 3,167 1,704 - 29,277 10,151 15,200 3,926 10,268 4,738 5,530 - 2020 2021 2022 2023 Budget (Amendment) 6,493 4,747 1,746 - 35,008 12,151 12,536 10,321 33,198 5,838 6,857 20,503 Revised Budget Budget Forecast Forecast 6,493 4,747 1,746 - 28,473 12,151 13,077 3,244 38,238 5,838 6,777 25,622 5,922 4,389 1,532 - 29,581 8,716 12,708 8,157 19,922 5,848 10,073 4,000 5,936 4,404 1,532 - 21,621 8,930 12,691 - 15,587 5,859 9,728 - 5,986 4,453 1,532 - 21,872 9,180 12,691 - 15,590 5,891 9,699 - 312 Programme 2: Education Development The purpose of the programme is to provide support for the teaching profession, improve the standard and quality of education and promote best practice in classrooms, schools and other centres of education.
The programme comprises the following sub-programmes:  Sub-programme 1 Schools Management: Ensures the implementation of educational policies and provide directions and support for quality teaching and learning to the schools;  Sub-programme 2 Policy Planning, Research and Resource Planning: 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 undertake procurement of educational supplies; 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 of the national curriculum in line with the Ministry’s Strategic Plan.
Strategic Objectives and Measures The table below sets out the performance measures by which the programme will be monitoring the achievement of its strategic objectives.

Table 6.

Performance measures for programme P2:Education Development SP1:Schools Management Outcome Outcome indicator Target Actual 1.

% of qualified local teachers 2.
Number of local teachers trained (both in-and pre-service) 88 BEd Sec: 4 87 Bed Sec: 8 2020 Amended Target 88 BEd Sec: 6 Improved quality of teaching, educational materials and support to schools 2019 2021 Target 2022 Target 2023 Target 90 BEd Sec: 8 92 BEd Sec: 7 94 Prim: 21 Dip Sec: 7 Dip Sec: 6 Dip Sec: 11 Dip Sec: 10 BEd Pri: 35 Dip Sec: 10 Dip ECCE & Pri: 15 Dip ECCE & Pri: 16 Licence: 1 Dip ECCE & Pri: 16 Dip ECCE & Pri: 16 Dip BLM:182 Dip ECCE & Pri: 16 Licence: 3 Dip Sec: 20 Dip ECCE & Pri: 16 3.
% of educational institutions equipped with essential resources for curriculum implementation To establish baseline in 2019 N/A N/A N/A Outcome Outcome indicator 1.
% of data sources of quality established across the education sector SP2:Policy Planning, Research and Research Planning An effective and comprehensive data management system is established to ensure provision of quality data for decision making 2019 Target Actual 85 75 2020 Amended Target 95 2021 Target 2022 Target 100 100 2023 Target 100 313 Contributing indicators Target Actual 2019 2021 Target 2022 Target 2023 Target 2020 Amended Target SP3:Technical Vocational Education and Training Students completing General Education and Skill Development Programmes 2019 Target Actual 80 60 2019 Target Actual 85 N/A 2020 Amended Target 80 2020 Amended Target 25 2021 Target 2022 Target 82 85 2021 Target 2022 Target 30 35 10 65 85 65 85 85 35 70 87 38 75 90 40 80 90 2023 Target 88 2023 Target 40 50 85 95 1.
% of schools’ data processing officers trained to manage the data management system.

2.

% of educational institutions producing quality (reliable) data sets.

3.

% of educational institutions providing real time of data to the centralised system 4.

% of educational institutions equipped with data management tools and resources 5. number of researches conducted to inform policies 6.

% of strategic decisions taken that are evidence-based 7.
% of strategic plans of educational institutions are aligned with the Ministry’s Medium Term Strategic Plan Outcome Outcome indicator 1.

% of learners who have successfully completed TVET programmes Contributing indicators 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 314 Programme Expenditure Table 7.
Consolidated programme expenditure estimates SR'000s Programmes SP1:Schools Management SP2: Policy Planning, Research and Resource Planning SP3: Technical Vocational Education And 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 CAPITAL EXPENDITURE Non-financial Assets Building and Infrastructure Machinery and Equipment Other Fixed Assets Non-produced Assets 2019 2020 2021 2022 2023 Estimated Actual Budget (Amendment) Revised Budget Budget Forecast Forecast 138,100 155,464 159,848 229,715 227,918 231,072 2,275 4,635 4,297 7,153 3,992 4,830 4,794 5,049 4,349 6,834 4,339 6,848 145,010 166,913 168,670 239,557 239,102 242,260 144,863 19,021 19,021 - 125,842 3,627 3,534 112 17,388 99,256 1,924 147 147 - - - 147 166,913 25,192 25,192 - 141,721 4,819 2,049 121 16,777 115,660 2,294 - - - - - - 163,349 25,202 25,202 - 138,146 2,729 3,313 113 17,286 112,378 2,327 5,321 5,321 - 5,321 - - 221,040 35,636 35,636 - 185,404 2,755 4,976 93 15,628 159,366 2,586 18,517 18,517 - 18,517 - - 221,191 35,950 35,950 - 185,241 4,589 3,650 85 15,128 159,203 2,586 17,911 17,911 - 17,911 - - 221,437 36,146 36,146 - 185,291 4,489 3,650 85 15,128 159,353 2,586 20,822 20,822 - 20,822 - - Total 145,010 166,913 168,670 239,557 239,102 242,260 Main economic classification by sub-programme SR'000s SP1:Schools Management Compensation of Employees Use of Goods and Services Non-financial Assets SP2: Policy Planning, Research and Resource Planning Compensation of Employees Use of Goods and Services Non-financial Assets SP3: Technical Vocational Education And Training Compensation of Employees Use of Goods and Services Non-financial Assets 2019 Estimated Actual 138,100 15,273 122,679 147 2020 2021 2022 2023 Budget (Amendment) 155,464 17,931 137,533 - Revised Budget 159,848 17,931 136,596 5,321 Budget Forecast Forecast 229,715 28,389 182,809 18,517 227,918 28,641 181,367 17,911 231,072 28,833 181,417 20,822 2,275 2,089 186 - 4,635 1,659 2,976 - 4,297 3,789 507 - 7,153 3,473 3,680 - 3,992 3,799 193 - 4,830 3,473 1,358 - 4,794 4,029 764 - 5,049 3,218 1,831 - 4,349 4,063 286 - 6,834 3,246 3,588 - 4,339 4,053 286 - 6,848 3,260 3,588 - 315 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.
Strategic Objectives and Measures The table below sets out the performance measures by which the programme will be monitoring the achievement of its strategic objectives.

Table 8.

Performance measures for programme P3: Formal Early Childhood Care and Education Outcome Improved performance in formal early childhood education Outcome indicator 2019 2020 2021 2022 2023 Target Actual Amended Target Target Target Target 1.

% of learners in P2 achieving the competency level in literacy 2.
% of learners in P2 achieving the competency level in numeracy 88 75 87 74 90 80 92 85 94 87 95 90 Contributing indicators 2019 2020 2021 2022 2023 Target Actual Amended Target Target Target Target 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) 85 55 80 23 58 78 20 60 82 85 70 85 87 75 90 87 77 92 4.

No.

of crèches built and upgraded 5.


% of crèches which have the minimum facilities standards as set by the Infrastructure Planning & Management Division 1 built 0 built 0 built 1 built 2 built 1 built 5 upgraded 6 upgraded 5 upgraded 5 upgraded 5 upgraded 5 upgraded 80 75 85 90 95 97 316 Programme Expenditure Table 9.
Consolidated programme expenditure estimates SR'000s 2019 Estimated Actual 2020 2021 2022 2023 Budget (Amendment) Revised Budget Budget Forecast Forecast Programmes P3: Formal Early Childhood Care and Education 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 CAPITAL EXPENDITURE Non-financial Assets Building and Infrastructure Machinery and Equipment Other Fixed Assets Non-produced Assets 45,983 45,983 41,133 37,153 37,153 - 3,980 730 52 2,750 - 5 444 4,850 4,850 4,850 - - - 43,821 43,821 41,114 38,463 38,463 - 2,651 782 259 1,034 - - 575 2,708 2,708 - 2,708 - - 49,479 92,771 60,929 60,747 49,479 92,771 60,929 60,747 43,242 40,618 40,618 - 2,624 780 246 1,015 - - 583 6,238 6,238 6,238 - - - 60,206 57,080 57,080 - 3,127 808 251 1,076 - - 992 32,565 32,565 9,704 22,861 - - 60,408 57,281 57,281 - 3,127 808 251 1,076 - - 992 521 521 - 521 - - 60,747 57,620 57,620 - 3,127 808 251 1,076 - - 992 - - - - - - Total 45,983 43,821 49,479 92,771 60,929 60,747 Programme 4: Primary Education The purpose of the programme is to support the development and provision of quality primary education.
Strategic Objectives and Measures The table below sets out the performance measures by which the programme will be monitoring the achievement of its strategic objectives 317 Table 10.

Performance measures for programme P4: Primary Education Outcome Improved performance in primary education Outcome indicator 2019 2020 2021 2022 2023 Target Actual Amended Target Target Target Target 1.

% of learners in P6 scoring grade C and above in English 2.
% of learners in P6 scoring grade C and above in maths 48 45 34 25 50 35 55 40 58 45 60 50 Contributing indicators 2019 2020 2021 2022 2023 1.

% of teachers with minimum qualifications (Diploma) 2.

% of classes with 28 pupils or fewer (P3-P6) Target Actual Amended Target Target Target Target 86 92 0 42 88 0 40 95 0 80 96 85 96 85 96 0 built 2 built 1 built 3.

Number of institutions built and upgraded 10 Upgraded 10 upgraded 5 upgraded 5 Upgraded 5 upgraded 5 upgraded Programme Expenditure Table 11.
Consolidated programme expenditure estimates SR'000s Programmes P4: Primary Education 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 2019 Estimated Actual 2020 2021 2022 2023 Budget (Amendment) Revised Budget Budget Forecast Forecast SR'000s CAPITAL EXPENDITURE Non-financial Assets Building and Infrastructure Machinery and Equipment Other Fixed Assets Non-produced Assets 2019 Estimated Actual 25,176 25,176 25,176 - - - 2020 2021 2022 2023 Budget (Amendment) 29,547 29,547 29,547 - - - Revised Budget 13,267 13,267 13,267 - - - Budget Forecast Forecast 52,726 52,726 52,726 - - - 94,760 94,760 94,760 - - - 3,541 3,541 3,541 - - - Total 215,662 231,777 213,607 261,082 306,133 214,151 Programme 5: Secondary Education The purpose of the programme is to support the development and provision of quality secondary education.
Strategic Objectives and Measures The table below sets out the performance measures by which the programme will be monitoring the achievement of its strategic objectives.

Table 12.

Performance measures for programme P5: Secondary Education Outcome Improved performance in secondary education Outcome indicator 2019 2020 2021 2022 2023 Target Actual Amended Target Target Target Target 1.

% of learners 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 89 50 42 80 44 38 90 50 50 91 50 52 92 52 55 92 55 55 319 Contributing indicators 2019 2020 2021 2022 2023 1.

% of learners 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) Target Actual Amended Target Target Target Target Male: 96 Female: 99 Avg: 97.5 Eng 65 Mat 40 Fre 89 95 12 35 96 98 97 63 28 67 96 6 27 97 98 98 98 Avg.

97.5 Eng 67 Mat 42 Fre 80 98 Avg.

98 Eng 68 Mat 45 Fre 85 98 Avg.


98 Eng 70 Mat 48 Fre 87 97 14 36 99 16 37 99 20 38 98 98 98 72 50 90 99 20 40 29 (1st degree in edu) 50 (1st degree in edu) 86 (1st degree in edu) 14 (1st degree in others) 29 (1st degree in edu) 50 (1st degree in others) 85 (1st degree in edu) 15 (1st degree in others) 90 (1st degree in edu) 10 (1st degree in others) 90 (1st degree in edu) 10 (1st degree in others) Programme Expenditure Table 13.
Consolidated programme expenditure estimates SR'000s Programmes P5:Secondary Education 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 2019 2020 2021 2022 2023 Estimated Actual Budget (Amendment) Revised Budget Budget Forecast Forecast SR'000s 2019 2020 2021 2022 2023 Estimated Actual Budget (Amendment) Revised Budget Budget Forecast Forecast CAPITAL EXPENDITURE Non-financial Assets Building and Infrastructure Machinery and Equipment Other Fixed Assets Non-produced Assets 52,626 52,626 52,626 - - - 5,200 5,200 5,200 - - - 17,495 17,495 17,495 - - - 10,000 10,000 10,000 - - - 12,120 12,120 12,120 - - - - - - - - - Total 279,589 252,472 264,269 243,847 245,519 231,440 Programme 6: Tertiary Non-university Education and Training The purpose of the programme is to support the development and provision of quality tertiary education and training to meet the human resource needs of the country.
Strategic Objectives and Measures The table below sets out the performance measures by which the programme will be monitoring the achievement of its strategic objectives.

Table 14.

Performance measures for programme P6: Tertiary Education Outcome: Outcome indicator 1.

% of graduates achieving an average of 55% (pass mark) at the end of the programme/course Contributing indicator 1.

% of learners meeting entry requirements in their respective programmes of study 2.
% of lecturers with minimum qualifications (1 level above the teaching level) 3.Number of programmes accredited 4.

% of institutions accredited 5.

% of institutions with 75% of (minimum) required specialist resources 6.
% of students enrolled graduating in their respective programmes Improved performance in tertiary non-university education and training 2019 Target Actual 2020 Amended Target 2021 Target 2022 Target 2023 Target 90 91 92 93 94 95 2019 Target Actual 2020 Amended Target 2021 Target 2022 Target 2023 Target Programme Expenditure Table 15.
Consolidated programme expenditure estimates SR'000s Programmes P6: Tertiary Education 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 CAPITAL EXPENDITURE Non-financial Assets Building and Infrastructure Machinery and Equipment Other Fixed Assets Non-produced Assets 2019 Estimated Actual 2020 2021 2022 2023 Budget (Amendment) Revised Budget Budget Forecast Forecast 87,693 87,693 80,739 46,630 46,630 5,281 34,109 7,294 596 1,486 1,376 15,597 2,479 6,953 6,953 6,953 - - - 129,799 129,799 115,014 77,747 77,747 5,321 37,266 6,880 502 1,386 1,548 19,793 1,836 14,785 14,785 14,785 - - - - - - 49,964 7,511 1,326 1,330 1,492 32,272 1,815 35,294 35,294 35,294 - - - 49,151 7,490 1,336 1,297 1,479 31,629 1,815 64,446 64,446 64,446 - - - 48,946 7,490 1,336 1,276 1,479 31,446 1,815 2,408 2,408 2,408 - - - Total 87,693 129,799 122,703 148,115 174,371 109,550 Programme 7: Human Resource Development The purpose of the programme is to support the development of a quality education and training system capable of providing the future human resources required, for both the public and private sectors within the country.
Strategic Objectives and Measures The table below sets out the performance measures by which the programme will be monitoring the achievement of its strategic objectives.

Table 16.

Performance measures for programme Programme 7: Human Resource Development Outcome: Improved supply of qualified personnel to meet national labour needs Outcome indicator 2019 Target Actual 2020 Amended Target 2021 Target 2022 Target 2023 Target 1.

% of trained personnel occupying posts in their area of specialisation 2.
% of trained personnel in gainful employment 68 - 70 50 68 70 72 PC = 54 Uni = 72 PC = 60 Uni = 75 PC = 65 Uni = 75 PC = 70 Uni = 80 PC = 75 Uni = 85 322 Outcome: Improved supply of qualified personnel to meet national labour needs Programme 7: Human Resource Development 2019 Target Actual 2019 Target Actual 95 72 85 72 2020 Amended Target 2020 Amended Target 80 75 2021 Target 2021 Target 82 72 2022 Target 2022 Target 84 73 2023 Target 2023 Target 86 74 92 72 60 73 74 75 Outcome indicator Contributing indicators 1.% of scholarships awarded correspond to the national labour needs 2.% of graduates from Professional Centres entering the labour market in their trained area within 3 months after graduation 3.
% of university graduates entering the labour market in their trained area within 3 months after completion of studies Programme Expenditure Table 17.
Consolidated programme expenditure estimates SR'000s Programmes P7: Human Resource Development 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 CAPITAL EXPENDITURE Non-financial Assets Building and Infrastructure Machinery and Equipment Other Fixed Assets Non-produced Assets 2019 Estimated Actual 2020 2021 2022 2023 Budget (Amendment) Revised Budget Budget Forecast Forecast 2,040 2,040 2,040 1,600 1,600 - 440 125 109 - - 20 186 - - - - - - 2,281 2,281 2,281 1,873 1,873 - 407 230 14 10 - 100 54 - - - - - - 2,281 2,281 2,281 1,873 1,873 - 407 230 24 10 - 60 84 - - - - - - 2,496 2,496 2,496 2,129 2,129 - 367 230 14 10 - 60 54 - - - - - - 2,532 2,532 2,532 2,165 2,165 - 367 230 14 10 - 60 54 - - - - - - 2,534 2,534 2,534 2,167 2,167 - 367 230 14 10 - 60 54 - - - - - - Total 2,040 2,281 2,281 2,496 2,532 2,534 323 Seychelles Qualifications Authority 1.
Budget Summary Consolidated Position 2021 2022 2023 SR'000s Total to be appropriated Compensation of Employees Use of Goods and Services Capital Forecast Forecast P1: Governance, Management & Administration P2: Quality and Compliance Total 3,222 4,752 7,974 989 2,233 3,766 985 4,755 3,218 - - - 3,093 4,766 3,103 4,776 7,859 7,879 2.
Strategic Overview of Entity 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 and implement a National Qualifications Framework (NQF) with a view to:  promote the quality and standards of education and training through a system of accreditation, validation 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.
Major Achievements in 2019 and 2020  Implemented training for 40 Recognition of Prior Learning (RPL) Practitioners and sentisation sessions on RPL for work organizations, and enrolled 47 new candidates for the RPL process, yielding a total of 81 candidates for RPL since its launch in July 2018, of which 27 have completed with a qualification as at November 2020;  Approved Unit Standards for 14 qualifications for registration on the NQF yielding a total of 46 qualifications registered on the NQF compared to 32 by close of the year 2018;  Endorsed the full validation status of 18 programmes leading to qualifications for recognition on the NQF, yielding a total of 108 local programmes (inclusive of 10 credit bearing short courses and 4 programmes that have been re-validated upon expiry of the 5 years validation status); 324  Reviewed the SQA Quality Assurance Manual of 2011 and developed an Appeals Manual for the Authority;  Received endorsement of the alignment of the Seychelles NQF to the Southern African Development Community Qualifications Framework (SADCQF) in October 2019 following submission of the Alignment Report to Southern African Development Community (SADC) Secretariat for adjudication in November 2018;  Endorsed accreditation status of 4 Professional Centres and provisional accreditation status of 2 others;  Strengthened the quality assurance structures within Professional Centres by guiding them through the development of their Internal Quality Assurance Policy and Quality Assurance Manual;  Obtained scholarships for 3 SQA officers and 2 quality assurance officers of tertiary education institutions to follow an International Institute for Educational Planning blended course on External Quality Assurance in Higher Education; and  Obtained initial approval of Cabinet for the revised SQA Act.
Current Challenges  Inability to expand on services so as to deliver on the Authority’s mandate and functions due to inadequate human capacity;  Setbacks with validation of programmes and the setting up of institutional internal quality assurance structures and processes due to tertiary education and training institutions not fully complying with the quality assurance standards and requirements set by the Authority;  Delays with the implementation of several of the objectives of the Authority’s strategic plan (2017- 2021) due to inadequate technical expertise internally;  Outdated legal and regulatory instruments hinder the implementation of the regulatory functions of  the Authority; Inability to provide secretarial and administrative support to the Accreditation Unit (Schools) due to absence of the required human capacity;  Unable to inspect the projected number of public schools due to inadequate human capacity; and  Learning, experience and the extent to which the Authority can keep abreast with developments on the regional and international quality assurance landscapes are restricted due to limited international exposure and study visits to other quality assurance agencies and authorities.
Strategic Priorities 2021 to 2023  Review the legal and regulatory instruments, manuals and operational instruments of the Authority to reflect international trends and developments in quality assurance and provide for more effective implementation of the Seychelles NQF and more effective service delivery; Implement RPL, one of the core functions of the SQA as per its Act;   Provide support to institutions to expedite the processes of programme validation and institutional accreditation;  Provide capacity building opportunities to ensure that capabilities of the Authority personnel, education and training providers and immediate stakeholders are developed to meet competency requirements;  Maintain the SQA Information System (SQAIS) to assist in the implementation and maintenance of the Seychelles NQF; 325  Recruit to provide secretarial and administrative support to the Accreditation Unit (Schools);  Improve the institutional quality assurance standards by monitoring compliance with the regulations and requirements; and  Recruit to enhance the technical capacity of the Authority for effective delivery on its mandate and functions.
3.

Budget Overview Revenue Table 1.

Revenue SR'000s Consolidated Fund Main appropriation Total 2019 Estimated Actual 6,092 6,092 6,092 2020 2021 2022 2023 Budget (Amendment) Revised Budget Budget Forecast Forecast 6,971 6,971 6,971 7,795 7,795 7,795 7,974 7,974 7,974 7,859 7,859 7,859 7,879 7,879 7,879 Current Receipts Table 2.
Current receipts SR'000s Receipts transferred to Consolidated Fund Certify True Copy of Qualifications Evaluation of Qualifications Recognition of Prior Learning TOTAL 2019 2020 2021 2022 2023 Estimated Actual Budget Amendment Revised Budget Budget Forecast Forecast 161 196 80 437 147 86 86 318 147 86 86 318 150 87 86 323 150 87 86 323 150 87 86 323 Consolidated Expenditure Estimates Table 3.
Consolidated expenditure estimates SR'000s Programmes P1: Governance, Management & Administration P2: Quality and Compliance Programme Total Economic Classification CURRENT EXPENDITURE Compensation of Employees Wages and Salaries in Cash Wages and Salaries in Kind 2019 2020 2021 2022 2023 Estimated Actual Budget (Amendment) Revised Budget Budget Forecast Forecast 1,947 4,145 6,092 6,092 3,988 3,988 (9) 2,311 4,660 6,971 6,971 4,798 4,798 - 3,134 4,660 7,795 7,795 4,798 4,798 - 3,222 4,752 7,974 7,974 4,755 4,755 - 3,093 4,766 7,859 7,859 4,785 4,785 - 3,103 4,776 7,879 7,879 4,834 4,834 - 326 SR'000s 2019 2020 2021 2022 2023 Estimated Actual Budget (Amendment) Revised Budget Budget Forecast Forecast Use of 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 2,104 439 327 157 1 1,099 89 - - - - - - 2,173 377 167 146 2 1,445 36 - - - - - - 2,996 377 167 146 2 2,268 36 - - - - - - 3,218 464 176 168 4 2,371 36 - - - - - - 3,074 471 125 173 5 2,260 41 - - - - - - 3,045 471 125 170 5 2,260 15 - - - - - - Total 6,092 6,971 7,795 7,974 7,859 7,879 4.
Programme Performance Programme1: 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 and financial management support services.

Programme Expenditure Table 4.
Consolidated programme expenditure estimates SR'000s Programmes P1: Governance, Management & Administration 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 2019 2020 2021 2022 2023 Estimated Actual Budget (Amendment) Revised Budget Budget Forecast Forecast 1,947 1,947 2,311 2,311 3,134 3,134 3,222 3,222 3,093 3,093 3,103 3,103 1,947 2,311 3,134 3,222 3,093 3,103 893 893 - 1,053 222 132 157 1 524 16 1,182 1,182 - 1,129 225 66 135 2 698 3 1,182 1,182 - 1,952 225 66 135 2 1,522 3 989 989 - 2,233 314 108 156 4 1,640 12 987 987 - 2,106 314 57 161 5 1,528 41 1,035 1,035 - 2,067 314 57 158 5 1,528 5 327 SR'000s CAPITAL EXPENDITURE Non-financial Assets Building and Infrastructure Machinery and Equipment Other Fixed Assets Non-produced Assets 2019 Estimated Actual - - - - - - 2020 2021 2022 2023 Budget (Amendment) - - - - - - Revised Budget Budget Forecast Forecast - - - - - - - - - - - - - - - - - - - - - - - - Total 1,947 2,311 3,134 3,222 3,093 3,103 Programme 2: Quality and Compliance The purpose of the programme is to develop and implement the Seychelles National Qualifications Framework.
It sets quality assurance standards and monitors compliance by education and training providers.

Strategic Objectives and Measures The table below sets out the performance measures by which the programme will be monitoring the achievements of its strategic objectives.

Table 5.

Performance measures for programme P2 :Quality and Compliance Outcome Education institutions are compliant with SQA regulations and requirements, resulting in improved institutional quality Outcome indicator 1.
% of tertiary education institutions with all programmes validated 2.

% of tertiary education institutions fully accredited 2019 2020 2021 2022 2023 Target Actual Amended Target Target Target Target 80% 60% 70% 80% 90% 100% 35% 36% 55% 64% 73% 82% 3.

% of unit standards for existing qualifications approved 49% 44% 4.
% of performing public schools - - 57% 29% 67% 76% 86% 31% 37% 45% 328 Contributing indicators 1. a) Number of programmes/courses with full validation status as at end of each year 1. b) Number of programmes reviewed and revalidated upon expiry of initial full validation status at end of each year 2.

Number of accreditation and monitoring visits per year 3.

Number of unit standards for qualifications reviewed, developed and approved as at end of each year 4.
Number of public schools whole school inspection and return visits per year 2019 2020 2021 2022 2023 Target Actual Amended Target Target Target Target Programme 2 :Quality and Compliance 92 94 98 105 110 110 - 4 - 4 - 2 10 16 20 3 3 4 39 35 45 53 60 68 - - 11 14 14 14 Programme Expenditure Table 6.
Consolidated programme expenditure estimates SR'000s Programmes P2: Quality and Compliance 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 2019 2020 2021 2022 2023 Estimated Actual Budget (Amendment) Revised Budget Budget Forecast Forecast 4,145 4,145 4,145 3,095 3,095 (9) 1,051 217 195 - - 575 73 4,660 4,660 4,752 4,766 4,776 4,660 4,660 4,752 4,766 4,776 4,660 3,617 3,617 - 1,044 152 101 11 - 747 33 4,660 3,617 3,617 - 1,044 152 101 11 - 747 33 4,752 3,766 3,766 - 985 151 68 12 - 732 24 4,766 3,798 3,798 - 968 157 68 12 - 732 - 4,776 3,798 3,798 - 978 157 68 12 - 732 10 329 SR'000s CAPITAL EXPENDITURE Non-financial Assets Building and Infrastructure Machinery and Equipment Other Fixed Assets Non-produced Assets 2019 Estimated Actual - - - - - - 2020 2021 2022 2023 Budget (Amendment) - - - - - - Revised Budget Budget Forecast Forecast - - - - - - - - - - - - - - - - - - - - - - - - Total 4,145 4,660 4,660 4,752 4,766 4,776 330 Institute of Early Childhood Development 1.
Budget Summary Consolidated Position 2021 2022 2023 SR'000s Total to be appropriated Compensation of Employees Use of Goods and Services Capital Forecast Forecast P1: Governance, Management & Administration P2: Early Childhood Care and Education P3: Coordination Evaluation and Research P4:Advocacy Communication And Information 3,632 1,287 2,345 3,903 1,760 2,143 676 658 528 454 148 204 Total 8,868 4,029 4,839 - - - - - 3,639 3,997 676 683 3,640 4,021 685 695 8,994 9,041 2.
Strategic Overview of Entity 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.
Major Achievements in 2019 and 2020  Seychelles hosted the 2nd International Biennial Conference on ECCE in collaboration with the International Bureau of Education of the United Nations Educational, Scientific and Cultural Organisation (UNESCO); IECD was designated as a Global Category II Centre for ECCE under the auspices of UNESCO after the completion of UNESCO’s Regional Office feasibility study;   Completed 67% of the projects in the National Action Plan for ECCE 2019-2020 as compared to 62% in the previous National Action Plan for ECCE 2017-2018;  A total of 75 additional childminders completed the pre-registration and sensitisation training with IECD in 2019-2020, prior to registering their services with IECD;  Developed a new training programme at certificate level for childcare providers, in collaboration with Seychelles Institute of Teacher Education (SITE).
The Certificate in Childcare and Development has been accredited by the Seychelles Qualifications Authority and will be delivered by SITE; 331  Completed a baseline assessment of childcare service provision in all registered day care centres in collaboration with SEED Institute in Singapore and the results have been used for policy consultations and actions to improve the quality of the 0-3 education, care and development;  Formulated a Draft Policy Framework, consisting of the quality standards of proposed National Standards, for the forthcoming regulation of day care service by IECD (as the new regulator);  Conducted an informal Assessment of Early Learning Readiness in 2019 for a group of 175 children in registered home-based childminding service and 88% of them have acquired the relevant readiness skills for pre-school/crèche education in 2020;  Conducted an informal Assessment of Early Learning Readiness for a group of 685 children in both registered home-based and centre-based childminding services, to determine their level of readiness for pre-school/crèche in 2021 and results will be ready in January 2021;  Conducted a National Advocacy Survey 2019 which revealed that as a result of increased and enhanced advocacy initiatives and communication strategies, 79% of the targeted population has a high understanding of ECCE issues;  Completed a trial study on data management in five pilot schools in 2020 based on new indicators in ECCE in the Education Sector to guide the establishment of structures and procedures for data collection; and  Recorded a massive increase of 1388 (from 480 in March 2020 to 1868 in October 2020) in the number of eligible children directly benefitting from the new financial assistance for childcare, which is a government incentive which has helped many parents to meet the increasing costs of childcare.
Current Challenges  Inability to fully implement and enforce the mandate and legal frameworks due to limited infrastructure and human resources;  Unavailability of updated, disaggregated statistical information and data on important Early Childhood Development (ECD) indicators nationally and for reporting purposes;  Unavailability of transportation to facilitate compliance to and implementation of, the legal provisions and activities of the Institute; and  Delays in the implementation of planned activities as a result of the COVID-19 pandemic.
Strategic Priorities 2021 to 2023  Operationalise IECD as the new regulator for centre-based childminding services and implement the    provisions of the legal frameworks; Improve availability of disaggregated data on ECCE indicators to support decision making by implementing a data management system nationally, and systematically collecting these data; Improve ECCE services by assisting the sector stakeholders to address gaps they encounter in implementing projects allocated to them in the National Action Plan on ECCE; Implement a national communications strategy to promote and increase visibility of ECCE amongst partners, stakeholders and the population;  Assure quality of early learning programme in home-based and centre-based child minding services in preparation for crèche and pre-school readiness;  Establish a sustainable high quality operational physical environment; and  Establish and strengthen co-operation with international organisations and donor agencies to further develop ECCE locally and at a regional level in response to UNESCO’s Global Priority Africa.
332 3.

Budget Overview Revenue Table 1.

Revenue SR'000s Consolidated Fund Main appropriation Total 2019 Estimated Actual 2020 2021 2022 2023 Budget (Amendment) Revised Budget Budget Forecast Forecast 9,217 9,217 9,217 17,077 17,077 17,077 9,014 9,014 9,014 8,868 8,868 8,868 8,994 8,994 8,994 9,041 9,041 9,041 Current Receipts Table 2.
Current receipts SR'000s Receipts transferred to Consolidated Fund Registration fee for childminding services TOTAL 2019 Estimated Actual 2020 2021 2022 2023 Budget Amendment Revised Budget Budget Forecast Forecast 22 22 15 15 15 15 15 15 15 15 15 15 Consolidated Expenditure Estimates Table 3.
Consolidated expenditure estimates SR'000s 2019 2020 2021 2022 2023 Estimated Actual Budget (Amendment) Revised Budget Budget Forecast Forecast Programmes P1: Governance, Management & Administration P2: Early Childhood Care and Education P3: Coordination Evaluation and Research P4:Advocacy Communication And Information 5,154 2,950 485 628 12,001 4,017 3,787 3,734 602 688 578 685 3,632 3,903 676 658 3,639 3,997 676 683 3,640 4,021 685 695 Programme Total 9,217 17,077 9,014 8,868 8,994 9,041 Economic Classification CURRENT EXPENDITURE Compensation of Employees Wages and Salaries in Cash Wages and Salaries in Kind 7,900 3,134 3,134 - 9,014 4,020 4,020 - 9,014 4,020 4,020 - 8,868 4,029 4,029 - 8,994 4,185 4,185 - 9,041 4,232 4,232 - 333 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 2019 Estimated Actual 4,766 807 310 16 - 3,628 5 1,316 1,316 - - - 1,316 2020 2021 2022 2023 Budget (Amendment) 4,994 588 174 45 11 4,149 28 Revised Budget 4,994 678 137 45 6 4,078 51 8,063 8,063 8,063 - - - - - - - - - Budget Forecast Forecast 4,839 719 163 49 9 3,804 96 - - - - - - 4,809 719 157 52 10 3,775 96 - - - - - - 4,809 715 157 53 10 3,778 96 - - - - - - Total 9,217 17,077 9,014 8,868 8,994 9,041 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.

Programme Expenditure Table 4.
Consolidated programme expenditure estimates SR'000s Programmes P1: Governance, Management & Administration 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 2019 2020 2021 2022 2023 Estimated Actual Budget (Amendment) Revised Budget Budget Forecast Forecast 5,154 5,154 3,838 1,380 1,380 - 2,458 400 134 16 - 1,909 - 12,001 12,001 3,937 1,391 1,391 - 2,546 340 46 45 5 2,091 20 4,017 4,017 4,017 1,391 1,391 - 2,626 408 37 45 5 2,083 48 3,632 3,632 3,632 1,287 1,287 - 2,345 440 48 49 5 1,709 94 3,639 3,639 3,639 1,323 1,323 - 2,316 437 43 52 6 1,684 94 3,640 3,640 3,640 1,323 1,323 - 2,317 437 43 53 6 1,684 94 334 SR'000s CAPITAL EXPENDITURE Non-financial Assets Building and Infrastructure Machinery and Equipment Other Fixed Assets Non-produced Assets Total 2019 2020 2021 2022 2023 Estimated Actual Budget (Amendment) Revised Budget Budget Forecast Forecast 1,316 1,316 - - - 1,316 5,154 8,063 8,063 8,063 - - - - - - - - - 12,001 4,017 9,036 - - - - - 3,632 9,175 - - - - - 3,639 - - - - - - 3,640 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.

Strategic Objectives and Measures The table below sets out the performance measures by which the programme will be monitoring the achievement of its strategic objectives.

Table 5.

Performance measures for programme P2 :Early Childhood Care And Education Outcome: Service providers are registered and complying with established standards (home-based) Outcome indicator 1.
% of service providers registered with IECD 2.

% of registered service providers complying with national standards 3.

% of children attained developmental milestones in readiness for creche education in Home-based Childminding Services 4.

% of children attained developmental milestones in readiness for creche education in Centre-based Childminding Services Contributing indicators 1.

Number of registered childminders attending two (2) Professional Development sessions per year 2.
% of registered childminders implementing the Early Learning Programme (as per the Seychelles Early Learning Framework - SELF, 2016) 2019 Target Actual 50% 75% 42.40% 85% 2020 Amended Target 52% 77% 2021 Target 55% 80% 2022 Target 60% 82% 2023 Target 62% 85% 95% 88% 92% 90% 91% 92% 95% 87% 92% 92% 93% 94% 2019 Target Actual 2020 Amended Target P2: Early Childhood Care And Education 2021 Target 2022 Target 2023 Target - - - 75 80 85 Baseline Baseline 60% 80% 85% 90% 335 Programme Expenditure Table 6.
Consolidated programme expenditure estimates SR'000s 2019 2020 2021 2022 2023 Estimated Actual Budget (Amendment) Revised Budget Budget Forecast Forecast Programmes P2: Early Childhood Care and Education 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 CAPITAL EXPENDITURE Non-financial Assets Building and Infrastructure Machinery and Equipment Other Fixed Assets Non-produced Assets 2,950 2,950 2,950 1,096 1,096 - 1,853 129 138 - - 1,582 5 - - - - - - 3,787 3,787 3,787 1,627 1,627 - 2,159 98 105 - 4 1,944 9 - - - - - - 3,734 3,734 3,734 1,627 1,627 - 2,107 120 77 - 2 1,906 2 - - - - - - 3,903 3,903 3,903 1,760 1,760 - 2,143 124 91 - 2 1,924 2 - - - - - - 3,997 3,997 3,997 1,854 1,854 - 2,142 124 91 - 2 1,924 2 - - - - - - 4,021 4,021 4,021 1,880 1,880 - 2,140 122 91 - 2 1,924 2 - - - - - - Total 2,950 3,787 3,734 3,903 3,997 4,021 Programme 3: Co-ordination, 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.

Strategic Objectives and Measures The table below sets out the performance measures by which the programme will be monitoring the achievement of its strategic objectives.

336 Table 7.
336 Table 7.

Performance measures for programme P3: Co-ordination, Evaluation and Research Outcome: Outcome indicator Improved service delivery in ECCE Sectors through the implementation of the National Action Plan 2019 Target Actual 2020 Amended Target 2021 Target 2022 Target 2023 Target Programmes in the National Action Plan (NAP) 2021-22, completed by each sector (at the end of two-year period) Contributing indicator 1.

Number of national research initiatives in ECCE (for two-year period in IECD) 2.
Number of workshops conducted for sectoral teams Education 3 Education 2 Education 2 Education 2 Education 2 Education 3 Health 4 Social 2 Local Gov.

2 IECD 4 Health 4 Social 4 Local Gov.

2 IECD 6 2019 Target Actual 3 5 5 7 Health 4 Social 2 Local Gov.

2 IECD 6 2020 Amended Target 2 2 Health 3 Social 3 Local Govt.

2 IECD 4 2021 Health 3 Social 3 Local Govt.

2 IECD 4 2022 Health 4 Social 4 Local Govt.

3 IECD 5 2023 Target Target Target 2 2 2 2 2 2 Programme Expenditure Table 8.
Consolidated programme expenditure estimates SR'000s Programmes P3: Coordination Evaluation and Research 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 2019 Estimated Actual 2020 2021 2022 2023 Budget (Amendment) Revised Budget Budget Forecast Forecast 485 485 485 368 368 - 117 56 20 - - 42 - 602 602 602 503 503 - 99 32 11 - 2 54 - 578 578 578 503 503 - 75 32 14 - - 29 - 676 676 676 528 528 - 148 37 14 - 2 95 - 676 676 676 528 528 - 148 37 14 - 2 95 - 685 685 685 538 538 - 148 37 14 - 2 95 - 337 SR'000s CAPITAL EXPENDITURE Non-financial Assets Building and Infrastructure Machinery and Equipment Other Fixed Assets Non-produced Assets 2019 Estimated Actual 2020 2021 2022 2023 Budget (Amendment) - - - - - - - - - - - - Revised Budget Budget Forecast Forecast - - - - - - - - - - - - - - - - - - - - - - - - Total 485 602 578 676 676 685 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 also 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 promotes the importance of ECCE and communicates information on good practices to all stakeholders and the population in general.
Strategic Objectives and Measures The table below sets out the performance measures by which the programme will be monitoring the achievement of its strategic objectives.

Table 9.

Performance measures for programme P4: Advocacy Communication and Information Outcome: Outcome indicator 1.

% of targeted audience showing understanding on ECCE issues (a new targeted survey annually) 2.

Number of sectors providing IECD with reliable data on ECD indicators Contributing indicators 1.
Number of targeted media advocacy programmes (as per established communication plan) per year 2.

Number of organization in the business/private sector, and donor agencies contributing towards ECCE (as per established plan) 3.
Number of sectors with reliable collection of ECCE related data (at the level of their sectors) Increased visibility of ECCE and sensitization of issues amongst the population 2020 Amended Target Actual Target Target Target 2019 2022 2021 2023 Target 92% 79% 2 1 2019 Target Actual Nil 1 2020 Target 80% 82% 84% 2 2021 Target 2 2022 Target 2 2023 Target P4: Advocacy Communication and Information 7 (+1 new) 4 1 (Health; Education- pilot data) 8 4 1 new 1 new 1 new 1 new 2 1 1 1 1 (Health) 1 (Education- pilot data) 2 (Education- Pilot Data; Social- sensitization & workshop) 2 (Education; Social; Local Govt.
sensitization & workshop) 2 (Education; Social–Pilot Data;) 338 Programme Expenditure Table 10.
Consolidated programme expenditure estimates SR'000s Programmes P4:Advocacy Communication And Information 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 CAPITAL EXPENDITURE Non-financial Assets Building and Infrastructure Machinery and Equipment Other Fixed Assets Non-produced Assets 2019 2020 2021 2022 2023 Estimated Actual Budget (Amendment) Revised Budget Budget Forecast Forecast 628 628 628 290 290 - 337 224 19 - - 94 - - - - - - - 688 688 688 498 498 - 190 118 12 - - 60 - - - - - - - 685 685 685 498 498 - 186 118 9 - - 60 - - - - - - - 658 658 658 454 454 - 204 118 10 - - 76 - - - - - - - 683 683 683 479 479 - 203 121 9 - - 73 - - - - - - - 695 695 695 491 491 - 204 119 9 - - 76 - - - - - - - Total 628 688 685 658 683 695 339 Tertiary Education Commission 1.
Budget Summary Consolidated Position 2021 2022 2023 SR'000s Total to be appropriated Compensation of Employees P1: Governance, Management & Administration P2: Research and Strategy P3: Compliance Total 1,598 941 403 2,942 800 842 333 1,976 Use of Goods and Services 798 99 70 966 Capital Forecast Forecast - - - - 1,604 970 403 2,976 1,604 982 403 2,988 2.
Strategic Overview of Entity Mandate The overall mandate of the Tertiary Education Commission (TEC) is to regulate the tertiary education and training subsector 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.

Major Achievements in 2019 and 2020  TEC completed the indicator report for 2019, capturing the statistical trends in the sector to inform policy decisions.
The report was presented to Cabinet  TEC finalized the Regulations for International learners  The review of the Tertiary Education Act of 2011 was completed, presented to Cabinet and sent to the Attorney General’s Office for legal drafting  TEC finalized the institutional statutes and these have been transmitted to Professional Centres for implementation  TEC reviewed all annual reports of providers and directly engaged with them for improvement Current Challenges  Limited ability to monitor and evaluate tertiary education and training due to lack of capacity to undertake such work;  Current staffing freeze limits TEC ability to deliver on its mandate especially M&E  Ability to engage with and support tertiary education providers because of lack of training in tertiary education development; and  The Tertiary Education Act - TEC lacks powers to regulate the tertiary sector, and the Act limits the range of actions to take on cases where institutions are non-compliant.
340 Strategic Priorities 2021 to 2023  Revise the Tertiary Education Act to enable TEC to regulate institutions effectively,  Make provision for staff recruitment through seeking to obtain finanacing for establishment posts  Capacitate all staff including management in monitoring and evaluation of tertiary education and training; and  Provide training opportunities for staff to undertake training to be able to better engage and support providers.

3.

Budget Overview Revenue Table 1.


Revenue SR'000s Consolidated Fund Main appropriation Total 2019 Estimated Actual 2,572 2,572 2,572 2020 Budget (Amendment) 2,850 2,850 2,850 Revised Budget 2,680 2,680 2,680 2021 Budget 2022 2023 Forecast Forecast 2,942 2,942 2,942 2,976 2,976 2,976 2,988 2,988 2,988 Consolidated Expenditure Estimates Table 2.
Consolidated expenditure estimates SR'000s Programmes P1: Governance, Management & Administration P2: Research and Strategy P3: Compliance 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 CAPITAL EXPENDITURE Non-financial Assets Building and Infrastructure Machinery and Equipment Other Fixed Assets Non-produced Assets Total 2019 Estimated Actual 2020 2021 2022 2023 Budget (Amendment) Revised Budget Budget Forecast Forecast 1,500 741 332 2,572 2,572 1,795 1,795 - 777 192 79 24 2 437 44 - - - - - - 2,572 1,577 882 392 2,850 2,850 1,948 1,948 - 902 254 21 67 2 536 23 - - - - - - 2,850 1,586 936 158 2,680 2,680 1,803 1,803 - 877 242 20 56 2 514 42 - - - - - - 2,680 1,598 941 403 2,942 2,942 1,976 1,976 - 966 291 27 76 3 551 19 - - - - - - 2,942 1,604 970 403 2,976 2,976 2,026 2,026 - 951 291 27 69 2 550 13 - - - - - - 2,976 1,604 982 403 2,988 2,988 2,038 2,038 - 951 291 27 69 2 550 13 - - - - - - 2,988 341 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.

Programme Expenditure Table 3.
Consolidated programme expenditure estimates SR'000s 2019 2020 2021 2022 2023 Estimated Actual Budget (Amendment) Revised Budget Budget Forecast Forecast Programmes P1: Governance, Management & Administration 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 CAPITAL EXPENDITURE Non-financial Assets Building and Infrastructure Machinery and Equipment Other Fixed Assets Non-produced Assets 1,500 1,500 1,500 774 774 - 726 166 79 24 2 412 44 - - - - - - 1,577 1,586 1,598 1,577 1,586 1,598 1,577 808 808 - 769 210 21 67 2 447 23 - - - - - - 1,586 808 808 - 778 209 20 56 2 449 42 - - - - - - 1,598 800 800 - 798 242 27 76 3 433 19 - - - - - - 1,604 1,604 1,604 822 822 - 782 242 27 69 2 432 13 - - - - - - 1,604 1,604 1,604 822 822 - 782 242 27 69 2 432 13 - - - - - - Total 1,500 1,577 1,586 1,598 1,604 1,604 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 organisation.
Strategic objectives and measures The table below sets out the performance measures by which the programme will be addressing its strategic priorities.

342 Table 4.

Performance measures for programme P2:Research and Strategy Outcome: Research modalities established and operational and strategies developed Outcome indicator 1.

Research modalities established and operational and strategies developed Contributing indicators 1.
Number of research documents endorsed by TEC Board Programme Expenditure 2019 Target Actual 2020 Amended Target 2021 2022 Target Target 2023 Target 8 5 3 3 3 3 2019 Target Actual 2020 Amended Target P2:Research and Strategy 2021 2022 2023 Target Target Target 8 5 3 3 3 3 Table 5.
Consolidated programme expenditure estimates SR'000s Programmes P2: Research and Strategy 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 CAPITAL EXPENDITURE Non-financial Assets Building and Infrastructure Machinery and Equipment Other Fixed Assets Non-produced Assets 2019 2020 2021 2022 2023 Estimated Actual Budget (Amendment) Revised Budget Budget Forecast Forecast 741 741 741 730 730 - 11 11 - - - - - - - - - - - 882 882 882 820 820 - 62 25 - - - 37 - - - - - - - 936 936 936 874 874 - 62 25 - - - 37 - - - - - - - 941 941 941 842 842 - 99 28 - - - 71 - - - - - - - 970 970 970 871 871 - 99 28 - - - 71 - - - - - - - 982 982 982 883 883 - 99 28 - - - 71 - - - - - - - Total 741 882 936 941 970 982 343 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.
Strategic Objectives and Measures The table below sets out the performance measures by which the programme will be monitoring the achievement of its strategic objectives.

Table 6.

Performance measures for programme P3 :Compliance Outcome: Institutions compliant with regulations and standards Outcome indicator 1.
Number of Institutions compliant with regulations and standards Contributing indicators 2019 Target Actual 2020 Amended Target 10 11 10 2019 Target Actual 2020 Amended Target P3 :Compliance 2021 Target 11 2021 2022 Target 11 2022 2023 Target 11 2023 Target Target Target 1.

Number of Institutions monitored 10 11 10 11 11 11 Programme Expenditure Table 7.
Consolidated programme expenditure estimates SR'000s Programmes P3: Compliance 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 CAPITAL EXPENDITURE Non-financial Assets Building and Infrastructure Machinery and Equipment Other Fixed Assets Non-produced Assets 2019 Estimated Actual 2020 2021 2022 2023 Budget (Amendment) Revised Budget Budget Forecast Forecast 332 332 332 291 291 - 41 16 - - - 25 - - - - - - - 392 392 392 320 320 - 72 19 - - - 53 - - - - - - - 158 158 158 121 121 - 37 9 - - - 29 - - - - - - - 403 403 403 333 333 - 70 22 - - - 48 - - - - - - - 403 403 403 333 333 - 70 22 - - - 48 - - - - - - - 403 403 403 333 333 - 70 22 - - - 48 - - - - - - - Total 332 392 158 403 403 403 344 Agency for National Human Resource Development 1.
Budget Summary Consolidated Position 2021 2022 2023 SR'000s Total to be appropriated Compensation of Employees Use of Goods and Services Capital Forecast Forecast P1: Governance, Management & Administration P2: Human Capacity Development P3: Scholarship Management Total 5,088 2,592 2,496 1,310 309,067 315,465 1,042 1,226 4,860 268 307,840 310,605 - - - - 5,022 1,356 256,730 263,108 5,088 1,327 255,218 261,633 2.
Strategic Overview of Entity 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.
Major Achievements in 2019 and 2020  Conducted Human Resource Development (HRD) audit in the financial sector;  Developed the National Human Resource Plan;  Formulated the National Training Plan;  Organised the Human Resource Development Award;  Conducted Employer Skills Survey in the Public Sector;  Conducted Destination Survey of graduates;  Revamped the ANHRD website;  Organised the Public Education Awareness Fair;  Conducted careers guidance and scholarship talks with teachers and students of secondary and professional centres;  Launched the National HRD Strategy Steering Committee; and  Maintained the award of scholarships to areas of national priority.
Current Challenges  Certain planned activities could not be conducted due to budgetary constraints;  Inability to meet the increased demand for Government of Seychelles scholarships due to budgetary revisions;  Recruitment of new staff due to budgetary constraints;  Additional expenses (extra stipend, Polymerase Chain Reaction test, extension of studies, visa renewal and extension) brought about by the covid-19 pandemic; and Increase in foreign exchange rate.
 345 Strategic Priorities 2021 to 2023  Improve the HRD training programmes through effective implementation and management of the Government Scholarship Scheme;  Establish a platform for effective HRD linkages between government departments, private sectors and  other stakeholders; Improve the effectiveness of the Human Resource Information System through improved data and reporting, leading to more informed policy decisions and more effective human resource development strategy; and  Ensure access to training to meet the country’s human resource needs.
3.

Budget Overview Revenue Table 1.

Revenue SR'000s Consolidated Fund Main appropriation Total Current Receipts 2019 Estimated Actual 212,045 212,045 212,045 2020 2021 2022 2023 Budget (Amendment) Revised Budget Budget Forecast Forecast 169,084 169,084 169,084 211,556 211,556 211,556 315,465 315,465 315,465 263,108 263,108 263,108 261,633 261,633 261,633 Table 2.
Current receipts SR'000s Receipts transferred to Consolidated Fund Tertiary Fee Breaching of Bonds TOTAL 2019 2020 2021 2022 2023 Estimated Actual Budget Amendment Revised Budget Budget Forecast Forecast 993 1,399 2,393 850 1,005 1,855 850 1,005 1,855 900 500 1,400 900 500 1,400 900 500 1,400 Consolidated Expenditure Estimates Table 3.
Consolidated expenditure estimates SR'000s Programmes P1: Governance, Management & Administration P2: Human Capacity Development P3: Scholarship Management Programme Total 2019 2020 2021 2022 2023 Estimated Actual Budget (Amendment) Revised Budget Budget Forecast Forecast 5,523 1,191 205,331 212,045 5,600 2,159 5,524 2,164 5,088 1,310 5,022 1,356 5,088 1,327 161,325 203,868 309,067 256,730 255,218 169,084 211,556 315,465 263,108 261,633 346 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 2019 2020 2021 2022 2023 Estimated Actual Budget (Amendment) Revised Budget Budget Forecast Forecast 212,045 4,062 4,062 - 207,983 1,097 203 40 2 206,556 85 - - - - - - 169,084 4,939 4,939 - 164,145 979 58 49 1 162,972 87 - - - - - - 211,556 4,939 4,939 - 206,617 1,040 64 94 - 205,328 91 - - - - - - 315,465 4,860 4,860 - 310,605 889 50 96 1 309,482 87 - - - - - - 263,108 4,845 4,845 - 258,263 927 52 91 1 257,131 61 - - - - - - 261,633 4,953 4,953 - 256,680 927 52 91 1 255,548 61 - - - - - - Total 212,045 169,084 211,556 315,465 263,108 261,633 4.
Programme Performance Programme 1: Governance, Management and Administration The purpose of the programme is to ensure the effective management of the agency’s resources in line with policies and established standards.

Programme Expenditure Table 4.
Consolidated programme expenditure estimates SR'000s Programmes P1: Governance, Management & Administration Programme Total Economic Classification CURRENT EXPENDITURE Compensation of Employees Wages and Salaries in Cash Wages and Salaries in Kind 2019 2020 2021 2022 2023 Estimated Actual Budget (Amendment) Revised Budget Budget Forecast Forecast 5,523 5,523 5,523 2,363 2,363 - 5,600 5,524 5,600 5,524 5,600 2,468 2,468 - 5,524 2,468 2,468 - 5,088 5,088 5,088 2,592 2,592 - 5,022 5,022 5,022 2,592 2,592 - 5,088 5,088 5,088 2,658 2,658 - 347 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 2019 Estimated Actual 3,160 691 202 33 2 2,148 85 - - - - - - 2020 2021 2022 2023 Budget (Amendment) 3,131 576 37 49 1 2,383 87 Revised Budget 3,055 567 43 94 - 2,261 91 - - - - - - - - - - - - Budget Forecast Forecast 2,496 490 35 96 1 1,787 87 - - - - - - 2,429 502 37 91 1 1,738 61 - - - - - - 2,430 502 37 91 1 1,739 61 - - - - - - Total 5,523 5,600 5,524 5,088 5,022 5,088 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 HRD.
Strategic Objectives and Measures The table below sets out the performance measures by which the programme will be monitoring the achievement of its strategic objectives.

Table 5.

Performance measures for programme P2: Human Capacity Development Outcome: Outcome indicator Number of attendees at human resource development activities Contributing indicators 1.
% of activities implemented from National Human Resource Development Strategy Improved Human Resource Development Practices at National Level 2019 2022 2021 2020 Amended Target Target Actual 30 491 280 2019 Target Actual 2020 Amended Target P2: Human Capacity Development Target Target 320 2021 360 2022 2023 Target 370 2023 Target Target Target 5% 0% 35% 70% 100% N/A 2.

Number of board approved research on HRD disseminated to stakeholders 3.
Number of HRD promotional activities organised 5 7 0 6 5 4 5 4 5 4 6 5 348 Programme Expenditure Table 6.
Consolidated programme expenditure estimates SR'000s Programmes P2: Human Capacity Development 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 CAPITAL EXPENDITURE Non-financial Assets Building and Infrastructure Machinery and Equipment Other Fixed Assets Non-produced Assets 2019 Estimated Actual 2020 2021 2022 2023 Budget (Amendment) Revised Budget Budget Forecast Forecast 1,191 1,191 1,191 931 931 - 260 181 1 4 - 73 - - - - - - - 2,159 2,159 2,159 1,111 1,111 - 1,048 286 21 - - 741 - - - - - - - 2,164 2,164 2,164 1,111 1,111 - 1,053 286 21 - - 746 - - - - - - - 1,310 1,310 1,310 1,042 1,042 - 268 219 15 - - 34 - - - - - - - 1,356 1,356 1,356 1,042 1,042 - 314 239 15 - - 61 - - - - - - - 1,327 1,327 1,327 1,022 1,022 - 305 239 15 - - 52 - - - - - - - Total 1,191 2,159 2,164 1,310 1,356 1,327 Programme 3: Scholarship Management The purpose of the programme is to manage the Tertiary Training Fund through effective implementation of the Government Scholarship Scheme.
Strategic Objectives and Measures The table below sets out the performance measures by which the programme will be monitoring the achievement of its strategic objectives.

349 Table 7.

Performance measures for programme P3: Scholarship Management Outcome: Outcome indicator % increase of scholarship awardees Graduating Contributing indicators 1.

Number of graduates 2.


Number of students awarded scholarship Programme Expenditure Ensuring access to training to meet the country's human resource needs 2019 2022 2021 2020 Amended Target Target Actual 4% -2% 3% 2019 Actual 2020 Amended Target P3: Scholarship Management 150 134 307 0 Target 150 320 Target Target 3% 2021 5% 2022 2023 Target 5% 2023 Target Target Target 155 335 160 335 160 335 Table 8.
Consolidated programme expenditure estimates SR'000s Programmes P3: Scholarship Management 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 CAPITAL EXPENDITURE Non-financial Assets Building and Infrastructure Machinery and Equipment Other Fixed Assets Non-produced Assets 2019 2020 2021 2022 2023 Estimated Actual Budget (Amendment) Revised Budget Budget Forecast Forecast 205,331 205,331 205,331 768 768 - 204,564 225 - 3 - 204,335 - - - - - - - 161,325 203,868 161,325 203,868 309,067 309,067 256,730 256,730 255,218 255,218 161,325 1,359 1,359 - 159,966 118 - - - 159,848 - 203,868 1,359 1,359 - 202,509 188 - - - 202,321 - - - - - - - - - - - - - 309,067 1,226 1,226 - 307,840 180 - - - 307,660 - - - - - - - 256,730 1,211 1,211 - 255,519 187 - - - 255,332 - - - - - - - 255,218 1,274 1,274 - 253,944 187 - - - 253,758 - - - - - - - Total 205,331 161,325 203,868 309,067 256,730 255,218 350 LANDS AND HOUSING PORTFOLIO 351 Department of Lands and Housing 1.
Budget Summary Consolidated Position SR'000s P1:Governance,Management and Administration P2:Land Management And Administration P3:Housing Management Total Total to be appropriated Compensation of Employees Use of Goods and Services Capital Forecast Forecast 2021 2022 2023 18,031 46,968 15,239 80,238 8,677 9,355 - 18,157 18,152 20,726 2,901 32,304 6,242 12,337 27,934 20,000 - 20,000 46,650 14,887 79,694 46,545 14,895 79,592 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.
Major Achievements in 2019 and 2020  Allocated 663 housing units - 556 social housing, 73 self-finance, and 34 condominiums;  Processed a total of 278 loans -114 housing loans, 136 2nd housing loans, and 28 housing extension loans;  Successfully registered and processed 248 applicants under the Land Point System (LPS) through an improved database, and issued 131 letters to qualifiers in 2020;  Completed lot drawings and allocated plots within 9 completed land banks to 98 applicants out of 198 committed to a land bank project after qualifying under LPS 2017; Increased the number of plots sold;   Tendered 20 plots through Seychelles Investment Board for commercial/ tourism/medical/ elderly homes;  Allocated 18 plots to Industrial Estate Authority for the construction of light industrial complex   in districts across Mahé and Praslin; Improved transparency and monitoring of cases in decision making framework through the Land Bank Allocation, the Lease and Debtors Committee and the Appeals Committee; Implemented the Geodetic Control Network campaign in joint collaboration with international survey experts to establish new horizontal and vertical datum for Inner Islands;  Completed 67% of registered survey government cases;  Acquired new set of transformation parameters (rotation, translation and scale factor) using the Helmert method for the new south east island datum;  Established 10 new bench marks on Praslin for the Ministry of Environment for flooding monitoring purpose;  Created different geo-spatial layers to aid in decision making and the first geo-spatial and interactive story map;  Created an online platform to acquire information related to contact tracing with regards to COVID-19 in collaboration with Ministry of Health; 352  Established link between Geographic Information Services and the Land Registration System as a milestone to further implement the state land inventory project; and  Revised and implemented the Housing Scheme of Service.
Current Challenges  Aged vehicles in Department’s fleet which require high maintenance (trucks, jeeps and cars);  On-going renovations and long temporary sitting arrangements;  Sharing of information internally and externally to facilitate the work of the Customer Service Centre and technical officers within the Department which in turn impact on the quality of service;  Strategic planning of activities of stakeholders to meet the targets and goals of the Department;  Quality and accuracy of information in information systems;  Poor performance on debt recovery is compounded by COVID-19;  Planned projects are delayed due to external factors such as unavailability of resources, objections from other stakeholders, and poor performing contractors;  Time consuming land registration search to obtain information and documents which in turn causes delays to processing of applications;  Slow progress in recruitment of new staff in line with different revised decisions due to reduction in the budget; and  Slow progress in finalising the implementation of Information Technology databases to streamline and facilitate work processes.
Strategic Priorities 2021 to 2023  Fully operationalise customer services, and devise and implement an efficient communication system  to better educate the public about policies and services; Improve data collection at source and internal audit controls and review the Point System and service delivery by improving current procedures, processes and information systems to cater for the needs of all departments;  Assist at least 50% of applicants from the current land application list and at least 30% from the current housing application list;  Provide a steady stream of housing and residential land over the next three years;   Consolidate the revised structure to streamline and enhance the services offered by Lands Improve transparency decision making through consolidation and establishment of committees; Department;  Automate manual procedures through the establishment of more robust databases; and  Implement mechanisms to monitor individual performance.
353 3.

Budget Overview Revenue Table 1.

Revenue SR'000s Consolidated Fund Main appropriation Total 2019 Estimated Actual 61,626 61,626 61,626 2020 2021 2022 2023 Budget (Amendment) Revised Budget Budget Forecast Forecast 68,057 68,057 68,057 68,057 68,057 68,057 80,238 80,238 80,238 79,694 79,694 79,694 79,592 79,592 79,592 Current Receipts Table 2.
Current receipts SR'000s Receipts transferred to Consolidated Fund Planning Fees Survey Fees Maps and Prints Miscellaneous(Tender Fees) Sand and Gravel Fees Property Transfer Fees 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 Long Term Lease - Land & Building Sale of State Lands Sale of Plots (Land Bank) 2019 Estimated Actual 2020 2021 2022 2023 Budget Amendment Revised Budget Budget Forecast Forecast 6,311 277 280 169 7,991 2,490 10,400 - 159 2,940 40,554 2,848 3,071 5,000 253 478 226 - 9,869 6,740 - 14,818 - 373 5,476 105,263 2,026 25,700 5,000 253 478 226 - 9,869 1,000 - 14,818 - 373 2,632 41,518 1,026 2,652 5,000 263 478 236 - 9,885 2,000 14,818 - 167 - 60,597 3,237 10,449 5,000 263 478 236 - 9,885 2,000 14,818 - 373 - 63,627 3,237 10,857 5,000 263 478 236 - 9,885 2,000 14,818 - 373 - 66,809 3,237 11,280 TOTAL 77,489 176,222 79,845 107,131 110,774 114,378 Consolidated Expenditure Estimates Table 3.
Consolidated expenditure estimates SR'000s 2019 2020 2021 2022 2023 Estimated Actual Budget (Amendment) Revised Budget Budget Forecast Forecast Programmes P1:Governance,Management and Administration P2:Land Management And Administration P3:Housing Management Programme Total Economic Classification 13,544 45,629 2,452 61,626 18,193 18,193 46,779 3,084 68,057 46,779 3,084 68,057 18,031 46,968 15,239 80,238 18,157 46,650 14,887 79,694 18,152 46,545 14,895 79,592 354 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 2019 Estimated Actual 35,140 23,034 23,034 701 12,106 3,742 1,281 920 81 3,467 1,913 26,486 26,486 - - - 26,486 61,626 Budget (Amendment) 48,057 32,008 32,008 781 16,049 4,596 1,539 1,724 53 6,294 1,062 20,000 20,000 - - - 20,000 2020 2021 2022 2023 Revised Budget Budget Forecast Forecast 48,057 32,008 32,008 781 16,049 4,596 1,539 1,724 53 6,294 1,062 20,000 20,000 - - - 20,000 60,238 32,304 32,304 509 27,934 4,282 1,748 2,128 128 18,280 859 20,000 20,000 - - - 20,000 80,238 59,694 31,780 31,780 495 27,914 4,584 1,547 2,128 128 18,448 584 20,000 20,000 - - - 20,000 79,694 59,592 31,678 31,678 495 27,914 4,584 1,547 2,128 128 18,448 584 20,000 20,000 - - - 20,000 79,592 68,057 68,057 4.
Approved New Spending Initiatives Table 4.
Programme New initiatives funded Name of new spending initiative Priority objective Description and motivation SR'000s Funding 2021 Funding 2022 Funding 2023 SP1:Minister's Secretariat Recruitment of a Legal Adviser Key to the effective decision making on matters that have legal implications To provide the Ministry with an experienced qualified legal personnel, who shall work under the leadership of the Minister and in close collaboration with the Management team and where necessary in liaison with the Attorney General’s office.
The incumbent’s preliminary role is to scrutinize cases which requires legal analysis and provide best legal advice and solution, specifically on matters relating to land transactions, unauthorized construction/occupation of state-owned immovable properties PSIP - - - Compensation of Employees 360 360 360 Goods and Services - - - Minor Capital Outlays - - - Total 360 360 360 355 Programme Name of new spending initiative Priority objective Description and motivation SR'000s Funding 2021 Funding 2022 Funding 2023 SP3:Spatial Data Infrastructure and Surveying Recruitment of a Demarcation Officer Efficient delivery of the Land Registration project.
Responsible to manage the Survey field work processes by identifying demarcating and allocating lots for Survey works SP3:Spatial Data Infrastructure and Surveying Recruitment of a Land Surveyor Efficient delivery of the Land Registration project.

SP3:Spatial Data Infrastructure and Surveying Recruitment of an Administrative officer Efficient delivery of the Land Registration project.
To work at the Land Registration Project office on Praslin, conducting different types of Survey field work and converting data collected from field into different Survey documents as deem necessary The incumbent will work at the Inner Island LRP office undertaking all Administrative duties as required to ensure its efficient functioning, under the management of the Adjudication Officer.
SP3:Spatial Data Infrastructure and Surveying Recruitment of a Land Registration Project Officer For the efficient operations of the Land Registration Office on Praslin.
Key person to the team to receive, vet and register in a systematic manner all documents for requests, supporting the Adjudication Officer to conduct land registration search and undertake processes as deem necessary PSIP - - - Compensation of Employees Goods and Services Minor Capital Outlays Total 386 386 386 - - - - - - 386 386 386 PSIP - - - Compensation of Employees Goods and Services Minor Capital Outlays Total 386 386 386 - - - - - - 386 386 386 PSIP - - - Compensation of Employees Goods and Services Minor Capital Outlays Total 138 138 138 - - - - - - 138 138 138 PSIP - - - Compensation of Employees Goods and Services Minor Capital Outlays Total 142 142 142 - - - - - - 142 142 142 356 5.
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 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 decentralisation and delegated mandate to meet the demands and expectations of the inner island population and their stakeholders.
Programme Expenditure Table 5.
Consolidated programme expenditure estimates SR'000s Programmes SP1:Minister's Secretariat SP2:PS Secretariat, HR, Admin, Finance and Procurement SP3:Inner Island Office 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 CAPITAL EXPENDITURE Non-financial Assets Building and Infrastructure Machinery and Equipment Other Fixed Assets Non-produced Assets 2019 Estimated Actual 2,447 9,810 1,288 13,544 2020 2021 2022 2023 Budget (Amendment) Revised Budget Budget Forecast Forecast - - - - - - 8,911 8,911 601 9,282 3,862 957 1,556 53 1,965 287 - - - - - - 8,911 8,911 601 9,282 3,862 957 1,556 53 1,965 287 - - - - - - 8,677 8,677 370 9,355 3,604 957 1,960 53 1,964 446 - - - - - - 8,781 8,781 360 9,375 3,854 957 1,960 53 1,995 196 - - - - - - 8,776 8,776 360 9,375 3,854 957 1,960 53 1,995 196 - - - - - - 357 SR'000s 2019 Estimated Actual 2020 2021 2022 2023 Budget (Amendment) Revised Budget Budget Forecast Forecast Total 13,544 18,193 18,193 18,031 18,157 18,152 Main economic classification by sub-programme SR'000s SP1:Minister's Secretariat Compensation of Employees Use of Goods and Services Non-financial Assets SP2:PS Secretariat, HR, Admin, Finance and Procurement Compensation of Employees Use of Goods and Services Non-financial Assets SP3:Inner Island Office Compensation of Employees Use of Goods and Services Non-financial Assets 2019 Estimated Actual 2,447 2,003 444 - 9,810 3,193 6,617 - 1,288 707 581 - 2020 2021 2022 2023 Budget (Amendment) 4,542 4,004 538 - Revised Budget Budget Forecast Forecast 4,542 4,004 538 - 4,440 3,902 538 - 4,470 3,932 538 - 4,500 3,962 538 - 12,339 12,339 12,350 12,431 12,426 4,200 8,139 - 1,313 707 606 - 4,200 8,139 - 1,313 707 606 - 4,063 8,286 - 1,242 711 531 - 4,118 8,313 - 1,256 731 525 - 4,113 8,313 - 1,226 701 525 - 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: 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 geo- spatial services to complement Government and private sectors as well as the population at large.
358 Strategic Objectives and Measures The table below sets out the performance measures by which the programme will be monitoring the performance of its strategic objectives.

Table 6.

Performance measures for programme Outcome : Efficient use of land P2:Land Management and Administration Contributing indicators 2019 Target Actual 2020 Amended Target SP1:Land Policy and Legislation 2021 2022 2023 Target Target Target 1.
% of Total Valuation finalised over total received (Acquisition, Sales, Lease and Housing Valuation) Was not measured Was not Measured 2.

% of Offer letter issued over total approved cases received Was not Measured Was not Measured 77% 65% 80% 90% 50% 60% 70% 80% 3.

Number of plots allocated under the land bank scheme (Measured by issuance of payment letter) 4.
Number of state land plots allocated under other category of land requests (Measured by issuance of payment letter) 1. of Applications Processed until valuation stage compared total applications received 143 23 N/A N/A 72 31 129 50 15 55 114 60 SP2:State Land Management N/A N/A 40% 50% 60% 70% SP3:Spatial Data Infrastructure and Surveying 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, subdivision, relocation of beacons, detailed surveys with Job No) 1.

Number of visits on the WebGIS per quarter 2.

Average time taken in hours to respond to work requests 3.
Percentage update of fundamental datasets (including that of State Land Inventory) maintained by the Centre for GIS 3 weeks 3 weeks 3 weeks 5 weeks 5 weeks 5 weeks 30% 20% 30% 40% 50% 60% 92% 68% 92% 80% 85% 90% SP4:Geographic Information Services (Gis) ≥ 25% ≥ 20% ≥ 25% ≥ 30% ≥ 35% ≥ 40% p 24 _ 24 _ 18 _ 10 12 10 ≥ 5% ≥ 10% ≥ 15% 359 Programme Expenditure Table 7.
Consolidated programme expenditure estimates SR'000s 2019 2020 2021 2022 2023 Estimated Actual Budget (Amendment) Revised Budget Budget Forecast Forecast Programmes SP1:Land Policy and Legislation SP2:State Land Management SP3:Spatial Data Infrastructure and Surveying SP4:Geographic Information Services 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 CAPITAL EXPENDITURE Non-financial Assets Building and Infrastructure Machinery and Equipment Other Fixed Assets Non-produced Assets Total 2,548 29,494 11,300 2,288 45,629 19,143 14,806 14,806 - 4,337 179 648 62 56 2,011 1,381 26,486 26,486 - - - 26,486 45,629 4,046 23,558 15,475 3,701 46,779 26,779 20,198 20,198 180 6,581 733 520 168 - 4,306 675 20,000 20,000 - - - 20,000 46,779 4,046 23,558 15,475 3,701 46,779 26,779 20,198 20,198 180 6,581 733 520 168 - 4,306 675 20,000 20,000 - - - 20,000 46,779 4,252 23,780 15,209 3,727 46,968 26,968 20,726 20,726 139 6,242 674 729 168 75 4,094 363 20,000 20,000 - - - 20,000 46,968 4,243 23,607 15,140 3,661 46,650 26,650 20,448 20,448 135 6,202 726 528 168 75 4,232 338 20,000 20,000 - - - 20,000 46,650 4,243 23,597 15,055 3,651 46,545 26,545 20,343 20,343 135 6,202 726 528 168 75 4,232 338 20,000 20,000 - - - 20,000 46,545 Main economic classification by sub-programme SR'000s 2019 Estimated Actual SP1:Land Policy and Legislation Compensation of Employees Use of Goods and Services Non-financial Assets SP2:State Land Management Compensation of Employees Use of Goods and Services Non-financial Assets SP3:Spatial Data Infrastructure and Surveying Compensation of Employees Use of Goods and Services Non-financial Assets SP4:Geographic Information Services Compensation of Employees Use of Goods and Services Non-financial Assets 2,548 2,100 448 - 29,494 2,680 328 26,486 11,300 8,698 2,602 - 2,288 1,329 959 - 2020 2021 2022 2023 Budget (Amendment) 4,046 3,364 682 - 23,558 3,180 378 20,000 15,475 10,756 4,719 - 3,701 2,899 802 - Revised Budget Budget Forecast Forecast 4,046 3,364 682 - 23,558 3,180 378 20,000 15,475 10,756 4,719 - 3,701 2,899 802 - 4,252 4,045 207 - 23,780 3,270 510 20,000 15,209 10,549 4,660 - 3,727 2,861 866 - 4,243 4,036 207 - 23,607 3,097 510 20,000 15,140 10,519 4,620 - 3,661 2,795 866 - 4,243 4,036 207 - 23,597 3,087 510 20,000 15,055 10,434 4,620 - 3,651 2,785 866 - 360 Programme 3: Housing Management The purpose of the programme is to facilitate affordable housing opportunities to ensure all families become homeowners.
Strategic Objectives and Measures The table below sets out the performance measures by which the programme will be monitoring the achievement of its strategic objectives.

Table 8.
Table 8.

Performance measures for programme P3:Housing Management Outcome: Outcome indicator % Of current housing applications to be assisted based on existing demand Contributing indicators Increase in the standard of living by increasing the number of houses 2020 2022 Amended Target Actual Target Target 2021 2019 Target 10% 7.60% 10% 2019 Target Actual 2020 Amended Target 5% 2021 5% 2022 Target Target Target 2023 Target 5% 2023 1.
Number of houses Allocated 112 units 389 units 249 units 133 units 6 units (as per budget ceiling) 15 units (as per budget ceiling) 2.

% of loan application processed N/A N/A 30% 50% 75% 75% Programme Expenditure Table 9.
Consolidated programme expenditure estimates SR'000s Programmes P3:Housing Management 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 CAPITAL EXPENDITURE Non-financial Assets Building and Infrastructure Machinery and Equipment Other Fixed Assets Non-produced Assets 2019 Estimated Actual 2020 2021 2022 2023 Budget (Amendment) Revised Budget Budget Forecast Forecast 2,452 2,452 2,452 2,326 2,326 - 126 0 26 - - 32 67 - - - - - - 3,084 3,084 3,084 2,899 2,899 - 185 0 62 - - 23 100 - - - - - - 3,084 3,084 3,084 2,899 2,899 - 185 0 62 - - 23 100 - - - - - - 15,239 15,239 15,239 2,901 2,901 - 12,337 3 62 - - 12,222 50 - - - - - - 14,887 14,887 14,887 2,550 2,550 - 12,337 3 62 - - 12,222 50 - - - - - - 14,895 14,895 14,895 2,558 2,558 - 12,337 3 62 - - 12,222 50 - - - - - - Total 2,452 3,084 3,084 15,239 14,887 14,895 361 Department of Infrastructure 1.
Budget Summary Consolidated Position SR'000s 2021 2022 2023 Total to be appropriated Compensation of Employees Use of Goods and Services Capital Forecast Forecast P1:Governance,Management and Administration P2:Infrastructure Support Total 5,879 237,225 243,104 1,712 18,764 20,476 4,167 943 5,110 - 217,519 217,519 6,041 590,030 596,071 6,042 555,215 561,257 2.

Strategic Overview of Entity Mandate The Infrastructure Department provides technical services for civil engineering & 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, supervision during construction.

The services are provided to Ministry Departments which do not have an in-house Project Implementation unit, for new builds for projects of value greater than SR 750k.
The Department also provides services to the Property Management Corporation, for projects where they do not have in-house technical capacity.

Projects for the Transport sector (including Land Transport) are not within the mandate of the Department.

Major Achievements in 2019 and 2020  Completed site identification and preliminary concepts for projects for construction of 3000 units in the coming 6 years, and implementation scheduling for these sites, including sites for re- development.
Detailed topographic surveys completed for 34 of the 39 project sites, detailed design completed for 13 sites;  Completed construction of 256 housing units for first time home owners with another than 181 unit under construction as part of the 24/24/24 initiative.
The Department also completed construction of 160 units in other various housing schemes;  Provided infrastructure for a total of 78 residential plots in 2019, 41 plots in 2020 and 160 plots whereby works for infrastructure are still ongoing;  The Department is also implementing 8 projects for other MDAs for value of around SR 150 million, from which 2 projects have been completed, whilst 6 are in construction phase.
Current Challenges  Carrying out surveys and designing and costing projects due to unavailability of specific skills sets on the employment market, such as land surveyors, electrical engineers and architects.

 Communication through telephone has remained a challenge.

The IT system also has restrictions for undertaking new means of interaction and meetings.

 Lack of a centralised projects data information system.
 Planned projects are delayed due to external factors, such as unavailability of resources, objections  from other stakeholders, and poor performing contractors.

In 2020, the COVID-19 pandemic has brought new challenges to project implementation in respect of labour movement and increased costs.

These will have time and cost consequences for ongoing projects.
362 Strategic Priorities 2021 to 2023  With the aim of establishing a National Centralized Infrastructure Department, review capacity, operational constraints and service level demand in various organizations and determine the optimum required resource level and procedures for the organization to be able to discharge this function with better coordination and consistency; Improve on quality control and performance of contractors with the aim of improving on service delivery to beneficiary organizations;   Provide a steady stream of housing, residential land and other critical infrastructure for the country over the next three years; and  Fill gaps for specialist fields of the Department, to enable planning and implementation of major national projects in a fully integrated manner with more control, whilst keeping focus on staff retention and professional career development.
3.

Budget Overview Revenue Table 1.

Revenue SR'000s Consolidated Fund Main appropriation Total 2019 Estimated Actual 139,638 139,638 139,638 2020 Budget (Amendment) 197,252 197,252 197,252 Revised Budget 293,363 293,363 293,363 2021 Budget 2022 2023 Forecast Forecast 243,104 243,104 243,104 596,071 596,071 596,071 561,257 561,257 561,257 Consolidated Expenditure Estimates Table 2.
Consolidated expenditure estimates SR'000s Programmes P1:Governance,Management and Administration P2:Infrastructure Support 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 2019 Estimated Actual 5,282 134,356 139,638 19,535 14,939 14,939 378 4,596 1,958 560 423 13 823 441 2020 2021 2022 2023 Budget (Amendment) Revised Budget Budget Forecast Forecast - 1,377 118.2500 20,472 20,472 603 5,308 1,687 746 781 - 1,368 123.250 25,661 20,352 20,352 603 5,308 1,687 747 781 - 1,367 123.250 CAPITAL EXPENDITURE 120,103 172,955 269,066 217,519 570,290 535,596 363 SR'000s Non-financial Assets Building and Infrastructure Machinery and Equipment Other Fixed Assets Non-produced Assets Total 2019 Estimated Actual 120,103 109,933 - - 10,169 139,638 2020 2021 2022 2023 Budget (Amendment) 172,955 138,902 - - 34,053 197,252 Revised Budget 269,066 228,172 - - 40,894 293,363 Budget Forecast Forecast 217,519 212,652 - - 4,867 570,290 560,510 - - 9,780 535,596 533,515 - - 2,081 243,104 596,071 561,257 4.
Approved New Spending Initiatives Table 3.
New initiatives funded Programme Name of new spending initiative Priority objective Description and motivation SR'000s Funding 2021 Funding 2022 Funding 2023 P1:Governance, Management and Administration Recruitment of an Administrative officer P2:Infrastructure Support Recruitment of an Electrical Engineer Fill gaps for specialist fields of the Department, to enable planning and implementation of major national projects in a fully integrated manner with more control, whilst keeping focus on staff retention and professional career development.


PSIP - - - Compensation of Employees Goods and Services Minor Capital Outlays The split means that the department will now need to handle its own administrative affairs.
Thus, a new post is being created to respond to this need 138 138 138 - - - - - - Total 138 138 138 PSIP Compensation of Employees Goods and Services Minor Capital Outlays - - - 420 420 420 - - - - - - Total 420 420 420 There are no in- house specialist for electrical works, much of the electrical works are thus contractor designed, which DOI have observed that the quality is not always well defined at tender stage and value for money is not guaranteed.
Furthermore, quality control will be better and longer lifespan of electrical components of projects will result.

364 Programme Name of new spending initiative Priority objective Description and motivation SR'000s Funding 2021 Funding 2022 Funding 2023 The new role as a centralized infrastructure agency will put more pressure in coordination and ensuring data for ongoing / completed projects are properly compiled and documented.

A new data collection & analysis technician is proposed.
This will allow the section to collect data as required from the different operational procedures established, to conduct market research and establish databases of relevant information for operation of the division (e.g.

database of material prices and work rates etc.

and trends associated with these, contractors and suppliers performance on contracts).
A new post is to be created under the Specialist Support & monitoring unit, with a qualified person with specialist knowledge in contract management & construction contrac t law.

This is needed for cost saving measures.

The specialist QS would also be able to advise & improve our conditions of contract & tender documents for Government to retain an advantage in implementation of projects.
Fill gaps for specialist fields of the Department, to enable planning and implementation of major national projects in a fully integrated manner with more control, whilst keeping focus on staff retention and professional career development.

Fill gaps for specialist fields of the Department, to enable planning and implementation of major national projects in a fully integrated manner with more control, whilst keeping focus on staff retention and professional career development.
PSIP - - - Compensation of Employees Goods and Services Minor Capital Outlays 157 157 157 - - - - - - Total 157 157 157 PSIP - - - Compensation of Employees Goods and Services Minor Capital Outlays 458 458 458 - - - - - - Total 458 458 458 P2:Infrastructure Support Recruitment of a Project Technician P2:Infrastructure Support Recruitment of a Senior QS 365 5.
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 Department.

The program shall have roles;  Through the administration, human resource and procurement sections of enhancing the performance of the Department by putting in place and ensuring adherence to procedures.
 Coordination and organization of resources to deliver services to various beneficiary organizations requesting services from the Department.

Programme Expenditure Table 4.
Consolidated programme expenditure estimates SR'000s Programmes P1:Governance,Management and Administration 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 CAPITAL EXPENDITURE Non-financial Assets Building and Infrastructure Machinery and Equipment Other Fixed Assets Non-produced Assets 2019 2020 2021 2022 2023 Estimated Actual Budget (Amendment) Revised Budget Budget Forecast Forecast 5,282 5,282 5,282 1,719 1,719 378 3,563 1,849 193 423 13 483 223 - - - - - - 6,644 6,644 6,644 2,262 2,262 323 4,382 1,979 368 781 29 775 128 - - - - - - 6,644 6,644 6,644 2,262 2,262 323 4,382 1,979 368 781 29 775 128 - - - - - - 5,879 5,879 5,879 1,712 1,712 620 4,167 1,536 368 781 - 750 112 - - - - - - 6,041 6,041 6,041 1,672 1,672 603 4,370 1,548 576 781 - 750 112 - - - - - - 6,042 6,042 6,042 1,672 1,672 603 4,370 1,548 576 781 - 750 112 - - - - - - Total 5,282 6,644 6,644 5,879 6,041 6,042 Programme 2: Infrastructure Support The purpose of the programme is to provide in-house consultancy, technical support and advisory services for Civil Engineering projects of the Department as well as for major projects of other Government Departments.
366 Strategic objectives and measures The table below sets out the performance measures by which the programme will be addressing its strategic priorities.

Table 5.

Performance measures for programme P2:Infrastructure Support Outcome: Effective and efficient project delivery Outcome indicator 2019 2020 2021 2022 2023 1.
% of projects delivered within (a) the specified time frame and (b) on budget Contributing indicators Target Actual Amended Target Target Target Target 60% on time, 65% on budget 56% on time, 71% 60% on time, 65% on budget 30% on time, 35% on budget 60% on time, 65% on budget 60% on time, 65% on budget 2019 2020 2021 2022 2023 Target Actual Amended Target Target Target Target 1.

Average processing time in weeks per submission for large projects 15 weeks:20 projects targeted 20 projects 2.
Average processing time in weeks per submission for small projects 9 weeks: 81 projects targeted 168 projects 15 weeks:20 projects targeted 15 weeks:25 projects targeted 15 weeks:25 projects targeted 15 weeks:25 projects targeted 9 weeks: 100 projects targeted 8 weeks: 130 projects targeted 8 weeks: 130 projects targeted 8 weeks: 130 projects targeted 3.

Number of residential units per year 306 units 211 units 249 units 143 units 16 units (based on budget ceiling) 16 units (based on budget ceiling) 4.
Number of residential plots served with infrastructure Programme Expenditure 143 plots 78 plots 72 plots 159 plots 80 plots 86 plots Table 6.
Consolidated programme expenditure estimates SR'000s Programmes P2:Infrastructure Support 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 2019 2020 2021 2022 2023 Estimated Actual Budget (Amendment) Revised Budget Budget Forecast Forecast 134,356 134,356 190,608 190,608 286,719 286,719 237,225 237,225 590,030 590,030 555,215 555,215 14,253 13,220 13,220 - 1,033 108 367 - - 340 218 17,653 16,275 16,275 - 1,378 139 186 - - 1,024 29 17,653 16,275 16,275 - 1,378 139 186 - - 1,024 29 19,707 18,764 18,764 - 943 139 171 - - 626 6 19,739 18,801 18,801 - 939 139 171 - - 617 11 19,619 18,681 18,681 - 938 139 171 - - 617 11 367 SR'000s CAPITAL EXPENDITURE Non-financial Assets Building and Infrastructure Machinery and Equipment Other Fixed Assets Non-produced Assets 2019 Estimated Actual 120,103 120,103 109,933 - - 10,169 2020 2021 2022 2023 Budget (Amendment) 172,955 172,955 138,902 - - 34,053 Revised Budget 269,066 269,066 228,172 - - 40,894 Budget Forecast Forecast 217,519 217,519 212,652 - - 4,867 570,290 570,290 560,510 - - 9,780 535,596 535,596 533,515 - - 2,081 Total 134,356 190,608 286,719 237,225 590,030 555,215 368 Seychelles Planning Authority 1.
Budget Summary Consolidated Position 2021 2022 2023 SR'000s Total to be appropriated Compensation of Employees Use of Goods and Services Capital Forecast Forecast P1:Governance Management and Administration P2:Land Use Policy and Planning P3:Development Control Total 7,090 2,704 4,386 2,524 6,945 16,559 2,478 6,753 11,934 46 192 4,624 - - - - 7,123 7,083 2,559 7,023 16,705 2,564 7,013 16,660 2.
Strategic Overview of Entity Mandate The Seychelles Planning Authority is mandated under the Town and Country Planning Act 237, to regulate construction developments 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 use of land, ensuring that these are implemented through assessment of pre- planning requests and new planning applications.

The Quality Assurance and Building Control Section, under the jurisdiction of the Building Regulations, assesses planning applications and undertakes monitoring of developments that are under construction to ensure compliance with approval.
This Section also enforces on illegal construction and investigates planning related enquiries.

The Planning Application Services Bureau receives different types of planning submissions and administers their processes until a final decision is communicated, by liaising systematically with internal and external referral agencies.
Major Achievements in 2019 and 2020  Fully implemented the technical Scheme of Service in Planning Authority and the organisational structure approved by the Department of Public Administration;  Adopted digital signature and online payment in the E-planning process;  Digitalised all processes relating to planning application;  Finalised the new “Physical Planning Bill” which will replace the existing Town and Country Planning Act 1972;  Developed new policies and guidelines as follows: 1.
Religious symbols and Gathering Policy, and 2.

Beach and Street Kiosks Vending Policy and Guidelines;  Reviewed the following policies and guidelines: 1.

Policy for Construction in Low Lying Areas, 2.

Temporary Workers Accommodation Policy and Guidelines, 3.

Hoarding Guidelines, 4.

Small Scale Development Policy for Small Entrepreneurs under Enterprise Seychelles Agency; 5.

Fencing 369 Guidelines for Property Management Corporation (PMC) Residential Estates, 6.
Residential Extension Guidelines for other PMC Estates, 7.

Policy for Roof Rainwater Harvesting, 8.

Advertisement Policy and Guidelines; and Initiated the review and consultation process for and the land use of the districts of Bel Ombre, Beau Vallon, Glacis, Cascade, Pointe Larue, Grand Anse, Anse Boileau, and Baie Lazare.
 Current Challenges  Land use consultations and public participation have to be re-scheduled due to COVID-19 pandemic;  Delays in data gathering in the field related programmes/activities due to staff limitations of referral agencies;  Delay in finalising land use plans for La Digue, Praslin, and Anse Royale due to objections made by land owners and lack of feedback and contribution from key partner ministries and agencies;  Limited technical resources especially in the Information Technology sector to cope with the fully digitalised planning application process; Internet interruptions and delays affect the online processes; and Inadequate human resource to cope with the issues resulting in increase in construction activities.
  Strategic Priorities 2021 to 2023  Re-initiate the process of enacting the Physical Planning Law;  Complete the review of all related planning regulations;  Complete the review and make available to the public all 26 district land use plans in terms of assessment and consultations;  Conduct a road map for the full operationalisation of Seychelles Strategic Land Use Masterplan;  Continue stakeholder consultations on the implementation of the Victoria Spatial Masterplan, 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 redevelopment  of residential sites for Greater Victoria; Improve Seychelles ranking in Ease of Doing Business index to below 60 in the construction sector by putting in place new reforms and measures in the sector;  Continue digitalising records of past planning applications;  Provide extension guidelines for at least 5 PMC housing estates;  Reduce bureaucracy/red tape by further simplifying procedures, increasing minor works scope, and providing more guidelines for permitted developments;  Have a media plan to improve communication platforms of up-to–date regulations, policies and development guidelines to better guide and educate agents, developers and the general public; and  Enhance quality control in construction through capacity building of development control officers, engineers, urban planners and architects, and restructuring of duties for effective task delivery.
370 3.

Budget Overview Revenue Table 1.

Revenue SR'000s Consolidated Fund Main appropriation Total 2019 Estimated Actual 16,332 16,332 16,332 2020 2021 2022 2023 Budget (Amendment) Revised Budget Budget Forecast Forecast 17,980 17,980 17,980 17,573 17,573 17,573 16,559 16,559 16,559 16,705 16,705 16,705 16,660 16,660 16,660 Consolidated Expenditure Estimates Table 2.
Consolidated expenditure estimates 2019 2020 2021 2022 2023 SR'000s Estimated Actual Budget (Amendment) Revised Budget Budget Forecast Forecast Programmes P1:Governance Management and Administration P2:Land Use Policy and Planning P3:Development Control 7,732 1,851 6,750 7,503 2,837 7,641 7,449 2,639 7,485 7,090 2,524 6,945 7,123 2,559 7,023 7,083 2,564 7,013 Programme Total 16,332 17,980 17,573 16,559 16,705 16,660 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 16,332 11,146 11,146 55 5,187 1,630 554 394 - 2,112 442 - - - - - - 17,980 12,949 12,949 - 5,031 1,306 506 433 - 2,731 56 - - - - - - 17,573 12,749 12,749 - 4,824 1,462 437 313 - 2,556 56 - - - - - - 16,559 11,934 11,934 - 4,624 1,468 368 309 - 2,436 44 - - - - - - 16,705 12,114 12,114 - 4,591 1,458 361 307 - 2,424 40 - - - - - - 16,660 12,069 12,069 - 4,591 1,458 361 307 - 2,424 40 - - - - - - Total 16,332 17,980 17,573 16,559 16,705 16,660 371 4.
Approved New Spending Initiatives Table 3.

Programme New initiatives funded Name of new spending initiative Priority objective Description and motivation SR'000s Funding 2021 Funding 2022 Funding 2023 SP2:HR, Admin and Finance Recruitment of a System Support Officer SP2:Planning Submission Processing Recruitment of a Registration Officer The Authority has gone fully digital in its planning application processes in 2020.
This means that IT is a vital element to the efficiency of the Authority, on an uninterrupted basis.

The IT support assistance from the parent Ministry in the past has been slow and delays occurred due to excessive workload and high IT demand, hence the need for the Authority to have their own System Support Officer.

To deal with the application and processing of housing plans.
PSIP - - - Compensation of Employees Goods and Services Minor Capital Outlays Total PSIP Compensation of Employees Goods and Services Minor Capital Outlays 132 158 158 - - 132 - 116 - - - - - - 158 158 - - 140 140 - - - - Total 116 140 140 Provide IT support to Planning Authorities Staff to meet client’s expectation on the Service delivery of the Online Planning System.
This links more to the current challenge: Inadequate human resource to cope with the issues resulting in increase in construction activities.

5.
5.

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 Committees assess the feasibility of development proposals and make recommendations on planning applications to the Planning Authority Board.

372 Programme Expenditure Table 4.
Consolidated programme expenditure estimates SR'000s Programmes SP1:CEO'S Secretariat SP2:HR, Admin and Finance SP3:Board Secretariat and Committees 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 CAPITAL EXPENDITURE Non-financial Assets Building and Infrastructure Machinery and Equipment Other Fixed Assets Non-produced Assets 2019 2020 2021 2022 2023 Estimated Actual Budget (Amendment) Revised Budget Budget Forecast Forecast 2,305 3,833 1,594 7,732 7,732 2,761 2,761 55 4,970 1,539 442 394 - 2,100 442 - - - - - - 2,271 3,240 1,991 7,503 7,503 2,773 2,773 - 4,730 1,281 354 433 - 2,606 56 - - - - - - 2,561 2,897 1,991 7,449 7,449 3,026 3,026 - 4,422 1,337 286 313 - 2,431 56 - - - - - - 2,159 2,993 1,939 7,090 7,090 2,704 2,704 - 4,386 1,368 230 309 - 2,436 44 - - - - - - 2,162 3,028 1,933 7,123 7,123 2,770 2,770 - 4,353 1,358 224 307 - 2,424 40 - - - - - - 2,142 3,008 1,933 7,083 7,083 2,730 2,730 - 4,353 1,358 224 307 - 2,424 40 - - - - - - Total 7,732 7,503 7,449 7,090 7,123 7,083 Main economic classification by sub-programme SR'000s SP1:CEO'S Secretariat Compensation of Employees Use of Goods and Services Non-financial Assets SP2:HR, Admin and Finance Compensation of Employees Use of Goods and Services Non-financial Assets SP3:Board Secretariat and Committees Compensation of Employees Use of Goods and Services Non-financial Assets 2019 Estimated Actual 2,305 2,205 100 - 3,833 556 3,277 - 1,594 - 1,594 - 2020 2021 2022 2023 Budget (Amendment) 2,271 2,157 115 - 3,240 616 2,624 - 1,991 - 1,991 - Revised Budget Budget Forecast Forecast 2,561 2,391 170 - 2,897 635 2,262 - 1,991 - 1,991 - 2,159 2,007 151 - 2,993 696 2,297 - 1,939 - 1,939 - 2,162 2,027 134 - 3,028 743 2,285 - 1,933 - 1,933 - 2,142 2,007 134 - 3,008 723 2,285 - 1,933 - 1,933 - 373 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 to conduct field study, public consultations, as well as assessment of planning applications and pre-planning requests.
Strategic Objectives and Measures The table below sets out the performance measures by which the programme will be monitoring the achievement of its strategic objectives.

Table 5.

Performance measures for programme Outcome Outcome indicator P2:Land Use Policy and Planning Improved land use efficiency 2019 Target Actual 2020 Amended Target 2021 2022 2023 Target Target Target 1.% 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 Programme Expenditure 100% 100% 50% 2019 Target Actual 2020 Amended Target 80% 2021 100% 100% 2022 2023 Target Target Target 75% 60% 85% 70% 80% 100% 100% 75% 100% 85% 100% 100% Table 6.
Consolidated programme expenditure estimates SR'000s Programmes P2:Land Use Policy and Planning 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 CAPITAL EXPENDITURE Non-financial Assets Building and Infrastructure Machinery and Equipment Other Fixed Assets Non-produced Assets Total 2019 Estimated Actual 2020 2021 2022 2023 Budget (Amendment) Revised Budget Budget Forecast Forecast 1,851 1,851 1,851 1,815 1,815 - 35 - 35 - - - - - - - - - - 1,851 2,837 2,837 2,837 2,787 2,787 - 51 - 51 - - - - - - - - - - 2,837 2,639 2,639 2,639 2,589 2,589 - 51 - 51 - - - - - - - - - - 2,639 2,524 2,524 2,524 2,478 2,478 - 46 - 46 - - - - - - - - - - 2,524 2,559 2,559 2,559 2,513 2,513 - 46 - 46 - - - - - - - - - - 2,559 2,564 2,564 2,564 2,518 2,518 - 46 - 46 - - - - - - - - - - 2,564 374 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 and until a final decision is conveyed.
Strategic Objectives and Measures The table below sets out the performance measures by which the programme will be monitoring the achievement of its strategic objectives.

Table 7.
Performance measures for programme P3:Development Control Outcome Reduced illegal development and improved efficiency in the process of planning submissions SP1:Assessment, Monitoring and Enforcement Outcome indicator 1.% of total number of applications visited compared to the total number of applications under monitoring 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 1.
% of final decisions conveyed to applicants within 4 weeks 2019 Target Actual 2020 Amended Target 2021 Target 2022 Target 2023 Target 100% 100% 70% 100% 100% 100% 2019 Target Actual 100% 100% 100% 80% 2020 Amended Target 60% 75% 2021 2022 2023 Target Target Target 100% 100% 100% 80% 85% 90% SP2:Planning Submission Processing 2020 Amended Target Target Actual 2019 100% 95% 70% 2019 Target Actual 2020 Amended Target 2021 2022 Target Target 95% 2021 95% 2022 2023 Target 95% 2023 Target Target Target 100% 80% 60% 80% 80% 80% 375 Programme Expenditure Table 8.
Consolidated programme expenditure estimates SR'000s 2019 Estimated Actual 2020 2021 2022 2023 Budget (Amendment) Revised Budget Budget Forecast Forecast Programmes SP1:Assessment, Monitoring and Enforcement SP2:Planning Submission Processing 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 CAPITAL EXPENDITURE Non-financial Assets Building and Infrastructure Machinery and Equipment Other Fixed Assets Non-produced Assets 4,665 2,085 6,750 6,750 6,569 6,569 - 181 91 78 - - 12 - - - - - - - 5,249 2,392 7,641 7,641 7,390 7,390 - 251 25 101 - - 125 - - - - - - - 5,092 2,393 7,485 7,485 7,134 7,134 - 351 125 101 - - 125 - - - - - - - 4,769 2,175 6,945 6,945 6,753 6,753 - 192 100 92 - - - - - - - - - - 4,849 2,174 7,023 7,023 6,831 6,831 - 192 100 92 - - - - - - - - - - 4,784 2,229 7,013 7,013 6,821 6,821 - 192 100 92 - - - - - - - - - - Total 6,750 7,641 7,485 6,945 7,023 7,013 Main economic classification by sub-programme SR'000s SP1:Assessment, Monitoring and Enforcement Compensation of Employees Use of Goods and Services Non-financial Assets SP2:Planning Submission Processing Compensation of Employees Use of Goods and Services Non-financial Assets 2019 Estimated Actual 2020 2021 2022 2023 Budget (Amendment) Revised Budget Budget Forecast Forecast 4,665 4,579 86 - 2,085 1,990 95 - 5,249 5,098 151 - 2,392 2,292 100 - 5,092 4,941 151 - 2,393 2,193 200 - 4,769 4,677 92 - 2,175 2,075 100 - 4,849 4,757 92 - 2,174 2,074 100 - 4,784 4,692 92 - 2,229 2,129 100 - 376 LOCAL GOVERNMENT AND COMMUNITY AFFAIRS PORTFOLIO 377 Ministry of Local Government and Community Affairs 1.
Budget Summary Consolidated Position SR'000s P1:Governance, Management and Administration P2:Local Governance, Support and Development P3:Community Infrastructure Development Total 2021 2022 2023 Total to be appropriated Compensation of Employees Use of Goods and Services Capital Forecast Forecast 13,501 64,153 47,084 124,738 6,472 7,029 20,503 43,650 - - 13,728 13,695 64,921 64,991 2,986 29,960 2,585 53,265 41,513 41,513 41,924 42,059 120,572 120,744 2.
Strategic Overview of Entity Mandate The mandate of the Local Government Department 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.
Major Achievements in 2019 and 2020  Strengthened the capacity of Local Government Department in terms of human resources, necessary assets and equipment in order to enhance operational ability;  Revised the Scheme of Service for Project Implementation and Programme Development Cadres;  Recruited 8 specialized employees (4 Quantity Surveyors and 4 Engineers);  Completed 188 district small projects 2019/2020 (larger projects above SR150,000);  Completed 415 projects: 12 projects under India Grants, 11 under Pti Payot, 392 under Minor Emergency Works and resurfaced 3 districts courts;  Upgraded 2 playgrounds and installed new toys in 13 district playgrounds;  Completed 8 projects under Major Maintenance of Mini-Halls, Community Centres and District Administration Offices;  Completed 4 child day care centres in the following districts: Glacis, Anse Aux Pins, Takamaka and Grand Anse Praslin;  Established a steering committee in collaboration with other stakeholders to oversee the implementation of a decentralised calendar of activities in the districts through the Animateur Scheme;  Completed construction and maintenance of government-owned child day care centres; and  Developed the Local Government Policy and District Small Projects (Planning and implementation) Policy; Current Challenges  Limited transport facilities to meet the functions of the Department;  Complexity of planning and implementing district small projects;  Limited contractors for bidding of new projects (COVID-19 effects);  Delay in completion of projects due to limited skilled workers; 378  Reduction in the number of engaged volunteers in the implementation of community programmes; and  The need for further harmonisation/synchronisation of public service to better implement the Local Government Strategic Plan and Government decisions at the local level.
Strategic Priorities 2021 to 2023 Implement the Local Government Reform Programme;   Develop transparent, accountable and inclusive local services;  Develop inclusive community-based programmes; and  Provide and enhance community infrastructure and facilities.

3.

Budget Overview Revenue Table 1.


Revenue SR'000s Consolidated Fund Main appropriation Total 2019 Estimated Actual 109,090 109,090 109,090 2020 2021 2022 2023 Budget (Amendment) Revised Budget Budget Forecast Forecast 148,389 148,389 148,389 146,989 146,989 146,989 124,738 124,738 124,738 120,572 120,572 120,572 120,744 120,744 120,744 Consolidated Expenditure Estimates Table 2.
Consolidated expenditure estimates SR'000s 2019 Estimated Actual 2020 2021 2022 2023 Budget (Amendment) Revised Budget Budget Forecast Forecast Programmes P1:Governance, Management and Administration P2:Local Governance, Support and Development P3:Community Infrastructure Development 19,651 11,242 11,335 13,501 13,728 13,695 57,667 62,033 61,017 64,153 64,921 64,991 31,772 75,113 74,637 47,084 41,924 42,059 Programme Total 109,090 148,389 146,989 124,738 120,572 120,744 Economic Classification CURRENT EXPENDITURE Compensation of Employees Wages and Salaries in Cash Wages and Salaries in Kind 82,845 82,427 81,027 83,225 84,322 84,294 30,107 28,156 26,756 29,960 30,796 30,767 30,107 28,156 26,756 29,960 30,796 30,767 - - - - - - Use of Goods and Services Office Expenses Transportation and Travel cost Maintenance and Repairs Materials and Supplies Other uses of Goods and Services Minor Capital Outlays SR'000s 2019 Estimated Actual 2020 2021 2022 2023 Budget (Amendment) Revised Budget Budget Forecast Forecast CAPITAL EXPENDITURE Non-financial Assets 26,245 65,962 65,962 41,513 36,250 36,450 26,245 65,962 65,962 41,513 36,250 36,450 Building and Infrastructure 26,245 65,962 65,962 41,513 36,250 36,450 Machinery and Equipment - - - - - - Other Fixed Assets - - - - - - Non-produced Assets - - - - - - Total 109,090 148,389 146,989 124,738 120,572 120,744 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 Department.
The programme comprises the following sub-programmes:  Sub-programme 1Minister’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 Department, initiates and formulates policies taking into accounts the needs and aspiration of the people.

Programme Expenditure Table 3.
Consolidated programme expenditure estimates SR'000s Programmes SP1:Minister's Support Services SP2:Management, Human Resources and Administration Programme Total Economic Classification CURRENT EXPENDITURE Compensation of Employees Wages and Salaries in Cash Wages and Salaries in Kind 2019 Estimated Actual 2020 2021 2022 2023 Budget (Amendment) Revised Budget Budget Forecast Forecast 7,593 - - - - - - - - Use of Goods and Services Office Expenses Transportation and Travel cost Maintenance and Repairs Materials and Supplies Other uses of Goods and Services Minor Capital Outlays SR'000s 2019 Estimated Actual 2020 2021 2022 2023 Budget (Amendment) Revised Budget Budget Forecast Forecast CAPITAL EXPENDITURE Non-financial Assets - - - - - - - - - - - - Building and Infrastructure - - - - - - Machinery and Equipment - - - - - - Other Fixed Assets - - - - - - Non-produced Assets - - - - - - Total 19,651 11,242 11,335 13,501 13,728 13,695 Main economic classification by sub-programme SR'000s SP1:Minister's Support Services Compensation of Employees Use of Goods and Services Non-financial Assets SP2:Management, Human Resources and Administration Compensation of Employees Use of Goods and Services Non-financial Assets 2019 Estimated Actual 7,593 4,811 2,782 - 2020 2021 2022 2023 Budget (Amendment) Revised Budget Budget Forecast Forecast - - - - - - - - 2,421 1,485 936 - 2,540 1,584 957 - 2,547 1,591 957 - 12,058 11,242 11,335 11,079 11,188 11,148 4,200 7,858 - 4,787 6,455 - 4,473 6,862 - 4,986 6,093 - 5,023 6,165 - 4,983 6,165 - 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.
Strategic Objectives and Measures The table below sets out the performance measures by which the programme will be monitoring the achievement of its strategic objectives.

Table 4.
Performance measures for programme P2: Local Governance, Support and Development Outcome: Outcome indicator Improve delivery of public services at local level 2021 2019 2022 2023 Target Actual Target Target Target 2020 Amended Target Number of issues raised and resolved at local level 80 85 90 100 100 100 381 2019 Target Actual 2020 Amended Target SP2: District Administration 2485 2185 1813 7 50 7 50 8 53 SP2: Community Life Programes 50 60 173 73 185 100 2021 Target 2022 Target 2023 Target 2500 2500 2500 10 55 200 125 10 60 200 130 10 60 200 140 Contributing indicators 1.
Number of clients visiting DA's office 2.

Number of delegated functions at local level per year 3.

Average turnouts in consultative meetings per district 1.

Number of activities & programmes yearly 2.

Average number of participants in specific activities per district per yearly Programme Expenditure Table 5.
Consolidated programme expenditure estimates 2019 2020 2021 2022 2023 SR'000s Estimated Actual Budget (Amendment) Revised Budget Budget Forecast Forecast Programmes SP1:District Administration 51,994 52,016 54,039 57,861 58,558 58,638 SP2:Community Life Programmes 5,673 10,017 6,979 6,292 6,363 6,353 57,667 62,033 61,017 64,153 64,921 64,991 Programme Total Economic Classification CURRENT EXPENDITURE Compensation of Employees Wages and Salaries in Cash Wages and Salaries in Kind 57,667 62,033 61,017 64,153 64,921 64,991 18,248 19,187 18,540 20,503 21,100 21,170 18,248 19,187 18,540 20,503 21,100 21,170 - - - - - - 39,419 42,846 42,477 43,650 43,820 43,820 Use of Goods and Services 4,304 4,606 4,486 6,490 6,595 6,595 Office Expenses 929 847 818 795 815 815 Transportation and Travel cost - - - 135 135 135 Maintenance and Repairs Materials and Supplies 12 41 37 - 25 25 Other uses of Goods and Services 34,174 37,351 37,136 35,091 35,111 35,111 - - - 1,140 1,140 1,140 Minor Capital Outlays CAPITAL EXPENDITURE Non-financial Assets - - - - - - - - - - - - Building and Infrastructure - - - - - - Machinery and Equipment - - - - - - Other Fixed Assets - - - - - - Non-produced Assets - - - - - - Total 57,667 62,033 61,017 64,153 64,921 64,991 382 Main economic classification by sub-programme 2019 2020 2021 2022 2023 SR'000s Estimated Actual Budget (Amendment) Revised Budget Budget Forecast Forecast SP1:District Administration Compensation of Employees Use of Goods and Services Non-financial Assets SP2:Community Life Programmes Compensation of Employees Use of Goods and Services Non-financial Assets 51,994 16,222 35,773 - 5,673 2,026 3,647 - 52,016 17,006 35,011 - 10,017 2,182 7,835 - 54,039 16,397 37,642 - 6,979 2,143 4,835 - 57,861 18,225 39,635 - 6,292 2,277 4,015 - 58,558 18,782 39,775 - 6,363 2,318 4,045 - 58,638 18,862 39,775 - 6,353 2,308 4,045 - 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.
Strategic Objectives and Measures The table below sets out the performance measures by which the programme will be monitoring the achievement of its strategic objectives.

Table 6.

Performance measures for programme P3: Community Infrastructure Development Outcome: Outcome indicator Construction of community infrastructure per year Contributing indicators 1.

Number of districts small projects implemented per year 2.

Number of completed major planned maintenance projects per year 3.
Number of new day care centre per year Programme Expenditure Conducive environment for social economical, physical, educational and environmental and well- being of the community 2019 2021 2022 2023 Target Actual Target Target Target 2020 Amended Target 3 - 2019 Target Actual 2 2020 Amended Target 2 2021 2 2022 2 2023 Target Target Target 228 188 250 240 240 240 4 4 4 0 4 3 4 4 4 2 4 2 Table 7.
Consolidated programme expenditure estimates SR'000s 2019 Estimated Actual 2020 2021 2022 2023 Budget (Amendment) Revised Budget Budget Forecast Forecast Programmes P3:Community Infrastructure Development Programme Total 31,772 75,113 74,637 47,084 41,924 42,059 31,772 75,113 74,637 47,084 41,924 42,059 383 SR'000s 2019 Estimated Actual 2020 2021 2022 2023 Budget (Amendment) Revised Budget Budget Forecast Forecast 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 5,527 9,152 8,675 5,571 5,674 5,609 2,848 4,182 3,743 2,986 3,089 3,024 2,848 4,182 3,743 2,986 3,089 3,024 - - - - - - 2,679 4,970 4,932 2,585 2,585 2,585 137 175 137 175 175 175 54 245 70 70 70 70 2,320 4,500 4,385 2,000 2,000 2,000 - - - - - - 167 50 340 340 340 340 - - - - - - 26,245 65,962 65,962 41,513 36,250 36,450 CAPITAL EXPENDITURE Non-financial Assets 26,245 65,962 65,962 41,513 36,250 36,450 Building and Infrastructure 26,245 65,962 65,962 41,513 36,250 36,450 Machinery and Equipment - - - - - - Other Fixed Assets - - - - - - Non-produced Assets - - - - - - Total 31,772 75,113 74,637 47,084 41,924 42,059 384 HEALTH PORTFOLIO 385 Ministry of Health 1.
Budget Summary Consolidated Position SR'000s P 1: Governance, Management and Administration P 2: Training and Professional Development Total 2021 2022 2023 Total to be appropriated Compensation of Employees Use of Goods and Services Capital Forecast Forecast 22,965 13,760 9,205 26,712 49,677 10,284 24,044 16,427 25,632 - - - 25,027 29,027 26,572 51,599 26,492 55,519 2.
Strategic Overview of Entity Mandate The Ministry is responsible for macro health policy formulation and the monitoring and evaluation of macro-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 coordinating health promotion (social and behaviour change communication) and matters of international cooperation and inter-sectorial collaboration Major Achievements in 2019 and 2020  Produced and disseminated of annual reports; namely Annual Health Sector Performance Report, National Health Accounts Reports for 2018, and National Health Work Force Account;  Developed health care packages;  Held training sessions for different cadres of professionals;  Revised existing and developed new policies;  Obtained President’s ascent of Mental Health Act;  Developed the clinical management guidelines of COVID-19 cases as well as prevention guidelines;  Produced materials for health education and health promotion;  Successfully implemented programmes with international universities, notably the Bachelor of Science in Dental Therapy, and Bachelor of Science and Master of Science in Nursing;  Recorded an increase in student intake in programmes of the National Institute of Health and Social Studies (NIHSS) following successful marketing; and  NIHSS received full accreditation status from the Seychelles Qualifications Authority.
Current challenges  Structures and processes for health monitoring, evaluation and standard setting are still in the nascent phase;  Recruiting a good legal advisor because too many critical posts remain unfunded;  The quality of the human resources for health remains a major stumbling block for the health sector;  Inadequate human resources to carry out the intensity of health promotion required by the patterns of disease; Infrastructure and new facilities for NIHSS to carry out training and continuous professional development in health and social sectors;  386  Construction of a new NIHSS building because the processes to get the project underway are too slow (the current NIHSS building is old and located in a former hospital adjacent to the hospice.
The classrooms are generally hot and not well ventilated and is thus not suitable for the training of health and social workers); Inability to recruit at NIHSS as the required posts have not been created;   Programme planned have been deferred or cancelled, and Continuous Professional Development activities are limited to online sessions due to COVID-19 pandemic;  Delays with the completion of the process towards autonomous operations of NIHSS from Department of Public Administration and other partners; and  Lack of high fidelity simulators at NIHSS for the development of practical skills and critical analysis.
Strategic Priorities 2021 to 2023  Continue to improve structures and processes for policy setting and strengthening institutional accountability and monitoring and evaluation;  Continue to intensify and expand health promotion throughout the course of life to meet the needs of local disease patterns; Increase the production, and improve the development, of human resources for health; and Improve the experience of the health service users.

  3.

Budget Overview Revenue Table 1.


Revenue SR'000s Consolidated Fund Main appropriation Total 2019 Estimated Actual 35,382 35,382 35,382 2020 2021 2022 2023 Budget (Amendment) Revised Budget Budget Forecast Forecast 42,988 42,988 42,988 41,204 41,204 41,204 49,677 49,677 49,677 51,599 51,599 51,599 55,519 55,519 55,519 Consolidated Expenditure Estimates Table 2.
Consolidated expenditure estimates SR'000s 2019 2020 2021 2022 2023 Estimated Actual Budget (Amendment) Revised Budget Budget Forecast Forecast Programmes P 1: Governance, Management and Administration P 2: Training and Professional Development Programme Total 19,785 15,597 35,382 21,819 21,561 21,169 42,988 19,642 41,204 22,965 26,712 49,677 25,027 26,572 51,599 29,027 26,492 55,519 387 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 2019 2020 2021 2022 2023 Estimated Actual Budget (Amendment) Revised Budget Budget Forecast Forecast 35,382 17,520 17,520 524 17,863 3,414 776 677 46 11,345 1,080 - - - - - - 42,988 21,317 21,317 540 21,671 3,110 1,041 431 70 15,309 1,170 - - - - - - 41,204 21,466 21,466 756 19,738 3,076 1,004 407 85 13,612 798 - - - - - - 49,677 24,044 24,044 583 25,632 3,311 4,238 467 85 16,054 895 - - - - - - 48,599 22,916 22,916 567 25,683 3,311 4,238 467 85 16,120 895 3,000 3,000 3,000 - - - 48,519 22,836 22,836 567 25,683 3,311 4,238 467 85 16,120 895 7,000 7,000 7,000 - - - Total 35,382 42,988 41,204 49,677 51,599 55,519 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:  Sub-programme 1 Minister’s Support Services: Provides 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.
Strategic Objectives and Measures The table below sets out the performance measures by which the programme will be monitoring the achievement of its strategic objectives.

388 Table 3.

Performance measures for programme P1:Governance, Management and Administration Outcome: Outcome indicator 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 Account report developed, validated and disseminated Contributing indicators Governance and stewardship strengthened 2020 Amended Target Actual Target 2019 2021 Target 2022 Target 2023 Target SP3: Research , Policy Planning and Evaluation 3 3 1 1 3 7 1 1 3 3 1 1 2 3 1 1 3 3 1 1 5 5 1 1 2019 Target Actual 2020 Amended Target SP4:Health Communication and Partnership 2021 Target 2022 Target 2023 Target 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 4.Number of bilateral and multilateral partnership active in health 5.Number of CSR and Donations from partners 10 60 69 69 10 55 57 40 10 70 90 30 10 490 52 15 20 10 80 90 20 25 10 90 100 20 30 Programme Expenditure Table 4.
Consolidated programme expenditure estimates SR'000s 2019 Estimated Actual 2020 2021 2022 2023 Budget (Amendment) Revised Budget Budget Forecast Forecast Programmes SP1: Minister's Support Services SP2: Administration and Human Resource Development SP3: Research, Policy Planning and Evaluation SP4: Health Communication and Partnership Programme Total SR'000s 2019 Estimated Actual 2020 2021 2022 2023 Budget (Amendment) Revised Budget Budget Forecast Forecast 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 19,785 9,253 9,253 116 10,532 1,817 561 216 46 7,311 464 - - - - - - 21,819 10,999 10,999 - 10,820 1,912 674 281 70 7,278 605 - - - - - - 21,561 11,167 11,167 216 10,394 1,879 637 229 85 7,117 233 - - - - - - 22,965 13,760 13,760 167 9,205 1,831 674 281 85 5,837 330 - - - - - - 22,027 12,924 12,924 162 9,103 1,831 674 281 85 5,739 330 3,000 3,000 3,000 - - - 22,027 12,924 12,924 162 9,103 1,831 674 281 85 5,739 330 7,000 7,000 7,000 - - - Total 19,785 21,819 21,561 22,965 25,027 29,027 Main economic classification by sub-programme SR'000s SP1: Minister's Support Services Compensation of Employees Use of Goods and Services Non-financial Assets SP2: Administration and Human Resource Development Compensation of Employees Use of Goods and Services Non-financial Assets SP3: Research, Policy Planning and Evaluation Compensation of Employees Use of Goods and Services Non-financial Assets SP4: Health Communication and Partnership Compensation of Employees Use of Goods and Services Non-financial Assets 2019 Estimated Actual 3,188 2,097 1,091 - 14,331 5,608 8,723 - 986 568 418 - 1,279 979 300 - 2020 2021 2022 2023 Budget (Amendment) 2,946 1,875 1,070 - Revised Budget 3,083 2,053 1,030 - Budget Forecast Forecast 4,398 3,292 1,106 - 4,358 3,252 1,106 - 4,358 3,252 1,106 - 15,637 15,109 15,113 17,230 21,230 6,458 9,179 - 1,843 1,675 168 - 1,394 991 403 - 6,276 8,833 - 1,777 1,608 168 - 1,593 1,230 363 - 7,435 7,678 - 1,823 1,655 168 - 1,630 1,378 253 - 6,653 7,576 3,000 1,829 1,661 168 - 1,610 1,358 253 - 6,653 7,576 7,000 1,829 1,661 168 - 1,610 1,358 253 - 390 Programme 2: Training and Professional DevelopmentNo table of figures entries found.
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 NIHSS to ensure the continued supply of health professionals.

Strategic objectives and measures The table below sets out the performance measures by which the programme will be addressing its strategic priorities.

Table 5.
Table 5.

Performance measures for programme P2: Training and Professional Development Outcome: Outcome indicator 1.Increase in number of trained health professionals Contributing indicators Health sector staffed with adequate, highly-competent, motivated workforce 2022 2021 2019 Target Actual 2020 Amended Target 30% 5% 10% 2019 Target Actual 2020 Amended Target SP21: In-Service professional Development 1.
Number of in-service health professionals trained at BSc and MSc level annually 2.Number of Allied Health Professionals trained (PHOs) 3.Number of persons trained at Guy Morel Institute 45 0 0 33 0 0 90 0 0 SP2: Pre-Service Health and social care Training Target Target 15% 2021 20% 2022 2023 Target 30% 2023 Target Target Target 13 15 6 3 2 2 10 15 10 3 2 2 15 15 20 3 5 4 2 2 2 2 2 4 2 2 2 1.

Number of in-service programmes implemented in partnership with other training institutions 2.
Number of In-service programmes by NIHSS alone 3.

Number of projects for implementation and development by NIHSS 4.

Percentage of requested short training for health and social work conducted.

5.

%increase in short training offered by NIHSS to meet service needs 50% 25% 60% 50% 50% 50% 30% 30% 30% 20% 20% 30% 391 Programme Expenditure Table 6.
Consolidated programme expenditure estimates SR'000s 2019 Estimated Actual 2020 2021 2022 2023 Budget (Amendment) Revised Budget Budget Forecast Forecast Programmes SP1: In Service Professional Development SP2: Pre Service Health and Social Care 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 CAPITAL EXPENDITURE Non-financial Assets Building and Infrastructure Machinery and Equipment Other Fixed Assets Non-produced Assets - 2,358 2,163 15,597 15,597 15,597 8,267 8,267 408 7,331 1,598 215 461 - 4,034 616 - - - - - - 18,811 17,479 21,169 19,642 21,169 10,318 10,318 540 10,851 1,198 367 150 - 8,031 565 - - - - - - 19,642 10,299 10,299 540 9,343 1,198 367 178 - 6,495 565 - - - - - - 2,136 24,576 26,712 26,712 10,284 10,284 416 16,427 1,480 3,564 186 - 10,217 565 - - - - - - 2,299 24,272 26,572 26,572 9,992 9,992 405 16,579 1,480 3,564 186 - 10,380 565 - - - - - - 2,299 24,192 26,492 26,492 9,912 9,912 405 16,579 1,480 3,564 186 - 10,380 565 - - - - - - Total 15,597 21,169 19,642 26,712 26,572 26,492 Main economic classification by sub-programme SR'000s 2019 Estimated Actual 2020 2021 2022 2023 Budget (Amendment) Revised Budget Budget Forecast Forecast SP1: In Service Professional Development Compensation of Employees Use of Goods and Services Non-financial Assets SP2: Pre Service Health and Social Care Training Compensation of Employees Use of Goods and Services Non-financial Assets - - - - 2,358 - 2,358 - 2,163 - 2,163 - 2,136 - 2,136 - 15,597 18,811 17,479 24,576 8,267 7,331 - 10,318 8,493 - 10,299 7,180 - 10,284 14,291 - 2,299 - 2,299 - 24,272 9,992 14,280 - 2,299 - 2,299 - 24,192 9,912 14,280 - 392 Health Care Agency 1.
Budget Summary Consolidated Position 2021 2022 2023 SR'000s Total to be appropriated Compensation of Employees Use of Goods and Services Capital Forecast Forecast P 1: Governance, Management and Administration P 2: Hospital and Specialised Services P 3: Curative and Preventive Services P4: Health Support Services Total 111,438 12,941 9,698 88,800 25,538 22,728 810,903 251,765 408,716 150,422 715,487 674,921 260,733 118,857 1,301,931 145,155 80,817 490,677 54,946 38,040 511,400 60,632 - 299,854 217,096 202,929 120,349 1,078,469 120,320 1,020,898 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.
Major Achievements in 2019 and 2020  Increased health care coverage in the community, including specialised services, oral health, antenatal care, hearing screening in infants, and Secondary Year 5 (standards for pre-analytical phase of Human Immunodeficiency Virus testing) student health screening; Increased the number of nurses by 10% by recruiting expatriates;  Modernised oncology services;   Strengthened and introduced sub-specialised services, e.g.
minimally invasive surgical procedures;  Reduced child morbidity and mortality by introducing rota virus and pneumococcus vaccines;  Replaced 200 hospital beds with new electric beds to improve patient care and safety;  Equipped the Eye Clinic with state of the art equipment for screening of Diabetes Mellitus and Hypertension Retinal Disease (Seychelles is the first country in the region with this technology); and Improved infrastructure, including: Female Medical Ward renovation, English River Health Centre renovation, Les Mamelles Health Centre renovation, new Anse Royale Dental Clinic, new incinerator at Baie Ste Anne Hospital, renovation of walkways at Seychelles Hospital, new Family Hospital, and refurbishment of La Digue Hospital.
 Current Challenges   Increase in disease burden due to social ills, such as illicit drug abuse; Increase in the need for specialised care due to teenage pregnancies, pre-maturity births and abortions;  Gaps in patient safety and quality of care to meet international standards;  High cost of building infrastructure due to fungal infestation;  Capacity to manage capital projects;  High motor vehicles maintenance cost; 393    Increase in rates for utilities; Increase in number of expatriate staff resulting in increased expenditure on international airfares, housing and transport for expatriate staff; and Inadequate infrastructure, such as isolation ward, Intensive Care Unit, inpatient facilities and dental facilities.
Strategic Priorities 2021 to 2023  Prevention strategies based on needs of population: o Improve health care outcomes by influencing guidelines and protocol implementation within HCA; o Promote a health care service that is transparent; and o Empower community to participate in decision making about health care needs and services.
 Efficient, safe and timely health care services: o Introduce patient safety and quality assurance; o Introduce Health Information System; 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; o Deliver clinician-led healthcare innovation to improve health outcomes; and o Strengthen infection prevention and control programme.
 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.
 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.
 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 Strengthen Child Health Programme; 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; o Improve accessibility to Youth Health Services; and o Improve Family Planning Programme.
 Best use of allocated resources: o Establish appropriate governance mechanisms to improve business performance; and o Consider public-private partnership opportunities to ensure the best use of allocated resources.

 Optimising the use of technology: o Modernise procurement system; and o Adopt information technology services that are of international accredited standards.
394  Development of infrastructure: o Improve facilities in line with Government of Seychelles policies and strategies, and according to the Hospitals Master Plan in Seychelles.

3.

Budget Overview Revenue Table 1.


Revenue SR'000s Consolidated Fund Main appropriation Total 2019 Estimated Actual 2020 2021 2022 2023 Budget (Amendment) Revised Budget Budget Forecast Forecast 864,611 864,611 864,611 1,024,780 1,024,780 1,024,780 1,214,540 1,214,540 1,214,540 1,301,931 1,301,931 1,301,931 1,078,469 1,078,469 1,078,469 1,020,898 1,020,898 1,020,898 Current Receipts Table 2.
Current receipts SR'000s Receipts transferred to Consolidated Fund Prescription Fee Medical Fees Dental Fees Inoculation/Vaccination Pharmacy Hemodialysis Miscellaneous Praslin Snack Shop/Canteen Rent Rent of Staff Quarters Covid-19 PCR Test Quarantine Facility Services Health Travel Authorization Fee 2019 2020 2021 2022 2023 Estimated Actual Budget Amendment Revised Budget Budget Forecast Forecast TOTAL 29,340 24,025 38,221 29,025 24,025 24,025 395 Consolidated Expenditure Estimates Table 3.
Consolidated expenditure estimates SR'000s 2019 Estimated Actual 2020 2021 2022 2023 Budget (Amendment) Revised Budget Budget Forecast Forecast Programmes P1: Governance, Management and Administration P2: Hospital and Specialised Services P3: Curative and Preventive Services P4: Health Support Services 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 CAPITAL EXPENDITURE Non-financial Assets Building and Infrastructure Machinery and Equipment Other Fixed Assets Non-produced Assets 17,192 568,623 181,752 97,044 864,611 851,896 401,535 401,535 35,297 450,361 73,459 12,676 12,038 231,488 79,011 6,392 12,715 12,715 9,801 - - - 21,553 27,436 1,090,151 480,853 480,853 36,509 1,002,077 490,677 490,677 24,981 1,006,368 493,797 493,797 24,312 1,010,118 494,532 494,532 24,312 609,299 86,721 12,373 22,187 319,242 119,121 13,144 124,389 124,389 75,400 - 21,553 27,436 511,400 58,889 12,242 15,496 258,835 105,090 35,866 299,854 299,854 211,054 - 88,800 - 512,571 59,267 12,547 16,024 257,844 104,988 37,590 72,101 72,101 69,585 - 2,516 - 515,585 59,789 12,807 16,049 259,944 105,120 37,565 10,780 10,780 10,780 - - - Total 864,611 1,024,780 1,214,540 1,301,931 1,078,469 1,020,898 4.
Approved New Spending Initiatives Table 4.

Programme New initiatives funded Name of new spending initiative Priority Objective Description and motivation SR'000s Funding 2021 Funding 2022 Funding 2023 SP2: Administration and Human Resources Management Director - Human Resource Developme nt The Agency has been without a director in that post for years now and is short of staff.

There is actually only one HRDO.


The recruitment of a Director in the field will allow appropriate attention to be given to staff development and training.
PSIP Compensation of Employees Goods and Services Minor Capital Outlays - - - 246 246 246 - - - - - - Total 246 246 246 396 Programme Name of new spending initiative Priority Objective Description and motivation SR'000s Funding 2021 Funding 2022 Funding 2023 P2: Hospital and Specialised Services Radiograph er Additional staff is need to improve service delivery.

Radiographer support the service in the treatment plan of patients.
P2: Hospital and Specialised Services Radiology Assistant (x 1) Additional staff is need to improve service delivery.

Help with service delivery.

P2: Hospital and Specialised Services Medical Consultant (Gynecologi st) To replace Dr Michel who now has the responsibility of Principal Medical Officer The Obstetrics and Gynecology unit is short of gynecologist.

P2: Hospital and Specialised Services Pediatric Intensivist (x 1) The country is badly in need of a Pediatric Intensive Care Unit (PICU).
To cater for pediatric patients who require critical care management, once they are past the neonatal period.

P2: Hospital and Specialised Services Occupation al Therapist (x1) P2: Hospital and Specialised Services Speech Pathologist (x1) Therapists at present have to cover these areas in addition to overseeing other areas.

This puts mental and physical fatigue on the staff, plus discontinuity in treatment.
Technicians are not supervise at a regular basis and this is not acceptable and not according to the scope of practice.

Speech pathology unit's waiting list is now with a waiting period of 2 years.

Rehabilitation service has only one full time and a part time for the whole population of Seychelles.
For Seychelles Hospital ward and hand injury section, Anse Royale, Wellness Centre and Praslin/La Digue 1 Speech pathologist is needed to cater for the southern region and 1 of the northern region, while the current one PSIP Compensation of Employees Goods and Services Minor Capital Outlays Total PSIP Compensation of Employees Goods and Services Minor Capital Outlays Total PSIP Compensation of Employees Goods and Services Minor Capital Outlays Total PSIP Compensation of Employees Goods and Services Minor Capital Outlays Total PSIP Compensation of Employees Goods and Services Minor Capital Outlays Total PSIP Compensation of Employees Goods and Services Minor Capital Outlays - - - 276 276 276 - - - - - - 276 - 276 - 276 - 113 113 113 - - - - 113 - 113 - 812 812 - - - - - - 113 - 812 - - 812 - 812 - 812 - 720 720 720 - - - - - - 720 - 720 - 720 - 310 310.
310 - - - - - - 310 - 310 - 310 - 310 310 310 - - - - - - 397 Programme Name of new spending initiative Priority Objective Description and motivation SR'000s Funding 2021 Funding 2022 Funding 2023 manages central region (plus Praslin/La Digue) P2: Hospital and Specialised Services Social Worker (Mental Health) (x3) Additional staff is needed to improve service delivery.

The mental health unit is facing challenges in the area of rehabilitating the clients due to shortage of staff.
Social Mobilization Officer (Expanded Programme of Immunisatio n) Staff shortage To improve the service being offered to clients.

Logistician Staff shortage To improve the service being offered to clients.
P2: Hospital and Specialised Services P2: Hospital and Specialised Services Total PSIP Compensation of Employees Goods and Services Minor Capital Outlays Total PSIP Compensation of Employees Goods and Services Minor Capital Outlays Total PSIP Compensation of Employees Goods and Services Minor Capital Outlays Total PSIP P3: Curative and Preventive Services Data Entry Clerk (x1) These posts are required to cope with the increasing work demand.
Daily statistic is manually collected from all our services (40 surgeries) and just the data entry will be a full time job for the data capturers.
Compensation of Employees Goods and Services Minor Capital Outlays 310 - 310 - 310 - 494 494 494 - - - - - - 494 - 494 - 494 - 252 252 252 - - - - - - 252 - 252 - 252 - 252 252 252 - - - - - - 252 - 252 - 252 - 121 121 121 - - - - - - P2: Hospital and Specialised Services Senior Pharmacist To be posted to the Inner island - Praslin/La Digue To improve service delivery.
P2: Hospital and Specialised Services Health and Safety Officer Staff shortage The health service is scattered all over Mahe, including Praslin and La Digue.

Same will help improve the service being provided.
Total 121 121 121 PSIP Compensation of Employees Goods and Services Minor Capital Outlays Total PSIP Compensation of Employees Goods and Services Minor Capital Outlays - - - 367 367 367 - - - - - - 367 - 367 - 367 - 152 152 151 - - - - - - Total 152 152 152 398 Programme Name of new spending initiative Priority Objective Description and motivation SR'000s Funding 2021 Funding 2022 Funding 2023 P2: Hospital and Specialised Services Laboratory Technician (x1) 1 for Praslin Lab and 1 for Anse Royale Lab.
To cater for replacement of staff who have gone on BSC training and the re- opening of Anse Royale laboratory.

P2: Hospital and Specialised Services Stores Officer x 2 for Pepheral Stores unit To improve service delivery Cardiologist with very good experience in echocardiography in adults and children.

P2: Hospital and Specialised Services Cardiologist P2: Hospital and Specialised Services Oncologist There is actually only one cardiologist, working under technical co- operation agreement.
Additional doctor is required to improve service delivery.

The service has the need for an additional oncologist, there is actually only one doctor specialised in the field working under technical co-operation agreement.
PSIP Compensation of Employees Goods and Services Minor Capital Outlays Total PSIP Compensation of Employees Goods and Services Minor Capital Outlays Total PSIP Compensation of Employees Goods and Services Minor Capital Outlays - 205 - - - 205 - - - 205 - - 205 - 205 - 205 - 328 328 328 - - - - - - 328 - 328 - 328 - 677 812 812 - - - - - - Total 677 812 812 A consultant is necessary to re-inforce the team and improve service delivery, especially primary health care.
PSIP Compensation of Employees Goods and Services Minor Capital Outlays - - - 600 720 720 - - - - - - Total 600 720 720 399 5.

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: a. 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 b. 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.

Procures services and transport, and manages property.

Programme Expenditure Table 5.
Consolidated programme expenditure estimates SR'000s 2019 Estimated Actual 2020 2021 2022 2023 Budget (Amendment) Revised Budget Budget Forecast Forecast Programmes SP1: Management and Quality Assurance Services SP2: Administration and Human Resource Management 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 CAPITAL EXPENDITURE Non-financial Assets Building and Infrastructure Machinery and Equipment Other Fixed Assets Non-produced Assets 3,940 13,251 17,192 17,192 9,644 9,644 535 7,548 1,949 347 260 69 1,616 2,772 - - - - - - 4,684 4,315 7,731 7,768 7,780 44,047 48,732 48,789 103,706 53,105 111,438 17,769 25,538 14,948 22,728 27,179 17,262 17,262 1,021 9,917 2,014 546 321 85 2,950 2,980 21,553 21,553 - - 21,553 - 31,552 16,452 16,452 1,021 15,099 7,046 787 321 85 2,950 2,890 21,553 21,553 - - 21,553 - 22,638 12,941 12,941 214 9,698 2,066 3,697 305 81 2,034 1,300 88,800 88,800 - - 88,800 - 23,021 13,215 13,215 214 9,806 2,067 3,752 306 77 2,116 1,275 2,516 2,516 - - 2,516 - 22,728 12,935 12,935 214 9,793 2,068 3,762 306 77 2,116 1,250 - - - - - - Total 17,192 48,732 53,105 111,438 25,538 22,728 400 Main economic classification by sub-programme SR'000s SP1: Management and Quality Assurance Services Compensation of Employees Use of Goods and Services Non-financial Assets SP2: Administration and Human Resource Management Compensation of Employees Use of Goods and Services Non-financial Assets 2019 Estimated Actual 3,940 2,500 1,441 - 2020 2021 2022 2023 Budget (Amendment) Revised Budget Budget Forecast Forecast 4,684 2,424 2,260 - 4,315 2,055 2,260 - 7,731 3,081 4,650 - 13,251 44,047 48,789 103,706 7,144 6,107 - 14,838 7,657 21,553 14,397 12,839 21,553 9,860 5,047 88,800 7,768 3,081 4,687 - 17,769 10,134 5,119 2,516 7,780 3,081 4,699 - 14,948 9,854 5,094 - Programme 2: Hospital and Specialised Services The purpose of the programme is to provide health care and related services to patients admitted or referred to its facilities.
It also provides specialised care services for patients requiring overseas medical care.

The health care and specialised services include elective and emergency inpatient care; surgical services; outpatient care; ambulatory care; diagnostic services; pharmaceutical services; palliative care and rehabilitative services.

Strategic Objectives and Measures The table below sets out the performance measures by which the programme will be monitoring the achievement of its strategic objectives.

Table 6.
Performance measures for programme P2: Hospital and Specialised Services Outcome: Outcome indicator 1.Reduce the mortality rate at Seychelles Hospital Contributing indicators Prevention of avoidable mortality 2019 Target Actual 2020 Amended Target 80% 0 5% 2019 Target Actual 2020 Amended Target 1.Reduce length of hospitalised stay – Seychelles Hospital 2.Bed occupancy rate - Seychelles 3.Reduce length of hospitalised stay – Maternity Ward 4.Reduce surgical site infection rate 5.Re-admission rate 15% 15% 3% 10% 5% 0 0 0 0 0 20% 20% 20% 10% 5% 2021 Target 5.00% 2021 Target 20% 20% 20% 10% 5% 6.
Clinical pathways for the following conditions: -Leptospirosis infection - Stroke -Acute Coronary Syndrome - Asthma -.

COPD 7.Acute Coronary Syndrome – reduction of door to thrombolysis 100% 35% 80% 30% 0 0 100% 2022 Target 5% 2022 2023 Target 5% 2023 Target Target 20% 20% 20% 20% 5% 20% 20% 20% 20 5% 100% 100% 40% 40% 40% 401 Programme Expenditure Table 7.
Consolidated programme expenditure estimates SR'000s 2019 Estimated Actual 2020 2021 2022 2023 Budget (Amendment) Revised Budget Budget Forecast Forecast Programmes P2: Hospital and Specialised Services 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 CAPITAL EXPENDITURE Non-financial Assets Building and Infrastructure Machinery and Equipment Other Fixed Assets Non-produced Assets 568,623 568,623 621,413 621,413 777,196 777,196 810,903 810,903 715,487 715,487 674,921 674,921 557,159 199,733 199,733 24,495 357,426 48,508 6,017 2,361 219,328 56,717 - 11,464 11,464 8,550 - - 2,913 539,777 230,055 230,055 18,545 309,721 34,711 3,084 2,020 191,489 59,873 - 81,636 81,636 54,200 - - 27,436 701,560 222,522 222,522 18,545 479,038 51,271 4,116 5,680 303,504 95,428 495 75,636 75,636 48,200 - - 27,436 660,481 251,765 251,765 16,226 408,716 33,896 2,750 5,038 247,585 87,660 15,561 150,422 150,422 150,422 - - - 664,034 255,120 255,120 15,788 408,914 33,901 2,950 5,380 246,598 87,798 16,500 51,453 51,453 51,453 - - - 667,163 255,277 255,277 15,788 411,886 34,421 3,150 5,400 248,698 87,929 16,500 7,758 7,758 7,758 - - - Total 568,623 621,413 777,196 810,903 715,487 674,921 Programme 3: Community Curative and Preventive Services The purpose of the programme is to bring preventive and curative health services closer to the people at district and regional levels.
The services include medical consultations; out patients and emergency services; maternal health; family planning; pre-conception care; post-natal care; child health; immunisation; school health services; domiciliary care; public health; pharmaceutical dispensing; dental services; and other related activities.

Strategic Objectives and Measures The table below sets out the performance measures by which the programme will be monitoring the achievement of its strategic objectives.

402 Table 8.
402 Table 8.

Performance measures for programme P3: Community Curative and Preventive Services Outcome: 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: - Diabetes Mellitus - Hypertension - Leptospirosis - Gastroenteritis in children - Asthma 8.Reduction in incidences relating to patient safety 9.Increase in patient satisfaction relating to new appointment system in health centres 2019 Target Actual 2020 Amended Target 15% 95% 98% 100% 20% 20% 15% 95% 98% 100% 20% 39% 15% 90% 98% 100% 10% 10% 2021 Target 15% 90% 98% 100% 10% 10% 2022 Target 15% 95% 98% 100% 10% 10% 2023 Target 15% 100% 100% 100% 10% 10% 100% 100% 100% 100% 100% 100% New Initiative New Initiative N/A N/A 10% 50% 10% 50% 15% 50% 8% 75 Programme Expenditure Table 9.
Consolidated programme expenditure estimates SR'000s 2019 Estimated Actual 2020 2021 2022 2023 Budget (Amendment) Revised Budget Budget Forecast Forecast Programmes P3:Curative and Preventive Services 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 181,752 181,752 239,199 239,199 249,046 249,046 260,733 260,733 217,096 217,096 202,929 202,929 180,501 125,002 125,002 9,116 55,499 13,523 2,035 1,355 12,061 17,410 - 211,999 146,891 146,891 15,364 65,107 14,745 1,750 3,720 14,988 14,541 - 221,846 149,772 149,772 15,364 200,100 145,155 145,155 7,323 72,073 16,869 2,900 4,560 15,609 16,772 - SR'000s CAPITAL EXPENDITURE Non-financial Assets Building and Infrastructure Machinery and Equipment Other Fixed Assets Non-produced Assets 2019 Estimated Actual 2020 2021 2022 2023 Budget (Amendment) Revised Budget Budget Forecast Forecast 1,251 1,251 1,251 - - - 27,200 27,200 27,200 - - - 27,200 27,200 27,200 - - - 60,632 60,632 60,632 - - - 18,132 18,132 18,132 - - - 3,022 3,022 3,022 - - - Total 181,752 239,199 249,046 260,733 217,096 202,929 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, transport, and porter services.

Performance measures are not set for Programme 4 in the current PPBB Statement, as the nature of its outputs are primarily process driven with an internal delivery focus.
However, the HCA recognises that improvements can be made to these important services and will endeavour to set performance measures in future PPBB statements.

Programme Expenditure Table 10.
Consolidated programme expenditure estimates SR'000s Programmes P4: Health Support Services 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 2019 Estimated Actual 2020 2021 2022 2023 Budget (Amendment) Revised Budget Budget Forecast Forecast SR'000s CAPITAL EXPENDITURE Non-financial Assets Building and Infrastructure Machinery and Equipment Other Fixed Assets Non-produced Assets 2019 Estimated Actual 2020 2021 2022 2023 Budget (Amendment) Revised Budget Budget Forecast Forecast - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - Total 97,044 115,437 135,193 118,857 120,349 120,320 405 Public Health Authority 1.
Budget Summary Consolidated Position 2021 2022 2023 SR'000s Total to be appropriated Compensation of Employees Use of Goods and Services Capital Forecast Forecast P1: Governance, Management and Administration P2: Public Health Protection Total 9,677 5,358 4,319 51,025 60,702 39,013 44,371 12,012 16,331 - - - 9,649 51,664 61,313 9,674 51,384 61,058 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 evaluates all health-related services and ensures they adhere to good practices in the interest of the general public.
Major Achievements in 2019 and 2020  Managed to prevent widespread transmission of COVID-19 in the country;  Equipped Public Health Laboratory with new equipment and is able to test for COVID-19 virus with a turnaround time of less than 24 hours;  Despite main focus being on COVID-19 there was no stock out of medicines and human immunodeficiency virus (HIV), pulmonary tuberculosis (PTB) patients still had access to care;  Continued with the standard activities of the other programmes;  Set up of Public Health Emergency Operations Centre; and  Ensured that all regulatory boards/entities under PHA remained on track with targets.
Current Challenges Inability to fund essential preventive work or expand existing work;   Transport to facilitate field work as Public Health Officers are presently still using public transport for community field work;  Frequent stock out of essential items like reagents and cleaning materials due to delays of payment and long procedures;  Slow progress on the construction of an isolation unit to accommodate patients in the event of serious outbreaks such COVID-19 due to long and tedious procurement procedures;  Failure to attract quality staff that can assist in the implementation of the PHA plans and targets because the salary package is not attractive enough; and  Most units are understaffed and staff are multi-tasking without commensurate compensation.
406 Strategic Priorities 2021 to 2023 Implement the National response plan for COVID-19;   Ensure that there is no stock out of reagents kits and consumables;  Construct and furbish the new Public Health Laboratory and Isolation Centre;   Ensure that there is continuity of other services despite the challenge of COVID-19; and  Support the COVID-19 vaccination strategy.

Implement and provide training for the new Integrated Disease Surveillance Response Guidelines; 3.

Budget Overview Revenue Table 1.


Revenue 2019 Estimated Actual 53,522 53,522 53,522 2020 2021 2022 2023 Budget (Amendment) Revised Budget Budget Forecast Forecast 59,564 59,564 59,564 61,713 61,713 61,713 60,702 60,702 60,702 61,313 61,313 61,313 61,058 61,058 61,058 SR'000s Consolidated Fund Main appropriation Total Table 2.

Consolidated Expenditure Estimates Table 3.
Consolidated expenditure estimates SR'000s 2019 2020 2021 2022 2023 Estimated Actual Budget (Amendment) Revised Budget Budget Forecast Forecast Programmes P1:Governance, Management and Administration P2:Public Health Protection 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 SR'000s 2019 2020 2021 2022 2023 Estimated Actual Budget (Amendment) Revised Budget Budget Forecast Forecast CAPITAL EXPENDITURE Non-financial Assets Building and Infrastructure Machinery and Equipment Other Fixed Assets Non-produced Assets 2,423 2,423 - - - 2,423 1,143 1,143 - - - 1,143 - - - - - - - - - - - - - - - - - - - - - - - - Total 53,522 59,564 61,713 60,702 61,313 61,058 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 Table 4.
Consolidated programme expenditure estimates SR'000s 2019 Estimated Actual 2020 2021 2022 2023 Budget (Amendment) Revised Budget Budget Forecast Forecast Programmes P1: Governance, Management and Administration 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 10,927 10,927 11,895 11,060 11,895 11,060 8,665 4,311 4,311 - 4,354 1,293 222 434 30 2,292 82 11,895 5,495 5,495 - 11,060 6,160 6,160 - 6,400 1,233 269 380 78 4,280 160 4,900 1,233 269 380 78 2,780 160 9,677 9,677 9,677 5,358 5,358 - 4,319 1,233 269 380 78 2,199 160 9,649 9,649 9,649 5,330 5,330 - 4,319 1,233 269 380 78 2,199 160 9,674 9,674 9,674 5,355 5,355 - 4,319 1,233 269 380 78 2,199 160 408 SR'000s CAPITAL EXPENDITURE Non-financial Assets Building and Infrastructure Machinery and Equipment Other Fixed Assets Non-produced Assets 2019 Estimated Actual 2,262 2,262 - - - 2,262 2020 2021 2022 2023 Budget (Amendment) Revised Budget Budget Forecast Forecast - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - Total 10,927 11,895 11,060 9,677 9,649 9,674 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.
It ensures pharmaceuticals, medicinal products and pesticides meet the quality standards set out in legislation; and  Sub-programme 2 Disease Control: Promotes measures to protect the health of the nation, including environmental health services, the prevention of communicable diseases such as water- borne, vector- borne and sexually transmitted diseases amongst others, as well as the control of non-communicable diseases.
Strategic Objectives and Measures The table below sets out the performance measures by which the programme will be monitoring the achievement of its strategic objective Table 5.

P2: Public Health Protection Performance measures for programme Outcome Reduce premature deaths attributed to both communicable and non-communicable diseases Outcome indicator 2019 Target Actual 2020 Amended Target 2021 Target 2022 Target 2023 Target 1.
Annual aggregated reduction in communicable disease rate (which includes, HIV, Tuberculosis, tropical diseases; Hepatitis, water-borne diseases and other communicable diseases) 2. in premature mortality from non- communicable diseases reduction Annual 5% 3% - - 5% 5% 5% 5% 3% 3% 3% 3% 409 Programme Expenditure Table 6.
Consolidated programme expenditure estimates SR'000s 2019 Estimated Actual 2020 2021 2022 2023 Budget (Amendment) Revised Budget Budget Forecast Forecast Programmes SP1: Public Health Enforcement SP2: Disease Control 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 CAPITAL EXPENDITURE Non-financial Assets Building and Infrastructure Machinery and Equipment Other Fixed Assets Non-produced Assets 26,736 15,858 42,594 42,433 31,764 31,764 665 10,669 1,020 542 249 7,003 5 1,186 161 161 - - - 161 29,663 18,006 47,669 31,789 18,864 50,654 46,527 35,576 35,576 672 10,950 870 684 247 6,967 91 1,420 1,143 1,143 - - - 1,143 50,654 37,060 37,060 672 13,593 870 684 247 9,609 91 1,420 - - - - - - 33,526 17,499 51,025 51,025 39,013 39,013 486 12,012 941 684 247 8,163 71 1,420 - - - - - - 33,901 17,764 51,664 51,664 39,665 39,665 473 11,999 941 684 247 8,163 71 1,420 - - - - - - 33,736 17,648 51,384 51,384 39,385 39,385 473 11,999 941 684 247 8,163 71 1,420 - - - - - - Total 42,594 47,669 50,654 51,025 51,664 51,384 Main economic classification by sub-programme SR'000s SP1: Public Health Enforcement Compensation of Employees Use of Goods and Services Non-financial Assets SP2: Disease Control Compensation of Employees Use of Goods and Services Non-financial Assets 2019 Estimated Actual 26,736 20,443 6,293 - 15,858 11,320 4,376 161 2020 2021 2022 2023 Budget (Amendment) 29,663 22,435 7,228 - 18,006 13,141 3,723 1,143 Revised Budget 31,789 23,061 8,728 - 18,864 13,999 4,865 - Budget Forecast Forecast 33,526 26,450 7,076 - 17,499 12,563 4,936 - 33,901 26,838 7,063 - 17,764 12,828 4,936 - 33,736 26,673 7,063 - 17,648 12,712 4,936 - 410 Seychelles Nurses and Midwives Council 1.
Budget Summary Consolidated Position SR'000s P1: Nursing and Midwifery Professional Services Total 2021 2022 2023 Total to be appropriated Compensation of Employees Use of Goods and Services Capital Forecast Forecast 1,396 1,396 936 936 459 459 - - 1,378 1,378 1,378 1,378 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 nursing and midwifery practices.
Major Achievements in 2019 and 2020  Renewed the practice license of 99% of nurses and midwives in 2019 and 95% in 2020;  Conducted induction session and orientation for 15 locally trained registered nurses, and 45 registered expatriate nurses;  Completed three investigations on cases of alleged misconduct; and  Obtained sponsorship for online continuous professional development (CPD) from Commonwealth of Learning for 700 nurses/midwives which helps nurses to keep abreast of best practices and to improve quality of care.
Current challenges  Absence of clearly defined criteria in the Act for potential councillors to be selected (Nurses and Midwives) and lack of consultation with registrar and other nursing pillars when new councillors are appointed, which results in weak professional capacity for decision making;  Delay in the development of professional practice standards;  Delays in the progress of the nurses and midwifery profession due to lack of clear guidelines and  weak collaboration with key stakeholders on essential matters guiding the profession; Inadequate consultation amongst key partners prevents timely decision making and results in disorganised outcomes; 411  Resources to accommodate the increasing service demand for regulatory processes at the Council Secretariat, e.g.
processing of registration and other associated professional activities for foreign and locally trained nurses and midwives;  Poor standard of infrastructure to house the Council office which is overcrowded and cannot accommodate social distancing; and  Delay in initiating policy for return to practice programme.
Strategic Priorities 2021 to 2023  Monitor and support practicing nurses and midwives in the implementation of the National Continuous Professional Development (CPD) framework for nurses and midwives;  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; Implement a licensing examination policy for nurses trained locally and abroad in 2021;   Continue development of scopes of practice for the different specialities in the nursing profession to meet legal requirement in the provision of care;  Develop a framework/or policy for implementation of return to practice;  Complete the development of professional practice standards in 2021; and  Strengthen reflective practices in nursing and midwifery using different approaches.
3.

Budget Overview Revenue Table 1.

Revenue SR'000s Consolidated Fund Main appropriation Total 2019 Estimated Actual 2020 2021 2022 2023 Budget (Amendment) Revised Budget Budget Forecast Forecast 1,322 1,322 1,322 1,506 1,506 1,506 1,506 1,506 1,506 1,396 1,396 1,396 1,378 1,378 1,378 1,378 1,378 1,378 Consolidated Expenditure Estimates Table 2.
Consolidated expenditure estimates SR'000s 2019 2020 2021 2022 2023 Estimated Actual Budget (Amendment) Revised Budget Budget Forecast Forecast Programmes P1: Nursing and Midwifery Professional Services Programme Total 1,322 1,322 1,506 1,506 1,506 1,506 1,396 1,396 1,378 1,378 1,378 1,378 412 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 2019 2020 2021 2022 2023 Estimated Actual Budget (Amendment) Revised Budget Budget Forecast Forecast 1,322 863 863 - 460 46 28 - - 386 - - - - - - - 1,506 982 982 - 523 61 4 - - 458 - - - - - - - 1,506 982 982 - 523 55 4 - 0 460 3 - - - - - - 1,396 936 936 - 459 64 6 - - 390 - - - - - - - 1,378 921 921 - 456 61 6 - - 390 - - - - - - - 1,378 921 921 - 456 61 6 - - 390 - - - - - - - Total 1,322 1,506 1,506 1,396 1,378 1,378 4.
Programme Performance Programme1: Nursing and Midwifery Professional Services The purpose of the programme is to regulate the nursing and midwifery 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 of development in the professions.
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; and 413  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.
Strategic objectives and measures The table below sets out the performance measures by which the programme will be addressing its strategic priorities.

Table 3.

Performance measures for programme P1: Nursing and Midwifery Professional Services Outcome: Improved level of safety and quality in patient/client care Outcome indicator 1.

% of practicing 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 2019 2020 2021 2022 2023 Target Actual Amended Target Target Target Target Target Actual Amended Target Target Target Target SP1: Administrative services 1.Number of newly registered added to the databases 2.Number of applications for change of names 3.Number of financial transactions 20 5 200 28 15 485 20 6 174 SP 2: 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 4.

Number of audited health settings 5.

Number of scopes for practice developed (reviewed and approved) Outcome: Outcome indicator 1.

% of practicing 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 Programme Expenditure Improved professionalism in the Nursing/Midwifery Services 2021 Target 2020 Amended Target Target Actual 2019 2022 Target 2023 Target 60% 97% 55% 60% 65% 90% 2019 Target Actual 2020 Amended Target 2021 Target 2022 Target 2023 Target SP2: Regulatory Services 310 100 10 3 550 82 26 3 295 100 10 3 307 135 5 4 324 145 5 3 500 80 15 3 Table 4.
Consolidated programme expenditure estimates SR'000s Programmes SP1: Administrative Services SP2: Regulatory Services 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 CAPITAL EXPENDITURE Non-financial Assets Building and Infrastructure Machinery and Equipment Other Fixed Assets Non-produced Assets 2019 Estimated Actual 2020 2021 2022 2023 Budget (Amendment) Revised Budget Budget Forecast Forecast 920 403 1,322 1,322 863 863 - 460 46 28 - - 386 - - - - - - - 1,014 491 1,506 1,506 982 982 - 523 61 4 - - 458 - - - - - - - 1,014 492 1,506 1,506 982 982 - 523 55 4 - 0 460 3 - - - - - - 974 422 1,396 1,396 936 936 - 459 64 6 - - 390 - - - - - - - 957 420 1,378 1,378 921 921 - 456 61 6 - - 390 - - - - - - - 957 420 1,378 1,378 921 921 - 456 61 6 - - 390 - - - - - - - Total 1,322 1,506 1,506 1,396 1,378 1,378 415 Main economic classification by sub-programme SR'000s SP1: ADMINISTRATIVE SERVICES Compensation of Employees Use of Goods and Services Non-financial Assets SP2: REGULATORY SERVICES Compensation of Employees Use of Goods and Services Non-financial Assets 2019 Estimated Actual 920 863 57 - 403 - 403 - 2020 2021 2022 2023 Budget (Amendment) 1,014 982 32 - 491 - 491 - Revised Budget 1,014 982 32 - 492 - 492 - Budget Forecast Forecast 974 936 38 - 422 - 422 - 957 921 36 - 420 - 420 - 957 921 36 - 420 - 420 - 416 Health Professionals Council 1.
Budget Summary Consolidated Position SR'000s P 1: Regulatory Services Total 2021 2022 2023 Total to be appropriated 1,160 1,160 Compensation of Employees 137 137 Use of Goods and Services 1,023 1,023 Capital Forecast Forecast - - 1,054 1,054 1,054 1,054 2.

Strategic Overview of Entity Mandate The mandate of the Health Professionals 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.
Major Achievements in 2019 and 2020  Implemented the Allied Health Continuing Professional Development Framework to better equip Allied Health Professionals (AHPs) with additional technical know-how and foster self-learning; Improved monitoring of AHPs practicing and ensure registration;   Customised workshops for AHPs as part of continuous professional development in an attempt to improve service delivery further; Implemented scopes of practices for regulated cadres;   Developed and enforced standard operating procedures for the HPC;  Formulated a policy paper for revision of HPC Act; and  Organised e-voting process to meet the requirements of HPC election as per the Act.
Current Challenges  Insufficient permanent human resources in the HPC office for optimal monitoring of AHP practices and enforcement of regulations (both regulatory and statutory) due to the increase each year in the number of cadres to be regulated;  Sporadic non-compliance by external entities in ensuring that AHPs register with the HPC prior to employment; Increasing overheads due to increased number of registrants; and   Activities planned have to be put on hold due to the COVID-19 pandemic.
417 Strategic Priorities 2021 to 2023  Increase monitoring of Allied Health services in both government and private institutions through enhanced manpower support;  Educate AHPs and consumers on the mandate and role of the HPC;  Foster good partnerships between the HPC and its stakeholders to further strengthen compliance to regulatory and statutory standards;  Protect service users through increased visibility of the HPC as a health and legal entity; and  Optimise financial planning and budget management with the limited resources whilst ensuring that the set targets of the Council remain achievable.
3.

Budget Overview Revenue Table 1.

Revenue SR'000s Consolidated Fund Main appropriation Total 2019 Estimated Actual 1,103 1,103 1,103 2020 2021 2022 2023 Budget (Amendment) Revised Budget Budget Forecast Forecast 1,345 1,345 1,345 1,345 1,345 1,345 1,160 1,160 1,160 1,054 1,054 1,054 1,054 1,054 1,054 Consolidated Expenditure Estimates Table 2.
Consolidated expenditure estimates SR'000s Programmes P 1: Regulatory Services 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 2019 2020 2021 2022 2023 Estimated Actual Budget (Amendment) Revised Budget Budget Forecast Forecast 1,103 1,103 1,103 122 122 - 982 149 35 4 - 793 - 1,345 1,345 1,345 148 148 - 1,196 176 20 6 - 994 - 1,345 1,345 1,345 148 148 - 1,196 221 20 6 - 949 - 1,160 1,160 1,160 137 137 - 1,023 178 33 6 - 806 - 1,054 1,054 1,054 137 137 - 917 178 33 6 - 700 - 1,054 1,054 1,054 137 137 - 917 178 33 6 - 700 - 418 SR'000s CAPITAL EXPENDITURE Non-financial Assets Building and Infrastructure Machinery and Equipment Other Fixed Assets Non-produced Assets 2019 Estimated Actual - - - - - - 2020 2021 2022 2023 Budget (Amendment) - - - - - - Revised Budget - - - - - - Budget Forecast Forecast - - - - - - - - - - - - - - - - - - Total 1,103 1,345 1,345 1,160 1,054 1,054 4.
Programme Performance Programme 1: Governance, Management and Administration The purpose of the programme is to register and monitor the competencies of Allied Health Professionals (AHPs) in Seychelles.

The HPC regulates the performance of AHPs to promote and uphold the highest possible standard of their practices.

The HPC also has the mandate to inquire into allegations of professional misconduct and malpractice by Allied Health Professionals 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: Establishes effective mechanism to ensure that the HPC is seen as a credible organisation and that its rules and regulations are enforced and 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: Provides in-service training to keep AHPs abreast with developments in their respective fields.

Strategic Objectives and Measures The table below sets out the performance measures by which the programme will be monitoring the achievement of its strategic objectives.

419 Table 3.
Performance measures for programme P1: Governance, Management and Administration Outcome To protect the public by promoting the highest professional standards of allied health Outcome Indicator 1.% of practicing allied health professionals registered to practice Contributing indicators 1.% of allied health services visited 2.% of registered allied health professionals undertaking CPD 2019 Target Actual 2020 Amended Target 2021 Target 2022 Target 85% 85% 90% 90% 95% 2019 Target Actual 2020 Amended Target SP1: Enforcement and Legislation 2021 Target 2022 Target 2023 Target 95% 2022 Target 50% 50% 60% 65% 70% 75% SP2: Capacity Building Facilitation 60% 60% 70% 80% 9% 90% Programme Expenditure Table 4.
Consolidated programme expenditure estimates SR'000s Programmes SP1: Enforcement and Legislation SP2:Capacity Building Facilitation 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 2019 Estimated Actual 2020 2021 2022 2023 Budget (Amendment) Revised Budget Budget Forecast Forecast 872 231 1,103 1,103 122 122 - 982 149 35 4 - 793 - 1,236 108 1,345 1,345 148 148 - 1,196 176 20 6 - 994 - 1,236 108 1,345 1,345 148 148 - 1,196 221 20 6 - 949 - 1,043 117 1,160 1,160 137 137 - 1,023 178 33 6 - 806 - 937 117 1,054 1,054 137 137 - 917 178 33 6 - 700 - 937 117 1,054 1,054 137 137 - 917 178 33 6 - 700 - 420 SR'000s 2019 Estimated Actual 2020 2021 2022 2023 Budget (Amendment) Revised Budget Budget Forecast Forecast CAPITAL EXPENDITURE Non-financial Assets Building and Infrastructure Machinery and Equipment Other Fixed Assets Non-produced Assets - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - Total 1,103 1,345 1,345 1,160 1,054 1,054 Main economic classification by sub-programme SR'000s SP1: Enforcement and Legislation Compensation of Employees Use of Goods and Services Non-financial Assets SP2:Capacity Building Facilitation Compensation of Employees Use of Goods and Services Non-financial Assets 2019 Estimated Actual 872 122 751 - 231 - 231 - 2020 2021 2022 2023 Budget (Amendment) 1,236 148 1,088 - 108 - 108 - Revised Budget 1,236 148 1,088 - 108 - 108 - Budget Forecast Forecast 1,043 137 906 - 117 - 117 - 937 137 800 - 117 - 117 - 937 137 800 - 117 - 117 - 421 National AIDS Council 1.
Budget Summary Consolidated Position SR'000s P1: National Coordination, Advocacy and Awareness Raising Total 2021 2022 2023 Total to be appropriated Compensation of Employees Use of Goods and Services Capital Forecast Forecast 3,704 3,704 1,374 1,374 2,330 2,330 - - 3,726 3,726 3,711 3,711 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.
Major Achievements in 2019 and 2020  Held consultations with stakeholders to develop and validate the HIV and AIDS National Strategic  Plan 2019–2023; Implemented activities within the context of World AIDS Day 2019 Campaign (Know Your Status) including ongoing advocacy for key populations (female sex workers, intravenous drug users, men who have sex with men, prison inmates), and a sensitisation training for health care workers;  Finalised the Southern African Development Community (SADC) Female Sex Workers Regional Project and report;  Submitted the Global AIDS Reporting Progress Report on time, had it validated by the Joint United Nations Programme on HIV and AIDS (UNAIDS) and the report currently appears on the UNAIDS website;  Allocated funds to organisations outside the National AIDS Council, including non-governmental organisations and the Ministry of Health, to build capacity of these partners and stakeholders to disseminate information and raise awareness on HIV and AIDS to the general public;  Promoted, supplied and distributed condoms and lubricants in non-health non-traditional outlets (about 75,000 condoms from January to December 2019);  Participated in educational prevention campaigns for HIV and Hepatitis including ABCs of safer sex and on World Hepatitis Day;  Conducted a national forum on HIV and AIDS; and  Launched the National Strategic Plan (NSP) and the Monitoring and Evaluation Framework and drafted an Operational Plan.
422 Current Challenges  Limited human and financial resources are a challenge to delivering on NAC’s functions and activities;  Outdated and low quality data, as well as poor data management by partners and stakeholders impede decision making; and  Limited dialogue between NAC and stakeholders results in crucial information being unavailable for decision making, and affects effective co-ordination of projects.
Strategic Priorities 2021 to 2023  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;  Commission HIV community testing and surveys in general and key populations to establish HIV prevalence, knowledge, attitudes, practices and behaviours in these groups;  Advocate and raise awareness on pertinent issues in line with global and national strategies for prevention and care; and  Co-ordinate and implement regional projects and programmes, namely SADC Regional projects and United Nations Population Fund (UNFPA) national programme evolving from the UN National Strategic Partnership Framework.
3.

Budget Overview Revenue Table 5.

Revenue SR'000s Consolidated Fund Main appropriation Total 2019 Estimated Actual 3,310 3,310 3,310 2020 2021 2022 2023 Budget (Amendment) 4,065 4,065 4,065 Revised Budget 4,047 4,047 4,047 Budget Forecast Forecast 3,704 3,704 3,704 3,726 3,726 3,726 3,711 3,711 3,711 423 Consolidated Expenditure Estimates Table 6.
Consolidated expenditure estimates SR'000s 2019 Estimated Actual 2020 2021 2022 2023 Budget (Amendment) Revised Budget Budget Forecast Forecast Programmes P1: National Coordination, Advocacy and Awareness Raising 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 CAPITAL EXPENDITURE Non-financial Assets Building and Infrastructure Machinery and Equipment Other Fixed Assets Non-produced Assets 3,310 3,310 3,292 1,453 1,453 - 1,839 219 33 35 1 1,538 11 18 18 - - - 18 4,065 4,065 4,047 4,047 4,065 1,537 1,537 - 2,528 229 16 52 2 2,217 13 - - - - - - 4,047 1,537 1,537 - 2,509 238 15 40 2 2,190 24 - - - - - - 3,704 3,704 3,704 1,374 1,374 - 2,330 294 18 101 2 1,891 26 - - - - - - 3,726 3,726 3,726 1,403 1,403 - 2,323 296 18 101 2 1,881 26 - - - - - - 3,711 3,711 3,711 1,388 1,388 - 2,323 296 18 101 2 1,881 26 - - - - - - Total 3,310 4,065 4,047 3,704 3,726 3,711 4.
Programme Performance Programme 1: National Co-ordination, Advocacy and Awareness Raising The purpose of the National Co-ordination, Advocacy and Awareness Raising programme is to ensure the efficient management of the activities, funds, staff and property of NAC.

Strategic objectives and measures The table below sets out the performance measures by which the programme will be addressing its strategic priorities.

424 Table 7.
424 Table 7.

Performance measures for programme P1: National Co-ordination, Advocacy and Awareness Raising Outcome 13% reduction in AIDS related deaths by 2022 Outcome indicator 1.

Total number of people who have died from AIDS related causes per 100,000 population Contributing indicators 1.

Percentage of persons living with HIV known to be still on antiretroviral treatment 12 months after starting 2.
Percentage of people living with HIV with initial CD4 cell count less than 200 cells/mm3 2019 Target Actual 2020 Amended Target 2021 Target 2022 Target 2023 Target 16% 16.4% 16% 15% 13% 10% 2019 Target Actual 2020 Amended Target 2021 Target 2022 Target 2023 Target 95% 89% 95% 95% 96% 95% 14% 9% 14% 13% 12% 10% 425 Seychelles Medical and Dental Council 1.
Budget Summary Consolidated Position SR'000s P1:Registration and Professional Development Total 2021 2022 2023 Total to be appropriated Compensation of Employees Use of Goods and Services Capital Forecast Forecast 788 788 290 290 498 498 - - 678 678 668 668 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.
Its primary purpose is to protect the public by regulating the practice of medicine and dentistry in Seychelles.

It registers practitioners, regulates professional conduct and facilitates continuous medical and dental education.

In addition, it investigates and acts upon allegations of professional misconduct and malpractice.
Major Achievements in 2019 and 2020  Reviewed the current disciplinary procedures with recommendations for the setting up of a medical practitioners’ tribunal service; and  Completed review of the Medical Practitioners and Dentists Act 1994 with recommendations for legislative, policy and organisational reforms.
Current Challenges  The SMDC is managing an increase in the number of applications for registrations by practitioners from different countries and council jurisdictions within the framework of an outdated Medical Practitioners and Dentists Act, in particular the increase in the number of applications from Western Africa;  Registration with the SMDC by practitioners from different countries is being used to enhance personal résumés and applicants have no interest in working in Seychelles; and  The SMDC is receiving more hearsay evidence of alleged malpractice and unprofessional behaviour on the part of specific practitioners while the powers of the Council to investigate in these cases are severely restricted under the current legislation, hence the urgent need to repeal and replace the existing legislation.
Strategic Priorities 2021 to 2023  Repeal and replace the Medical Practitioners and Dentists Act 1994;  Build partnerships with other regulatory bodies in health (Seychelles Nurses and Midwives Council, Health Professionals Council, Complementary Health Board, Public Health Authority) to ensure care quality and safety for all citizens; and  Review registration and licensing criteria to include proof of continuous professional development.

426 3.

Budget Overview Revenue Table 1.


Revenue SR'000s Consolidated Fund Main appropriation Total 2019 Estimated Actual 2020 2021 2022 2023 Budget (Amendment) Revised Budget Budget Forecast Forecast 862 862 862 1,159 1,159 1,159 1,159 1,159 1,159 788 788 788 678 678 678 668 668 668 Current Receipts Table 2.
Current receipts SR'000s Receipts transferred to Consolidated Fund Registration Fee TOTAL 2019 2020 2021 2022 2023 Estimated Actual Budget Amendment Revised Budget Budget Forecast Forecast - - 350 350 350 350 370 370 370 370 371 371 Consolidated Expenditure Estimates Table 3.
Consolidated expenditure estimates SR'000s Programmes P1:Registration and Professional Development 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 2019 2020 2021 2022 2023 Estimated Actual Budget (Amendment) Revised Budget Budget Forecast Forecast 862 862 862 287 287 - 575 40 - - - 535 - 1,159 1,159 1,159 309 309 - 850 49 - - - 801 - 1,159 1,159 1,159 309 309 - 850 49 - - - 801 - 788 788 788 290 290 - 498 49 - - - 448 - 678 678 678 300 300 - 378 54 - - - 323 - 668 668 668 290 290 - 378 54 - - - 323 - 427 SR'000s CAPITAL EXPENDITURE Non-financial Assets Building and Infrastructure Machinery and Equipment Other Fixed Assets Non-produced Assets 2019 2020 2021 2022 2023 Estimated Actual Budget (Amendment) - - - - - - - - - - - - Revised Budget - - - - - - Budget Forecast Forecast - - - - - - - - - - - - - - - - - - Total 862 1,159 1,159 788 678 668 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.
Strategic Objectives and Measures The table below sets out the performance measures by which the programme will be monitoring the achievement of its strategic objectives.

Table 4.
Performance measures for programme P1:Registration and Professional Development Outcome Outcome indicator 1.% applications resolved within 4 weeks Outcome Outcome indicator Improved Registration Process 2019 Target Actual 2020 Amended Target 2021 2022 2023 Target Target Target 50% 60% 75% 75% 80% 80% Timely Resolution of Complaints 2019 Target Actual 2020 Amended Target 60% 2021 2022 2023 Target Target Target 75% 80% 80% 1.% applications resolved within 3 months 60% 0% 428 Agency for the Prevention of Drug Abuse and Rehabilitation 1.
Budget Summary Consolidated Position SR'000s P1:Governance, Management and Administration P2:Prevention and Education P3:Treatment and Rehabilitation P4:Community Support Services Total 2021 2022 2023 Total to be appropriated Compensation of Employees Use of Goods and Services Capital Forecast Forecast 46,079 1,734 22,972 7,576 78,362 6,100 1,380 9,794 1,610 18,884 5,481 354 10,495 5,966 22,297 34,498 - 2,683 - 37,181 45,507 1,741 20,280 7,476 75,005 13,035 1,751 20,321 7,476 42,583 2.
Strategic Overview of Entity Mandate The mandate of the Agency for Prevention of Drug Abuse and Rehabilitation (APDAR) is to improve the national co-ordination 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, and also to reduce the adverse health, social and economic consequences associated with drug use by providing treatment and rehabilitation services.
Major Achievements in 2019 and 2020 Increased number of clients on treatment programmes; Increased manpower and capacity building;    Established an online excel record system for the Methadone Maintenance Programme;  Decreased criminality, unemployment, incidence of HIV-AIDS and increased social status of the clients (proxy indicators received from relevant ministries);  Decentralised the Methadone dispensing service offered by the Agency;  Established the Medically Assisted Treatment Clinics on Mahé and Praslin;  Greater acceptance of the Methadone Maintenance Programme by the clients and the general public; and Increased retention rate in the Methadone Maintenance Programme.
 Current Challenges  Shortage of specialised manpower significantly impairs the Agency’s ability to give specific treatment;  Training in substance abuse is not available locally;  Stigmatisation (negative perception of society vis-à-vis clients) leads to reluctance of some drug users to seek treatment;  Continuity in treatment/aftercare services due to lack of co-operation from employers;  Delay in service delivery due to government bureaucracies; and 429  Delay in introduction and implementation of some policies and programmes (e.g.
policy for management of opioid use in pregnancy, School-based prevention framework, and Action Plan of the National Drug Control Master Plan) due to budget cuts as part of the measures against the COVID- 19 pandemic.
Strategic Priorities 2021 to 2023 Implement a successful residential drug rehabilitation programme; Increase the number of clients on existing and new treatment and rehabilitation programmes;  Construct a Drug Rehabilitation Village that will accommodate up to 100 patients;    Develop and maintain a national database for statistics on reported cases of drugs and alcohol abuse;    Formulate drug related National Standards;  Ensure effective planning and implementation of programmes and activities of the Agency; and  Introduce the policy for management of opioid use in pregnancy; Implement the School-based prevention framework; Implement an action plan in line with the National Drug Control Master Plan.
3.

Budget Overview Revenue Table 1.

Revenue SR'000s Consolidated Fund Main appropriation Total 2019 Estimated Actual 47,257 47,257 47,257 2020 2021 2022 2023 Budget (Amendment) Revised Budget Budget Forecast Forecast 68,492 68,492 68,492 49,952 49,952 49,952 78,362 78,362 78,362 75,005 75,005 75,005 42,583 42,583 42,583 Consolidated Expenditure Estimates Table 2.
Consolidated expenditure estimates SR'000s 2019 Estimated Actual 2020 2021 2022 2023 Budget (Amendment) Revised Budget Budget Forecast Forecast Programmes P1:Governance, Management and Administration P2:Prevention and Education P3:Treatment and Rehabilitation P4:Community Support Services Programme Total Economic Classification CURRENT EXPENDITURE Compensation of Employees Wages and Salaries in Cash Wages and Salaries in Kind SR'000s 2019 Estimated Actual 2020 2021 2022 2023 Budget (Amendment) Revised Budget Budget Forecast Forecast Use of 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 29,038 3,775 2,712 1,491 10,173 9,226 278 - - - - - - 25,904 4,097 2,317 1,120 5,248 11,123 499 23,125 23,125 23,125 - - - 28,988 4,248 2,092 1,131 6,059 13,253 370 1,500 1,500 1,500 - - - 22,297 4,166 1,766 1,122 4,906 8,608 397 37,181 37,181 37,181 - - - 22,160 4,122 1,700 1,122 4,916 8,607 397 33,975 33,975 33,975 - - - 22,164 4,122 1,698 1,122 4,916 8,613 397 1,509 1,509 1,509 - - - Total 47,257 68,492 49,952 78,362 75,005 42,583 4.
Programme Performance Programme 1: Governance Management and Administration The purpose of the programme is to provide good governance, accountability and transparency which are key to the fruitful and successful operation of the Agency.

Table 3.
Consolidated programme expenditure estimates SR'000s Programmes P1:Governance, Management and Administration 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 2019 Estimated Actual 2020 2021 2022 2023 Budget (Amendment) Revised Budget Budget Forecast Forecast 14,549 14,549 14,549 5,801 5,801 - 8,748 1,267 904 427 5,641 509 - 37,335 13,406 37,335 13,406 14,210 6,069 6,069 - 13,406 5,524 5,524 - 8,141 1,155 845 304 - 5,536 302 7,882 1,099 781 362 - 5,438 202 46,079 46,079 11,581 6,100 6,100 - 5,481 1,074 630 362 - 3,188 228 45,507 45,507 11,532 6,095 6,095 - 5,438 1,073 588 362 - 3,186 228 13,035 13,035 11,526 6,095 6,095 - 5,431 1,073 586 352 - 3,192 228 431 SR'000s CAPITAL EXPENDITURE Non-financial Assets Building and Infrastructure Machinery and Equipment Other Fixed Assets Non-produced Assets 2019 Estimated Actual 2020 2021 2022 2023 Budget (Amendment) Revised Budget Budget Forecast Forecast - - - - - - 23,125 23,125 23,125 - - - - - - - - - 34,498 34,498 34,498 - - - 33,975 33,975 33,975 - - - 1,509 1,509 1,509 - - - Total 14,549 37,335 13,406 46,079 45,507 13,035 Programme 2: Prevention and Education The purpose of the programme is to prevent or delay the onset of drug use amongst young people.
Strategic Objectives and Measures The table below sets out the performance measures by which the programme will be monitoring the achievement of its strategic objectives.

Table 4.
Table 4.

Performance measures for programme P2:Prevention and Education Outcome: Outcome indicator Increase targeted prevention programmes and intervention 2019 Target Actual 2020 Amended Target 2021 2022 2023 Target Target Target 1.Increase in number of educational and skills development programmes 50% 25% 50% 75% 90% 100% Programme Expenditure Table 5.
Consolidated programme expenditure estimates SR'000s Programmes P2:Prevention and Education Programme Total Economic Classification CURRENT EXPENDITURE Compensation of Employees Wages and Salaries in Cash Wages and Salaries in Kind 2019 Estimated Actual 2020 2021 2022 2023 Budget (Amendment) Revised Budget Budget Forecast Forecast 2,792 2,792 2,792 1,328 1,328 - 2,104 2,104 1,707 1,707 2,104 1,405 1,405 - 1,707 1,415 1,415 - 1,734 1,734 1,734 1,380 1,380 - 1,741 1,741 1,741 1,387 1,387 - 1,751 1,751 1,751 1,387 1,387 - 432 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 2019 Estimated Actual 1,464 371 180 9 - 895 9 - - - - - - 2020 2021 2022 2023 Budget (Amendment) 699 310 95 29 - 251 15 - - - - - - Revised Budget Budget Forecast Forecast 292 271 0 9 - 12 - - - - - - - 354 271 - - - 83 - - - - - - - 354 271 - - - 83 - - - - - - - 364 271 - 10 - 83 - - - - - - - Total 2,792 2,104 1,707 1,734 1,741 1,751 Programme 3: Treatment and Rehabilitation The purpose of the programme is to provide detoxification, maintenance and rehabilitation programmes with a view to stabilising patients physically, psychosocially and spiritually, and to provide skills acquisition to prepare the patient for re-integration into the work force and the community.
Strategic Objectives and Measures The table below sets out the performance measures by which the programme will be monitoring the achievement of its strategic objectives.

Table 6.

Performance measures for programme P3:Treatment and Rehabilitation Outcome: Increase the different programmes for treatment and rehabilitation Outcome indicator Recruitment Outcome indicator 1.
Percentage increase of clients on the different treatment and rehabilitation programmes 2019 Target Actual 50% 25% 2019 Target Actual 2020 Amended Target 50% 2020 Amended Target 2021 Target 75% 2021 2022 Target 85% 2022 Target Target 2023 Target 100% 2023 Target 30% 10 75% 85% 95% 100% 433 Outcome indicator 2019 Target Actual 2020 Amended Target 2021 Target 2022 Target 2023 Target 1.To decentralize and increase accessible services available to the clients 8 Locations 1 Location 8 Locations/ 1 Mobile vehicle and Medical Assisted Treatment (MAT) Clinic in the West Region 8 Locations/ 1 Mobile vehicle and Medical Assisted Treatment (MAT) Clinic in the West Region 8 Locations/ 1 Mobile vehicle and Medical Assisted Treatment (MAT) Clinic in the West Region 8 Locations/ 1 Mobile vehicle and Medical Assisted Treatment (MAT) Clinic in the West Region 2019 Target Actual 2020 Amended Target 2021 Target 2022 Target 2023 Target 30% 10% 75% 85% 95% 100% Contributing indicators 1.
Percentage increase of clients on the different treatment and rehabilitation programmes Programme Expenditure Table 7.
Consolidated programme expenditure estimates SR'000s 2019 Estimated Actual 2020 2021 2022 2023 Budget (Amendment) Revised Budget Budget Forecast Forecast Programmes P3:Treatment and Rehabilitation 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 CAPITAL EXPENDITURE Non-financial Assets Building and Infrastructure Machinery and Equipment Other Fixed Assets Non-produced Assets 21,185 21,185 20,803 20,803 25,819 25,819 22,972 22,972 20,280 20,280 20,321 20,321 21,185 9,234 9,234 - 11,950 1,208 611 855 3,613 5,526 136 - - - - - - 20,803 9,887 9,887 - 10,916 1,810 589 622 4,323 3,471 100 - - - - - - 24,319 10,211 10,211 - 14,107 1,864 642 553 5,134 5,805 110 1,500 1,500 1,500 - - - 20,289 9,794 9,794 - 10,495 1,857 582 553 3,981 3,412 110 2,683 2,683 2,683 - - - 20,280 9,769 9,769 - 10,512 1,864 582 553 3,991 3,412 110 - - - - - - 20,321 9,809 9,809 - 10,512 1,864 582 553 3,991 3,412 110 - - - - - - Total 21,185 20,803 25,819 22,972 20,280 20,321 434 Programme 4: Community Support Services The purpose of the programme is to provide ongoing community support during and after the rehabilitation programme to re-integrate patients back into society.
It aims to address 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, and responding to critical incidents, including family and other interpersonal violence in which drugs are implicated.
Strategic Objectives and Measures The table below sets out the performance measures by which the programme will be monitoring the achievement of its strategic objectives.

Table 8.
Performance measures for programme P4:Community Support Services Outcome: Increase the number of clients successfully rehabilitated To increase the number of clients in rehabilitation programmes 2019 Target Actual 2020 Amended Target 50% 20% 75% 2019 Target Actual 2020 Amended Target 2021 Target 80% 2021 2022 Target 85% 2022 Target Target 2023 Target 100% 2023 Target 10% 90% 20% 30% 50% 75% Outcome indicator 1.Percentage increase of successful clients Contributing indicators 2.Increase the number of vocational and skills development programmes Programme Expenditure Table 9.
Consolidated programme expenditure estimates 2019 2020 2021 2022 2023 SR'000s Estimated Actual Budget (Amendment) Revised Budget Budget Forecast Forecast Programmes P4:Community Support Services 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 SR'000s Estimated Actual Budget (Amendment) Revised Budget Budget Forecast Forecast CAPITAL EXPENDITURE Non-financial Assets Building and Infrastructure Machinery and Equipment Other Fixed Assets Non-produced Assets - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - Total 8,732 8,250 9,020 7,576 7,476 7,476 436 TRANSPORT PORTFOLIO 437 Department of Land Transport 1.
Budget Summary Consolidated Position 2021 2022 2023 SR'000s Total to be appropriated Compensation of Employees Use of Goods and Services Capital Forecast Forecast P1:Governance, Management and Administration P2:Project Planning and Development Control Total 8,312 1,146 9,458 4,125 1,007 5,132 4,187 139 4,326 - - - 8,323 8,326 1,222 9,545 1,202 9,528 2.
Strategic Overview of Entity Mandate The Department is responsible for ensuring a safe and reliable land transport system through the development and monitoring of policies; initiation of concept designs and monitoring of the enforcement by respective agencies.
Major Achievements in 2019 and 2020  Continue with the implementation of Road Safety Policy recommendations by the Road Safety Advisory Committee and implementing partners;  Road Safety Advisory Committee continued with on-going work;  Continued with research work and assessment studies regarding road safety on several roads, and submitted proposals to Seychelles Land Transport Agency (SLTA) for implementation;  Published, implementing, monitoring and assessing of the La Digue Land Transport.
 Continued with research work and consultation with taxi operators with the aim of improving the operation of the taxi services; also formulated a revised policy for taxi which will be submitted to cabinet in January 2021.
 Engaged transport service sectors, such as omnibus, car hire, taxi, pickup truck and plant hirers to  further review transport services to improve service delivery and the business environment; Increased the number of visits carried out on Mahé, Praslin and La Digue to curb unauthorized construction; due to COVID 19  Maintained the number of days taken to assess development planning applications from 14 days to 10 days;  Planned and designed major road projects to improve traffic circulation in and out of Victoria;  Finalized details for Anse La Mouche to Baie Lazare Road improvement (now awaiting way leave and implementation is expected to start in mid-March 2021) and Pasquere Road project on Praslin which is well underway  Compiled and worked on several amendments on the Road Transport Regulations.
 Planned and coordinated the school transport in view of COVID 19 and the restrictions imposed.

 Conducted over 10 training sessions on Mahe, Praslin and La Digue for taxis, Car Hire & Omnibus Operators regarding COVID 19 measures.
 Assessed and certified car hire, taxis and omnibus operators businesses and vehicles on Mahe, Praslin and La Digue:-  Taxis –  Car Hire –  Omnibus – 438 Current challenges  Embargo on recruitment and replacement of staff  COVID – 19 had really slowed down our performance and delayed several of our planned work  Recruiting and retaining qualified and specialized staff in transport policy areas, legislation and planning which has a direct impact on the quality of services and projects;  Obtaining data from relevant partners as there is a lack of legal mechanisms in place to get such organizations to provide this information;  Difficulty in addressing many of the road infrastructure policies and transport challenges, due to the inability to secure funds for research, traffic surveys, concept design of new roads and policy development;  Delays in the approval and implementation of land transport policies and amendment of respective legislation has an impact on service delivery, e.g.
the continued importation of motor vehicles and spare parts that are not in accordance with our country’s guidelines due to loopholes in the legislation, as well as find loopholes in other policies such as omnibus, car hire and taxis.

 However, we got staffing assistance from the SETS and URS schemes to assist with the duties of the vacant positions; but, productivity and quality of work output was not to the required standards.
Strategic Priorities 2021 to 2023  Undertake land transport surveys and research for evidenced based reviews of existing policies and for developing new land transport policies for better service delivery in the land transport sectors; we will not meet the target as we will not be able to conduct workshops and research work as planned.
Improve transport infrastructure and traffic management to meet the expectations of the general public by training land transport staff in specialized transport fields and recruiting more professionals; will undertake less traffic and transport studies/surveys.

  Meet the demand of Planning Authority requirements to assess planning applications within 7 days; will not meet target as we will have less frequent visits and also lack of staff.
  Dedicate more time for office work and consultations with the public to advise on pre-planning of roads and building consultations; there will be less meetings and workshops with stakeholders.
Identify, plan and initiate new road projects to improve traffic flow, road safety and to be able to sustain the increase in vehicle population in the medium to long term by recruiting a Principal Engineer to head the Project Planning and Development Control Unit; we will conduct less traffic surveys and consultations.

Therefore the target set will not be met.


 Undertake mass sensitization of the department’s activities and projects and that of the Road Transport Commission, so as to educate the general public on transport related issues and road safety; sensitization and education will be less based on resources available.
 Continue to identify, plan and initiate new road projects to improve traffic flow, safety and to be able to sustain the increase in vehicle population in the medium to long term; and as we will be conducting less orthographic surveys, then we will come up with less proposals.

 Continue to review existing, and develop new, land transport policies to keep clients and the general public abreast with new developments: and further implement mechanisms to make this information accessible to the public.
As we will be conducting less meetings, workshops and research due to lack of resources, we will not achieve our targets.

439 3.

Budget Overview Revenue Table 1.

Revenue SR'000s Consolidated Fund Main appropriation Total 2019 Estimated Actual 6,283 6,283 6,283 2020 2021 2022 2023 Budget (Amendment) Revised Budget Budget Forecast Forecast 7,467 7,467 7,467 7,705 7,705 7,705 9,458 9,458 9,458 9,545 9,545 9,545 9,528 9,528 9,528 Consolidated Expenditure Estimates Table 2.
Consolidated expenditure estimates SR'000s Programmes P1:Governance, Management and Administration P2:Project Planning and Development Control 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 CAPITAL EXPENDITURE Non-financial Assets Building and Infrastructure Machinery and Equipment Other Fixed Assets Non-produced Assets 2019 Estimated Actual 2020 2021 2022 2023 Budget (Amendment) Revised Budget Budget Forecast Forecast 5,842 441 6,283 6,283 2,735 2,735 - 3,548 540 202 76 - 2,584 146 - - - - - - 5,743 1,723 7,467 7,467 3,460 3,460 - 4,007 640 211 80 - 2,748 328 - - - - - - 5,982 1,723 7,705 7,705 3,460 3,460 - 4,245 731 276 102 - 2,748 389 - - - - - - 8,312 1,146 9,458 9,458 5,132 5,132 - 4,326 916 323 97 - 2,705 285 - - - - - - 8,323 1,222 9,545 9,545 5,234 5,234 - 4,311 916 345 97 - 2,659 292 - - - - - - 8,326 1,202 9,528 9,528 5,217 5,217 - 4,311 916 345 97 - 2,659 292 - - - - - - Total 6,283 7,467 7,705 9,458 9,545 9,528 440 4.
Approved New Spending Initiatives Table 3.
New initiatives funded Programme Name of new spending initiative Priority objective Description and motivation SR'000s Funding 2021 Funding 2022 Funding 2023 SP2: Human Resources and Financial Management Consultancy fee SP1:Minister's Secretariat Recruitment of a Chief Legal Officer Continue to review existing, and develop new, land transport policies to keep clients and the general public abreast with new developments: and further implement mechanisms to make this information accessible to the public.
To undertake work where DOLT do not have capacity or expertise and to ensure that DOLT have correct and relevant information for the formulation of Policies and the preparation of projects PSIP Compensation of Employees Goods and Services Minor Capital Outlays - - - - - - 200 200 200 - - - Total 200 200 200 As a newly formed Ministry of Transport, it is crucial and of utmost importance that, the Ministry recruits and establish a framework for legal coordination for all its respective Agencies and Authorities PSIP Compensation of Employees Goods and Services Minor Capital Outlays Total - - - 442 442 442 - - - - - - 442 442 442 5.
Programme Performance Programme 1: Governance, Management and Administration The purpose of the programme is to develop policies, plans, programs and budget for all of the department’s services.

The programme comprises the following sub-programmes:  Sub-programme 1Minister’s Secretariat: Provides Strategic Directives and guidance on Transport related issues.

Addresses the concerns of the public.


 Sub-programme 2 Human resources of financial Management : Provides human and financial resources to execute the responsibilities of the department and  Sub-programme 3 Policy Research and Development : Formulates and monitoring policy and regulatory frameworks: manages the transport database and conducts research and surveys to establish projections of future vehicle and traffic related issues 441 Programme Expenditure Table 4.
Consolidated programme expenditure estimates SR'000s Programmes SP1:Minister's Secretariat SP2: Human Resources and Financial Management SP3:Policy Planning, Research and Development 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 CAPITAL EXPENDITURE Non-financial Assets Building and Infrastructure Machinery and Equipment Other Fixed Assets Non-produced Assets 2019 Estimated Actual 2020 2021 2022 2023 Budget (Amendment) Revised Budget Budget Forecast Forecast - 5,514 328 5,842 5,842 2,328 2,328 - 3,514 529 181 76 - 2,584 144 - - - - - - - 5,533 211 5,743 5,743 1,871 1,871 - 3,873 629 149 80 - 2,748 267 - - - - - - 238 5,533 211 2,358 5,278 676 2,384 5,265 674 2,384 5,265 677 5,982 8,312 8,323 8,326 5,982 1,871 1,871 - 4,111 720 214 102 - 2,748 327 - - - - - - 8,312 4,125 4,125 - 4,187 905 256 97 - 2,705 224 - - - - - - 8,323 4,151 4,151 - 4,171 906 278 97 - 2,659 231 - - - - - - 8,326 4,154 4,154 - 4,171 906 278 97 - 2,659 231 - - - - - - Total 5,842 5,743 5,982 8,312 8,323 8,326 Main economic classification by sub-programme SR'000s 2019 Estimated Actual SP1:Minister's Secretariat Compensation of Employees Use of Goods and Services Non-financial Assets SP2: Human Resources and Financial Management Compensation of Employees Use of Goods and Services Non-financial Assets SP3:Policy Planning, Research and Development Compensation of Employees Use of Goods and Services Non-financial Assets 2020 2021 2022 2023 Budget (Amendment) - - - - - - - - 5,514 2,117 3,396 - 328 211 118 - 5,533 1,806 3,727 - 211 65 146 - Revised Budget Budget Forecast Forecast 238 - 238 - 5,533 1,806 3,727 - 211 65 146 - 2,358 1,580 778 - 5,278 2,014 3,264 - 676 530 145 - 2,384 1,606 778 - 5,265 1,993 3,272 - 674 552 121 - 2,384 1,606 778 - 5,265 1,993 3,272 - 677 555 121 - 442 Programme 2: Project Planning and Development Control The purpose of the programme is to plan and develops transport and land infrastructure and to co-ordinate inter-agency collaboration Strategic objectives and measures The table below sets out the performance measures by which the programme will be addressing its strategic priorities.
Table 5.

Performance measures for programme P2:Project Planning and Development Control Outcome: Outcome indicator 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 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.

Programme Expenditure To manage an integrated approach towards transport planning and development 2019 Target Actual 2020 Amended Target 2021 Target 2022 Target 2023 Target 80% 60% 60% 80% 90% 95% 90% 80% 80% 90% 2019 Target Actual 2020 Amended Target 2021 Target P2:Project Planning and Development Control 95% 2022 95% 2023 Target Target 90% 90% 5 90% 90% 5 80% 80% 3 90% 90% 4 90% 90% 4 95% 95% 5 Table 6.
Consolidated programme expenditure estimates SR'000s 2019 2020 2021 2022 2023 Estimated Actual Budget (Amendment) Revised Budget Budget Forecast Forecast Programmes P2:Project Planning and Development Control 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 441 441 441 407 407 - 34 12 20 - - 1,723 1,723 1,723 1,589 1,589 - 134 11 62 - - 1,723 1,723 1,723 1,589 1,589 - 134 11 62 - - 1,146 1,146 1,146 1,007 1,007 - 139 11 67 - - 1,222 1,222 1,222 1,083 1,083 - 139 11 67 - - 1,202 1,202 1,202 1,063 1,063 - 139 11 67 - - 443 SR'000s 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 2019 Estimated Actual - 2 - - - - - - 2020 2021 2022 2023 Budget (Amendment) - 61 - - - - - - Revised Budget Budget Forecast Forecast - 61 - - - - - - - 61 - - - - - - - 61 - - - - - - - 61 - - - - - - Total 441 1,723 1,723 1,146 1,222 1,202 444 Department of Civil Aviation, Ports and Marine 1.
Budget Summary Consolidated Position 2021 2022 2023 SR'000s Total to be appropriated Compensation of Employees Use of Goods and Services Capital Forecast Forecast P1:Governance, Management & Administration P2:Marine Investigation, Search & Rescue Total 3,349 343 3,692 2,068 1,281 - 343 2,068 1,624 - - - 3,360 3,350 343 3,703 343 3,693 2.
Strategic Overview of Entity Mandate The mandate of the Department of Civil Aviation, Ports and Marine (DCAPM) is to guide the maritime and aviation sectors by providing and formulating policy directions based on propositions made by stakeholders, the International Conventions/ Agreements signed, acceded or ratified by Seychelles, and research carried out.
DCAPM is also mandated to carry out policy analysis, monitoring and oversight to ensure the sustainable development of a safe and secure aviation, ports and marine sectors compliant with conventions and international standards.
Major Achievements in 2019 and 2020  Acceded to the Protocol of 1997 to amend the International Convention for the Prevention of Pollution from Ships, 1973 [Annex VI];  Revised and concluded transaction documents for Phase 2 of Air Seychelles restructuring plan;  Supported the Seychelles Ports Authority (SPA) with its Ports Expansion Project;  Supported the Seychelles Civil Aviation Authority (SCAA) in the closure of its International Civil Aviation Organization (ICAO) and Universal Oversight Audit Programme findings;  Developed Exclusivity Agreement and Ground Handling Permit for Air Seychelles;  Supported the Maritime Safety Authority (SMSA) in the closure of its International Maritime Member State Audit Scheme findings;  Cabinet of Ministers approved the Seychelles Maritime Safety Authority (SMSA) Act 2019,  Merchant Shipping (Amendment) Act 2019, and Merchant Shipping (International Ship and Port Facility Security Code) Regulations 2019; Implemented and co-ordinated the Health Travel Authorisation through Travizory Border Security (SA) which increased the Government of Seychelles Euro Revenue to Euro 300,000 in 2 months;  Achieved the Advance Passenger Information (API) with Emirates and Edelweiss through Travizory Border SA, by exchange of Passenger Manifest which is an achievement for contact tracing for Public Health Authority (PHA);  Transferred the accounts of the Maritime Investigation Board (MaIB) from the SMSA to the  DCAPM to facilitate the administrative responsibilities of the MaIB secretariat.
In collaboration with PHA, developed COVID-19 guidance materials for boat charters, super yachts, and Cruise Policy for safe and successful resumption of activities during the pandemic.

Current Challenges  The fragmented nature of the maritime sector is a challenge for the implementation of policy directives as decisions taken are implemented by several organisations (e.g.
SPA, SMSA, Coast 445 Guard, Department of Home Affairs, Department of Foreign Affairs, and Department of Environment) making it difficult to co-ordinate with different MDAs;  Lack of clarity on what roles parastatals and Government should play in implementing policy directives set by Government; and  Difficulty in accessing highly qualified aviation and maritime experts to effectively carry out the duties of DCAPM and provide proper bodies.
Strategic Priorities 2021 to 2023  Accede to 6 Air Law Treaties including the 2010 Beijing Convention and its accompanying Protocol, and the 2014 Montréal Convention as well as 6 new Maritime Law Conventions;  Restructure Maritime Accident Investigation Board and publish Manual of Investigation;  Appoint new National Hydrographic Committee and develop a National Hydrographic Capability and support for a Marine Spatial Data Infrastructure;  Publish National Maritime Transport Policy and National Civil Aviation/Air Transport Policy;  Publish and set up an Air Transport Facilitation Programme;  Develop the Advance Passenger Information legislation and National Aviation Public Health Emergency Plan;  Formulate Dry Dock Policy to support the Dry Dock Regulation and outline procedure and actions for the management of the dry docks;  Draft Drones Policy to cover Aviation and Maritime sections and which will be in line with the ICAO Regulation for drones and will cover the aspects of the underwater drones, e.g.
encompassing the hydrography surveys, and accident investigations whereby such drones are intended to be used;  Formulate Single Engine Turbine Policy to cover the Commercial Air Transport operations by single engine turbine-powered aeroplanes in the Territories of Seychelles in line with the National Aviation Policy, the National Development Plan, and the ICAO standards and safety related recommended practices of Annex 6; Introduce and implement a State Safety Programme Policy in line with ICAO Annex 16 in order to achieve an Acceptable Level of Safety Performance (ALoSP) in civil aviation and allow the state to have safety oversight through authority and service providers to interact more effectively in the resolution of safety concerns;   Establish National Search and Rescue Policy with the aim to establish the responsibilities for search and rescue in both the aviation and maritime sectors of Seychelles, the relationship between the SAR service and the Air Navigation Plan, the government responsibilities, integration of SAR into state structure and administration and the legal framework and legal aspects; and  Continue to monitor SCAA and SMSA activities to stay on the ICAO and IMO white lists respectively 446 3.
Budget Overview Revenue Table 1.

Revenue SR'000s Consolidated Fund Main appropriation Total 2019 Estimated Actual 2020 Budget (Amendment) Revised Budget 2021 Budget 2022 2023 Forecast Forecast 2,580 2,580 2,580 2,496 2,496 2,496 2,439 2,439 2,439 3,692 3,692 3,692 3,703 3,703 3,703 3,693 3,693 3,693 Current Receipts Table 2.
Current receipts SR'000s Receipts transferred to Consolidated Fund Passenger Service Fee Disembarkation Fee Travel Advizory fee TOTAL 2019 Estimated Actual 2020 Budget Amendment Revised Budget 2021 Budget 2022 2023 Forecast Forecast 15,000 26,640 26,640 15,000 26,640 26,640 32,315 18,323 76,099 126,737 65,201 27,366 80,725 33,882 92,567 114,607 Consolidated Expenditure Estimates Table 3.
Consolidated expenditure estimates SR'000s 2019 Estimated Actual 2020 2021 2022 2023 Budget (Amendment) Revised Budget Budget Forecast Forecast Programmes P1:Governance, Management & Administration P2:Marine Investigation, Search & Rescue 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 CAPITAL EXPENDITURE 2,577 3 2,580 2,580 1,225 1,225 - 1,355 226 308 39 - 672 109 - 2,496 2,439 - - 2,496 2,439 2,496 1,671 1,671 - 825 161 39 15 - 588 23 - 2,439 1,626 1,626 - 813 219 248 18 - 277 52 - 3,349 343 3,692 3,692 2,068 2,068 - 1,624 473 151 18 - 959 23 3,360 343 3,703 3,703 2,078 2,078 - 1,625 473 152 18 - 960 23 3,350 343 3,693 3,693 2,068 2,068 - 1,625 473 152 18 - 960 23 - - - 447 SR'000s Non-financial Assets Building and Infrastructure Machinery and Equipment Other Fixed Assets Non-produced Assets 2019 Estimated Actual - - - - - 2020 2021 2022 2023 Budget (Amendment) - - - - - Revised Budget Budget Forecast Forecast - - - - - - - - - - - - - - - - - - - - Total 2,580 2,496 2,439 3,692 3,703 3,693 4.
Approved New Spending Initiatives Table 4.
New initiatives funded Priority objective Description and motivation SR'000s Funding 2021 Funding 2022 Funding 2023 Programme Name of new spending initiative SP1.2:Policy Planning & Research Recruitment of a Policy Analyst Publish National Maritime Transport Policy and National Civil Aviation/Air Transport Policy SP1.1 Management & Administration Electricity Expense Operational cost As the workload is increasing under the Department under the new Ministry of Transport, the new Policy Analyst will contribute and support with the additional workload.
DCAPM is sharing office space at the Botanical House currently being shared with STB and Tourism Department.

As the Ministry is now split into 2 Ministries DCAPM and Minister's Secretariat for Ministry of Transport is now occupying approximately 1 floor of the building.
PSIP - - - Compensation of Employees Goods and Services Minor Capital Outlays Total PSIP Compensation of Employees Goods and Services Minor Capital Outlays 209 209 209 - - - - - - 209 209 209 - - - - - - 200 200 200 - - - Total 200 200 200 448 5.
Programme Performance Programme 1: Governance, Management and Administration The purpose of the programme is to govern, manage and administer the operations, of the Department and to assist and support in the sustainable development of the aviation and maritime sectors by ensuring that the Department 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 Management and Administration: Governs, manages and administers the operations of the Department by ensuring that the Department achieves its vision and strategies through an effective allocation of resources resulting in an effective staff support and administration system; and  Sub-programme 2 Policy Planning and Research: Assists in the sustainable development of the aviation and maritime sectors by contributing to the formulation and implementation of their policies, strategies, laws and regulations.
Strategic Objectives and Measures The table below sets out the performance measures by which the programme will be monitoring the achievement of its strategic objectives.

Table 5.

Performance measures for programme SP2:Policy Planning and Research Outcome: Outcome indicator Strengthen the aviation and the maritime sectors by coordinating the re-drafting of laws and regulation that needs to be modernised 2019 Target Actual 2020 Amended Target 2021 2022 2023 Target Target Target 1.
Number of aviation related conventions - (new or amended) ratified and domesticated 2.

Number of maritime related conventions - (new or amended) ratified and domesticated Programme Expenditure 6 13 2 3 6 6 8 10 4 4 4 1 Table 6.
Consolidated programme expenditure estimates SR'000s Programmes SP1.1 Management & Administration SP1.2:Policy Planning & Research Programme Total Economic Classification CURRENT EXPENDITURE 2019 Estimated Actual 1,731 846 2,577 2020 2021 2022 2023 Budget (Amendment) Revised Budget Budget Forecast Forecast 1,673 823 2,496 1,703 736 2,439 1,974 1,375 3,349 1,985 1,375 3,360 1,975 1,375 3,350 2,577 2,496 2,439 3,349 3,360 3,350 449 SR'000s 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 2019 Estimated Actual 1,225 1,225 - 1,352 226 305 39 - 672 109 - - - - - - 2020 2021 2022 2023 Budget (Amendment) 1,671 1,671 - Revised Budget 1,626 1,626 - 825 161 39 15 - 588 23 - - - - - - 813 219 248 18 - 277 52 - - - - - - Budget Forecast Forecast 2,068 2,068 - 1,281 430 75 18 - 735 23 - - - - - - 2,078 2,078 - 1,282 430 76 18 - 736 23 - - - - - - 2,068 2,068 - 1,282 430 76 18 - 736 23 - - - - - - Total 2,577 2,496 2,439 3,349 3,360 3,350 Main economic classification by sub-programme 2019 2020 2021 2022 2023 SR'000s Estimated Actual Budget (Amendment) Revised Budget Budget Forecast Forecast SP1.1 Management & Administration Compensation of Employees Use of Goods and Services Non-financial Assets SP1.2:Policy Planning & Research Compensation of Employees Use of Goods and Services Non-financial Assets 1,731 1,019 712 - 846 207 639 - 1,673 1,423 250 - 823 248 575 - 1,703 1,093 610 - 736 533 204 - 1,974 1,371 603 - 1,375 697 678 - 1,985 1,381 604 - 1,375 697 678 - 1,975 1,371 604 - 1,375 697 678 - Programme 2: Marine Investigation, Search & Rescue The purpose of the programme is to examine and investigate all types of marine casualties, accidents and incidents on board Seychelles flag ships worldwide, to foreign flagged ships in Seychelles waters and on board a ship in which Seychelles has a substantial interest.
The MaIB investigations are guided by the IMO Casualty Investigation Code.

450 Programme Expenditure Table 7.
Consolidated programme expenditure estimates SR'000s 2019 Estimated Actual 2020 2021 2022 2023 Budget (Amendment) Revised Budget Budget Forecast Forecast Programmes P2: Marine Investigation, Search & Rescue 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 CAPITAL EXPENDITURE Non-financial Assets Building and Infrastructure Machinery and Equipment Other Fixed Assets Non-produced Assets Total 3 3 3 - - - 3 - 3 - - - - - - - - - - 3 - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - 343 343 343 - - - 343 43 76 - - 224 - - - - - - - 343 343 343 - - - 343 43 76 - - 224 - - - - - - - 343 343 343 - - - 343 43 76 - - 224 - - - - - - - 343 343 343 451 Seychelles Land Transport Agency 1.
Budget Summary Consolidated Position 2021 2022 2023 SR'000s Total to be appropriated Compensation of Employees Use of Goods and Services Capital Forecast Forecast P1:Governance Management & Administration P2:Road Infrastructure Projects and Maintenance P3:Road Safety, Traffic and Land Transport Management 9,913 3,183 6,729 - 9,972 9,947 119,490 16,144 84,016 19,330 143,472 121,100 20,764 1,429 12,134 7,200 27,072 25,032 Total 150,166 20,757 102,879 26,530 180,515 156,078 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.

Major Achievements in 2019 and 2020   Improved and upgraded several existing roads; Implemented several projects from Victoria Traffic Management Master Plan to help alleviate traffic congestion (e.g.
3rd Lane 5th June Avenue and upgrading of Bois De Rose Avenue);  Constructed various road infrastructure for road users (e.g.

bus shelters, footpaths, drainages, street lights, and guard rails);  Maintained existing roads through a planned maintenance programme for road resurfacing;  Completed several access roads at community level on Mahé, Praslin and La Digue;  Improved safety by implementing road safety projects (e.g.
crash barriers, road markings, raised crossings, traffic mirrors and signs); Increased road resurfacing through the participation of the private sector in the asphalting work programme; and   Moved our operation from Petit Paris (residential area) to Zone 20 (industrial area).
Current challenges  Delay in achieving project targets due to the prevailing COVID-19 situation;  Delayed construction and repairs due to procurement environment for contractors and suppliers;  Delayed project completion on road surface damages due to on-going and future projects by utility agencies;  Lengthy delays in the process of negotiation for obtaining way-leaves to start and complete road projects;  Delay in completion of projects due to contractors not providing quality standards;  Unscheduled maintenance of road infrastructure due to damages caused by natural occurrences and vandalism by the public; and  Difficult construction terrains/sites cause project costs to increase and delays ongoing projects.
452 Strategic Priorities 2021 to 2023  Set out kilometres of road meeting standards in the regulatory framework;  Co-operate with all stakeholders and landowners for timely implementation of projects;  Co-operate with utility agencies to minimise delays with project completion;  Advocate for a drop in vandalism and proper use of road infrastructure in order to minimize repairs; and  Engage in continuous consultation with stakeholders to achieve road re-surfacing targets.

3.
3.

Budget Overview Revenue Table 1.

Revenue SR'000s Consolidated Fund Main appropriation Total 2019 Estimated Actual 185,664 185,664 185,664 2020 2021 2022 2023 Budget (Amendment) Revised Budget Budget Forecast Forecast 187,049 187,049 187,049 185,591 185,591 185,591 150,166 150,166 150,166 180,515 180,515 180,515 156,078 156,078 156,078 Current Receipts Table 2.
Current receipts SR'000s Receipts transferred to Consolidated Fund Road Maintenance Receipts TOTAL 2019 2020 2021 2022 2023 Estimated Actual Budget Amendment Revised Budget Budget Forecast Forecast 3,064 3,064 4,500 4,500 2,960 2,960 4,500 4,500 4,500 4,500 4,500 4,500 Consolidated Expenditure Estimates Table 3.
Consolidated expenditure estimates SR'000s 2019 2020 2021 2022 2023 Estimated Actual Budget (Amendment) Revised Budget Budget Forecast Forecast Programmes P1:Governance Management & Administration P2:Road Infrastructure Projects and Maintenance P3:Road Safety, Traffic and Land Transport Management Programme Total 7,041 152,306 26,316 185,664 10,893 141,630 10,920 144,578 9,913 119,490 9,972 143,472 9,947 121,100 34,526 30,092 20,764 27,072 25,032 187,049 185,591 150,166 180,515 156,078 453 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 2019 2020 2021 2022 2023 Estimated Actual Budget (Amendment) Revised Budget Budget Forecast Forecast 132,124 17,584 17,584 - 114,540 4,128 4,067 78,712 214 2,982 24,436 53,540 53,540 53,540 - - - 122,215 21,269 21,269 264 100,945 5,223 5,265 63,355 209 5,815 20,814 64,834 64,834 56,472 - - 8,362 128,256 21,169 21,169 264 107,087 5,187 4,862 70,709 209 5,656 20,200 57,334 57,334 48,972 - - 8,362 123,636 20,757 20,757 287 102,879 4,474 4,921 64,121 209 5,050 23,818 26,530 26,530 26,530 - - - 122,023 20,944 20,944 279 101,089 4,474 4,962 64,121 209 4,987 22,058 58,482 58,482 33,500 - - 24,982 122,078 20,909 20,909 279 101,169 4,474 4,962 64,121 209 4,987 22,138 34,000 34,000 34,000 - - - Total 185,664 187,049 185,591 150,166 180,515 156,078 4.
Approved New Spending Initiatives Table 4.

New initiatives funded Programme Name of new spending initiative Priority Objective Description and motivation SR'000s Funding 2021 Funding 2022 Funding 2023 P 1: Governance Management and Administration Health and Safety Officer To promote a safe environment for employees.
To co-ordinate, support and promote all aspects of Health and Safety in the organization and ensure compliance with policy, procedures, communication and training to ensure a safe workplace environment.

PSIP Compensation of Employees Goods and Services Minor Capital Outlays Total - - - 135.70 162.84 162.84 - - - - - - 135.70 162.84 162.84 454 5.
Programme Performance Programme 1: 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 Table 5.
Consolidated programme expenditure estimates SR'000s 2019 Estimated Actual 2020 2021 2022 2023 Budget (Amendment) Revised Budget Budget Forecast Forecast Programmes P1:Governance Management & Administration 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 CAPITAL EXPENDITURE Non-financial Assets Building and Infrastructure Machinery and Equipment Other Fixed Assets Non-produced Assets 7,041 7,041 7,041 3,114 3,114 - 3,927 1,623 234 477 65 1,226 302 - - - - - - 10,893 10,893 10,920 10,920 9,913 9,913 10,893 3,332 3,332 - 7,561 1,887 303 675 9 4,313 375 - - - - - - 10,920 3,394 3,394 - 7,526 1,851 303 557 9 4,082 725 - - - - - - 9,913 3,183 3,183 - 6,729 1,725 303 598 9 3,576 519 - - - - - - 9,972 9,972 9,972 3,306 3,306 - 6,666 1,725 303 598 9 3,513 519 - - - - - - 9,947 9,947 9,947 3,281 3,281 - 6,666 1,725 303 598 9 3,513 519 - - - - - - Total 7,041 10,893 10,920 9,913 9,972 9,947 455 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: a. Sub-programme 1 Road Infrastructure Projects: Undertakes road construction projects and related land transport infrastructure; b. Sub-programme 2 Asphalting Works: Undertakes road surfacing and resurfacing projects; and c. Sub-Programme 3 Road Maintenance Services: Maintains roads and road infrastructure.
Strategic objectives and measures The table below sets out the performance measures by which the programme will be addressing its strategic priorities.

Table 6.
Performance measures for programme P2:Road Infrastructure Projects and Maintenance Outcome: Roads meeting standards set out in the regulatory framework 2019 2020 2021 2022 2023 Outcome indicator 1.Total % of road meeting standards set out in the regulatory framework Contributing indicators 1.Kilometers of new primary and secondary roads constructed 2.Kilometers 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.
meters of road (primary, secondary and feeder) maintained through routine maintenance (Potholing) 2.kms of road (primary, secondary and feeder) maintained through periodic maintenance (resurfacing 1.Number of road furniture’s rehabilitated Target Actual 60% 62% 2019 Target Actual Amended Target 58% 2020 Amended Target SP1: Road Infrastructure Projects Target Target Target 60% 2021 70% 2022 75% 2023 Target Target Target 3km 2km 2km 3km 3.5km 3.5km 2km 5km 2km 2km 2.5km 2.5km 55% 60% 85% 70% 60% 70% SP2:Asphalting Works 13000sq.mt 32000sq.mt 13000sq.mt 13000sq.mt 14000sq.mt 15000sq.mt 20km 42km 18km 20km 22km 23km SP3:Road Maintenance Services 500 660 550 550 600 650 456 Programme Expenditure Table 7.
Consolidated programme expenditure estimates SR'000s Programmes SP1:Road Infrastructure Projects SP2:Asphalting Works SP3:Roads Maintenance Services 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 CAPITAL EXPENDITURE Non-financial Assets Building and Infrastructure Machinery and Equipment Other Fixed Assets Non-produced Assets 2019 Estimated Actual 2020 2021 2022 2023 Budget (Amendment) Revised Budget Budget Forecast Forecast 35,628 92,697 23,981 152,306 36,548 85,870 19,212 141,630 32,757 86,831 24,990 144,578 107,486 13,111 13,111 - 94,375 2,173 3,817 64,935 149 1,618 21,684 44,821 44,821 44,821 - - - 99,268 16,964 16,964 180 82,304 3,336 4,962 52,111 200 1,502 20,013 42,362 42,362 34,000 - - 8,362 104,479 16,327 16,327 180 88,152 3,336 4,559 59,583 200 1,502 18,791 40,099 40,099 31,737 - - 8,362 14,357 85,022 20,112 119,490 100,160 16,144 16,144 222 84,016 2,749 4,618 52,954 200 1,474 21,799 19,330 19,330 19,330 - - - 34,839 83,361 25,272 143,472 10,847 83,481 26,772 121,100 98,490 16,199 16,199 216 82,290 2,749 4,658 52,954 200 1,474 20,039 44,982 44,982 20,000 - - 24,982 98,600 16,229 16,229 216 82,370 2,749 4,658 52,954 200 1,474 20,119 22,500 22,500 22,500 - - - Total 152,306 141,630 144,578 119,490 143,472 121,100 457 Main economic classification by sub-programme SR'000s SP1:Road Infrastructure Projects Compensation of Employees Use of Goods and Services Non-financial Assets SP2:Asphalting Works Compensation of Employees Use of Goods and Services Non-financial Assets SP3:Roads Maintenance Services Compensation of Employees Use of Goods and Services Non-financial Assets 2019 Estimated Actual 35,628 1,750 89 33,789 92,697 10,489 82,208 - 23,981 871 12,079 11,032 2020 2021 2022 2023 Budget (Amendment) 36,548 2,186 - 34,362 85,870 13,595 72,276 - 19,212 1,183 10,029 8,000 Revised Budget 32,757 2,144 - 30,614 86,831 12,208 74,623 - 24,990 1,976 13,529 9,486 Budget Forecast Forecast 14,357 2,857 - 11,500 85,022 12,222 72,800 - 20,112 1,066 11,216 7,830 34,839 2,857 - 31,982 83,361 12,287 71,074 - 25,272 1,056 11,216 13,000 10,847 2,847 - 8,000 83,481 12,327 71,154 - 26,772 1,056 11,216 14,500 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.
Strategic Objectives and Measures The table below sets out the performance measures by which the programme will be monitoring the achievement of its strategic objectives.

Table 8.
Table 8.

Performance measures for programme P3:Road Safety, Traffic and Land Transport Management Outcome: Safe and Secure Public Roads Outcome indicator 2019 Target Actual 2020 Amended Target 1.Km of crash barriers installed 1km 1.7km 1km 2021 Target 2km 2022 Target 1.5km 2023 Target 2km 2.sq.m of road markings painted 3.Number of traffic signs and mirrors installed (traffic signs) 4.
(Mirrors) 10,000sq.mt 20,000sq,mt 10,000sq.mt 10,000sq.mt 10,000sq.mt 10,000sq.mt 150 100 165 105 150 100 150 100 150 100 150 150 458 Table 9.
Consolidated programme expenditure Estimates SR'000s 2019 Estimated Actual 2020 2021 2022 2023 Budget (Amendment) Revised Budget Budget Forecast Forecast Programmes P3:Road Safety, Traffic and Land Transport Management 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 CAPITAL EXPENDITURE Non-financial Assets Building and Infrastructure Machinery and Equipment Other Fixed Assets Non-produced Assets 26,316 26,316 17,597 1,359 1,359 - 16,238 332 16 13,301 - 139 2,450 8,719 8,719 8,719 - - - 34,526 30,092 34,526 30,092 12,054 974 974 84 11,080 - - 10,570 - - 426 22,472 22,472 22,472 - - - 12,857 1,448 1,448 84 11,409 - - 10,570 - 72 683 17,235 17,235 17,235 - - - 20,764 20,764 13,564 1,429 1,429 65 12,134 - - 10,570 - - 1,500 7,200 7,200 7,200 - - - 27,072 27,072 13,572 1,439 1,439 63 12,133 - - 10,570 - - 1,500 13,500 13,500 13,500 - - - 25,032 25,032 13,532 1,399 1,399 63 12,133 - - 10,570 - - 1,500 11,500 11,500 11,500 - - - Total 26,316 34,526 30,092 20,764 27,072 25,032 459 Road Transport Commission 1.
Budget Summary Consolidated Position SR'000s 2021 2022 2023 Total to be appropriated Compensation of Employees Use of Goods and Services Capital Forecast Forecast P1:Road Transport Management Total 12,407 12,407 5,038 5,038 4,869 4,869 2,500 2,500 14,363 10,558 14,363 10,558 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.
Major Achievements in 2019 and 2020  Implemented the New policy for transport on La Digue, and the new policy for importation of vehicles in the country;  Organised through the Road Safety Advisory Committee in collaboration with Traffic Police, Road Safety Weekends and annual Road Safety Week to improve road user behaviour, sustain and increase enforcement of laws and standards, and raise public awareness and education to increase seat belt and helmet wearing rates, and to reduce drunk driving, speed and other risk factors;  Played an active role in emphasising the importance of road infrastructure, and worked in partnership with the Seychelles Land Transport Agency (SLTA) to focus on the design, construction and maintenance of roads to ensure safety and to ensure safety audits, and investment in assessment programmes to promote safety in existing road infrastructure and closer working collaboration with utilities agency when doing road crossing;  Rigorously regulated the taxi, car hire and omnibus industry by ensuring that their vehicles are roadworthy and in line with their corresponding policies and regulations; and  Approved for the importation into Seychelles of more than 1,850 vehicles including specialised vehicles.
Current Challenges Inability to work efficiently due to lack of a functional framework;   Road safety mandates are not harmonised;  Inability to implement road safety solutions due to limited funding and limited private sector involvement; and Inadequate and sub-optimal training standards for traffic officers.
 460 Strategic Priorities 2021 to 2023  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;  Develop a National Road Safety Strategy to promote awareness on traffic and road safety matters in order to reduce the number of road accidents; 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;  Review the current theory and driving manuals for instructors and develop driving procedures that will regulate all driving instructors and driving schools accordingly;  Refurbish and re-equip the current vehicle testing stations as well construct a new one on Praslin island to improve the quality of service and meet standards for accreditation to a regional body in 2021; Improve the quality of service provided to customers at the respective stations;   Review the current structure of the traffic wardens so as to be more visible to the public, increase cases sent for prosecution, and target repeated offenders;  Recruit a new administrative officer and procurement officer to assist with administrative duties of the Highway Patrol Unit (HPU) and Vehicle Testing Station that fall under RTC.
3.

Budget Overview Revenue Table 1.

Revenue SR'000s Consolidated Fund Main appropriation Total 2019 Estimated Actual 2020 Budget (Amendment) Revised Budget 2021 Budget 2022 2023 Forecast Forecast 9,205 9,205 9,205 10,587 10,587 10,587 10,572 10,572 10,572 12,407 12,407 12,407 14,363 14,363 14,363 10,558 10,558 10,558 Current Receipts Table 2.
Current receipts SR'000s Receipts transferred to Consolidated Fund Vehicle Testing Conversion Fee Parking Coupons Highway code Books Heavy Vehicles Fees Others - Instructors Fees TOTAL 2019 Estimated Actual 2020 2021 2022 2023 Budget (Amendment) Revised Budget Budget Forecast Forecast Consolidated Expenditure Estimates Table 3.
Consolidated expenditure estimates SR'000s Programmes P1:Road Transport Management 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 CAPITAL EXPENDITURE Non-financial Assets Building and Infrastructure Machinery and Equipment Other Fixed Assets Non-produced Assets 2019 Estimated Actual 2020 2021 2022 2023 Budget (Amendment) Revised Budget Budget Forecast Forecast 9,205 9,205 8,923 4,244 4,244 149 4,679 1,619 287 132 36 2,260 196 282 282 282 - - - 10,587 10,587 10,572 10,572 12,407 12,407 14,363 14,363 10,558 10,558 10,087 4,892 4,892 144 5,195 1,308 302 169 71 2,543 657 500 500 500 - - - 10,072 4,877 4,877 144 5,195 1,308 302 169 71 2,543 657 500 500 500 - - - 9,907 5,038 5,038 111 4,869 1,187 184 112 61 2,074 1,140 2,500 2,500 2,500 - - - 10,563 6,429 6,429 108 4,135 1,153 214 117 71 2,009 463 3,800 3,800 3,800 - - - 10,558 6,424 6,424 108 4,135 1,153 214 117 71 2,009 463 - - - - - - Total 9,205 10,587 10,572 12,407 14,363 10,558 4.
Approved New Spending Initiatives Table 4.

New initiatives funded Name of new spending initiative Programme Priority objective Description and motivation SR'000s Funding 2021 Funding 2022 Funding 2023 P1: Road Transport Management Recruitment of 3 Traffic Wardens P1: Road Transport Management Recruitment of an Office Assistant To be more visible to the public, increase cases sent for prosecution, and target repeated offenders; Unfreezing of replacement posts.
To ensure that traffic and parking laws and regulations are observed.

Improve the quality of service provided to customers at the Vehicle Testing Station (VTS) Currently only 1 office assistant in post, to meet demands and public expectations of the service offered, the Commission needs its replacement post which was frozen in 2020.
PSIP Compensation of Employees Goods and Services Minor Capital Outlays Total PSIP Compensation of Employees Goods and Services Minor Capital Outlays Total - 273 - - 273 - 77 - - - 327 - - 327 - 92 - - - 327 - - 327 - 92 - - 77 92 92 462 Priority objective Description and motivation SR'000s Funding 2021 Funding 2022 Funding 2023 Programme Name of new spending initiative P1: Road Transport Management 4 Creation of posts for Vehicle Testing Station on Praslin (w.e.f.
4th Quarter 2021) Construct a new Vehicle Testing Station on Praslin P1: Road Transport Management Scheme of Service for Traffic Wardens & Vehicle Testing Examiners Review the current structure of the traffic wardens 5.

Programme Performance 1 Administrative Officer (SR166k p.a.)

– To deal with administrative duties & the daily operations of the testing station, such as collection of revenue and purchasing of goods & services; 1 Examiner (SR156k p.a.
)- To test and ensure roadworthiness of all vehicles on the island; 1 Principal Examiner (SR176k p.a.)

- to manage the testing vehicles and ensure the efficient daily operations of the station; 1 Handyman (SR79k p.a.)

- for daily cleaning of the station and surrounding compound.

To have a proper job plan/career progression for the units.

Proposed increase of SR3500 per month for 20 staff = SR840k p.a.

Previously both entity was a unit with the SLTA.


In 2018, the units were incorporated with RTC, thus they do not have a scheme per say to operate, just the cadre that they used under SLTA.
PSIP - - - Compensation of Employees Goods and Services Minor Capital Outlays 192 577 577 - - - - - - Total 192 577 577 PSIP Compensation of Employees Goods and Services Minor Capital Outlays Total - - - - - - - 840 840 - - - - 840 840 Programme 1: Road Transport Management The purpose of the programme 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.
Strategic Objectives and Measures The table below sets out the performance measures by which the programme will be monitoring the achievement of its strategic objectives.

Table 5.

Performance measures for programme P1:Road Transport Management Outcome: A decrease in the number of fatal road accidents on our roads Outcome indicator 1.

% decrease in fatal road accidents per year Contributing indicators 1.

% increase in number of vehicles inspected for roadworthiness per year.
2.Average time for a vehicle to be tested for roadworthiness 2019 Target Actual 2020 Target 5.50% 5% 6% 2019 Target Actual 5% 5% 2020 Target 15% 2021 Target 6% 2021 Target 20% 2022 Target 6% 2022 Target 25% 2023 Target 6% 2023 Target 25% 15 mins 20 mins 10 mins 10 mins 20 mins 20 mins 463 Seychelles Maritime Safety Authority 1.
Budget Summary Consolidated Position SR'000s P1:Governance, Management & Administration P2:Maritime Transport Safety Management Total 2021 2022 2023 Total to be appropriated Compensation of Employees Use of Goods and Services Capital Forecast Forecast 6,229 5,012 11,241 2,908 3,320 3,804 6,712 1,209 4,529 - - - 6,333 6,307 5,141 5,100 11,474 11,407 2.
Strategic Overview of Entity Mandate The Seychelles Maritime Safety Authority (SMSA) is the regulatory and supervisory authority for Maritime Affairs within the Ministry of Transport.

SMSA’s mandate is to ensure that all mariners, without exception, use and enjoy our seas and other water bodies in a safe and lawful manner.
Major Achievements in 2019 and 2020  Enacted the Seychelles Maritime Safety Authority (SMSA) Act, 2019 which allows for the transfer of the entity from an Administration to an Authority as recommended by International Maritime Organisation (IMO) following the IMO Member State Audit Scheme Audit 2016, and the Merchant Shipping (Amendment) Act, 2019 which allows for the correct implementation of the SMSA Act;  Acceded to the International Convention for the Prevention of Pollution from Ships, 1973 as modified by the Protocol of 1978 Annex III, IV, V, VI, and the International Convention on the Civil Liability for Bunker Oil Pollution Damage 2001;  Obtained Cabinet of Ministers’ approval for the Seychelles Maritime Safety Authority (Inshore Waters) Regulations and the Seychelles Maritime Safety Authority (Fees) Regulation;  Submitted to IMO, the Seychelles Independent Evaluation Report to maintain Seychelles status on the IMO “White List” Countries (in compliance with the Standards of Training, Certification Watch keeping Convention); Implemented the Seychelles Draft Follow-up Audit Report to close findings and observations raised during the IMO Audit of Seychelles back in 2016;   Created a new Licensing Department which will take over the operations previously conducted by the Seychelles Licensing Authority, to fulfil the mandates of the new Seychelles Maritime Safety Authority Act; and  Expanded the Registration Department to enable the identification of ships below 10 metres to fulfil the new SMSA mandate under the Merchant Shipping Act.
Current Challenges  Recruitment and retention of qualified staff to fill in mandatory posts in order to maintain the international standards set by the IMO;  Difficulty in completing legislations, such as the revamping of the Merchant Shipping Act 1995 due to unavailability of qualified human resources;  Maintaining proper training programmes for SMSA staff, specifically in reference to key training requirements to correctly implement the mandate of the Authority as set by IMO, e.g.
Train the Trainer Courses for Examiners from SMSA and Seychelles Maritime Academy (SMA); 464  Maintaining navigational aids outside port limit in the case of Aldabra Light House, including placement of demarcation buoys (swimming area) and safety signage;  Lack of required assets which leaves the SMSA dependent on the performance and cooperation of other entities such as the Marine Police and the Seychelles Coast Guard, and makes enforcement of the Authority’s mandate extremely challenging; and  Drawback in administering a more adequate Information Communication Technology such as upgrading of SMSA’s website as a significant source of information for the industry and conducting virtual meetings and trainings.
Strategic Priorities 2021 to 2023  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;  Conduct more surveys and inspections on all vessels including fishing vessels and other vessels conducting commercial activities;  Build up and modernise SMSA’s Information Technology system to provide a more professional and efficient service to the public;  Keep abreast of all progressive amendments to the IMO instruments;  Accede, ratify and domesticate new conventions in order to maintain international obligations;  Have the following regulations in place: o SMSA (Inshore Waters) regulations to have complete oversight over the inshore waters and beyond; o Amended and converted Control of Hire Craft Act as a regulation under the SMSA Act; o The International Maritime Dangerous Good Code regulation for proper handling, storage and transportation of dangerous goods in Seychelles; o Regulation to issue and administer licenses for vessels and individuals wishing to undertake maritime activities commercially; and o Regulation to identify vessels under 10 metres in the Seychelles and to set minimum standard to have control over all vessels operating in Seychelles;  Put in place mechanisms to better monitor and regulate the survey and certification activities delegated to Recognized Organisations;  Secure training for SMSA professionals and other entities supporting the Authority, including the 4- year programme on Port Security and Safety of Navigation in Eastern Africa, Southern Africa and the Indian Ocean Project which is funded by the European Union, IMO Marine Casualty and Accident Investigation Training, and national training and workshops in collaboration with the IMO;  Set minimum standards for vessels built locally;  Amend the Merchant Shipping (Certification of Seafarers on International Ships) Regulation 2014 to ensure that applicable international standards are maintained on all Seychelles registered ships; and  Make it mandatory for all vessels engaged in commercial activities in Seychelles to be registered under the Seychelles flag.
465 3.

Budget Overview Revenue Table 1.

Revenue SR'000s Consolidated Fund Main appropriation Total 2019 Estimated Actual 10,204 10,204 10,204 2020 2021 2022 2023 Revised Budget Budget Forecast Forecast Budget (Amendment) 10,056 10,056 10,056 10,254 10,254 10,254 11,241 11,241 11,241 11,474 11,474 11,474 11,407 11,407 11,407 Current Receipts Table 2.
Current receipts SR'000s Receipts transferred to Consolidated Fund Pilotage Exemption Examinations and Endorsements Registration, Survey and Certification Licensing of Hire Craft TOTAL 2019 Estimated Actual Budget Amendment 2020 2021 2022 2023 Revised Budget Budget Forecast Forecast - 415 2,430 - 2,845 - 1,500 4,500 3,500 9,500 - 1,500 2,148 3,500 7,148 - 2,000 5,500 - 7,500 - 2,500 6,500 - 9,000 - 2,500 6,500 - 9,000 Consolidated Expenditure Estimates Table 3.
Consolidated expenditure estimates SR'000s 2019 2020 2021 2022 2023 Estimated Actual Budget (Amendment) Revised Budget Budget Forecast Forecast Programmes P1:Governance, Management & Administration P2:Maritime Transport Safety Management 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 5,732 4,473 10,204 10,055 4,462 4,462 - 5,594 1,000 495 168 - 3,161 770 6,314 3,741 6,760 3,494 6,229 5,012 6,333 5,141 6,307 5,100 10,056 10,254 11,241 11,474 11,407 10,056 4,792 4,792 - 5,264 841 640 333 - 3,008 442 10,106 4,990 4,990 - 5,115 841 624 300 - 3,008 342 11,241 6,712 6,712 - 4,529 834 197 1,004 - 1,966 528 11,474 6,779 6,779 - 4,695 898 221 1,039 - 1,939 598 11,407 6,712 6,712 - 4,695 915 234 1,006 - 1,939 601 466 SR'000s 2019 2020 2021 2022 2023 Estimated Actual Budget (Amendment) Revised Budget Budget Forecast Forecast CAPITAL EXPENDITURE Non-financial Assets Building and Infrastructure Machinery and Equipment Other Fixed Assets Non-produced Assets 149 149 149 - - - - - - - - - 149 149 149 - - - - - - - - - - - - - - - - - - - - - Total 10,204 10,056 10,254 11,241 11,474 11,407 4.
Approved New Spending Initiatives Table 4.
New initiatives funded Programme Name of new spending initiative Priority objective P2:Maritime Transport Safety And Security Recruitment of a Surveyor and an Inspector Conduct more surveys and inspections on all vessels including fishing vessels and other vessels conducting commercial activities; Description and motivation To cut cost to displace an employee from Mahe to conduct surveys on Praslin and there is a need to continuously offer that service on Praslin and La Digue in a timely and efficient manner.
SR'000s Funding 2021 Funding 2022 Funding 2023 PSIP - - - Compensation of Employees Goods and Services Minor Capital Outlays 239 239 239 - - - - - - Total 239 239 239 5.
Programme Performance Programme 1: Governance, Management and Administration The purpose of the programme is to ensure that the Authority functions properly with all necessary support and resources required, and to review all national and international maritime legislation to ensure compliance with international conventions that Seychelles has signed.

467 Programme Expenditure Table 5.
Consolidated programme expenditure estimates SR'000s Programmes P1:Governance, Management & Administration 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 CAPITAL EXPENDITURE Non-financial Assets Building and Infrastructure Machinery and Equipment Other Fixed Assets Non-produced Assets 2019 Estimated Actual 2020 2021 2022 2023 Budget (Amendment) Revised Budget Budget Forecast Forecast 5,732 5,732 5,583 1,871 1,871 - 3,712 877 272 154 - 2,228 181 149 149 149 - - - 6,314 6,314 6,314 1,944 1,944 - 4,371 708 408 178 - 2,980 96 - - - - - - 6,760 6,760 6,612 2,459 2,459 - 4,153 708 393 178 - 2,778 96 149 149 149 - - - 6,229 6,229 6,229 2,908 2,908 - 3,320 768 137 408 - 1,951 57 - - - - - - 6,333 6,333 6,333 2,965 2,965 - 3,368 825 149 413 - 1,914 67 - - - - - - 6,307 6,307 6,307 2,888 2,888 - 3,419 842 162 431 - 1,914 70 - - - - - - Total 5,732 6,314 6,760 6,229 6,333 6,307 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 by providing services to the maritime industry to include: regulating and enforcing the maritime legislation which includes amongst others, ships registry and Port State Control inspections, assuring 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.
Strategic Objectives and Measures The table below sets out the performance measures by which the programme will be monitoring the achievement of its strategic objectives.

468 Table 6.

Performance measures for programme P2:Maritime Transport Safety Management Outcome: Outcome indicator 1.

Number of vessel that are certified safe and secure 2.

Number of Ships registered in Seychelles 10 meters and over 3.

Number of surveys done annually on flag state vessels 4.
Number of inspections done annually on flag state vessels 5.

Number of Ships identified in Seychelles less than 10 meter 6.
Number of Maritime License issued Programme Expenditure Ensure safety compliance and eradicate illegal charters 2021 Target 2020 Target Actual Target 2019 500 140 600 302 20 308 300 70 300 60 250 22 320 70 2022 Target 2023 Target 250 30 350 75 250 40 350 75 Awaiting Regulation to come into force to start the identification process Awaiting Regulation to come into force to take on the required implementation Table 7.
Consolidated programme expenditure estimates SR'000s Programmes P2:Maritime Transport Safety Management 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 CAPITAL EXPENDITURE Non-financial Assets Building and Infrastructure Machinery and Equipment Other Fixed Assets Non-produced Assets 2019 Estimated Actual 2020 2021 2022 2023 Budget (Amendment) Revised Budget Budget Forecast Forecast 4,473 4,473 4,473 2,590 2,590 - 1,882 124 223 15 - 933 588 - - - - - - 3,741 3,741 3,741 2,848 2,848 - 893 133 231 156 - 28 345 - - - - - - 3,494 3,494 3,494 2,532 2,532 - 962 133 231 123 - 230 245 - - - - - - 5,012 5,012 5,012 3,804 3,804 - 1,209 66 60 596 - 15 471 - - - - - - 5,141 5,141 5,141 3,814 3,814 - 1,327 73 72 626 - 25 531 - - - - - - 5,100 5,100 5,100 3,824 3,824 - 1,276 73 72 575 - 25 531 - - - - - - Total 4,473 3,741 3,494 5,012 5,141 5,100 469 FOREIGN AFFAIRS AND TOURISM PORTFOLIO 470 Department of Foreign Affairs 1.
Budget Summary Consolidated Position SR'000s P1:Governance Management and Administration P2: International Relations P3:International Development Co-operation Total 2021 2022 2023 Total to be appropriated Compensation of Employees Use of Goods and Services Capital Forecast Forecast 21,909 70,157 3,187 95,253 8,045 29,963 3,085 41,092 10,358 3,507 18,832 18,789 40,194 102 50,654 - - 3,507 72,323 3,217 94,372 72,395 3,237 94,421 2.
Strategic Overview of Entity Mandate The Department of Foreign Affairs implements the country’s foreign policy, advances the country’s interests in bilateral and multilateral forums, mobilises international assistance/aid, and is responsible for international relations.
Major Achievements in 2019 and 2020  Sourced financial assistance and medical supplies in response to COVID-19 pandemic;  Provided consular support to Seychellois abroad through repatriation of citizens and consular  support; Intensified engagements with regional and international bodies to co-ordinate various elements including implications of COVID-19;  Secured funding from international bodies for high impact community projects;  Increased number of Seychelles Honorary Consuls abroad and accredited jurisdictions by Seychelles Ambassadors; and  Hosted Seychelles Ambassadors’ Retreat in December 2019.
Current Challenges  Lack of international training and international exposure for staff affect Department of Foreign Affairs’ service delivery;  Limited overseas missions to secure funding due to economic situation and budget cuts;  Inability to host vital national events such as European Union Political Dialogues, and Joint Co- operation Commission hinder efforts to mobilise resources;  Reduction in official visits by foreign dignitaries as a result of the COVID-19 pandemic; and  Suspension of familiarisation visits of Honorary Consuls due to budget cut and existing current economic situation.
Strategic Priorities 2021 to 2023  Strengthen international relations and co-operation with bilateral and multilateral partners (e.g.
European Union, Common Market for Eastern and Southern Africa, Southern African Development Community, and African Union) for increased socio-economic benefits;  Review the roles of the Honorary Consuls to better assist Seychelles; 471  Review Seychelles membership to international organisations considering benefits and subscription fees;  Provide consular support to foreigners in distress in Seychelles and Seychellois in distress abroad; and  Enforce the Vienna Conventions on diplomatic and consular relations.
3.

Budget Overview Revenue Table 1.

Revenue SR'000s Consolidated Fund Main appropriation Total Current Receipts Table 2.
Current receipts 2019 Estimated Actual 102,716 102,716 102,716 2020 2021 2022 2023 Budget (Amendment) Revised Budget Budget Forecast Forecast 108,712 108,712 108,712 108,712 108,712 108,712 95,253 95,253 95,253 94,372 94,372 94,372 94,421 94,421 94,421 SR'000s Receipts transferred to Consolidated Fund Sale of Flags Authentication of Documents Translation Fees TOTAL 2019 2020 2021 2022 2023 Estimated Actual Budget (Amendment) Revised Budget Budget Forecast Forecast 128 801 6 935 200 614 - 814 75 614 5 694 200 632 6 838 200 632 6 838 200 632 6 838 Consolidated Expenditure Estimates Table 3.
Consolidated expenditure estimates SR'000s 2019 2020 2021 2022 2023 Estimated Actual Budget (Amendment) Revised Budget Budget Forecast Forecast Programmes P1:Governance Management and Administration P2: International Relations P3:International Development Co-operation 16,238 78,872 7,606 18,949 17,978 21,909 18,832 18,789 85,939 3,824 88,301 2,433 70,157 72,323 3,187 3,217 72,395 3,237 94,421 Programme Total 102,716 108,712 108,712 95,253 94,372 472 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 2019 2020 2021 2022 2023 Estimated Actual Budget (Amendment) Revised Budget Budget Forecast Forecast 94,328 39,699 39,699 8,296 54,628 9,744 7,706 2,535 788 22,171 3,388 8,388 8,388 - - - 8,388 108,712 43,395 43,395 16,345 65,317 13,274 4,974 2,637 640 25,293 2,154 - - - - - - 108,712 43,395 43,395 16,339 65,317 13,270 4,719 2,869 521 25,355 2,244 - - - - - - 91,746 41,092 41,092 12,515 50,654 9,636 2,710 2,346 495 21,977 991 3,507 3,507 3,507 - - - 94,372 43,278 43,278 12,508 51,094 9,615 2,710 2,343 495 22,474 951 - - - - - - 94,421 43,326 43,326 12,508 51,094 9,615 2,710 2,343 495 22,474 951 - - - - - - Total 102,716 108,712 108,712 95,253 94,372 94,421 4.
Approved New Spending Initiatives Table 4.

New initiatives funded Programme Name of new spending initiative Priority Objective Description and motivation SR'000s Funding 2021 Funding 2022 Funding 2023 P1:Governance, Management and Administration Creation of Post: Senior Admin Officer To have a more efficient admin section.
To provide assistance in the admin section especially with the new accounting manual which put emphasis on segregation of duties and to handle additional responsibilities which falls under the admin purview.

P1:Governance, Management and Administration Facilities Maintenance Technician To strengthen support services.

The age of the building necessitates a daily maintenance person to maintain high standards.
PSIP Compensation of Employees Goods and Services Minor Capital Outlays Total PSIP Compensation of Employees Goods and Services Minor Capital Outlays Total - - - 156 187 187 - - 156 - 153 - - - - 187 - 183 - - - - 187 - 183 - - 153 183 183 473 5.

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.

Programme Expenditure Table 5.
Consolidated programme expenditure estimates SR'000s Programmes SP1:Ministerial Secretariat SP2:Central Administration 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 CAPITAL EXPENDITURE Non-financial Assets Building and Infrastructure Machinery and Equipment Other Fixed Assets Non-produced Assets 2019 Estimated Actual 2020 2021 2022 2023 Budget (Amendment) Revised Budget Budget Forecast Forecast 3,703 12,535 16,238 16,238 5,427 5,427 76 10,810 5,487 576 792 353 3,480 46 - - - - - - 5,375 13,574 18,949 4,695 13,283 17,978 5,142 16,768 21,909 5,245 13,587 18,832 5,222 13,567 18,789 18,949 7,761 7,761 173 11,188 5,203 687 675 445 3,955 49 - - - - - - 17,978 7,125 7,125 168 10,853 5,091 687 607 285 3,965 49 - - - - - - 18,403 8,045 8,045 231 10,358 4,501 127 867 352 4,232 50 3,507 3,507 3,507 - - - 18,832 8,480 8,480 225 10,352 4,501 127 867 352 4,232 50 - - - - - - 18,789 8,437 8,437 225 10,352 4,501 127 867 352 4,232 50 - - - - - - Total 16,238 18,949 17,978 21,909 18,832 18,789 474 Main economic classification by sub-programme SR'000s SP1:Ministerial Secretariat Compensation of Employees Use of Goods and Services Non-financial Assets SP2:Central Administration Compensation of Employees Use of Goods and Services Non-financial Assets 2019 Estimated Actual 3,703 2,954 748 - 12,535 2,473 10,062 - 2020 2021 2022 2023 Budget (Amendment) 5,375 4,694 680 - 13,574 3,067 10,508 - Revised Budget 4,695 4,015 680 - 13,283 3,110 10,173 - Budget Forecast Forecast 5,142 4,305 837 - 16,768 3,740 9,521 3,507 5,245 4,414 831 - 13,587 4,066 9,521 - 5,222 4,391 831 - 13,567 4,046 9,521 - Programme 2: International Relations The purpose of the programme is to implement Seychelles’ foreign policy through bilateral and multilateral affairs, treaties, protocols and consular affairs.
Strategic Objectives and Measures The table below sets out the performance measures by which the programme will be monitoring the achievement of its strategic objectives.

Table 6.

Performance measures for programme Outcome: Promoting a proactive foreign policy P2: International Relations 2019 Target Actual 2020 Amended Target 2021 Target 2022 Target 2023 Target Contributing indicators 1.
General cooperation agreements with countries 2.

Foreign envoys accredited 3.

Seychelles embassies accredited 4.

Bilateral agreements and MOUs concluded 5.

Appointments of new honorary consuls 6.

Visa waiver agreements concluded 7.

Increase in Seychelles international visibility (sponsorship/co-sponsorship; speaking roles; hosting in Seychelles and agenda settings) Programme Expenditure Table 7.
Consolidated programme expenditure estimates SR'000s 2019 Estimated Actual 2020 2021 2022 2023 Budget (Amendment) Revised Budget Budget Forecast Forecast Programmes P2: International Relations Programme Total 78,872 78,872 85,939 85,939 88,301 88,301 70,157 70,157 72,323 72,323 72,395 72,395 475 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 2019 Estimated Actual 2020 2021 2022 2023 Budget (Amendment) Revised Budget Budget Forecast Forecast 75,757 32,179 32,179 8,220 43,578 4,258 6,924 1,742 434 18,692 3,308 3,115 3,115 - - - 3,115 85,939 32,176 32,176 16,171 53,764 7,803 4,270 1,962 195 21,271 2,092 - - - - - - 88,301 34,331 34,331 16,171 53,970 7,808 3,988 2,262 235 21,323 2,182 - - - - - - 70,157 29,963 29,963 12,284 40,194 5,093 2,568 1,479 138 17,736 912 - - - - - - 72,323 31,645 31,645 12,283 40,678 5,109 2,568 1,476 138 18,232 872 - - - - - - 72,395 31,717 31,717 12,283 40,678 5,109 2,568 1,476 138 18,232 872 - - - - - - Total 78,872 85,939 88,301 70,157 72,323 72,395 Programme 3: International Development Co-operation The purpose of the programme is to develop and co-ordinate various development partnerships/assistance with international community in line with the domestic interests and within the broader context of various commitments regionally and internationally.
Strategic Objectives and Measures The table below sets out the performance measures by which the programme will be monitoring the achievement of its strategic objectives.

Table 8.

Performance measures for programme P3:International Development Co-operation Outcome: Promoting a proactive foreign policy Contributing indicators 2019 2020 2021 2022 2023 Target Actual Target Target Target Target Improved level of development aid 10% 72% 10% 15% 18% - 476 Programme Expenditure Table 9.
Consolidated programme expenditure estimates SR'000s 2019 Estimated Actual 2020 2021 2022 2023 Budget (Amendment) Revised Budget Budget Forecast Forecast Programmes P3:International Development Co-operation 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 CAPITAL EXPENDITURE Non-financial Assets Building and Infrastructure Machinery and Equipment Other Fixed Assets Non-produced Assets 7,606 7,606 2,333 2,093 2,093 - 240 - 206 - - - 34 5,273 5,273 - - - 5,273 3,824 3,824 2,433 2,433 3,187 3,187 3,217 3,217 3,824 3,458 3,458 - 366 269 17 - - 66 13 - - - - - - 2,433 1,938 1,938 - 495 371 45 - - 66 13 - - - - - - 3,187 3,085 3,085 - 102 43 15 - 5 10 29 - - - - - - 3,217 3,153 3,153 - 64 5 15 - 5 10 29 - - - - - - 3,237 3,237 3,237 3,173 3,173 - 64 5 15 - 5 10 29 - - - - - - Total 7,606 3,824 2,433 3,187 3,217 3,237 477 Department of Tourism 1.
Budget Summary Consolidated Position 2021 2022 2023 SR'000s Total to be appropriated Compensation of Employees Use of Goods and Services Capital Forecast Forecast P1:Governance, Management & Administration P2:Product Development and Standard Monitoring P3:Tourism & Hospitality Training Total 15,865 4,742 11,124 4,179 32,978 53,022 3,310 16,477 24,529 868 16,501 28,493 - - - - 15,648 15,712 4,211 32,419 52,279 4,231 31,927 51,870 2.
Strategic Overview of Entity Mandate The mandate of the Tourism Department is to promote sustainable tourism development by ensuring that the tourism industry excels in its performance of providing a high level of service delivery and product offering.
Major Achievements in 2019 and 2020  Revised, finalized and submitted the draft Tourism Development Bill to the National Assembly;  Assisted hotels with risk management plans;  Ensured that health standards of all licensed tourism products were maintained through effective monitoring visits, and provided recommendations for issuance of licenses;  Completed the draft regulations and submitted same to AG’s Office for legal drafting of The standards regulations; amendments are ongoing;  Recertified 13 accommodation businesses with the Seychelles Sustainable Tourism Label (SSTL);  Developed health guidelines for the tourism industry in line with Public health protocols for COVID 19;  Assessed tourism businesses in line with established guidelines and protocols for category 1 and 2, subsequently certified tourism businesses with the safe certificate;  Finalised all standards and continued the pre-assessments of small establishments for the Seychelles Secrets Standard; Increased the number of Seychelles Sustainable Tourism Label (SSTL) certified hotels;   Updated the Tourism Master Plan and developed a strategic plan and related policies;  Completed and disseminated tourist advisories and safety guides to sensitise the industry and visitors  on safety precautions; Improved the monitoring of crimes against visitors in collaboration with the Police and Bureau of Statistics;  Worked with international partners (e.g.
United Nations World Tourism Organisation (UNWTO) to improve co-operation and share best practices through the signature and renewal of Memoranda of Understanding (MOUs), and implemented activities under these agreements;  Completed a study on product diversification and presented a first draft of recommendation; 478   Increased the pass rate level for city and guilds examination at Advanced Certificate level from 90% to 94%, the progression rate from first to second year from 72% to 76%, and the graduation rate from 67% in 2019 to 70% in 2020; Increased the number of short course offered at the Tourism Academy to cater for re-skilling needs as well as up-skilling needs in the country; and  STA successfully reopened its premises following the lockdown and have successfully delivered all its programme within the year 2020.
Current challenges  Delay in the implementation of classification programme due to the Tourism Development Bill that is yet to be approved by the National Assembly;  Difficulty in accessing certain sites to complete assessments and monitoring inspections because the current vehicle fleet is old and unsuitable for the type of terrain;  Delay in updating tourism product records, policy formulation and risk assessments due to tourism stakeholders and MDAs’ failure to supply data ;  The need for the Department to monitor activities that are beyond its mandate and do follow ups that may have an impact on the success of the tourism industry, in spite of the already limited human resource capacity; Identifying and tackling illegal tourism activities;   The need for continuous development and upgrading of STA staff academic and professional qualifications to match transforming needs of the industry and enhance employability of learners; and  Delays in starting the construction of Seychelles Tourism Academy (STA) Phase 2, negatively impacts on students’ understanding of hotel culture and employability and diminishes the offering of practical training due to lack of demonstration and practical training rooms, resulting in loss of revenue and opportunities for the student and STA.
Strategic Priorities 2021 to 2023  Implement a national accommodation grading system and increase SSTL certification with the aim of meeting the global biodiversity finance initiative (BIOFIN) target of making the programme mandatory for large tourism establishments and island resorts by 2021;  Do continuous monitoring to ensure that all tourism businesses are operating at set minimum requirements, and increase the number of small tourism establishments with multi-hazard preparedness and disaster risk standard operating procedures for the safety and security of tourists;  Develop a human resource development plan for the sector;  Develop a comprehensive data collection system (Tourism Satellite Accounting System);  Undertake land-based and maritime carrying capacity studies;  Implement an effective monitoring and enforcement mechanism for tackling of illegal tourism activities;  Construct demonstration rooms, practical rooms, Training Hotel and staff rooms in Phase 2 of the STA in order to improve the quality of training of STA learners and employability of our students as well as contribute towards STA being a pillar of the Seychelles economy by offering tourism training to local and international learners;  Ensure that all academic staff obtain at least a Bachelor’s Degree qualification as well as specific cadre qualification and continuous professional development for all staff in accordance with the changing needs of the industry and the Academy; and Increase the graduation rate on all academic programmes to increase trained professionals.
 479 3.

Budget Overview Revenue Table 1.

Revenue SR'000s Consolidated Fund Main appropriation Total 2019 Estimated Actual 46,958 46,958 46,958 2020 2021 2022 2023 Budget (Amendment) Revised Budget Budget Forecast Forecast 56,338 56,338 56,338 48,381 48,381 48,381 53,022 53,022 53,022 52,279 52,279 52,279 51,870 51,870 51,870 Consolidated Expenditure Estimates Table 2.
Consolidated expenditure estimates SR'000s 2019 2020 2021 2022 2023 Estimated Actual Budget (Amendment) Revised Budget Budget Forecast Forecast Programmes P1:Governance, Management & Administration P2:Product Development and Standard Monitoring P3:Tourism & Hospitality 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 CAPITAL EXPENDITURE Non-financial Assets Building and Infrastructure Machinery and Equipment Other Fixed Assets Non-produced Assets 21,942 3,990 21,025 46,958 46,815 20,716 20,716 - 26,099 5,019 2,028 810 1,451 16,341 450 143 143 143 - - - 22,986 22,395 15,865 15,648 15,712 4,214 4,108 4,179 29,139 56,338 21,879 48,381 32,978 53,022 49,321 23,675 23,675 - 25,647 5,397 1,096 731 1,352 16,852 218 7,017 7,017 7,017 - - - 48,381 24,104 24,104 - 24,278 4,741 936 548 1,385 16,276 391 - - - - - - 53,022 24,529 24,529 - 28,493 4,454 3,977 563 1,394 17,818 286 - - - - - - 4,211 32,419 52,279 52,279 23,937 23,937 - 28,342 4,545 3,977 563 1,394 17,577 286 - - - - - - 4,231 31,927 51,870 51,870 23,563 23,563 - 28,307 4,545 3,942 563 1,394 17,577 286 - - - - - - Total 46,958 56,338 48,381 53,022 52,279 51,870 480 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 and the tourism sector in general.
The programme comprises the following sub-programmes:  Sub-programme 2 Central Administration: Provides effective leadership and institutional operational support and communication; and  Sub-programme 3 Tourism Policy Formulation: Provides strategic guidance, ensures sustainable human resource development and risk mitigation and adaptation of the tourism sector.
Strategic objectives and measures The table below sets out the performance measures by which the programme will be addressing its strategic priorities.

Table 3.

Performance measures for programme P1:Governance, Management and Administration Outcome: Maintain a culture of safety and best practice to foster sustainable tourism growth Outcome indicator: 1.

Compilation of statistical tables for Tourism Satellite Accounting System.

( Phased in completion of 10 statistical tables) 2.
Number of small establishments that have basic SOPs for multi hazards preparedness for disaster risk reduction, safety & security 3.

Increase number of tourism businesses where human resource needs surveys are completed 4.
% of small tourism establishment that have basic SOP for risk reduction emergency response and evacuation for the preparedness of natural hazards and other emergencies including safety and security Target 2019 2020 Amended Target SP3: Tourism Policy Formulation Actual 2021 Target 2022 2023 Target Target Inbound Tourism Expenditure Domestic Tourism Outbound Tourism Internal Tourism consumption 20 Production accounts Total Domestic supply and internal Employment Gross fixed capital formation Collective consumptions Non-Monetary indicators Tourism Satellite Accounting System in place 78 42 82 168 176 30 3 74 maritime based operators 80 maritime based operators 60 20% 15% 30% 40% 50% - - - - 481 Programme Expenditure Table 4.
Consolidated programme expenditure estimates SR'000s Programmes SP1:Minister's Support Service SP2:Central Administration SP3:Tourism Policy Formulation 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 CAPITAL EXPENDITURE Non-financial Assets Building and Infrastructure Machinery and Equipment Other Fixed Assets Non-produced Assets 2019 Estimated Actual 2020 2021 2022 2023 Budget (Amendment) Revised Budget Budget Forecast Forecast 1,779 16,228 3,935 21,942 21,942 4,937 4,937 - 17,005 1,448 512 178 - 14,742 126 - - - - - - 1,738 17,236 4,012 22,986 22,986 5,877 5,877 - 17,109 1,554 369 188 - 14,959 40 - - - - - - 1,659 16,724 4,012 22,395 22,395 5,877 5,877 - 16,518 1,201 418 180 - 14,679 40 - - - - - - - 13,948 1,918 15,865 15,865 4,742 4,742 - 11,124 967 187 149 - 9,780 40 - - - - - - - 13,730 1,918 15,648 15,648 4,766 4,766 - 10,882 967 187 149 - 9,539 40 - - - - - - - 13,764 1,948 15,712 15,712 4,830 4,830 - 10,882 967 187 149 - 9,539 40 - - - - - - Total 21,942 22,986 22,395 15,865 15,648 15,712 Main economic classification by sub-programme SR'000s SP1:Minister's Support Service Compensation of Employees Use of Goods and Services Non-financial Assets SP2:Central Administration Compensation of Employees Use of Goods and Services Non-financial Assets SP3:Tourism Policy Formulation Compensation of Employees Use of Goods and Services Non-financial Assets 2019 Estimated Actual 1,779 877 902 - 16,228 2,542 13,685 - 3,935 1,518 2,418 - 2020 2021 2022 2023 Budget (Amendment) 1,738 977 761 - 17,236 3,078 14,158 - 4,012 1,821 2,190 - Revised Budget Budget Forecast Forecast 1,659 1,039 620 - 16,724 3,016 13,708 - 4,012 1,821 2,190 - - - - - 13,948 3,011 10,937 - 1,918 1,731 186 - - - - - 13,730 3,035 10,696 - 1,918 1,731 186 - - - - - 13,764 3,069 10,696 - 1,948 1,761 186 - 482 Programme 2: Product Development and Standards Monitoring The purpose of the programme is to develop quality and sustainability criteria and establish minimum required standards for different business types and categories; implement and monitor these to raise standards and encourage consistency in quality and service standards in the industry; and improve sustainability of the industry and encourage product diversification.
Strategic objectives and measures The table below sets out the performance measures by which the programme will be addressing its strategic priorities.

Table 5.

Performance measures for programme P2:Product Development and Standard Monitoring Outcome: Maintain good standard of practice within the sector through yearly monitoring visits Outcome indicator 2019 Target Actual 2020 Amended Target 2021 Target 2022 Target 2023 Target 1.Percentage of hotels above 50 rooms, assessed and graded 2.
% increase of establishment in the Tourism sector that are maintaining their operation at the set minimum requirement for each activity.

Contributing indicators 20% - 60% 60% 40% 100% 75% 95% 80% 80% 85% 90% 2019 2020 2021 2022 2023 Target Actual Target Target Target Target 1.

Large hotels and resorts formally graded 2.

Small hotels/self-catering guest house with voluntary grading 3.

SSTL certified tourism establishment 4.


Tourism businesses operating at/above minimum standard 53 256 45 85% Programme Expenditure - - 21 95% - 256 45 85% 12 25 24 9 25 30 21 25 35 80% 85% 90% Table 6.
Consolidated programme expenditure estimates SR'000s 2019 Estimated Actual 2020 2021 2022 2023 Budget (Amendment) Revised Budget Budget Forecast Forecast Programmes P2:Product Development and Standard Monitoring Programme Total Economic Classification CURRENT EXPENDITURE Compensation of Employees Wages and Salaries in Cash Wages and Salaries in Kind 3,990 3,990 3,990 3,178 3,178 - 4,214 4,214 4,108 4,108 4,214 3,314 3,314 - 4,108 3,314 3,314 - 4,179 4,179 4,179 3,310 3,310 - 4,211 4,211 4,211 3,343 3,343 - 4,231 4,231 4,231 3,363 3,363 - 483 SR'000s 2019 Estimated Actual Use of 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 812 266 243 - - 303 - - - - - - - 2020 2021 2022 2023 Budget (Amendment) 899 190 201 - - 508 - Revised Budget 794 190 201 - - 402 - - - - - - - - - - - - - Budget Forecast Forecast 868 190 174 - - 504 - - - - - - - 868 190 174 - - 504 - - - - - - - 868 190 174 - - 504 - - - - - - - Total 3,990 4,214 4,108 4,179 4,211 4,231 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 maintain an 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.

Strategic objectives and measures The table below sets out the performance measures by which the programme will be addressing its strategic priorities.

Table 7.

Performance measures for programme P2: Tourism and Hospitality Training Outcome Higher graduation rate on all academic programmes to increase trained professionals.

Outcome indicator 1.


% of trained graduates placed in tourism industry 2019 Target Actual 2020 Amended Target 2021 Target 2022 Target 2023 Target 87% 88% 86% 88% 89% 89% 484 Contributing indicators 2019 Target Actual 2020 Amended Target 2021 Target 2022 Target 2023 Target SP1: Hotel School Management 1.

Number of students enrolled on all academic programmes.

2.
2.

Rate of students completing their industry placement successfully 345 92% 305 95% 310 92% 310 94% 360 95% 360 95% SP2: Hotel Training Programme 1.

Progression rate from 1st year to 2nd year at Certificate and Advanced Certificate level 2.

Graduation rate of students across all programmes Programme Expenditure 85% 75% 85% 87% 89% 89% 70% 67% 70% 73% 75% 75% Table 8.
Consolidated programme expenditure estimates SR'000s Programmes SP1:Hotel School Management SP2:Hotel Training Programme 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 CAPITAL EXPENDITURE Non-financial Assets Building and Infrastructure Machinery and Equipment Other Fixed Assets Non-produced Assets 2019 Estimated Actual 2020 2021 2022 2023 Budget (Amendment) Revised Budget Budget Forecast Forecast 10,104 10,921 21,025 20,883 12,601 12,601 - 8,282 3,305 1,274 632 1,451 1,296 324 143 143 143 - - - 16,834 12,305 29,139 9,491 12,387 21,879 8,986 23,991 32,978 9,119 23,300 32,419 22,122 14,484 14,484 - 7,638 3,652 526 543 1,352 1,386 178 7,017 7,017 7,017 - - - 21,879 14,913 14,913 - 6,966 3,349 318 368 1,385 1,195 351 - - - - - - 32,978 16,477 16,477 - 16,501 3,296 3,616 414 1,394 7,534 246 - - - - - - 32,419 15,828 15,828 - 16,592 3,387 3,616 414 1,394 7,534 246 - - - - - - 9,090 22,837 31,927 31,927 15,370 15,370 - 16,557 3,387 3,581 414 1,394 7,534 246 - - - - - - Total 21,025 29,139 21,879 32,978 32,419 31,927 485 Main economic classification by sub-programme SR'000s SP1:Hotel School Management Compensation of Employees Use of Goods and Services Non-financial Assets SP2:Hotel Training Programme Compensation of Employees Use of Goods and Services Non-financial Assets 2019 Estimated Actual 10,104 4,143 5,818 143 10,921 8,457 2,464 - 2020 2021 2022 2023 Budget (Amendment) 16,834 4,815 5,001 7,017 12,305 9,668 2,637 - Revised Budget 9,491 4,815 4,676 - 12,387 10,098 2,290 - Budget Forecast Forecast 8,986 4,457 4,529 - 23,991 12,020 11,972 - 9,119 4,499 4,620 - 23,300 11,329 11,971 - 9,090 4,505 4,585 - 22,837 10,866 11,971 - 486 Seychelles Tourism Board 1.
Budget Summary Consolidated Position 2021 2022 2023 SR'000s Total to be appropriated Compensation of Employees Use of Goods and Services Capital Forecast Forecast P1:Governance, Management and Administration P2:Destination Marketing Total 11,275 4,580 6,695 130,784 142,059 11,450 16,030 119,334 126,029 - - - 11,972 12,201 130,996 142,969 131,977 144,178 2.
Strategic Overview of Entity Mandate The mandate of Seychelles Tourism Board (STB) is to promote and market Seychelles as the preferred tourist destination.
Major Achievements in 2019 and 2020  Participated in 38 trade and consumer fairs in 2020 with some moving virtual given the ongoing situation with the COVID-19 pandemic and executed 218 workshops/roadshows with the aim of keeping the trade partners up to date on the destination and its offerings, and this was also achieved through 1,157 sales calls and 1,113meetings with the aim of maintaining the relationship with our key trade partners; Issued 210 press releases to our database, generated 1,999 press cuttings in reputable travel publications from previous media trips, and attended 26 Public Relations (PR) events, all generating much needed visibility for the destination;   The destination was featured on the radio and television 54 times, i.e.
interviews with the STB Chief Executive Officer, or through featured destination programmes;  Undertook 398 trade support activities, 104 consumer activations, 65 social media campaigns, 31 educational and 25 media trips;  Managed 35.9 impressions and 934k engagements across all STB social media platforms in 2020, except YouTube, representing a 44.6% increase in impressions and 83.6% increase in engagements compared to 2019; Increased number of fans to 424,485 by 19th November 2020, compared to 412,274 in the same period of 2019, representing an increase of 2.96%;   Conducted a 100% organic “Dream Now, Experience Seychelles Later” campaign during the time that most source markets were in lockdown, and this generated 851 thousand impressions and 53 thousand engagements;  Launched a second campaign, “Experience Seychelles: Our Home, Your Sanctuary” in October 2020 and it generated 2.6 million impressions and 152 thousand engagements; 487  Established a network of Content Creators, consisting of photographers, videographers and writers, to work with STB to create both raw and edited content for STB that will be used across STB’s marketing channels, with some content being made available to be used by its partners through its Public Media Hub; and  Set up a landing page to ensure that reliable and timely information relating to travel requirements to the destination are communicated to potential visitors, trade partners locally and internationally which served over 75k users, with a total of 985 users subscribing to our mailing list.
Current Challenges  Inability to maintain competitiveness through sustained campaigns and projects for major/priority markets due to human and financial constraints;  Limited foreign exchange availability and the increase in exchange rates;  Insufficient promotion of potential target groups due to scarcity of resources;  Low traffic to the websites due to the limited content and platforms that are not updated regularly to keep up with the latest trend, resulting in the social media content not reaching the right audience;  Unavailability of credible and up-to-date statistics for decision making, monitoring, and reporting on performance; and  The volatility, uncertainty and dynamism of the COVID-19 pandemic in the various key source markets, as well as the health measures in place in the destination.
Strategic Priorities 2021 to 2023 • Chart the destination’s recovery and boost the demand for Seychelles as the preferred tourism destination to increase the number of international visitors; • Enhance growth across the target markets and segments; • Enhance collaboration with stakeholders and partners, both locally and internationally, to improve delivery on STB’s mandate; • Enhance STB’s capacity in market intelligence, insights, and analytics; and • Ensure efficiency and effectiveness across all STB’s operations in line with the regulatory framework.
3.

Budget Overview Revenue Table 1.

Revenue SR'000s Consolidated Fund Main appropriation Total 2019 Estimated Actual 140,451 140,451 140,451 2020 2021 2022 2023 Budget (Amendment) Revised Budget Budget Forecast Forecast 141,042 141,042 141,042 140,843 140,843 140,843 142,059 142,059 142,059 142,969 142,969 142,969 144,178 144,178 144,178 488 Current Receipts Table 2.
Current receipts SR'000s Receipts transferred to Consolidated Fund Rental of kiosk (La Digue) Sales of Booklets TOTAL 2019 2020 2021 2022 2023 Estimated Actual Budget (Amendment) Revised Budget Budget Forecast Forecast 4 77 81 6 72 78 6 72 78 6 72 78 6 72 78 6 72 78 Consolidated Expenditure Estimates Table 3.
Consolidated expenditure estimates SR'000s 2019 2020 2021 2022 2023 Estimated Actual Budget (Amendment) Revised Budget Budget Forecast Forecast Programmes P1:Governance, Management and Administration P2:Destination Marketing 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 CAPITAL EXPENDITURE Non-financial Assets Building and Infrastructure Machinery and Equipment Other Fixed Assets Non-produced Assets 12,345 128,106 140,451 140,451 15,084 15,084 1,080 125,367 4,160 2,569 398 - 116,314 846 - - - - - - 12,021 11,867 11,275 11,972 12,201 129,020 141,042 141,042 15,901 15,901 1,070 125,141 3,500 1,892 343 - 117,128 1,207 - - - - - - 128,976 130,784 130,996 131,977 140,843 142,059 142,969 144,178 140,843 15,901 15,901 1,070 124,942 3,459 1,842 281 - 117,839 451 - - - - - - 142,059 16,030 16,030 681 126,029 3,215 1,020 215 - 120,598 300 - - - - - - 142,969 16,220 16,220 708 126,749 3,193 1,435 238 - 120,633 543 - - - - - - 144,178 16,353 16,353 735 127,825 3,229 1,749 270 - 121,477 365 - - - - - - Total 140,451 141,042 140,843 142,059 142,969 144,178 489 4.
Programme Performance Programme 1: Governance, Management and Administration The purpose of the programme is to ensure effective and efficient strategic and policy oversight, and management of resources to achieve corporate objectives.

Programme Expenditure Table 4.
Consolidated programme expenditure estimates SR'000s 2019 Estimated Actual 2020 2021 2022 2023 Budget (Amendment) Revised Budget Budget Forecast Forecast Programmes P1:Governance, Management and Administration 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 CAPITAL EXPENDITURE Non-financial Assets Building and Infrastructure Machinery and Equipment Other Fixed Assets Non-produced Assets 12,345 12,345 12,345 4,724 4,724 - 7,621 2,705 2,377 359 - 1,334 846 - - - - - - 12,021 12,021 12,021 5,097 5,097 - 6,925 2,625 1,707 308 - 1,153 1,132 - - - - - - 11,867 11,867 11,275 11,972 11,275 11,972 12,201 12,201 11,867 5,066 5,066 - 6,801 2,584 1,657 246 - 1,864 451 - - - - - - 11,275 4,580 4,580 - 6,695 2,681 903 213 - 2,598 300 - - - - - - 11,972 4,623 4,623 - 7,349 2,691 1,313 238 - 2,564 543 - - - - - - 12,201 4,667 4,667 - 7,534 2,708 1,622 270 - 2,569 365 - - - - - - Total 12,345 12,021 11,867 11,275 11,972 12,201 Programme 2: Destination Marketing The purpose of the programme is to ensure that the Seychelles is marketed and promoted locally and internationally as the preferred tourist destination, through a co-ordinated national tourism marketing strategy that promotes all the various niches.
The programme comprises the following sub-programmes:  Sub-programme 1 International Marketing: Ensures the implementation and co-ordination of STB’s global marketing and PR strategies to allow for sustainable growth of the inbound tourism market; and  Sub-programme 2 Domestic Marketing: Ensures that international marketing operations are domestically and sufficiently supported.
490 Strategic Objectives and Measures The table below sets out the performance measures by which the programme will be monitoring the achievement of its strategic objectives.

Table 5.

Performance measures for programme P2:Destination Marketing Outcome: Enhancing and enforcing the presence and awareness of the destination on the different STB online platforms.
Outcome indicator 2019 Target Actual 1.% of total visitors arrival 8% 15% Contributing indicators 2019 Target Actual 2020 Amended Target 3% 2020 Amended Target 2021 Target 4% 2021 2022 Target 5% 2022 2023 Target 5% 2023 Target Target Target SP1:International Marketing 1.

Percentage increase of brand awareness activities 2.

Percentage increase of engagement across STB's digital platforms 3.
Total number of visits on the main website 10% 20% 10% 15% 10% 20% 10% 50% 10% 50% 10% 50% - 362,525 244,774 367,161 550,741 660,889 Programme Expenditure Table 6.
Consolidated programme expenditure estimates SR'000s Programmes SP1:International Marketing SP2:Domestic Marketing 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 2019 Estimated Actual 2020 2021 2022 2023 Budget (Amendment) Revised Budget Budget Forecast Forecast 96,923 31,183 128,106 128,106 10,360 10,360 1,080 117,746 1,455 192 39 - 114,980 - 123,476 5,545 129,020 123,487 5,489 128,976 126,031 4,753 130,784 125,555 5,441 130,996 126,529 5,448 131,977 129,020 10,804 10,804 1,070 118,216 875 185 35 - 115,975 75 128,976 10,835 10,835 1,070 118,141 875 185 35 - 115,975 - 130,784 11,450 11,450 681 119,334 533 117 2 - 118,000 - 130,996 11,597 11,597 708 119,400 501 122 - - 118,069 - 131,977 11,686 11,686 735 120,291 521 127 - - 118,908 - 491 SR'000s CAPITAL EXPENDITURE Non-financial Assets Building and Infrastructure Machinery and Equipment Other Fixed Assets Non-produced Assets 2019 Estimated Actual 2020 2021 2022 2023 Budget (Amendment) - - - - - - Revised Budget - - - - - - - - - - - - Budget Forecast Forecast - - - - - - - - - - - - - - - - - - Total 128,106 129,020 128,976 130,784 130,996 131,977 Main economic classification by sub-programme SR'000s SP1:International Marketing Compensation of Employees Use of Goods and Services Non-financial Assets SP2:Domestic Marketing Compensation of Employees Use of Goods and Services Non-financial Assets 2019 Estimated Actual 96,923 6,711 90,211 - 31,183 3,649 27,534 - 2020 2021 2022 2023 Budget (Amendment) 123,476 6,960 116,516 - 5,545 3,845 1,700 - 7,047 Budget Revised Budget 123,487 126,031 7,697 116,441 118,334 - 4,753 3,753 1,000 - - 5,489 3,789 1,700 - Forecast Forecast 125,555 7,856 117,700 - 5,441 3,741 1,700 - 126,529 7,938 118,591 - 5,448 3,748 1,700 - 492 AGRICULTURE, CLIMATE CHANGE AND ENVIRONMENT PORTFOLIO 493 Department of Climate Change & Environment 1.
Budget Summary Consolidated Position SR'000s P1:Governance, Management and Administration P2:Climate Change and Energy Management P3:Biodiveristy Conservation and Management P4:Environment Protection P5:Education and Awareness Total 2021 2022 2023 Total to be appropriated Compensation of Employees Use of Goods and Services Capital Forecast Forecast 17,218 82,342 6,382 14,044 1,884 121,871 6,772 4,807 3,902 6,751 1,063 23,295 10,446 - 16,960 16,990 16,968 60,567 53,285 37,476 2,480 7,293 821 38,008 - - - 60,567 6,411 14,125 1,998 92,778 6,418 14,255 1,998 77,137 2.
Strategic Overview of Entity Mandate The Ministry responsible for Environment and Climate Change is charged with ensuring the constitutional right of every person to live in, enjoy a clean, healthy and ecologically balanced environment, the provision of a reliable, affordable and safe water and energy supply, and build resilience against climate change and disasters.
Major Achievements 2019 and 2020  Designated 30% of the Seychelles Exclusive Economic Zone under the Milestone 3 of Marine Spatial Plan Initiative, in line with the conditions of the Paris Club Debt Swap agreement (13 new Marine Protected Areas established);  Established 2 new policies and 4 new pieces of legislation related to biodiversity conservation;  Created a Biodiversity Finance Unit;  Finalised the new Waste Master Plan 2020-2035 and Environmental Impact Assessment (EIA) Regulation;  Established the new Glass Bottles Recycling Scheme;  Implemented the “Smart Energy in Public Spaces” programme which focussed on installing rooftop Photo Voltaic (PV) solar panels on Government Buildings (National Assembly and Victoria Gymnasium), public and private schools, Health Establishments, Old People’s Homes, Seychelles Coast Guards, etc.
;  Completed several drainage improvement and coastal rehabilitation and protection projects on Mahe, Praslin and La Digue:  Received Cabinet approval for the Coastal Management Plan, a New Climate Change Policy, Shoreline Management Plan for North-East Point and the Seychelles National Wetlands Policy and Action Plan;  Revised the Inducement and Commuted Overtime Allowances for eight (8) closed cadres within the Ministry, which took effect in March 2020; and  Set up a mass communication mechanism through news media, social media, webpage, green line etc., to respond to public concerns and contribute to the overall access to environment information.
494 Current Challenges  Enforcing existing laws on illegal development, monitoring, littering and illegal dumping and biodiversity conservation due to a lack of up-to-date legislation and limited resources, e.g.
staffing;  Shortage of technical staff to monitor existing schemes and formulate legislation and policies relating to waste management, pollution control and biodiversity conservation;  Loss of natural habitat on a large scale and threat to biodiversity due to increasing socio- economic development in both marine and terrestrial environments, including Invasive Alien Species (IAS), poaching of endangered species and reduced biodiversity financing for protected areas).
 Inability to accelerate the drive to renewable energy in order to reduce dependence on fossil fuel, provided it does not have an impact on Public Utilities Corporation’s (PUC) grid stability, as a result of a large increase in energy demand; and  Inability to address increased demands for coastal protection and flood mitigation infrastructures and tourism establishments due to budgetary constraints; Strategic Priorities 2021 to 2023  Strengthen the enforcement of environment protection institutional and functional review of the Department, formulate new pieces of legislations, Environment Quality Objectives and introduce new environment recycling schemes;  Implementation the Waste Master Plan for Seychelles (2020-2035) through a gradual process;  Improve long-term biodiversity conservation through strengthened policies, legislation, human resource capacity and effective area-based management approaches and by investing more resources towards the elimination of threats (including IAS, illegal trade and poaching of endangered species, etc.)
 Increase resilience of the most vulnerable coastal areas on Mahé, Praslin and La Digue, where the majority of economic activities, infrastructures and tourism activities are located; and  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, to meet the set target of 15% by 2030 with reinforcement of the grid through investments in the distribution networks and energy storage systems.
3.

Budget Overview Revenue Table 1.

Revenue SR'000s Consolidated Fund Main appropriation Total 2019 Estimated Actual 73,424 73,424 73,424 2020 2021 2022 2023 Budget (Amendment) Revised Budget Budget Forecast Forecast 99,772 99,772 99,772 101,047 101,047 101,047 121,871 121,871 121,871 92,778 92,778 92,778 77,137 77,137 77,137 495 Current Receipts Table 2.
Current receipts 2019 2020 2021 2022 2023 SR'000s Estimated Actual Budget Amendment Revised Budget Budget Forecast Forecast Receipts transferred to Consolidated Fund Tree Felling & lightning of Fires Processing fee Sale of Coco de Mer tag Levies on sales tortoises Environment Fine Purchase of Coco de Mer TOTAL 97 958 - 1,055 90 480 - - 570 90 600 100 100 898 90 600 100 300 - 1,090 90 480 - 300 - 880 90 480 - 300 - 880 Consolidated Expenditure Estimates Table 3.
Consolidated expenditure estimates 2019 2020 2021 2022 2023 SR'000s Estimated Actual Budget (Amendment) Revised Budget Budget Forecast Forecast Programmes P1:Governance, Management and Administration P2:Climate Change and Energy Management P3:Biodiveristy Conservation and Management P4:Environment Protection P5:Education and Awareness 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 CAPITAL EXPENDITURE Non-financial Assets Building and Infrastructure Machinery and Equipment Other Fixed Assets Non-produced Assets 16,785 33,737 13,476 7,443 1,982 73,424 46,614 19,104 19,104 53 27,510 5,275 2,736 12,123 45 5,707 1,570 26,810 26,810 4,042 - - 22,769 18,411 60,423 5,962 13,084 1,893 99,772 60,945 22,874 22,874 73 38,072 4,091 2,213 18,552 200 12,150 792 38,827 38,827 - - - 38,827 15,738 17,218 16,960 65,013 82,342 53,285 7,089 11,137 2,070 6,382 14,044 1,884 101,047 121,871 61,157 23,152 23,152 73 38,005 4,597 2,374 21,265 203 8,030 1,463 39,889 39,889 - - - 39,889 61,303 23,295 23,295 112 38,008 5,412 1,928 18,421 183 11,059 893 60,567 60,567 - - - 60,567 6,411 14,125 1,998 92,778 61,571 23,713 23,713 109 37,858 5,412 1,928 18,555 183 11,027 643 31,207 31,207 - - - 31,207 16,990 37,476 6,418 14,255 1,998 77,137 61,832 23,974 23,974 109 37,858 5,412 1,928 18,555 183 11,027 643 15,305 15,305 - - - 15,305 Total 73,424 99,772 101,047 121,871 92,778 77,137 496 4.
Approved New Spending Initiatives Table 4.
New initiatives funded Programme Name of new spending initiative Priority Objective Description and motivation SR'000s Funding 2021 Funding 2022 Funding 2023 SP1:Minister's Support Services Transfer of Staff from Tourism Department To provide support and help the ministry fulfil its mandate P4: Environment Protection Recruitment of Director Enforcement To strengthen the enforcement of environment protection by revising existing structures, policies and legislations and introducing new environment schemes; and the formulation of environmental quality objectives.
PSIP Compensation of Employees Goods and Services Minor Capital Outlays Total PSIP Compensation of Employees Goods and Services Minor Capital Outlays Staff is being transferred from Tourism Department to be the Personal Assistant of the Minister.

To provide overall guidance to the unit as well as to assist the DG with planning and overseeing the overall’s work programme.

- - - 267 267 267 - - 267 - 326 - - - - 267 - 392 - - - - 267 - 392 - - Total 326 392 392 5.
Programme Performance Programme 1: Governance, Management and Administration 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 Ministry fulfil its mandate.
497 Programme Expenditure Table 5.
Consolidated programme expenditure estimates SR'000s 2019 Estimated Actual 2020 2021 2022 2023 Budget (Amendment) Revised Budget Budget Forecast Forecast Programmes SP1:Minister's Support Services SP2: Policy, Admin and HR 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 CAPITAL EXPENDITURE Non-financial Assets Building and Infrastructure Machinery and Equipment Other Fixed Assets Non-produced Assets 3,447 13,338 16,785 15,373 5,843 5,843 - 9,530 3,735 932 326 7 4,368 162 1,413 1,413 - - - 1,413 4,546 13,865 18,411 18,411 8,609 8,609 - 9,802 3,026 822 581 92 5,062 219 - - - - - - 1,531 14,207 15,738 15,738 5,680 5,680 - 10,058 3,337 777 515 95 4,864 469 - - - - - - 2,476 14,742 17,218 17,218 6,772 6,772 - 10,446 4,410 767 633 65 4,108 463 - - - - - - 2,476 14,484 16,960 16,960 6,845 6,845 - 10,115 4,410 767 633 65 4,027 213 - - - - - - 2,516 14,474 16,990 16,990 6,875 6,875 - 10,115 4,410 767 633 65 4,027 213 - - - - - - Total 16,785 18,411 15,738 17,218 16,960 16,990 Main economic classification by sub-programme SR'000s SP1:Minister's Support Services Compensation of Employees Use of Goods and Services Non-financial Assets SP2: Policy, Admin and HR Training Compensation of Employees Use of Goods and Services Non-financial Assets 2019 Estimated Actual 3,447 1,185 850 1,413 13,338 4,658 8,680 - 2020 2021 2022 2023 Budget (Amendment) 4,546 3,615 931 - 13,865 4,993 8,871 - Revised Budget 1,531 609 922 - 14,207 5,071 9,136 - Budget Forecast Forecast 2,476 1,557 919 - 14,742 5,215 9,527 - 2,476 1,557 919 - 14,484 5,288 9,196 - 2,516 1,597 919 - 14,474 5,278 9,196 - 498 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 to lessen Seychelles’ vulnerability and disaster-related risks.
Strategic Objectives and Measures The table below sets out the performance measures by which the programme will be monitoring the achievement of its strategic objectives.

Table 6.

Performance measures for programme P2:Climate Change and Energy Management Outcome Outcome indicator 1.

Increase in number of households and public infrastructures utilising alternate or renewable energy sources by 2021 2.
Reduction in the level of carbon dioxide emissions measured in metric tonnes/year in the electricity sub-sector 3.Number of households equipped with rainwater harvesting systems Contributing indicators 1.

Increase in number of marsh and rivers cleaned and maintained by 2021 2.

Increase in number of infrastructure covered under GIS database for informed decision making 3.Reduce the number of infrastructure and households at high risk of coastal erosion and flooding respectively 1.
Develop and implement programmes to encourage the use of renewable energy in the local community 2.

Increased resilience of the most vulnerable areas on Mahe, Praslin and La Digue to the effects of coastal erosion and flooding.
2021 Target 2022 Target 2023 Target Actual 2019 Target 2020 Amended Target 220 225 250 275 300 350 1100 1250 1250 1450 1600 1850 180 190 210 2019 Target Actual 2020 Amended Target 240 2021 Target 260 290 2022 2023 Target Target 176 170 176 176 180 184 12,500 12,200 13,500 13,500 15,000 16,500 23,400 26,000 22,050 22,050 19,845 17,860 499 Programme Expenditure Table 7.
Consolidated programme expenditure estimates SR'000s Programmes P2:Climate Change and Energy Management 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 CAPITAL EXPENDITURE Non-financial Assets Building and Infrastructure Machinery and Equipment Other Fixed Assets Non-produced Assets 2019 Estimated Actual 2020 2021 2022 2023 Budget (Amendment) Revised Budget Budget Forecast Forecast 33,737 33,737 60,423 60,423 65,013 65,013 82,342 82,342 53,285 53,285 37,476 37,476 15,870 4,207 4,207 53 11,663 294 642 10,303 18 35 318 17,867 17,867 4,042 - - 13,826 21,596 4,194 4,194 73 17,402 260 265 16,269 25 194 315 38,827 38,827 - - - 38,827 25,124 5,021 5,021 73 20,102 260 325 19,042 25 194 183 39,889 39,889 - - - 39,889 21,775 4,807 4,807 112 16,968 225 293 15,982 25 175 155 60,567 60,567 - - - 60,567 22,077 4,928 4,928 109 17,149 225 293 16,166 25 175 155 31,207 31,207 - - - 31,207 22,171 5,022 5,022 109 17,149 225 293 16,166 25 175 155 15,305 15,305 - - - 15,305 Total 33,737 60,423 65,013 82,342 53,285 37,476 Programme 3: Biodiversity and Conservation Management The purpose of the programme is to ensure that there is long-term safeguarding of Seychelles biodiversity (all flora, fauna, ecosystems and services).
Its main goals include the development of all policies relating to biodiversity conservation, in both terrestrial and marine environments, control and eradication efforts for Invasive Alien Species, forest resources and their management.
In addition to strategic direction (policy and legislation development), activities under this programme provide for oversight of the national implementation of conservation programmes, including monitoring the status of endemic and threatened species, issuing of permits for tree felling and burning, oversight of protected area management, implementation of international multi-lateral environment conventions.
Strategic Objectives and Measures The table below sets out the performance measures by which the programme will be monitoring the achievement of its strategic objectives.

500 Table 8.

Performance measures for programme P3:Biodiversity and Conservation Outcome legislation 1.

Improved long-term biodiversity conservation through strengthened policies and Outcome indicators 2.

Increased conservation of Seychelles land and marine resources 3.
Addressing Biodiversity threats posed by Invasive Alien Species 2019 2020 2021 2022 2023 Target Actual Amended Target Target Target Target CITES Bill (completed awaiting Breadfruit and other Trees Act (ddl Nature Reserves and Conservancy Bill 1.
Revision and establishment of crucial biodiversity related policy and legislation, including:  2019 (awaiting national assembly approval)  national assembly approval )  December 2021)  Wild Animals and Birds Protection Act (ddl December 2021)   management (Creepers)  tortoise, Coco de Mer, seabirds) Access and Benefit Sharing Act Policy for Invasive Alien Species National Conservation Policy (giant land To have at least 2 pieces of legislation/policies completed 6 completed 4 4 3 3 2.
Expansion of Protected Area Networks (both marine and terrestrial in percentage coverage) of total land/sea surface 15% 30% Marine 47% Terrestrial, 30% Marine; 50% Terrestrial 30% Marine; 50% Terrestrial 30% Marine 50% Terrestrial 30% MPA, 55% Terrestrial 3.

Number of sites where Removal of Invasive Alien Species posing a threat on the long-term conservation of biodiversity has occurred.

0 0 5 10 10 10 Programme Expenditure Table 9.
Consolidated programme expenditure estimates SR'000s Programmes P3:Biodiveristy Conservation and Management Programme Total Economic Classification CURRENT EXPENDITURE Compensation of Employees Wages and Salaries in Cash Wages and Salaries in Kind 2019 Estimated Actual 2020 2021 2022 2023 Budget (Amendment) Revised Budget Budget Forecast Forecast 13,476 13,476 6,025 3,250 3,250 - 5,962 5,962 5,962 3,322 3,322 - 7,089 7,089 7,089 4,202 4,202 - 6,382 6,382 6,411 6,411 6,382 3,902 3,902 - 6,411 3,931 3,931 - 6,418 6,418 6,418 3,938 3,938 - 501 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 2019 Estimated Actual 2,775 271 460 1,191 1 167 686 7,451 7,451 - - - 7,451 2020 2021 2022 2023 Budget (Amendment) 2,640 246 474 1,070 10 735 105 - - - - - - Revised Budget Budget Forecast Forecast 2,887 246 480 1,070 10 743 337 - - - - - - 2,480 223 300 1,150 20 665 123 - - - - - - 2,480 223 300 1,150 20 665 123 - - - - - - 2,480 223 300 1,150 20 665 123 - - - - - - Total 13,476 5,962 7,089 6,382 6,411 6,418 Programme 4: Environment Protection The purpose of the programme is to enforce/implement the Environment Protection Act.
Services provided under the programme include site visits relating to 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.
Strategic Objectives and Measures The table below sets out the performance measures by which the programme will be monitoring the achievement of its strategic objectives.

Table 10.
Performance measures for programme P4:Environment Protection Strengthen the enforcement of environment protection through revision of existing policies and legislations and introduction of new environment schemes 2019 Target Actual 2020 2021 Amended Target Target 2022 Target 2023 Target To complete the revision of at least 2 policies /legislations per year And introduce at least one recycling scheme 1 completed: Singled Use Plastic Straw Regulation 1 policy and 1 regulation 1 Master Plan 1 recycling scheme 2 per year 2 2 Outcome Outcome indicators 1.Revision and formulation of new policies, legislation relating to Environment Protection, and the introduction of new environmental recycling schemes this will include the following: Waste Master Plan  Container Policy and Regulation  Environment Impact Assessment Regulation   Noise Regulation  Chemicals Act  E-Waste Regulation  Glass bottle recycling scheme  E-Waste recycling scheme 502 Programme Expenditure Table 11.
Consolidated programme expenditure estimates SR'000s Programmes P4:Environment Protection 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 CAPITAL EXPENDITURE Non-financial Assets Building and Infrastructure Machinery and Equipment Other Fixed Assets Non-produced Assets 2019 Estimated Actual 2020 2021 2022 2023 Budget (Amendment) Revised Budget Budget Forecast Forecast 7,443 7,443 7,364 4,851 4,851 - 2,513 405 402 237 9 1,088 372 79 79 - - - 79 13,084 13,084 11,137 11,137 14,044 14,044 14,125 14,125 14,255 14,255 13,084 5,678 5,678 - 7,405 282 437 506 45 6,028 107 - - - - - - 11,137 7,082 7,082 - 4,056 462 575 511 45 2,075 387 - - - - - - 14,044 6,751 6,751 - 7,293 282 352 529 45 5,978 107 - - - - - - 14,125 6,832 6,832 - 7,293 282 352 479 45 6,028 107 - - - - - - 14,255 6,962 6,962 - 7,293 282 352 479 45 6,028 107 - - - - - - Total 7,443 13,084 11,137 14,044 14,125 14,255 Programme 5: Education and Awareness The purpose of the programme is to provide life-long learning activities to help all levels of society to adopt environmentally sustainable practices, including education and awareness on Small Island Development States (SIDS).
Services provided under the programme include: maintaining and strengthening environmental education at all levels of the formal education system (though the Eco-School project); promotion of life-long learning opportunities for Seychellois to adopt and model environmentally sustainable practices at home, work and play; strengthening of the role of the documentation centre so that it can promote research and knowledge to a large range of audiences; supporting of other divisions within the ministry or other agencies with communications and education/awareness programme/activities; establishing and maintaining networks with local, regional and international organisations; management of the green line and building of staff capacity.
Strategic Objectives and Measures The table below sets out the performance measures by which the programme will be monitoring the achievement of its strategic objectives.

503 Table 12.

Performance measures for programme P5:Education and Awareness Outcome Outcome indicator 1.

Annual increase in the number of cases dealt with through green line and social media compared to previous yea 2.

Number of Environment campaign launched targeting schools children and adults 3.
Radio production and spots awareness programmes/documentaries on a variety of environment issues throughout the year Increase the number of TV, Contributing indicators Number of TV and Radio Campaign launched for a clean 1.

Seychelles 2.

Campaign launched to clear invasive species through community action 3. production 4.

Number of TV and Radio Spots 5.
Number of Program targeting schools in wastes management and biodiversity conservation 6. adults in better wastes management and biodiversity conservation Number of Program targeting All levels of society empowered to adopt environmentally sustainable practices 2019 Target Actual 2020 Amended Target 2021 Target 2022 Target 2023 Target 3% 40% 3% 3% 3% 3% 6 28 6 32 6 32 14 38 18 44 20 50 2019 Target Actual 2 2 16 12 4 2 2 2 16 16 4 2 2020 Amended Target 2 2 16 16 4 2 2021 Target 2022 Target 2023 Target 4 4 20 18 8 6 4 4 24 20 10 8 4 4 28 22 10 10 Programme Expenditure Table 13.
Consolidated programme expenditure estimates SR'000s Programmes P5:Education and Awareness 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 2019 Estimated Actual 2020 2021 2022 2023 Budget (Amendment) Revised Budget Budget Forecast Forecast 1,982 1,982 1,982 953 953 - 1,029 570 300 67 10 49 32 1,893 1,893 1,893 1,070 1,070 - 823 276 215 126 28 132 46 2,070 2,070 2,070 1,167 1,167 - 902 291 216 126 28 154 88 1,884 1,884 1,884 1,063 1,063 - 821 273 216 126 28 132 46 1,998 1,998 1,998 1,177 1,177 - 821 273 216 126 28 132 46 1,998 1,998 1,998 1,177 1,177 - 821 273 216 126 28 132 46 504 SR'000s CAPITAL EXPENDITURE Non-financial Assets Building and Infrastructure Machinery and Equipment Other Fixed Assets Non-produced Assets 2019 Estimated Actual 2020 2021 2022 2023 Budget (Amendment) Revised Budget Budget Forecast Forecast - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - Total 1,982 1,893 2,070 1,884 1,998 1,998 505 Department of Agriculture 1.
Budget Summary Consolidated Position SR'000s P1:Governance, Management and Administration Total Total to be appropriated 2021 Compensation of Employees Use of Goods and Services 2022 2023 Capital Forecast Forecast 6,033 6,033 1,502 1,502 2,578 2,578 1,953 1,953 4,071 4,071 4,044 4,044 2.
Strategic Overview of Entity Mandate The mandate of the Department of Agriculture of the Ministry of Agriculture, Climate Change and Environment (MACCE) is to provide a conducive policy and legal environment and to facilitate appropriate physical infrastructure and institutional framework (with improved value chain for local agriculture) to attract investment and facilitate operations towards improving the national food and nutrition security status.
Major Achievements in 2019 and 2020  Increased pork and broiler poultry output by 40% and 38%, respectively, over the 2019 output within the framework of the Comprehensive Agriculture Plan 2018-2021;  Provided a facilitating environment for national agricultural production through the promulgation of policies and laws, maintained steady cost of production through increased government recurrent budget for the sector, PSIP inputs, and LTF funding along with technical co-operation assistance with multilateral partners; and  Seychelles met regional and international obligations related to food and nutrition security as a member of both regional and international organisations.
Current Challenges  Agriculture in the Seychelles is perceived to have more of an economic significance rather than a social one.

However, this is very misleading.


It will then require a change in philosophy and perception at the political level, forcing a redirecting of resources to the national agricultural sector; Inability to attract and retain staff with the requisite qualifications and experiences due to limited resources; and   Drawn out bureaucratic processes to meet mandatory vetting requirements for project execution incurring long delays in project start.
Strategic Priorities 2021 to 2023  Enhance national agricultural production to achieve 50% of the national consumption in pork, broiler poultry and 15 selected vegetables and fruit through local production, as per the Comprehensive Agriculture Plan (2018-2021), through institution building and technical support.

506 3.

Budget Overview Revenue Table 1.


Revenue SR'000s Consolidated Fund Main appropriation Total 2019 Estimated Actual 6,561 6,561 6,561 2020 2021 2022 2023 Budget (Amendment) Revised Budget Budget Forecast Forecast 9,708 9,708 9,708 6,526 8,526 8,526 6,033 6,033 6,033 4,071 4,071 4,071 4,044 4,044 4,044 Consolidated Expenditure Estimates Table 2.
Consolidated expenditure estimates SR'000s 2019 2020 2021 2022 2023 Estimated Actual Budget (Amendment) Revised Budget Budget Forecast Forecast Programmes P1:Governance, Management and Administration 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 CAPITAL EXPENDITURE Non-financial Assets Building and Infrastructure Machinery and Equipment Other Fixed Assets Non-produced Assets 6,561 6,561 5,131 4,190 4,190 - 941 412 178 47 - 293 10 1,431 1,431 - - - 1,431 9,708 9,708 8,567 6,526 6,033 6,033 4,071 4,071 6,177 5,340 5,340 - 837 397 240 56 - 99 45 3,531 3,531 - - - 3,531 5,036 4,181 4,181 - 855 408 244 68 4 102 28 1,490 1,490 - - - 1,490 4,080 1,502 1,502 - 2,578 520 205 68 4 1,760 20 1,953 1,953 - - - 1,953 4,071 1,573 1,573 - 2,498 520 205 68 4 1,681 20 - - - - - - 4,044 4,044 4,044 1,582 1,582 - 2,462 520 205 68 4 1,645 20 - - - - - - Total 6,561 9,708 6,526 6,033 4,071 4,044 507 4.
Approved New Spending Initiatives Table 3.

New initiatives funded Programme Name of new spending initiative Priority Objective Description and motivation SR'000s Funding 2021 Funding 2022 Funding 2023 P1: Governance, Management and Administration Office Building Rent Due to the separation from the Ministry of fisheries, The Ministry of Agriculture would require a new office space.

The Department of agriculture would move to Le Chantier Mall.
P1: Governance, Management and Administration Utilities To help the ministry fulfil its mandate For the new office space P1: Governance, Management and Administration Training To provide support and help the ministry fulfil its mandate Training of staff PSIP Compensation of Employees Goods and Services Minor Capital Outlays Total PSIP Compensation of Employees Goods and Services Minor Capital Outlays Total PSIP Compensation of Employees Goods and Services Minor Capital Outlays Total - - - - - - 2,070 2,070 2,070 - - - 2,070 2,070 2,070 - - 170 - 170 - - 92 - 92 - - 170 - 170 - - 92 - 92 - - 170 - 170 - - 92 - 92 4.
Programme Performance Programme 1: Governance, Management and Administration 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.
The programme comprises the following sub-programmes:   Sub-programme 1 Departmental Support Services: Ensures the availability of appropriate resources to ensure the achievement of the Department’s mandate and associated responsibilities; Sub-programme 2 Administration and Corporate Services: Ensures 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; and 508  Sub-programme 3 Policy Planning, Monitoring and Evaluation: 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.

Strategic Objectives and Measures The table below sets out the performance measures by which the programme will be monitoring the achievement of its strategic objectives.

Table 4.
Table 4.

Performance measures for programme P1:Governance, Management and Administration Outcome Outcome indicator 1.

% of locally produced crop as a percentage of the total crop consumed 2.

% of locally produced meat as a percentage of the total meat consumed 1.

Increased local agricultural products consumption 2.
Increased Agricultural GDP contribution to the economy 2019 Target Actual 2020 Amended Target 2021 Target 2022 Target 2023 Target 20% 18% 20% 50% 55% 60% 40% 37% 40% 50% 55% 60% 509 Seychelles Energy Commission 1.
Budget Summary Consolidated Position SR'000s P1:Management and Administration P2:Implementation and Strategic Planning P3:Electricity Regulatory Services Total 2021 2022 2023 Total to be appropriated Compensation of Employees Use of Goods and Services Capital Forecast Forecast 2,837 103,359 1,122 107,318 1,361 1,125 1,047 3,533 1,476 - 2,823 2,823 73 102,161 75 1,624 - 102,161 28,976 1,122 32,921 38,066 1,122 42,011 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.

In addition, the SEC implements energy policies and strategies of the country including the promotion of the use of energy-efficient technologies and renewable resources.
Major Achievements in 2019 and 2020  Completed the 2018 and 2019 energy reports and energy balances, respectively;  Obtained Cabinet approval of the proposal for the Energy Efficiency legislation and its drafting by  AG’s Office; Issued a Notice of Effective Award to the successful bidder for the Floating PV Independent Power Producer (IPP) project, formally confirming the award of the project; and  Completed the Tariff Study.
Current Challenges  Institutional, policy and legislative framework gaps which are hindering the proper functioning of the SEC, as well as impacting on the development of the energy sector as a whole;  Donor/external funds are limited and take a long time to access, which results in funding issues for large projects;  Operations that require co-ordination with other bodies (especially other MDAs, both regulatory and non-regulatory) are affected by delays in response from these bodies, e.g.
delays in responding to the proposal to establish a high-level committee on energy issues; and  The increasing workload is putting pressure on the limited staff, which results in difficulties in exercising all functions under the mandate.
Strategic Priorities 2021 to 2023  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;  Conduct an Institutional review and restructuring of the SEC;  Review policies and strategies of the energy sector in line with updated National Determined Contribution (NDC) for Seychelles with a focus on meeting the 15% of energy needs from renewable resources by 2030; 510  Promote integration of energy efficiency and renewable energy in daily life;  Improve access to energy data and information through the development of management information and information and communications technology systems; and  Enhance public relations by developing a comprehensive programme for communication with partners and stakeholders.
3.

Budget Overview Revenue Table 1.

Revenue SR'000s 2019 Estimated Actual 2020 2021 2022 2023 Budget (Amendment) Revised Budget Budget Forecast Forecast Consolidated Fund Main appropriation Total Consolidated Expenditure Estimates 19,119 19,119 19,119 5,512 5,512 5,512 5,626 5,626 5,626 107,318 107,318 107,318 32,921 32,921 32,921 42,011 42,011 42,011 Table 2.
Consolidated expenditure estimates SR'000s 2019 2020 2021 2022 2023 Estimated Actual Budget (Amendment) Revised Budget Budget Forecast Forecast Programmes P1:Management and Administration P2:Implementation and Strategic Planning P3:Electricity Regulatory Services 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 CAPITAL EXPENDITURE Non-financial Assets Building and Infrastructure Machinery and Equipment Other Fixed Assets Non-produced Assets 3,200 14,928 991 19,119 5,312 2,892 2,892 - 2,420 476 427 48 - 1,411 58 13,807 13,807 - - - 13,807 2,438 1,981 1,093 5,512 5,512 2,923 2,923 - 2,588 459 52 26 - 1,676 375 - - - - - - 2,724 1,761 1,141 5,626 5,626 3,038 3,038 - 2,588 459 158 26 - 1,664 281 - - - - - - 2,837 2,823 2,823 103,359 1,122 107,318 5,156 3,533 3,533 93 1,624 478 29 34 - 991 - 102,161 102,161 102,161 - - - 28,976 1,122 32,921 5,143 3,533 3,533 90 1,610 478 29 34 - 980 - 27,778 27,778 27,778 - - - 38,066 1,122 42,011 5,143 3,533 3,533 90 1,610 478 29 34 - 980 - 36,869 36,869 36,869 - - - Total 19,119 5,512 5,626 107,318 32,921 42,011 511 4.
Approved New Spending Initiatives Table 3.

New initiatives funded Programme Name of new spending initiative P1: Management and Administration Facilities for Events P1: Management and Administration Office assistant P1: Management and Administration IT/MIS Officer Priority Objective The commission will host a lot of international and national virtual meetings however, due to space constraints they would need to rent out to accommodate to health regulations.
The institutional review and restructuring of the SEC and integrating energy efficiency and renewable energy in daily life.

To improve access to energy data and information through the development of management information and communications technology systems and enhance public relations 5.
Programme Performance Description and motivation SR'000s Funding 2021 Funding 2022 Funding 2023 PSIP Compensation of Employees Goods and Services Minor Capital Outlays Total PSIP Compensation of Employees Goods and Services Minor Capital Outlays Total PSIP Compensation of Employees Goods and Services Minor Capital Outlays To ensure Seychelles participation in local and international energy discussions.
To assist with the day to day management of the office This post is crucial for the furtherance of the SEC in terms of consolidating what it has done and achieved and improving it through ICT and MIS.
- - 20 - 20 - - - 20 - 20 - - - 20 - 20 - 114 114 114 - - 114 - 192 - - - - 114 - 192 - - - - 114 - 192 - - Total 192 192 192 Programme 1: 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.

512 Programme Expenditure Table 6.
Consolidated programme expenditure estimates SR'000s 2019 Estimated Actual 2020 2021 2022 2023 Budget (Amendment) Revised Budget Budget Forecast Forecast Programmes P1:Management and Administration 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 CAPITAL EXPENDITURE Non-financial Assets Building and Infrastructure Machinery and Equipment Other Fixed Assets Non-produced Assets 3,200 3,200 3,200 930 930 - 2,270 416 418 48 - 1,389 - - - - - - - 2,438 2,438 2,724 2,724 2,837 2,837 2,823 2,823 2,438 856 856 - 1,582 408 41 26 - 1,107 - - - - - - - 2,724 942 942 - 1,782 408 147 26 - 1,201 - - - - - - - 2,837 1,361 1,361 93 1,476 420 19 34 - 911 - - - - - - - 2,823 1,361 1,361 90 1,462 420 19 34 - 900 - - - - - - - 2,823 2,823 2,823 1,361 1,361 90 1,462 420 19 34 - 900 - - - - - - - Total 3,200 2,438 2,724 2,837 2,823 2,823 Programme 2: Implementation and Strategic Planning The purpose of the programme is ensuring 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.

Strategic Objectives and Measures The table below sets out the performance measures by which the programme will be monitoring the achievement of its strategic objectives.

513 Table 7.
Performance measures for the programme P2:Implementation and Strategic Planning Outcome: Deployment of renewable energy and energy efficiency technologies Outcome indicator Target Actual 2019 2020 Amended Target 2021 2022 2023 Target Target Target 4% 3.8% 5% 5.5% 6% 6.5% (1) 15% renewable energy in electricity generation mix by 2030 (2) Reduction of 10% in primary energy intensity as from 2020 onwards (TOE/MSR) 0 18.60 2019 Contributing indicators Target Actual (1) Number of PV applications approved (2) Number of incentive applications endorsed 50 75 179 218 16.70 2020 Amended Target 50 100 15.00 13.60 12.20 2021 2022 2023 Target Target Target 100 125 150 150 200 175 Programme Expenditure Table 8.
Consolidated programme expenditure estimates SR'000s 2019 Estimated Actual 2020 2021 2022 2023 Budget (Amendment) Revised Budget Budget Forecast Forecast Programmes P2:Implementation and Strategic Planning 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 CAPITAL EXPENDITURE Non-financial Assets Building and Infrastructure Machinery and Equipment Other Fixed Assets Non-produced Assets 14,928 14,928 1,121 1,040 1,040 - 82 19 4 - - - 58 13,807 13,807 - - - 13,807 1,981 1,981 1,981 1,050 1,050 - 930 25 5 - - 525 375 - - - - - - 1,761 1,761 103,359 103,359 28,976 28,976 38,066 38,066 1,761 1,031 1,031 - 730 25 5 - - 419 281 1,198 1,125 1,125 - 73 28 5 - - 40 - - - - - - - 102,161 102,161 102,161 - - - 1,198 1,125 1,125 - 73 28 5 - - 40 - 27,778 27,778 27,778 - - - 1,198 1,125 1,125 - 73 28 5 - - 40 - 36,869 36,869 36,869 - - - Total 14,928 1,981 1,761 103,359 28,976 38,066 514 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.

Strategic Objectives and Measures The table below sets out the performance measures by which the programme will be monitoring the achievement of its strategic objectives.

Table 9.
Table 9.

Performance measures for the programme P3:Electricity Regulatory Services Outcome: Effective and efficient implementation of regulatory services through established legislative framework, operational rules and procedures Outcome indicator Target Actual 2019 2020 Amended Target 2021 2022 2023 Target Target Target 1.
Energy legislative framework established and operational rules and procedures in use 6 0 4 6 8 10 Contributing indicators Target Actual 2019 2020 Amended Target 2021 2022 2023 Target Target Target 1.

Number of electricity-related activity license application processed Programme Expenditure 4 0 2 2 4 6 Table 10.
Consolidated programme expenditure estimates SR'000s 2019 Estimated Actual 2020 2021 2022 2023 Budget (Amendment) Revised Budget Budget Forecast Forecast Programmes P3: Electricity Regulatory Services 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 991 991 991 922 922 - 69 41 5 - - 23 - 1,093 1,093 1,093 1,017 1,017 - 76 25 6 - - 44 - 1,141 1,141 1,141 1,065 1,065 - 76 25 6 - - 44 - 1,122 1,122 1,122 1,047 1,047 - 75 30 5 - - 40 - 1,122 1,122 1,122 1,047 1,047 - 75 30 5 - - 40 - 1,122 1,122 1,122 1,047 1,047 - 75 30 5 - - 40 - 515 SR'000s CAPITAL EXPENDITURE Non-financial Assets Building and Infrastructure Machinery and Equipment Other Fixed Assets Non-produced Assets 2019 Estimated Actual 2020 2021 2022 2023 Budget (Amendment) Revised Budget Budget Forecast Forecast - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - Total 991 1,093 1,141 1,122 1,122 1,122 516 Landscape and Waste Management Agency 1.
Budget Summary Consolidated Position SR'000s P1:Governance, Management and Administration P2:Waste Management Services P3:Landscape and Beautification Services Total Total to be appropriated 2021 Compensation of Employees Use of Goods and Services 2022 2023 Capital Forecast Forecast 8,036 196,323 37,877 242,236 3,888 4,531 3,912 4,148 - 8,064 8,043 190,765 1,027 197,378 197,344 33,964 - 37,903 37,824 12,331 228,878 1,027 243,344 243,212 2.
Strategic Overview of Entity Mandate 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.
Major Achievements in 2019 and 2020  Completed phase 1 of the National Co-ordinated Cleaning Tenders involving 4 major Government Institutions;  Completed upgrading and improvement works (phase 1) at the Landfill and Leachate Treatment Plant on Mahe, Praslin (Landfill only) and La Digue to improve waste reception sites, leachate management and other facilities/services available to the public;  Procured a waste crusher/shredder of industrial capacity in October 2019 to initiate a national waste shredding programme of specific types of waste considered problematic, bulky and having minimal recycling opportunities locally; Introduced new procedures for the management of commercial waste for all businesses; and Initiated and completed Phase 1 of 3 of a new project “Each Household a Bin” to promote waste segregation and individual waste collection at the household level.
  Current Challenges  Limited land to relocate or build public bin sites in addition to public reluctance to erect bins site near their homes; Insufficient capacity of current landfills to accommodate waste streams;   Lack of space (near existing Landfill) to accommodate recycling companies that can receive waste and reduce landfilling; and  Existing fountains and water features are costly to maintain and/or upgrade.
517 Strategic Priorities 2021-2023  Improve the containment of waste at receiving points through infrastructure improvements, progressively change the collection system, and provide information through public education and awareness to ensure users utilise the waste system efficiently and effectively;  Promote operators/investors to embark on recycling schemes nationally that would remove waste resources at bins sites for processing.
 Enlarge existing bins sites on state land where possible; advocate for greater buffer areas along public roads to accommodate waste amenities and expand the national project “Each Household a Bin” into other districts;  Develop new points of interest for landscaping by converting new and problem sites within Central Victoria and Northern suburbs, Praslin and La Digue into manageable and interactive public green spaces; and  Develop a Landscape Policy that would give the legal instrument to address a more modern, comprehensive and manageable landscaping scheme, strengthen nursery services and revenue collection and curb down on theft and vandalism related issues compatible with the changing climate.
3.

Budget Overview Revenue Table 1.

Revenue SR'000s Consolidated Fund Main appropriation Total 2019 Estimated Actual 216,755 216,755 216,755 2020 2021 2022 2023 Budget (Amendment) Revised Budget Budget Forecast Forecast 240,402 240,402 240,402 238,911 238,911 238,911 242,236 242,236 242,236 243,344 243,344 243,344 243,212 243,212 243,212 Current Receipts Table 2.
Current receipts SR'000s Receipts transferred to Consolidated Fund Waste Collection Cleaning and Landscaping Sale/Hire of Plants TOTAL 2019 2020 2021 2022 2023 Estimated Actual Budget Amendment Revised Budget Budget Forecast Forecast 9,468 1,072 175 10,715 7,240 336 88 7,664 7,240 336 88 7,664 7,240 336 88 7,664 7,240 336 88 7,664 7,240 336 88 7,664 518 Consolidated Expenditure Estimates Table 3.
Consolidated expenditure estimates SR'000s 2019 2020 2021 2022 2023 Estimated Actual Budget (Amendment) Revised Budget Budget Forecast Forecast Programmes P1:Governance, Management and Administration P2:Waste Management Services P3:Landscape and Beautification Services 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 CAPITAL EXPENDITURE Non-financial Assets Building and Infrastructure Machinery and Equipment Other Fixed Assets Non-produced Assets 8,508 174,036 34,211 216,755 216,592 12,172 12,172 - 204,420 3,699 3,522 63,639 546 126,140 6,873 163 163 96 - - 66 8,845 8,763 8,036 8,064 8,043 191,109 190,936 196,323 197,378 197,344 40,447 39,212 240,402 238,911 37,877 242,236 37,903 243,344 37,824 243,212 240,402 13,407 13,407 - 226,995 5,764 2,007 78,748 644 137,348 2,484 - - - - - - 238,911 12,707 12,707 - 226,204 4,981 3,544 78,531 644 136,358 2,145 - - - - - - 241,209 12,331 12,331 - 228,878 4,004 2,337 87,618 624 132,178 2,118 1,027 1,027 1,027 - - - 243,344 12,446 12,446 - 230,899 4,010 2,338 87,619 624 134,989 1,318 - - - - - - 243,212 12,314 12,314 - 230,898 4,011 2,339 87,620 624 134,986 1,318 - - - - - - Total 216,755 240,402 238,911 242,236 243,344 243,212 4.
Approved New Spending Initiatives Table 4.

New initiatives funded Programme Name of new spending initiative P2:Waste Management Services Recruitment of Manager Priority Objective Description and motivation SR'000s Funding 2021 Funding 2022 Funding 2023 To provide leadership for the Waste Management Section to achieve set targets.

Additional manpower is needed for the monitoring and management of contracts.

Sensitisation of the public on Waste/Landscape Management issues.
Achievement of the Agency's plans and targets PSIP - - - Compensation of Employees Goods and Services Minor Capital Outlays 279 334 334 - - - - - - Total 279 334 334 519 5.
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.

Programme Expenditure Table 5.
Consolidated programmes expenditure estimates SR'000s 2019 Estimated Actual 2020 2021 2022 2023 Budget (Amendment) Revised Budget Budget Forecast Forecast Programmes P1:Governance, Management and Administration 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 CAPITAL EXPENDITURE Non-financial Assets Building and Infrastructure Machinery and Equipment Other Fixed Assets Non-produced Assets 8,508 8,508 8,508 4,130 4,130 - 4,378 1,578 516 252 - 1,623 410 - - - - - - 8,845 8,845 8,763 8,763 8,845 4,112 4,112 - 4,733 1,468 698 375 - 1,933 260 - - - - - - 8,763 3,852 3,852 - 4,911 1,468 735 375 - 2,023 310 - - - - - - 8,036 8,036 8,036 3,888 3,888 - 4,148 1,199 405 395 - 1,994 155 - - - - - - 8,064 8,064 8,064 3,918 3,918 - 4,146 1,205 405 395 - 1,986 156 - - - - - - 8,043 8,043 8,043 3,896 3,896 - 4,147 1,205 405 395 - 1,986 156 - - - - - - Total 8,508 8,845 8,763 8,036 8,064 8,043 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.

520 Strategic Objectives and Measures The table below sets out the performance measures by which the programme will be monitoring the achievement of its strategic objectives.

Table 6.

Performance measures for programme P2:Waste Management Services Outcome Outcome indicator 1.

% volume or weight of green waste processed, recovered, recycled, exported or landfilled in an environmentally sound manner 2.
% volume or weight of tyres processed, recovered, recycled, exported or landfilled in environmentally sound manner Programme Expenditure A fully functional waste management system, that is composed of efficiently running subsystems for most waste streams and that ultimately delivers reduced landfilling, economic, as well as environmental benefits 2019 Target Actual 2020 Amended Target 2021 Target 2022 Target 2023 Target 20% 5% 20% 25% 40% 50% - - 25% 30% 35% 40% Table 7.
Consolidated programme expenditure estimates SR'000s 2019 Estimated Actual 2020 2021 2022 2023 Budget (Amendment) Revised Budget Budget Forecast Forecast Programmes P2:Waste Management Services 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 CAPITAL EXPENDITURE Non-financial Assets Building and Infrastructure Machinery and Equipment Other Fixed Assets Non-produced Assets 174,036 174,036 191,109 191,109 190,936 190,936 196,323 196,323 197,378 197,378 197,344 197,344 173,873 3,786 3,786 - 170,087 1,538 2,512 62,340 44 97,355 6,297 163 163 96 - - 66 191,109 5,173 5,173 - 185,935 3,388 915 77,183 50 102,501 1,899 - - - - - - 190,936 4,848 4,848 - 186,088 2,606 2,215 77,163 50 102,501 1,552 - - - - - - 195,296 4,531 4,531 - 190,765 2,103 1,601 86,730 75 98,456 1,800 1,027 1,027 1,027 - - - 197,378 4,591 4,591 - 192,786 2,103 1,601 86,731 75 101,276 1,000 - - - - - - 197,344 4,561 4,561 - 192,783 2,103 1,601 86,731 75 101,272 1,000 - - - - - - Total 174,036 191,109 190,936 196,323 197,378 197,344 521 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.
Strategic Objectives and Measures The table below sets out the performance measures by which the programme will be monitoring the achievement of its strategic objectives.

Table 8.
Table 8.

Performance measures for programme P3:Landscape and Beautification Services Presentation of public green spaces in the identified geographical zones are of a standard equivalent to currently managed green spaces in Victoria, Ile Perseverance, Praslin/La Digue with possible additional enhancement to reflect needs of the community.

2019 Target Actual 2020 Target 2021 Amended Target 70% 65% 2022 Target 2023 Target 80% 70% 85% 75% Outcome Outcome indicator 1.
Unit area (m2) of renewed landscaped areas in Victoria, Praslin and La Digue 2.

Unit area (m2) of converted landscaped areas in Ile Perseverance 60% 60% 60% 65% 60% 45% Programme Expenditure Table 9.
Consolidated programme expenditure estimates SR'000s 2019 Estimated Actual 2020 2021 2022 2023 Budget (Amendment) Revised Budget Budget Forecast Forecast Programmes P3:Landscape and Beautification Services 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 CAPITAL EXPENDITURE Non-financial Assets Building and Infrastructure Machinery and Equipment Other Fixed Assets Non-produced Assets 34,211 34,211 34,211 4,256 4,256 - 29,955 584 494 1,047 502 27,162 166 - - - - - - 40,447 40,447 39,212 39,212 37,877 37,877 37,903 37,903 37,824 37,824 40,447 4,121 4,121 - 36,326 908 394 1,190 594 32,914 325 - - - - - - 39,212 4,006 4,006 - 35,206 908 594 993 594 31,834 283 - - - - - - 37,877 3,912 3,912 - 33,964 702 331 493 549 31,727 163 - - - - - - 37,903 3,937 3,937 - 33,966 702 332 493 549 31,727 163 - - - - - - 37,824 3,857 3,857 - 33,968 703 332 493 549 31,728 163 - - - - - - Total 34,211 40,447 39,212 37,877 37,903 37,824 522 National Botanical Gardens Foundation 1.
Budget Summary Consolidated Position SR'000s P1:Governance, Management and Administration P2:Operation, Conservation and Propagation Total 2021 2022 2023 Total to be appropriated Compensation of Employees Use of Goods and Services Capital Forecast Forecast 3,642 8,202 11,843 2,208 6,972 9,180 1,433 1,230 2,663 - - - 3,666 8,524 3,714 8,486 12,190 12,200 2.
Strategic Overview of Entity Mandate The mandate of the National Botanical Gardens Foundation (NBGF) is to conserve and showcase our national biodiversity through ex-situ conservation, environmental awareness and research, in order to promote a sustainable relationship between people and nature.
Major Achievements in 2019 and 2020      Increased production of endemic plants; Developed potential international collaborations, in terms of funding (ongoing) of projects and signing of Memoranda of Understanding (MOUs); Created “Friends of Botanical Gardens” with the aim of preserving, protecting and promoting the Botanical Gardens as a place of historical and ecological interest and beauty; Propagated plants for ethno botanical purposes; and Improved a thematic garden for Aldabra collection and endemic vanilla at the Biodiversity Centre.
Current Challenges      Inadequate endemic plants for conservation in the Botanical Gardens and Biodiversity Centre and for purchase by the public; Attracting visitors to NBGF sites; Unavailability of scientific/conservation expertise; Limited data available in regards to endemic plants; Cancelled of overseas training in management of living collection, data, and record keeping for staff due to COVID-19; and Sensitisation of local communities on the need to reconnect with nature by turning the garden into healing spaces.
Strategic Priorities 2021 to 2023       Increase availability of endemic plants (including in ex-situ collection); Improve visitors’ experience of NBGF sites; Increase emphasis on international and local partnerships; Construct a new visitors’ centre at the Biodiversity Centre to better market and improve visitors’ experience, and to increase revenue collection; Develop an indigenous nursery for community involvement in ethno botany; and 523  Construct a new botany centre (in vitro laboratory), new tortoise pen at the Biodiversity Centre, scientific museum, and herbarium and research laboratory.
3.

Budget Overview Revenue Table 1.

Revenue SR'000s Consolidated Fund Main appropriation Total Current Receipts Table 2.
Current Receipts SR'000s 2019 Estimated Actual 2020 2021 2022 2023 Budget (Amendment) Revised Budget Budget Forecast Forecast 11,684 11,684 11,684 13,766 13,766 13,766 13,566 13,566 13,566 11,843 11,843 11,843 12,190 12,190 12,190 12,200 12,200 12,200 Receipts transferred to Consolidated Fund Botanical Entrance Kiosk Tortoise -Entrance Restaurant Receipts Sale of Plants Photoshooting (Wedding Ceremony) 2019 Estimated Actual 2020 2021 2022 2023 Budget Amendment Revised Budget Budget Budget Forecast 7,534 3,437 3,437 6,874 6,874 6,874 147 118 99 12 12 110 126 5 12 30 126 4 12 110 - 10 12 110 - 10 12 110 - 10 TOTAL 7,910 3,690 3,609 7,006 7,006 7,006 Consolidated Expenditure Estimates Table 3.
Consolidated expenditure estimates SR'000s 2019 2020 2021 2022 2023 Estimated Actual Budget (Amendment) Revised Budget Budget Forecast Forecast Programmes P1:Governance, Management and Administration P2:Operation, Conservation and Propagation 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 5,148 6,536 11,684 5,285 5,224 3,642 3,666 3,714 8,481 13,766 8,342 13,566 8,202 11,843 8,524 12,190 8,486 12,200 11,684 13,766 13,566 11,843 12,190 12,200 7,361 7,361 - 4,323 976 9,271 9,271 - 4,495 942 9,071 9,071 - 4,495 980 9,180 9,180 - 2,663 910 9,490 9,490 - 2,700 930 9,500 9,500 - 2,700 965 524 SR'000s 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 2019 Estimated Actual 377 436 99 2,321 114 - - - - - - 2020 2021 2022 2023 Budget (Amendment) 330 418 116 2,575 112 Revised Budget 337 373 131 2,576 97 - - - - - - - - - - - - Budget Forecast Forecast 222 373 148 946 65 - - - - - - 242 346 168 935 80 - - - - - - 232 337 171 936 60 - - - - - - Total 11,684 13,766 13,566 11,843 12,190 12,200 4.
Programme Performance Programme 1: Governance, Management and Administration The programme provides overall management and administrative support for the Foundation and day-to-day running of the organization.

Programme Expenditure Table 4.
Consolidated programme expenditure estimates SR'000s Programmes P1:Governance, Management and Administration 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 CAPITAL EXPENDITURE Non-financial Assets Building and Infrastructure Machinery and Equipment Other Fixed Assets Non-produced Assets Total 2019 Estimated Actual 2020 2021 2022 2023 Budget (Amendment) Revised Budget Budget Forecast Forecast 5,148 5,148 5,148 2,067 2,067 - 3,081 672 150 238 - 1,991 30 - - - - - - 5,148 5,285 5,285 5,285 2,110 2,110 - 3,174 659 70 218 - 2,190 37 - - - - - - 5,285 5,224 5,224 5,224 2,138 2,138 - 3,085 697 77 155 - 2,135 22 - - - - - - 5,224 3,642 3,642 3,642 2,208 2,208 - 1,433 630 72 192 - 530 10 - - - - - - 3,642 3,666 3,666 3,666 2,268 2,268 - 1,398 632 77 175 - 505 10 - - - - - - 3,666 3,714 3,714 3,714 2,268 2,268 - 1,446 665 77 185 - 510 10 - - - - - - 3,714 525 Programme 2: Operation, Conservation and Propagation The purpose of the programme is to provide for the day-to-day operation of the State House Garden, the Botanical Garden and the Biodiversity Centre; the running of the main laboratory for the propagation of endemic plants (ex-situ); and the maintenance and growth of these plants in nurseries for conservation purposes.
Strategic Objectives and Measures The table below sets out the performance measures by which the programme will be monitoring the achievement of its strategic objectives.

Table 5.

Performance measures for programme P2:Operation, Conservation and Propagation Outcome: Outcome indicator Number of endemic species collected & recorded (In situ)and added to the living collection (ex- situ) Contributing indicators 1.

% of successful endemic species in vitro per species/ year (laboratory burned in 2017) 2.
% of endemic species collected successfully and transplanted in the ex- situ area 3.

% of specific species identified and fully documented Programme Expenditure Increase amount of endemic and indigenous plants in the ex-situ 2019 Target Actual 2020 Amended Target 2021 2022 2023 Target Target Target 30 30 30 30 30 35 2019 2020 2021 2022 2023 Target Actual Amended Target P2:Operation, Conservation and Propagation Target Target Target - 50 65 - 50 65 - 50 65 - 50 60 - 50 60 - 50 60 Table 6.
Consolidated programme expenditure estimates SR'000s 2019 Estimated Actual 2020 2021 2022 2023 Budget (Amendment) Revised Budget Budget Forecast Forecast Programmes P2:Operation, Conservation and Propagation 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 6,536 6,536 6,536 5,294 5,294 - 1,242 305 226 197 8,481 8,481 8,342 8,342 8,202 8,202 8,524 8,524 8,486 8,486 8,481 7,161 7,161 - 1,320 284 260 200 8,342 6,933 6,933 - 1,409 284 260 218 8,202 6,972 6,972 - 1,230 280 150 181 8,524 7,222 7,222 - 1,302 298 165 171 8,486 7,232 7,232 - 1,254 300 155 152 526 SR'000s 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 2019 Estimated Actual 99 330 84 - - - - - - 2020 2021 2022 2023 Budget (Amendment) 116 385 75 Revised Budget 131 441 75 - - - - - - - - - - - - Budget Forecast Forecast 148 416 55 - - - - - - 168 430 70 - - - - - - 171 426 50 - - - - - - Total 6,536 8,481 8,342 8,202 8,524 8,486 527 Seychelles Meteorological Authority 1.
Budget Summary Consolidated Position SR'000s P1:Governance, Management and Administration P2:Meteorological Services Total 2021 2022 2023 Total to be appropriated Compensation of Employees Use of Goods and Services Capital Forecast Forecast 6,132 8,656 14,787 1,315 6,589 7,904 4,817 2,067 6,883 - - - 6,379 6,397 8,571 14,950 8,635 15,032 2.
Strategic Overview of Entity Mandate To provide quality meteorological services needed to safeguard life and property, support national development and meet our local and international obligations.
Major Achievements in 2019 and 2020  With the help of an international consultant developed policies and systems to improve SMA’s ability to recover the costs associated with aeronautical meteorological service delivery, built staff capacity to ensure the sustainability of the cost recovery process and the subsequent use of the resources in improving its services to meet to its mandate; Implemented verification of terminal aerodrome forecasts (TAF) using software developed by the Hong Kong Observatory to assess accuracy, skill and value of aeronautical weather information at the airport; Developed specific flood thresholds for the early warning systems; Trained on how to conduct an internal audit within the organization in respect of ISO 9001:2015 standards and requirements.
This was used to gauge the health of the SMA's QMS as well as the degree to which it adheres to the standards laid out in ISO 9001 on top of the existing customer and regulatory requirements; and Returned of four university graduates to occupy key positions in weather forecasting/climate and to gradually replace expatriates;     Current challenges  Lack of funding to implement and sustain an effective maintenance and calibration programme of critical meteorological equipment;   More qualified Seychellois are needed to work in areas of weather forecasting and climate research, resulting in the recruitment of expatriate meteorologists which consumes a large amount of the total budget; Lack of funding for overseas training and as a result affects and delays the localization programme; Inadequate land at Ile Soleil and lack of funding for construction of new SMA building for relocation of non-essential (non-aviation) services outside the airport restricted zones.
The current building has many challenges including being too small, old and with frequent high maintenance cost;  528   Lack of adequate resources to effectively implement a Quality Management System (QMS) which is an International Civil Aviation Organization (ICAO) and World Meteorological Organization (WMO) prerequisite for aviation weather services; and Impact of COVID-19 pandemic on travel, causing delays in audit for certification of ISO 9001:2015 Strategic Priorities 2021 to 2023       Improve the accuracy of the meteorological information (weather/climate information) to further safeguard lives and property in the face of extreme weather events; Improve the response to early warning and climate change monitoring by increasing the observation network across the country including on the inner and outer islands; Training and localization of weather forecasters; Implement a Quality Management System (QMS) in aviation meteorological services to meet greater aviation safety requirements; Implement a cost recovery system in the aeronautical meteorological services to support activities mentioned above; and Continue with implementation of the revised organisation structure and scheme of service in order to meet with expansion in the range of services and the range of users and customers to fulfil mandate.
3.

Budget Overview Revenue Table 1.

Revenue SR'000s Consolidated Fund Main appropriation Total Table 2.
Current receipts SR'000s Receipts transferred to Consolidated Fund Meteorological Data Fees TOTAL 2019 Estimated Actual 14,795 14,795 14,795 2020 2021 2022 2023 Budget (Amendment) 15,154 15,154 15,154 Revised Budget 14,307 14,307 14,307 Budget Forecast Forecast 14,787 14,787 14,787 14,950 14,950 14,950 15,032 15,032 15,032 2019 2020 2021 2022 2023 Estimated Actual Budget Amendment Revised Budget Budget Forecast Forecast 7 7 8 8 8 8 26 26 26 26 26 26 529 Consolidated Expenditure Estimates Table 3.
Consolidated expenditure estimates SR'000s Programmes P1:Governance, Management and Administration P2:Meteorological Services 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 CAPITAL EXPENDITURE Non-financial Assets Building and Infrastructure Machinery and Equipment Other Fixed Assets Non-produced Assets 2019 2020 2021 2022 2023 Estimated Actual Budget (Amendment) Revised Budget Budget Forecast Forecast 6,603 8,192 14,795 14,795 7,357 7,357 1,365 7,438 1,877 600 835 25 1,505 1,232 - - - - - - 6,623 8,531 6,424 7,882 6,132 8,656 15,154 14,307 14,787 15,154 7,673 7,673 1,464 7,482 2,565 397 680 58 2,082 235 - - - - - - 14,307 7,015 7,015 1,404 7,292 2,372 262 832 47 1,814 561 - - - - - - 14,787 7,904 7,904 1,082 6,883 2,400 197 638 50 1,951 565 - - - - - - 6,379 8,571 14,950 14,950 7,921 7,921 1,053 7,029 2,389 200 696 63 2,054 575 - - - - - - 6,397 8,635 15,032 15,032 7,984 7,984 1,053 7,047 2,401 200 690 75 2,062 567 - - - - - - Total 14,795 15,154 14,307 14,787 14,950 15,032 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, development strategies and long-term plans governing meteorological services.
Programme Expenditure Table 3.
Consolidated programme expenditure estimates SR'000s 2019 Estimated Actual 2020 2021 2022 2023 Budget (Amendment) Revised Budget Budget Forecast Forecast Programmes P1:Governance, Management and Administration Programme Total 6,603 6,603 6,623 6,623 6,424 6,424 6,132 6,132 6,379 6,379 6,397 6,397 530 SR'000s 2019 Estimated Actual 2020 2021 2022 2023 Budget (Amendment) Revised Budget Budget Forecast Forecast 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 6,603 1,302 1,302 1,365 5,301 1,588 129 716 - 947 556 - - - - - - 6,623 1,288 1,288 1,464 5,335 2,199 54 442 29 1,082 65 - - - - - - 6,424 1,193 1,193 1,404 5,232 1,963 73 704 18 1,006 65 - - - - - - 6,132 1,315 1,315 1,082 4,817 2,044 80 432 29 1,100 50 - - - - - - 6,379 1,310 1,310 1,053 5,070 2,084 87 450 32 1,299 65 - - - - - - 6,397 1,343 1,343 1,053 5,054 2,083 87 444 35 1,302 50 - - - - - - Total 6,603 6,623 6,424 6,132 6,379 6,397 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.
Strategic Objectives and Measures The table below sets out the performance measures by which the programme will be addressing its strategic priorities.

Table 4.

Performance measures for programme P2:Meteorological Services Outcome: Outcome indicator Improved accuracy of meteorological information (weather/climate information) 2019 Target Actual 2020 Amended Target 2021 2022 2023 Target Target Target 1.
% of accurate daily and seasonal prediction as measured against daily/seasonal record of weather/climate parameters 70 70 80 80 85 90 531 Programme Expenditure Table 5.
Consolidated programme expenditure estimates SR'000s Programmes P2:Meteorological Services 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 CAPITAL EXPENDITURE Non-financial Assets Building and Infrastructure Machinery and Equipment Other Fixed Assets Non-produced Assets 2019 Estimated Actual 2020 2021 2022 2023 Budget (Amendment) Revised Budget Budget Forecast Forecast 8,192 8,192 8,192 6,055 6,055 - 2,137 289 471 119 25 557 676 - - - - - - 8,531 8,531 8,531 6,385 6,385 - 2,146 366 343 238 29 1,000 170 - - - - - - 7,882 7,882 7,882 5,822 5,822 - 2,060 409 190 128 29 808 496 - - - - - - 8,656 8,656 8,656 6,589 6,589 - 2,067 356 117 206 21 851 515 - - - - - - 8,571 8,571 8,571 6,611 6,611 - 1,960 305 113 246 31 755 510 - - - - - - 8,635 8,635 8,635 6,641 6,641 - 1,994 318 113 246 40 760 517 - - - - - - Total 8,192 8,531 7,882 8,656 8,571 8,635 532 Seychelles Agricultural Agency 1.
Budget Summary Consolidated Position SR'000s 2021 2022 2023 Total to be appropriated Compensation of Employees Use of Goods and Services Capital Forecast Forecast P1: Governance, Management & Administration P2: Crop Research and Development P3: Agricultural Planning & Lands Management Total 9,758 31,012 27,468 68,238 2,532 16,181 2,770 21,482 7,226 14,831 - - 3,357 21,341 9,464 31,134 22,953 9,505 31,566 23,003 25,414 21,341 63,552 64,074 2.
Strategic Overview of Entity Mandate According to the Seychelles Agricultural (SAA) Act 2009, the mandate of the Agency is to facilitate and support the enhancement of national food security, facilitate the increased contribution of agriculture in the country’s gross domestic product and facilitate the modernisation and development of the agricultural sector.
Major Achievements in 2019 and 2020         Promoted cultivation under shade house so that farmers can produce vegetables all year round resulting in the construction of 21 new shade houses on Praslin/Mahe; Executed an Artificial Insemination Pilot Project at farm level and at the Pig Genetic Centre of SAA, with positive outcome; Increased broiler production by 37% and pig production by 26% compared to 2019; Facilitated 25 loans by the Agricultural Loan Unit and approved by the Development Bank of Seychelles (DBS) for the year 2019 for a total sum of SCR7, 321,000.00, whereas 24 Agricultural Development Fund (ADF) loans were approved in 2020 for a total sum of SCR 11,287,000.00, which were mostly used for construction of shade houses, purchase of equipment and development of livestock facilities; Implemented a marketing plan, in collaboration with STC, to promote the sale of local broiler meat, which resulted in an exceptional increase in the sale of local chicken at STC, whereas 159.6 tonnes of broiler chicken were sold in 2020 compared to 108.1 tonnes in 2019; Promoted the development of agriculture in secondary schools around Mahe and Praslin through “Every Home a Garden” initiative by assisting with construction and installation of mini- shadehouses and nursery facilities, as well as provision of certain inputs; Increased water access to farmers through construction of 6 water barrages/gabions at Bougainville, Val D’Endorre and Anse Royale as a result of effective collaboration with the Ecosystem Based Adaptation Project and Common Market of Eastern and Southern Africa (COMESA); and Launched the La Semence Youth Farming Enterprise Scheme targeting young farmers who aspire to join the agricultural sector.
533 Current Challenges        Timeworn, aging facilities and overcrowding of the Victoria Market; Storage capacity of the existing bulk store at Grand Anse Mahe, as well of other Requisite Stores, to satisfy increasing demand of the farming communities; Long procedure for procurement of priority agricultural inputs; Adoption of new technologies to increase local food production, such as fertigation, hydroponics, new irrigation techniques, modern livestock equipment and farm mechanisation; Agricultural extension-farmer linkage, especially shortage of reliable transport facilities is a major impediment to effective service delivery and efficient implementation of work plans; Collaboration/link between livestock value chain facilities and farmers to achieve targets of the livestock sub sector; and Scarcity of land to meet the demand for agricultural land remains a major challenge, especially limited land use zones available for livestock production.
Strategic Priorities 2021 to 2023      Create linkages between farmers and the market through the new Agricultural Marketing Unit; Facilitate and promote the adoption and maintenance of new technologies and infrastructure to support the sustainable development of the agricultural sector; Complement the existing commercial food production efforts by substantially increasing local food growing capacity and food output by engaging the extensive slopy upland zones between the flat coastal zones and the protected forests in sustainable food production activities, especially agroforestry, within the framework of increasing food demand; 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 island Development Company (IDC) to promote agricultural development on outer islands.
3.

Budget Overview Revenue Table 1.

Revenue SR'000s Consolidated Fund Main appropriation Total 2019 Estimated Actual 44,807 44,807 44,807 2020 2021 2022 2023 Budget (Amendment) Revised Budget Budget Forecast Forecast 64,561 64,561 64,561 65,226 65,226 65,226 68,238 68,238 68,238 63,552 63,552 63,552 64,074 64,074 64,074 534 Current Receipts Table 2.
Current receipts SR'000s Receipts transferred to Consolidated Fund Agricultural Products Import/Export Certificates Livestock Products Market Fees Miscellaneous Rent of Agricultural Land Rent TOTAL 2019 2020 2021 2022 2023 Estimated Actual Budget Amendment Revised Budget Budget Forecast Forecast 720 338 1,096 521 54 2,730 666 - 375 1,372 612 68 3,093 666 - 375 - 1,372 612 68 3,093 686 - 380 - 1,414 631 70 3,182 686 - 380 - 1,414 631 70 3,182 686 - 380 - 1,414 631 70 3,182 Consolidated Expenditure Estimates Table 3.
Consolidated expenditure estimates SR'000s 2019 2020 2021 2022 2023 Estimated Actual Budget (Amendment) Revised Budget Budget Forecast Forecast Programmes P1: Governance, Management & Administration P2: Crop Research and Development P3: Agricultural Planning & Lands Management 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 CAPITAL EXPENDITURE Non-financial Assets Building and Infrastructure Machinery and Equipment Other Fixed Assets Non-produced Assets 9,735 30,323 4,749 44,807 39,329 20,007 20,007 - 19,322 3,865 1,245 2,041 1,056 9,844 1,271 5,478 5,478 5,464 - - 14 11,873 22,686 30,002 64,561 40,089 22,017 22,017 216 18,072 3,406 703 1,444 1,084 10,938 281 24,472 24,472 - - - 24,472 12,539 30,567 22,120 65,226 48,194 22,017 22,017 242 26,177 3,915 652 1,600 1,003 18,391 375 17,032 17,032 - - - 17,032 9,758 31,012 27,468 68,238 46,896 21,482 21,482 83 25,414 3,948 637 1,636 1,012 17,728 371 21,341 21,341 - - - 21,341 9,464 31,134 22,953 63,552 46,711 21,554 21,554 - 25,156 3,994 637 1,636 1,012 17,506 371 16,841 16,841 - - - 16,841 9,505 31,566 23,003 64,074 47,233 22,077 22,077 - 25,156 3,994 637 1,636 1,012 17,506 371 16,841 16,841 - - - 16,841 Total 44,807 64,561 65,226 68,238 63,552 64,074 535 4.
Approved New Spending Initiatives Table 4.
New initiatives funded Programme Name of new spending initiative Priority Objective Description and motivation SR'000s Funding 2021 Funding 2022 Funding 2023 PSIP - - - SP2.3: Livestock Research and Development Recruitment of Claim Assistant This relates to priority area of the strategic plan to drive the development of priority crops and livestock commodities and value chains Claim Assistant Officer is responsible for the collection of livestock data, prepare the subsidy for the farmers and the abattoirs, and ensure that all are complying with regulations set.
Compensation of Employees Goods and Services Minor Capital Outlays 123 123 123 - - - - - - Total 123 123 123 5.

Programme Performance Programme 1: Governance, Management and Administration The purpose of the programme is to ensure the efficient administration and management of the SAA, including human resources, financial management, legal issues, technology and facilities management.

Programme Expenditure Table 5.
Consolidated programme expenditure estimates SR'000s 2019 Estimated Actual 2020 2021 2022 2023 Budget (Amendment) Revised Budget Budget Forecast Forecast Programmes P1: Governance, Management & Administration 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 9,735 9,735 9,735 2,463 2,463 - - 6,922 893 133 241 28 5,256 371 9,505 9,505 9,505 2,583 2,583 - 6,922 893 133 241 28 5,256 371 536 SR'000s CAPITAL EXPENDITURE Non-financial Assets Building and Infrastructure Machinery and Equipment Other Fixed Assets Non-produced Assets 2019 Estimated Actual 2020 2021 2022 2023 Budget (Amendment) Revised Budget Budget Forecast Forecast - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - Total 9,735 11,873 12,539 9,758 9,464 9,505 Programme 2: Crop and Livestock Research and Development 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 Agricultural Extension Services: Disseminates 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; and Sub-programme 3 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.
Strategic Objectives and Measures The table below sets out the performance measures by which the programme will be monitoring the achievement of its strategic objectives.

Table 6.

Table 5.
Table 6.

Table 5.

Performance measures for programme P2:Crop and Livestock Research and Development Outcome Increased local agricultural production Outcome indicator Target Actual Amended Target Target Target Target 2019 2020 2021 2022 2023 Local meat production (tonnes) 1,450 1,500 1,550 1,560 1,570 1,580 537 Contributing indicators 2019 2020 2021 2022 2023 Target Actual Amended Target SP1:Crop Research and Development Target Target Target 1.

Number of research trials conducted 23 2.


Number of sample analysis conducted 3.

Number of plant materials sold to farmers 4.

Total number of farms connected to SAA irrigation system 500 13,000 75 25 600 - 75 23 824 23 824 23 23 824 824 13,000 13,000 13,000 13,000 80 100 120 140 Contributing indicators Target Actual Amended Target Target Target Target 2019 2020 2021 2022 2023 SP2:Agricultural Extension Services 1.
Number of extension contact with farmers, as measured by number of extension visits and extension-service SMSs sent to farmers 40,995 42,000 47,000 48,000 50,000 52,000 2.

Total area of agricultural State land under active crop production( Hectares) 50 50 60 70 80 90 SP3: Livestock Research and Development 1.

% 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.

Programme Expenditure 50 50 55 65 75 80 Table 7.
Consolidated programme expenditure estimates SR'000s Programmes SP2.1: Crop Research and Development SP2.2: Agricultural Extension Services SP2.3: Livestock Research and Development Programme Total 2019 Estimated Actual 10,922 8,078 11,323 30,323 2020 2021 2022 2023 Budget (Amendment) Revised Budget Budget Forecast Forecast 8,369 7,473 6,844 22,686 8,267 7,880 14,419 30,567 8,180 7,825 15,008 31,012 8,241 7,898 14,995 31,134 8,473 8,059 15,035 31,566 538 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 2019 Estimated Actual 2020 2021 2022 2023 Budget (Amendment) Revised Budget Budget Forecast Forecast 25,237 16,000 16,000 - 9,237 2,013 734 1,397 1,042 4,051 - 5,086 5,086 5,072 - - 14 22,686 15,634 15,634 - 7,052 1,713 477 944 1,076 2,842 - - - - - - - 30,567 15,634 15,634 - 14,933 2,100 403 1,013 976 10,441 - - - - - - - 31,012 16,181 16,181 - 14,831 2,115 390 1,036 984 10,306 - - - - - - - 31,134 16,262 16,262 - 14,872 2,155 390 1,036 984 10,306 - - - - - - - 31,566 16,695 16,695 - 14,872 2,155 390 1,036 984 10,306 - - - - - - - Total 30,323 22,686 30,567 31,012 31,134 31,566 Main economic classification by sub-programme SR'000s SP2.1: Crop Research and Development Compensation of Employees Use of Goods and Services Non-financial Assets SP2.2: Agricultural Extension Services Compensation of Employees Use of Goods and Services Non-financial Assets SP2.3: Livestock Research and Development Compensation of Employees Use of Goods and Services Non-financial Assets 2019 Estimated Actual 10,922 6,887 2,100 1,935 8,078 6,464 1,601 13 11,323 2,649 5,536 3,138 2020 2021 2022 2023 Budget (Amendment) 8,369 6,614 1,755 - 7,473 6,245 1,227 - 6,844 2,774 4,070 - Revised Budget 8,267 6,614 1,653 - 7,880 6,245 1,635 - 14,419 2,774 11,645 - Budget Forecast Forecast 8,180 6,495 1,685 - 7,825 6,226 1,599 - 15,008 3,460 11,548 - 8,241 6,559 1,682 - 7,898 6,238 1,660 - 14,995 3,465 11,530 - 8,473 6,790 1,682 - 8,059 6,399 1,660 - 15,035 3,505 11,530 - 539 Programme 3: Agricultural Planning and Land Management The purpose of the programme is to ensure 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 program, namely the Agricultural Loans Unit and the Agricultural Marketing Unit.

Strategic Objectives and Measures The table below sets out the performance measures by which the programme will be monitoring the achievement of its strategic objectives.

Table 8.
Table 8.

Performance measures for programme P3:Agricultural Planning and Lands Management Outcome Increase in land area designated in agricultural production (Hectares) 2019 2020 2021 2022 2023 Outcome indicator Target Actual Amended Target Target Target Target 1.

Total area of agricultural land allocated for agricultural development (hectares) 472 410 420 435 450 450 2019 2020 2021 2022 2023 Contributing indicators Target Actual Amended Target Target Target Target 1.
Area of new state lands allocated for agriculture (hectares) 2.

Area of new private lands allocated for agriculture (hectares) 5 2 5 2 5 2 5 2 5 2 5 2 Programme Expenditure Table 9.
Consolidated programme expenditure estimates SR'000s Programmes P3: Agricultural Planning & Lands Management Programme Total 2019 Estimated Actual 2020 2021 2022 2023 Budget (Amendment) Revised Budget Budget Forecast Forecast 4,749 4,749 30,002 30,002 22,120 22,120 27,468 27,468 22,953 22,953 23,003 23,003 540 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 2019 Estimated Actual 2020 2021 2022 2023 Budget (Amendment) Revised Budget Budget Forecast Forecast 4,357 1,544 1,544 - 2,813 948 123 421 - 1,322 - 392 392 392 - - - 5,530 1,909 1,909 - 3,621 908 99 357 - 2,257 - 24,472 24,472 - - - 24,472 5,088 1,909 1,909 - 3,179 943 122 357 - 1,757 - 17,032 17,032 - - - 17,032 6,126 2,770 2,770 - 3,357 940 114 359 - 1,944 - 21,341 21,341 - - - 21,341 6,112 2,750 2,750 - 3,363 946 114 359 - 1,944 - 16,841 16,841 - - - 16,841 6,162 2,800 2,800 - 3,363 946 114 359 - 1,944 - 16,841 16,841 - - - 16,841 Total 4,749 30,002 22,120 27,468 22,953 23,003 541 National Biosecurity Agency 1.
Budget Summary Consolidated Position SR'000s P1: Governance, Management & Administration P2: Animal and Plant Health Biosecurity Services P3: Biosecurity Veterinary Services Total 2021 2022 2023 Total to be appropriated Compensation of Employees Use of Goods and Services Capital Forecast Forecast 12,108 11,061 5,458 28,628 2,090 8,242 4,470 14,802 10,018 1,555 988 12,561 - 11,373 11,403 1,265 - 1,265 10,032 5,508 26,914 9,962 5,529 26,895 2.
Strategic Overview of Entity Mandate The National Biosecurity Agency (NBA) is the government’s arm of the national agricultural sector responsible for Seychelles Biosecurity Services, Safe Trade Facilitation and protection of the country, deriving its powers under the Animal and Plant Biosecurity Act, 2014.

The Agency has been mandated to enforce and implement the Animal and Plant Biosecurity Act, 2014 and the Control and Protection of Dogs Act, 2018.
The entity is also a member to several international agreements whose obligations NBA has to adhere to 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).
Major Achievements in 2019 and 2020      Reinforced the legal functions under the Animal and Plant Biosecurity Act, following an intensive networking and off-shore risk assessment/analysis, development of import conditions and requirements and a more robust certification and inspection programme; Strengthened Biosecurity Detection and Intervention capability and capacity across the Biosecurity Spectrum with provision of more targeted surveillance and monitoring materials, laboratory supply, diagnostic technique, training and networking; Prevented any major outbreak or resurgence of existing pest and diseases or new incursion of animal and plant pests and diseases and Invasive Alien Species (IAS) through an intensive risk assessment, inspection, surveillance, monitoring and control programme; Reduced the population of some major animal and plant pests and diseases by adopting and implementing various biosecurity measures through intensive field visits, surveillance and monitoring programmes and laboratory diagnosis and analysis; Developed and modernised biosecurity services by completing the construction of the Mahe Dog Pound and Small Animal Quarantine, remodelling the existing Veterinary Pharmacy and Laboratory Diagnostic and finalising the procedures and requirements for the construction of the NBA veterinary building at Union Vale compound and large animal quarantine at Providence; 542   Improved customer satisfaction and stronger relationships with the farmers, growers, traders, stakeholders and the general public following intensive field activities, awareness creation, consultation, information dissemination, laboratory support services and inspection and certification system; and Discharge all duties and responsibilities maintained service delivery standards and contributed to the country’s food security, regardless of preventative measures put in place to prevent the spread of COVID-19.
Current Challenges  High risk of the introduction, establishment and spread of new pests, diseases and IAS in Seychelles  through trade, travel, tourism, and stowaways on vessels; Inadequate financial support and existing manpower resources as a result of the economic constraint due to the pandemic, to effectively implement and enforce the new Control and Protection of Dogs Act, 2018, and the operational functioning of the new dog pound and small and large quarantine facilities;  Delays and setbacks in achieving some of the major targeted programmes and projects, as the  installation and operation of incinerators, construction of new infrastructure and facilities and pest control programmes, due to the involvement of other MDA’s from which NBA does not have full support; Inefficient monitoring of the inter-island transportation/transfer of animals and limited means of access to outer islands to provide assistance and ensure implementation of NBA’s mandate, as well as inadequate physical facilities on Praslin and La Digue to facilitate the establishment and functioning of biosecurity services for both animal (veterinary) and plant health provisions;  Shortage of specialists such as entomology, phytopathology and qualified veterinarians and para- veterinary professionals to competently and fully perform the responsibilities of animal and plant health service and veterinary authority within the biosecurity spectrum; and  Absence of a specific legislations related to biosecurity and veterinary law in place and governance bodies, such as committees or boards, to appropriately deal with concerns related to biosecurity business, professional development and practices and to better police the illegal practice of veterinary medicine in the country.
Strategic Priorities 2021 to 2023  Support the implementation and enforcement of the functions stipulated under legislation the Animal and Plant Biosecurity Act, 2014, Control and Protection of Dogs, Act 2018, and the new initiatives of having an Animal Welfare Act and law supporting national organic program;  Develop and implement the basic functioning of the new dog pound and small animal quarantine facility, and services including laboratory support services and biosecurity functioning for both animal and plant on Praslin and La Digue;  Maintain public education, engagement, sensitisation and awareness campaigns to support the enforcement and implementation of the new Control and Protection of Dogs Act, 2018 and the Animal and Plant Biosecurity Act, 2014 to maintain the country’s favourable animal health and plant status;  Carry on with an intensive biosecurity surveillance, monitoring and intervention programme for prevention, management and declaration of freedom or free areas of certain targeted animal and plant pest and diseases; and  Remodel biosecurity services and develop a new facility to further support the implementation of the law and improve service delivery by restructuring the veterinary services including the function and operational programmes and the construction of large animal quarantine.
543 3.

Budget Overview Revenue Table 1.

Revenue SR'000s Consolidated Fund Main appropriation Total 2019 Estimated Actual 22,598 22,598 22,598 2020 2021 2022 2023 Budget (Amendment) Revised Budget Budget Forecast Forecast 28,089 28,089 28,089 27,189 27,189 27,189 28,628 28,628 28,628 26,914 26,914 26,914 26,895 26,895 26,895 Current Receipts Table 2.
Current receipts SR'000s Receipts transferred to Consolidated Fund Import/Export Certificates Bio- Security Fees Bio- Security Fines Dog Control TOTAL 2019 2020 2021 2022 2023 Estimated Actual Budget Amendment Revised Budget Budget Forecast Forecast 459 - 215 - 674 196 4,538 150 - 4,884 300 4,538 150 - 4,988 202 4,538 150 1,966 6,856 208 4,538 150 2,163 7,059 209 4,538 150 2,164 7,061 Consolidated Expenditure Estimates Table 3.
Consolidated expenditure estimates SR'000s 2019 2020 2021 2022 2023 Estimated Actual Budget (Amendment) Revised Budget Budget Forecast Forecast Programmes P1: Governance, Management & Administration P2: Animal and Plant Health Biosecurity Services P3: Biosecurity Veterinary Services 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 SR'000s 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 2019 Estimated Actual 472 619 4,014 967 1,057 1,057 1,057 - - - 2020 2021 2022 2023 Budget (Amendment) 1,261 1,327 6,294 176 - - - - - - Revised Budget Budget Forecast Forecast 1,154 1,077 4,986 431 1,266 1,266 1,266 - - - 1,216 776 6,623 160 1,265 1,265 1,265 - - - 666 676 6,478 160 195 195 195 - - - 666 676 6,488 160 - - - - - - Total 22,598 28,089 27,189 28,628 26,914 26,895 4.
Approved New Spending Initiatives Table 4.

New initiatives funded Programme Name of new spending initiative Priority Objective Description and motivation SR'000s Funding 2021 Funding 2022 Funding 2023 P3: Biosecurity Veterinary Services Recruitment of Four (4) Animal Welfare Technician PSIP - - - The four (4) additional post will enforce and implement the new control and Protection Act 2018 to oversee the running of the dog pound and general welfare of owned pounds.
The dog pound and quarantine centre that will be completed in April 2021 will require these staff to function.

Compensation of Employees Goods and Services Minor Capital Outlays 430 573 573 - - - - - - Total 430 573 573 5.

Programme Performance Programme 1: Governance, Administration and Management The purpose of the programme is to ensure the availability of adequate resources (financial, human and physical resources) and their optimum use for supporting the operational functioning of the Agency.
Programme Expenditure Table 5.
Consolidated programme expenditure estimates SR'000s Programmes P1: Governance, Management & Administration Programme Total 2019 Estimated Actual 2020 2021 2022 2023 Budget (Amendment) Revised Budget Budget Forecast Forecast 8,981 8,981 11,395 11,395 10,741 12,108 11,373 11,403 10,741 12,108 11,373 11,403 545 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 2019 Estimated Actual 2020 2021 2022 2023 Budget (Amendment) Revised Budget Budget Forecast Forecast 8,981 1,894 1,894 662 7,087 1,116 147 245 - 3,950 967 - - - - - - 11,395 2,709 2,709 720 8,686 1,382 109 353 - 5,946 176 - - - - - - 10,741 2,479 2,479 830 8,262 1,382 109 653 - 4,857 431 - - - - - - 12,108 2,090 2,090 765 10,018 1,093 616 946 - 6,440 160 - - - - - - 11,373 2,070 2,070 745 9,303 1,093 616 396 - 6,295 160 - - - - - - 11,403 2,090 2,090 745 9,313 1,093 616 396 - 6,305 160 - - - - - - Total 8,981 11,395 10,741 12,108 11,373 11,403 Programme 2: Plant Health Biosecurity Services The purpose of the programme is to guard the country against threats to agriculture and biodiversity with the emphasis on pre-border, border and post border control measures to prevent unwanted organisms from entering the Seychelles; and to manage the occurrences of pests, diseases and IAS, while facilitating trade, travel, tourism and other socio-economic activities.
The programme comprises the following sub-programmes:   Sub-programme 1 Pre-Border and Border Interventions (Quarantine Services): 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; and Sub-programme 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.

Strategic Objectives and Measures The table below sets out the performance measures by which the programme will be monitoring the achievement of its strategic objectives.

546 Table 6.
546 Table 6.

Performance indicators and targets P2:Animal and Plant Health Biosecurity Services Outcome Timely and effective interceptions and containment of new pests and diseases Outcome Indicator Target Actual Amended Target Target Target Target 2019 2020 2021 2022 2023 1.

Number of new exotic/regulated pests, diseases and IAS introduced, established and spread into Seychelles 2.
Total number of pests and diseases incursions 0 2 0 0 0 0 0 0 0 0 0 0 Contributing indicators Target Actual Amended Target Target Target Target 2019 2020 2021 2022 2023 SP1:Pre-Border and Quarantine Services 1.

Total imported agricultural goods inspected (Tonnes) (5%) 6,822 12,573 6,497 6,822 7,164 7522 SP2:Pest/Disease Control and Diagnostic Services 1.

Total number of site visits performed (5%) 4,748 4,748 4,522 4,987 5,387 5,722 Programme Expenditure Table 7.
Consolidated programme expenditure estimates SR'000s 2019 Estimated Actual 2020 2021 2022 2023 Budget (Amendment) Revised Budget Budget Forecast Forecast Programmes SP2.1 Pre-Border and Border Interventions (Quarantine Services) SP2.2: Pest/ Disease Control and Diagnostic Services Programme Total Economic Classification CURRENT EXPENDITURE Compensation of Employees Wages and Salaries in Cash Wages and Salaries in Kind 3,552 4,794 8,346 8,346 6,890 6,890 - 5,316 4,828 4,062 4,097 4,177 5,776 11,092 6,327 11,155 7,000 11,061 5,935 10,032 5,786 9,962 11,092 7,905 7,905 - 9,889 7,455 7,455 - 9,797 8,242 8,242 - 9,837 8,383 8,383 - 9,962 8,508 8,508 - 547 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 2019 Estimated Actual 1,456 303 416 54 619 64 - - - - - - - 2020 2021 2022 2023 Budget (Amendment) 3,187 515 344 704 1,325 299 - - - - - - - Revised Budget Budget Forecast Forecast 2,434 514 344 371 1,075 130 - 1,266 1,266 1,266 - - - 1,555 290 169 171 775 150 - 1,265 1,265 1,265 - - - 1,455 290 169 171 675 150 - 195 195 195 - - - 1,455 290 169 171 675 150 - - - - - - - Total 8,346 11,092 11,155 11,061 10,032 9,962 Main economic classification by sub-programme SR'000s 2019 Estimated Actual 2020 2021 2022 2023 Budget (Amendment) Revised Budget Budget Forecast Forecast SP2.1 Pre-Border and Border Interventions (Quarantine Services) Compensation of Employees Use of Goods and Services Non-financial Assets SP2.2: Pest/ Disease Control and Diagnostic Services Compensation of Employees Use of Goods and Services Non-financial Assets 3,552 3,216 336 - 4,794 3,674 1,120 - 5,316 4,127 1,190 - 5,776 3,778 1,997 - 4,828 3,877 951 - 6,327 3,578 1,482 1,266 4,062 3,481 581 - 7,000 4,761 974 1,265 4,097 3,516 581 - 5,935 4,867 874 195 4,177 3,596 581 - 5,786 4,912 874 - Programme 3: Biosecurity Veterinary Services The purpose of the programme is to ensure that the veterinary service meets its objectives as the country’s Veterinary Authority as defined by the World Organisation for Animal Health.
The Government Veterinary Service has the responsibility and competence for ensuring or supervising the implementation of the country`s animal health (terrestrial and aquatic animals) and welfare measures, international veterinary certification and other standards and recommendations in the Terrestrial Code in the whole territory, food safety and trade policies and for effective prevention and control of any biological disasters.
Strategic Objectives and Measures The table below sets out the performance measures by which the programme will be monitoring the achievement of its strategic objectives.

548 Table 8.

Performance indicators and targets P3:Biosecurity Veterinary Services Outcome Favourable animal health status maintained 2019 2020 2021 2022 2023 Contributing indicators Target Actual Amended Target Target Target Target 1.

Number of animal and animal products biosecurity import permits issued 352 5636 336 353 371 390 2.
Number of farms visited 1102 1929 1050 1103 3.

Number of registered dog 4.

Number of entries at the dog pound - - - - - - - - 1159 1,500 1217 1,575 60 63 Programme Expenditure Table 9.
Consolidated programme expenditure estimates SR'000s 2019 Estimated Actual 2020 2021 2022 2023 Budget (Amendment) Revised Budget Budget Forecast Forecast Programmes P3: Biosecurity Veterinary Services 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 CAPITAL EXPENDITURE Non-financial Assets Building and Infrastructure Machinery and Equipment Other Fixed Assets Non-produced Assets Total 5,271 5,271 4,214 3,102 3,102 - 1,112 575 364 173 - - - 1,057 1,057 1,057 - - - 5,271 5,602 5,602 5,602 3,977 3,977 - 1,625 732 637 203 2 50 - - - - - - - 5,293 5,293 5,293 3,777 3,777 - 1,516 732 652 130 2 - - - - - - - - 5,458 5,458 5,458 4,470 4,470 - 988 550 305 99 1 33 - - - - - - - 5,508 5,508 5,508 4,420 4,420 - 1,088 650 305 99 1 33 - - - - - - - 5,529 5,529 5,529 4,441 4,441 - 1,088 650 305 99 1 33 - - - - - - - 5,602 5,293 5,458 5,508 5,529 549 EMPLOYMENT AND SOCIAL AFFAIRS PORTFOLIO 550 Department of Employment 1.
Budget Summary Consolidated Position 2021 2022 2023 SR'000s Total to be appropriated Compensation of Employees Use of Goods and Services Capital Forecast Forecast P1:Governance, Management & Administration P2:Labour Protection P3:Employment Services Total 14,176 7,314 17,001 38,491 7,199 6,977 7,034 8,825 23,058 280 8,176 15,433 - - - - 14,421 7,601 13,240 35,262 14,455 7,608 13,524 35,587 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 enjoys decent work and enhanced quality of life.

Major Achievements in 2019 and 2020 1.

Contributed to maintaining a low unemployment rate of 2.7% as the annual average for the year 2019 and 4.8% in the second quarter of 2020, which can be considered full employment.
The unemployment rate is the share of jobseekers who do not find work; 2.

Contributed to the reduction of the youth unemployment rate from an annual average of 10.5% in 2018 to 9.4% in 2019, and 20.4% in the first quarter of 2020 to 17% in the second quarter of 2020; 3.
Introduced an internship programme to mitigate impact of COVID-19 on the labour market, as part of My First Job Scheme and reviewed the Skills Development Programme, which has enabled 737 young jobseekers out of the 1133 registered to secure placements; and 4.

Implemented the New GOP Framework set up in June 2020, in close collaboration with Immigration Department, to facilitate GOP procedures as a result of COVID-19 and border closure.
This also included the setting-up of a GOP Assessment Committee in August 2020 comprising of representatives from the Government, Private Sector, Employers and Workers Union to assess Returning and New GOPs.

Current Challenges 5.

Reduced demand for labour due to the impact of COVID-19 on the economy and labour market resulting in more than 800 Seychellois workers to be made redundant; 6.
Delayed placement for jobseekers due to minimal job opportunities, skills mismatch and employers expectations, making 5961 persons out of the 6527 registered on the Unemployment Relief Scheme remaining unemployed; 7.

Delays in policy interventions and statistical analysis because the labour market information system is not fully operational; and 8.
Inconsistency between the demand for non-Seychellois workers and the reduced demand for labour and number of locals made redundant as a result of the economic impact of COVID-19.
551 Strategic Priorities 2021 to 2023  Improve the quality of data entry, compilation and analysis to guide labour market policies and recovery from the COVID-19 crisis;  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; Improve the management of the employment of non-Seychellois workers through review and enforcement of employment legislation and the development and implementation of a labour migration policy;  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; and  Facilitate transition of workers from informal to formal employment by conducting a diagnostic assessment and formulating and implementing a national action plan.
3.
Budget Overview Revenue Revenue SR'000s Consolidated Fund Main appropriation Total Current Receipts Current receipts SR'000s Receipts transferred to Consolidated Fund Unemployment Relief Scheme Attestation Fees Appeal/negotiation and retention Processing fees TOTAL 2019 Estimated Actual 24,023 24,023 24,023 2020 2021 2022 2023 Budget (Amendment) Revised Budget Budget Forecast Forecast 26,042 26,042 26,042 25,363 25,363 25,363 38,491 38,491 38,491 35,262 35,262 35,262 35,587 35,587 35,587 2019 2020 2021 2022 2023 Estimated Actual Budget (Amendment) Revised Budget Budget Forecast Forecast - 6,324 60 12 6,396 3 4,333 40 50 4,426 3 4,333 40 50 4,426 - 4,333 43 50 4,426 - 9,040 43 50 9,133 - 9,040 43 50 9,133 552 Consolidated Expenditure Estimates Consolidated expenditure estimates SR'000s Programmes P1:Governance, Management & Administration P2:Labour Protection P3:Employment Services 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 CAPITAL EXPENDITURE Non-financial Assets Building and Infrastructure Machinery and Equipment Other Fixed Assets Non-produced Assets 2019 2020 2021 2022 2023 Estimated Actual Budget (Amendment) Revised Budget Budget Forecast Forecast 11,322 5,445 7,256 24,023 23,921 15,681 15,681 - 8,240 3,246 1,776 408 - 2,125 685 102 102 - - - 102 10,804 10,389 6,083 9,155 5,979 8,996 26,042 25,363 26,042 18,565 18,565 - 7,477 3,107 1,068 231 - 2,689 384 - - - - - - 25,363 18,165 18,165 - 7,198 2,981 954 231 - 2,734 299 - - - - - - 14,176 7,314 17,001 38,491 38,491 23,058 23,058 - 15,433 3,818 958 240 - 10,033 384 - - - - - - 14,421 7,601 13,240 35,262 35,262 23,961 23,961 - 11,302 3,812 987 240 - 5,879 384 - - - - - - 14,455 7,608 13,524 35,587 35,587 24,285 24,285 - 11,302 3,782 1,018 240 - 5,879 384 - - - - - - Total 24,023 26,042 25,363 38,491 35,262 35,587 4.
Approved New Spending Initiatives New initiatives funded Name of new spending initiative Programme Priority objective Description and motivation SR'000s Funding 2021 Funding 2022 Funding 2023 P1 SP2: Central Administration Recruitment of an Assistant HR & Budget Management Officer Improve the quality of data entry, compilation and analysis to guide labour market policies and recovery from the COVID-19 crisis; To provide Human Resources support services as well as ensuring efficient management of annual budget.
PSIP Compensation of Employees Goods and Services Minor Capital Outlays Total - 184 - - - 221 - - - 221 - - 184 221 221 553 Programme Name of new spending initiative SP3:Policy Planning and Research Recruitment of a Principal Planning Officer P1 SP3:Policy Planning and Research Recruitment of a Senior Statistician P1 SP3:Policy Planning and Research Recruitment of an Assistant Statistician Priority objective Improve the management of the employment of non- Seychellois workers through review and enforcement of employment legislation and the development and implementation of a labour migration policy; Improve the quality of data entry, compilation and analysis to guide labour market policies and recovery from the COVID-19 crisis; P2:Labour Protection P2:Labour Protection P2:Labour Protection Recruitment of a Senior Employment Officer (Industrial Relations Section) Creation of posts - 3 Employment Officers (Industrial Relations Section) Recruitment of an Assistant Employment Officer (La Digue Outstation Office) 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; Description and motivation SR'000s Funding 2021 Funding 2022 Funding 2023 To oversee the Section by providing technical advice, compile statistics and guide labour market policies To assist Policy, Planning, Research and Evaluation Unit in improving the quality of data entry, compilation and analysis to guide labour market policies To assist Policy, Planning, Research and Evaluation Unit in improving the quality of data entry, compilation and analysis to guide labour market policies To assist the Industrial Relations Section in enforcing employment laws, conduct mediation and assist with redundancy cases To assist the Industrial Relations Section in enforcing employment laws, conduct mediation and assist with redundancy cases To assist in enforcing employment laws, conduct mediation and assist with redundancy
 cases PSIP Compensation of Employees Goods and Services Minor Capital Outlays Total PSIP Compensation of Employees Goods and Services Minor Capital Outlays Total PSIP Compensation of Employees Goods and Services Minor Capital Outlays Total PSIP Compensation of Employees Goods and Services Minor Capital Outlays Total PSIP Compensation of Employees Goods and Services Minor Capital Outlays Total PSIP Compensation of Employees Goods and Services Minor Capital Outlays Total - 297 - - 297 - 320 - - 320 - 126 - - 126 - 278 - - 278 - 669 - - 669 - 138 - - - 357 - - 357 - 384 - - 384 - 152 - - 152 - 334 - - 334 - 802 - - 802 - 165 - - - 357 - - 357 - 384 - - 384 - 152 - - 152 - 334 - - 334 - 802 - - 802 - 165 - - 138 165 165 554 Programme P3:Employment Services P3:Employment Services P3:Employment Services P3:Employment Services P3:Employment Services Name of new spending initiative Recruitment of an Assistant Employment Officer (Attestation Unit) Recruitment of a Senior Office Assistant (Employment Promotion Division) Recruitment of an Assistant Employment Officer (My First Job) Recruitment of a Director Special Employment Programme Recruitment of 5 Employment Officers (Employment Promotion Division) Priority objective Description and motivation SR'000s Funding 2021 Funding 2022 Funding 2023 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; To improve management of non-Seychellois workers through enforcement of employment legislations To provide general administrative/cleric al support service, to enhance the operation of the Employment Promotion Division To assist young graduates from Professional Centers to access employment or start their own business Design, plan and implement employment programmes which in turn can better empower the youths through the training programme and re-skilling process To assist with the new
 office that has recently been set up under Employment Promotion Division PSIP Compensation of Employees Goods and Services Minor Capital Outlays Total PSIP Compensation of Employees Goods and Services Minor Capital Outlays Total PSIP Compensation of Employees Goods and Services Minor Capital Outlays Total PSIP Compensation of Employees Goods and Services Minor Capital Outlays Total PSIP Compensation of Employees Goods and Services Minor Capital Outlays - - - 127 152 152 - - 127 - 101 - - 101 - 127 - - 127 - 302 - - 302 - - - 152 - 121 - - 121 - 152 - - 152 - 363 - - 363 -- - - 152 - 121 - - 121 - 152 - - 152 - 363 - - 363 - 1,089 1,307 1,307 - - - - - - Total 1,089 1,307 1,307 5.
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.
555 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;  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 the 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.
Programme Expenditure Consolidated programme expenditure estimates SR'000s Programmes SP1:Minister's Secretariat SP2:Central Administration SP3:Policy, Planning and Research 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 CAPITAL EXPENDITURE Non-financial Assets Building and Infrastructure Machinery and Equipment Other Fixed Assets Non-produced Assets 2019 Estimated Actual 2020 2021 2022 2023 Budget (Amendment) Revised Budget Budget Forecast Forecast - 8,977 2,345 11,322 11,322 4,592 4,592 - 6,730 2,678 1,141 408 - 1,818 685 - - - - - - - 7,728 3,076 10,804 10,804 4,777 4,777 - 6,027 2,524 658 231 - 2,231 384 - - - - - - - 7,521 2,868 10,389 10,389 4,502 4,502 - 5,887 2,479 603 231 - 2,276 299 - - - - - - 2,828 8,469 2,878 14,176 14,176 7,199 7,199 - 6,977 3,181 718 240 - 2,454 384 - - - - - - 2,859 8,478 3,085 14,421 14,421 7,469 7,469 - 6,952 3,150 738 240 - 2,440 384 - - - - - - 2,884 8,476 3,096 14,455 14,455 7,539 7,539 - 6,917 3,094 758 240 - 2,440 384 - - - - - - Total Main economic classification by sub-programme 11,322 10,804 10,389 14,176 14,421 14,455 SR'000s SP1:Minister's Secretariat Compensation of Employees Use of Goods and Services Non-financial Assets 2019 Estimated Actual 2020 2021 2022 2023 Budget (Amendment) - - - - - - - - Revised Budget Budget Forecast Forecast - - - - 2,828 1,981 847 - 2,859 2,011 847 - 2,884 2,036 847 - 556 SR'000s SP2:Central Administration Compensation of Employees Use of Goods and Services Non-financial Assets SP3:Policy, Planning and Research Compensation of Employees Use of Goods and Services Non-financial Assets 2019 Estimated Actual 8,977 2,945 6,032 - 2,345 1,646 698 - 2020 2021 2022 2023 Budget (Amendment) 7,728 2,575 5,153 - 3,076 2,202 874 - Revised Budget Budget Forecast Forecast 7,521 2,508 5,013 - 2,868 1,994 874 - 8,469 2,797 5,672 - 2,878 2,421 457 - 8,478 2,833 5,645 - 3,085 2,625 459 - 8,476 2,868 5,608 - 3,096 2,634 461 - 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 workplace to regulate dangerous activities and to foster stable industrial relations and workplace productivity.
Strategic Objectives and Measures The table below sets out the performance measures by which the programme will monitoring the achievement of its strategic objectives.
Performance measures for programme P2:Labour Protection Outcome An effective and integrated enforcement system ensuring employment and labour rights and responsibilities are adhered to by employers and workers Outcome indicator Target Actual 2019 250 388 2019 Target Actual 2020 Amended Target 245 2020 Amended Target 2021 Target 230 2021 Target 2022 Target 230 2022 Target 2023 Target 230 2023 Target 20% 32% 20% 20% 20% 20% 6 200 7 148 6 200 22 180 22 180 22 170 Programme Expenditure Consolidated programme expenditure estimates SR'000s Programmes P2:Labour Protection Programme Total 2019 2020 2021 2022 2023 Estimated Actual Budget (Amendment) Revised Budget Budget Forecast Forecast 5,445 5,445 6,083 6,083 5,979 5,979 7,314 7,314 7,601 7,601 7,608 7,608 1.
Number of non- compliant employers Contributing indicators 1.

% of non-compliant employers complying after enforcement actions have been taken 2.

Number of prosecution cases filed 3.
Number of complaints 557 SR'000s 2019 2020 2021 2022 2023 Estimated Actual Budget (Amendment) Revised Budget Budget Forecast Forecast 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 5,344 4,928 4,928 - 415 119 265 - - 31 - 102 102 - - - 102 6,083 5,789 5,789 - 294 125 169 - - - - - - - - - - 5,979 5,699 5,699 - 279 125 154 - - - - - - - - - - 7,314 7,034 7,034 - 280 180 100 - - - - - - - - - - 7,601 7,310 7,310 - 291 187 104 - - - - - - - - - - 7,608 7,306 7,306 - 301 194 108 - - - - - - - - - - Total 5,445 6,083 5,979 7,314 7,601 7,608 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.
Strategic Objectives and Measures The table below sets out the performance measures by which the programme will monitoring the achievements of its strategic objectives.

Performance measures for programme P3:Employment Services Outcome Outcome indicator 1.

National unemployment rate (15 years and above) 2.


Youth unemployment rate (15-24 years) A more productive youth workforce and youth unemployment rate reduced 2020 2022 Amended Target Target Target Target Actual 2019 2021 5% 14% 2.7% 9.4% 10% 20% 12% 22% 10% 20% 2023 Target 8% 18% 558 Contributing indicators Target Actual 2019 2020 Amended Target 2021 2022 2023 Target Target Target 1.

Employed population (15 years and above) 2.


Number of total placement by private agencies, ministry employment services and Special Employment Programmes 3.
Number of total participants active on Special Employment Programmes (URS, SDP) Programme Expenditure 46640 47838 47520 47800 48000 48200 2500 2186 2540 2750 2500 2200 475 481 500 2000 2000 2000 Consolidated programme expenditure estimates SR'000s Programmes P3:Employment Services 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 CAPITAL EXPENDITURE Non-financial Assets Building and Infrastructure Machinery and Equipment Other Fixed Assets Non-produced Assets 2019 2020 2021 2022 2023 Estimated Actual Budget (Amendment) Revised Budget Budget Forecast Forecast 7,256 7,256 7,256 6,161 6,161 - 1,095 449 370 - - 276 - - - - - - - 9,155 9,155 8,996 8,996 17,001 17,001 13,240 13,240 13,524 13,524 9,155 7,998 7,998 - 1,156 458 241 - - 458 - - - - - - - 8,996 7,963 7,963 - 1,032 377 197 - - 458 - - - - - - - 17,001 8,825 8,825 - 8,176 458 140 - - 7,579 - - - - - - - 13,240 9,181 9,181 - 4,059 475 145 - - 3,439 - - - - - - - 13,524 9,440 9,440 - 4,084 494 151 - - 3,439 - - - - - - - Total 7,256 9,155 8,996 17,001 13,240 13,524 559 Department of Social Affairs 1.
Budget Summary Consolidated Position 2021 2022 2023 SR'000s Total to be appropriated Compensation of Employees P1:Governance,Management and Administration P2:Counselling and Intervention Services P3:Support Programme For Vulnerable Groups Total 13,579 16,234 2,094 31,907 4,678 13,692 1,133 19,503 Use of Goods and Services 8,901 2,541 961 12,404 Capital Forecast Forecast - - - - 13,609 17,017 2,156 32,781 13,580 16,952 2,156 32,688 2.
Strategic Overview of Entity Mandate The Department of Social Affairs’ mandate is to promote, support and empower Seychellois families and individuals, recognizing 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.
Major Achievements in 2019 and 2020  Provided intervention services to 4148 families and children through community social work to  reduce the incidence of dysfunctionality; Increased the number of participants (2429 both male and female) attending the parenting sessions for both ante-natal and post-delivery from July 2019 to June 2020;  Develop polices for regulation monitoring and inspection framework in Children’s Care Home and amended legislation in the Children’s Act;  Developed policies for regulations to incorporated working with children suitability check;  Developed four projects under the Early Childhood Care and Education (ECCE) National Action Plan; and  Submitted Seychelles Initial and Combined Periodic Report on the African Charter on the Rights and Welfare of the Child.
Current Challenges Inappropriate infrastructure for delivery of targeted programmes and services;   Constraints in development of database for Social Services and a major gap in data collection and   management; Inability to respond more effectively to expectations and demands of the population due to insufficient targeted services and programmes being proposed; Insufficient outreach programmes to support intervention services at community level to respond to the needs, expectations and demands of the population; and  Staffing shortage due to insufficient financial resources, availability of posts and difficulty in identifying competent candidates.
560 Strategic Priorities 2021 to 2023  Establish a Youth Residential Centre to provide behaviour modification intervention services for at risk youth;  Establish the multi-disciplinary one stop child protection facility;  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; Increase the number of trained and specialised human resources to enhance the department’s ability to deliver on its mandate;   Create a new Monitoring and Compliance Section;  Ensure compliance with the treaty reporting obligation 2022-2023; and  Revise legislations related to child protection.
3.
Budget Overview Revenue Revenue SR'000s Consolidated Fund Main appropriation Total 2019 Estimated Actual 33,091 33,091 33,091 2020 2021 2022 2023 Budget (Amendment) Revised Budget Budget Forecast Forecast 61,649 61,649 61,649 37,810 37,810 37,810 31,907 31,907 31,907 32,781 32,781 32,781 32,688 32,688 32,688 Consolidated Expenditure Estimates Consolidated expenditure estimates 2019 2020 2021 2022 2023 SR'000s Estimated Actual Budget (Amendment) Revised Budget Budget Forecast Forecast Programmes P1:Governance,Management and Administration P2:Counselling and Intervention Services P3:Support Programme For Vulnerable Groups 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 - 12,404 2,943 461 259 376 7,969 32,781 20,881 20,881 - 11,901 2,756 461 239 376 8,040 13,580 16,952 2,156 32,688 32,688 20,786 20,786 - 11,902 2,757 461 239 376 8,040 561 SR'000s Minor Capital Outlays CAPITAL EXPENDITURE Non-financial Assets Building and Infrastructure Machinery and Equipment Other Fixed Assets Non-produced Assets 2019 Estimated Actual 112 165 165 165 - - - 2020 2021 2022 2023 Budget (Amendment) 144 Revised Budget Budget Forecast Forecast 1,295 396 28 28 23,125 23,125 23,125 - - - - - - - - - - - - - - - - - - - - - - - - - - - Total 33,091 61,649 37,810 31,907 32,781 32,688 4.
Approved New Spending Initiatives New initiatives funded Name of new spending initiative Priority objective Programme SP2:Child Protection Creation of the Monitoring and Compliance Section (5 creation of posts) To ensure compliance within child related services SP2:Night Shelter Night Shelter Scheme of Service (including recruitment of 1 additional Attendant) For staff retention and to reduce on overtime costs Description and motivation SR'000s Funding 2021 Funding 2022 Funding 2023 PSIP Compensation of Employees Goods and Services Minor Capital Outlays - 468 574 208 - - 937 937 574 574 - - Total 1,250 1,511 1,511 PSIP Compensation of Employees Goods and Services Minor Capital Outlays - 192 - - - 230 - - - 230 - - Total 192 230 230 Funds reallocated from Residential Services (P3 SP1) to the new section which will act as an independent review body to ensure that compliance concerns within child related service providers or stakeholders are in accordance with the regulations.
The section requires 5 creation of posts as follows: 1 Senior Evaluation & Monitoring Officer, 3 Compliance Officer and 1 Prinicipal Evaluation & Monitoring Officer.

Implementation date: July 2021.

It was proposed by the Department of Public Administration to implement a framework for the existing staff of the Night Shelter.

The framework will provide incentives such as commuted overtime & inducement allowance to retain staff in service given the nature of the job.

The scheme amounts to SR104.84k p.a.


for the 4 current staff.

Recruitment of the additional attendant costs SR 125.5k p.a.
562 Programme Name of new spending initiative Priority objective Description and motivation SR'000s Funding 2021 Funding 2022 Funding 2023 SP1:Community Social Work Recruitment of 7 Social Workers for Community Social Work Section SP2:Child Protection Recruitment of 3 Social Workers for Child Protection Legal Unit P1:Government Management and Administration Creation of Post - Senior Policy Analyst PSIP - - - Compensation of Employees Goods and Services Minor Capital Outlays 1,033 1,239 1,239 - - - - - - Total 1,033 1,239 1,239 PSIP - - - Compensation of Employees Goods and Services Minor Capital Outlays 451 541 541 - - - - - - Total 451 541 541 There is a need for Social Services to have its quota of staff; 1 social worker for each district to help alleviate social problems and restore social functioning.
Additionally with the enactment of the new Domestic Violence Act 2020, it is mandated that Social Services deal with cases that are referred by the Police; to offer mediation services.

The Family Support Unit currently has only 3 staff.

To reduce staff burnout due to the increased number in reported cases of child sexual abuse, an average of 30 reported cases a month that requires investigation over and above casework intervention in the cumulative cases on hand.
The Legal Unit has only 2 staff and this Unit has to deal with all cases of custody, access and maintenance referred by the Family Tribunal, which is around 15 cases per month, and the Supreme Court for cases of adoption and guardianship as and when requested.

This Unit also deals with local fostering.

To analyze, review and develop new policies in line with the department’s strategic priorities in 2021.
PSIP Compensation of Employees Goods and Services Minor Capital Outlays - 96 - - - 191 - - - 191 - - Total 96 191 191 Increase the number of trained and specialised human resources to enhance the department’s ability to deliver on its mandate; Increase the number of trained and specialised human resources to enhance the department’s ability to deliver on its mandate; Increase the number of trained and specialised human resources to enhance the department’s ability to deliver on its mandate; 563 Programme Name of new spending initiative Priority objective Description and motivation SR'000s Funding 2021 Funding 2022 Funding 2023 SP1:Community Social Work Acquisition of computer set To equip new staff with working tools and for better service delivery within the department.
Computers required for the 17 new posts funded above.

PSIP Compensation of Employees Goods and Services Minor Capital Outlays Total - - - 143 143 - - - - - - - - - - 5.

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.
Programme Expenditure Consolidated programme expenditure estimates SR'000s Programmes P1:Governance,Management and Administration 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 CAPITAL EXPENDITURE Non-financial Assets Building and Infrastructure Machinery and Equipment Other Fixed Assets Non-produced Assets 2019 2020 2021 2022 2023 Estimated Actual Budget (Amendment) Revised Budget Budget Forecast Forecast 17,742 17,742 17,742 7,050 7,050 455 10,692 2,268 729 308 1 6,819 112 - - - - - - 20,385 20,385 20,385 7,592 7,592 420 12,793 2,544 753 228 3 8,775 70 - - - - - - 21,579 21,579 21,579 7,766 7,766 420 13,813 2,479 540 441 3 8,737 1,194 - - - - - - 13,579 13,609 13,579 13,609 13,579 4,678 4,678 - 8,901 2,100 248 217 3 6,289 45 - - - - - - 13,609 4,896 4,896 - 8,712 2,100 248 197 3 6,137 28 - - - - - - 13,580 13,580 13,580 4,866 4,866 - 8,714 2,101 248 197 3 6,137 28 - - - - - - Total 17,742 20,385 21,579 13,579 13,609 13,580 564 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.
Strategic Objectives and Measures The table below sets out the performance measures by which the programme will be monitoring the achievement of its strategic objectives.

Performance measures for programme P2:Counselling and Intervention Services Outcome Improved protection for vulnerable groups Contributing indicators Target Actual 2019 2020 Amended Target 2021 Target 2022 Target 2023 Target SP1: Community Social Work 1.

Number of active cases of children and families receiving assistance 2.
Number of cases completed per year 1.

Number of investigations carried out and reports undertaken within the allocated time frame 4900 3951 5000 5000 5100 5200 150 197 200 200 300 400 SP2:Child Protection 1200 1194 1300 1300 1400 1500 4 4 0 60 259 2.

Number of training conducted with partners on early detection 3.
Number of cases completed per year The below indicators relates to the new Monitoring & Compliance unit under SP2: 1.Number of inspection and monitoring visits carried out 2.Number of home visits 3.Inspection reports of visits 4.Number of application received from organisation for vetting 5.

Number of investigation for vetting carried out N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A 80 0 300 8 4 8 75 75 0 400 24 4 16 150 150 0 500 20 4 16 200 200 1.
Number of parenting sessions for ante-natal and post-natal clients 293 260 295 280 285 295 SP3:Social Renaissance 565 Programme Expenditure Consolidated programme expenditure estimates SR'000s 2019 2020 2021 2022 2023 Estimated Actual Budget (Amendment) Revised Budget Budget Forecast Forecast Programmes SP1:Community Social Work SP2:Child Protection SP3:Social Renaissance Programme 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 CAPITAL EXPENDITURE Non-financial Assets Building and Infrastructure Machinery and Equipment Other Fixed Assets Non-produced Assets 8,610 2,340 566 11,516 11,516 10,188 10,188 - 1,327 407 166 78 - 677 - - - - - - - 9,665 3,189 990 13,844 13,844 12,102 12,102 - 1,741 440 221 - 25 1,056 - - - - - - - Total Main economic classification by sub-programme 11,516 13,844 9,396 2,808 931 13,135 13,135 11,512 11,512 - 1,622 338 185 65 25 909 101 - - - - - - 10,967 4,493 773 16,234 16,234 13,692 13,692 - 2,541 727 213 5 25 1,221 351 - - - - - - 10,920 5,124 973 17,017 17,017 14,813 14,813 - 2,204 540 213 5 25 1,421 - - - - - - - 10,900 5,079 973 16,952 16,952 14,748 14,748 - 2,204 540 213 5 25 1,421 - - - - - - - 13,135 16,234 17,017 16,952 SR'000s 2019 Estimated Actual SP1:Community Social Work Compensation of Employees Use of Goods and Services Non-financial Assets SP2:Child Protection Compensation of Employees Use of Goods and Services Non-financial Assets SP3:Social Renaissance Programme Compensation of Employees Use of Goods and Services Non-financial Assets 8,610 8,049 561 - 2,340 2,140 201 - 566 - 566 - 2020 2021 2022 2023 Budget (Amendment) 9,665 9,242 422 - 3,189 2,860 329 - 990 - 990 - Revised Budget Budget Forecast Forecast 9,396 8,916 480 - 2,808 2,596 212 - 931 - 931 - 10,967 10,270 697 - 4,493 3,422 1,071 - 773 - 773 - 10,920 10,566 354 - 5,124 4,247 877 - 973 - 973 - 10,900 10,546 354 - 5,079 4,202 877 - 973 - 973 - 566 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.

Strategic Objectives and Measures The table below sets out the performance measures by which the programme will be monitoring the achievement of its strategic objectives.
Performance measures for programme P3:Support Programme for Vulnerable Groups Outcome Improved life of vulnerable and at risks individuals Contributing indicators 1.

Number of youths benefiting from the programme 1.

Number of homeless adults assisted per year 2.

Number of successful re-integrations Programme Expenditure 2019 2020 2021 2022 2023 Target Actual Amended Target SP1: Residential Services Target Target Target 9 9 18 0 0 0 SP2: Night Shelter 116 25 207 10 125 30 135 35 145 40 155 45 Table 8.
Consolidated programme expenditure estimates SR'000s Programmes SP1:Residential Services SP2:Night Shelter 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 2019 2020 2021 2022 2023 Estimated Actual Budget (Amendment) Revised Budget Budget Forecast Forecast 2,404 1,429 3,833 3,668 1,582 1,582 - 2,086 107 248 45 25,937 1,484 27,421 4,296 906 906 - 3,390 435 334 137 1,604 1,491 3,096 3,096 1,380 1,380 - 1,715 237 312 91 550 1,544 2,094 2,094 1,133 1,133 - 961 116 - 37 550 1,605 2,156 2,156 1,171 1,171 - 984 116 - 37 550 1,605 2,156 2,156 1,171 1,171 - 984 116 - 37 567 SR'000s 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 2019 Estimated Actual 374 1,313 - 165 165 165 - - - 2020 2021 2022 2023 Budget (Amendment) 787 1,622 74 Revised Budget 449 626 - 23,125 23,125 23,125 - - - - - - - - - Budget Forecast Forecast 349 459 - - - - - - - 349 482 - - - - - - - 349 482 - - - - - - - Total Main economic classification by sub-programme 3,833 27,421 3,096 2,094 2,156 2,156 SR'000s SP1:Residential Services Compensation of Employees Use of Goods and Services Non-financial Assets SP2:Night Shelter Compensation of Employees Use of Goods and Services Non-financial Assets 2019 Estimated Actual 2,404 1,099 1,140 165 1,429 483 946 - 2020 2021 2022 2023 Budget (Amendment) 25,937 474 2,338 23,125 1,484 432 1,052 - Revised Budget 1,604 909 696 - 1,491 472 1,019 - Budget Forecast Forecast 550 550 - - 1,544 583 961 - 550 550 - - 1,605 621 984 - 550 550 - - 1,605 621 984 - 568 Agency for Social Protection 1.
Budget Summary Consolidated Position 2021 2022 2023 SR'000s Total to be appropriated Compensation of Employees Use of Goods and Services Capital Forecast Forecast P1:Management and Administration P2:Social Assistance Program P3:Burial Services Total 12,360 12,901 13,880 39,141 3,676 8,684 9,680 7,938 21,294 3,221 5,942 17,847 - - - - 12,521 13,314 13,877 39,712 12,435 13,111 13,877 39,422 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.
Major Achievements in 2019 and 2020  Partially updated the internal Information Technology (IT) infrastructure to accommodate a new server and payroll system;  Trained 300 Home Carers in collaboration with the Ministry of Health;  Implemented the Agency’s training programme in partnership with local training providers.
2 members of staff completed degree programmes whilst another 11 are pursuing similar level of training at UNISEY; and  Completed the revision and implementation of the Scheme of Service for Benefits and Welfare Officers/Registration and Monitoring Officers.
Current Challenges  Incomplete re-structuring of the Home Care Scheme makes it vulnerable to abuse and poses a risk to programme implementation;  Absence of a proper profiling system with interlinked databases that automatically validates client’s   information and allows for holistic assessment of the client’s situation; Inappropriate working environment for staff based in the districts impact on the quality of service delivery; and Implementation of the Home Carers Training Programme is hampered by lack of adequate and qualified trainers.
569 Strategic Priorities 2021 to 2023  Eliminate cash payment to welfare and benefit recipients by mid-year 2022;  Upgrade the Social Welfare Information System (SWISS) by introducing a computerised system for collection and payment of child maintenance (2021) and to capture all benefits and approved scheme transactions (2022-2023); Improve efficiency and effectiveness in operations, as part of an organisational restructuring programme, for District staff - Benefit and Welfare officers in 2021 and other officers at the Secretariat in 2022-2023; and   Enhance Process Control to reduce abuse and improve system control.
3.
Budget Overview Revenue Revenue SR'000s Consolidated Fund Main appropriation Total 2019 Estimated Actual 35,680 35,680 35,680 2020 2021 2022 2023 Budget (Amendment) Revised Budget Budget Forecast Forecast 38,939 38,939 38,939 37,663 37,663 37,663 39,141 39,141 39,141 39,712 39,712 39,712 39,422 39,422 39,422 Consolidated Expenditure Estimates Consolidated expenditure estimates SR'000s Programmes P1:Management and Administration P2:Social Assistance Program P3:Burial Services 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 2019 Estimated Actual 2020 2021 2022 2023 Budget (Amendment) Revised Budget Budget Forecast Forecast 13,213 12,473 9,994 35,680 35,680 21,581 21,581 - 14,099 3,130 968 1,565 - 6,923 1,514 14,061 13,488 11,390 38,939 38,939 22,552 22,552 - 16,387 2,861 1,193 1,347 - 9,816 1,170 14,508 13,016 10,139 37,663 37,663 22,527 22,527 - 15,136 3,170 1,345 1,818 - 7,231 1,572 12,360 12,901 13,880 39,141 39,141 21,294 21,294 - 17,847 3,348 1,146 1,127 - 11,828 399 12,521 13,314 13,877 39,712 39,712 21,784 21,784 - 17,928 3,349 1,147 1,127 - 11,906 399 12,435 13,111 13,877 39,422 39,422 21,494 21,494 - 17,928 3,351 1,147 1,128 - 11,893 409 570 SR'000s CAPITAL EXPENDITURE Non-financial Assets Building and Infrastructure Machinery and Equipment Other Fixed Assets Non-produced Assets Total 2019 Estimated Actual - - - - - - 35,680 2020 2021 2022 2023 Budget (Amendment) - Revised Budget - - - - - - - - - Budget Forecast Forecast - - - - - - - - - - - - - - - 38,939 37,663 39,141 39,712 39,422 4.
Approved New Spending Initiatives New initiatives funded Programme SP2:Social Assistance Name of new spending initiative Recruitment of Registration & Monitoring officer Priority objective This is more linked to one of the Current Challenges: “re- structuring of the home care section to prevent abuse”.

The project has not completed and will therefore spill over into 2021.
SP1:Management Services Recruitment of a Director for Customer Service Improve efficiency and effectiveness in operations SP1:Management Services Recruitment of a Director for Payroll Dept.
Improve efficiency and effectiveness in operations SP1:Management Services Recruitment of an Office Manager Improve efficiency and effectiveness in operations Description and motivation SR'000s Funding 2021 Funding 2022 Funding 2023 Over the years, the Agency has recorded a lot of complaints from members of the public that Home Carers are not being properly monitored.

The additional Registration & Monitoring Officer will enable the section to discharge its responsibilities efficiently.
Plan, coordinate and control the activities of the Customer Service Unit to maintain and enhance customer relationships and meet organizational and operational objectives Overall direction, development, performance and maintenance of the payroll activities of the ASP (there are altogether 13 different payrolls) Organize and coordinate the office of the CEO and its secretariat in order to ensure organizational effectiveness, efficiency and safety.
Responsible for developing intra-office communication protocols, streamlining administrative procedures, office staff supervision and task delegation.
PSIP Compensation of Employees Goods and Services Minor Capital Outlays Total PSIP Compensation of Employees Goods and Services Minor Capital Outlays Total PSIP Compensation of Employees Goods and Services Minor Capital Outlays Total PSIP Compensation of Employees Goods and Services Minor Capital Outlays - 176 - - 176 - 247 - - 247 - 247 - - 247 - 135 - - - 176 - - 176 - 296 - - 296 - 296 - - 296 - 162 - - - 176 - - 176 - 296 - - 296 - 296 - - 296 - 162 - - Total 135 162 162 571 5.
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 human capital that are made available to the organisation, whilst at the same time ensuring the promotion of a culture build 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.
Programme Expenditure Consolidated programme expenditure estimates SR'000s 2019 2020 2021 2022 2023 Estimated Actual Budget (Amendment) Revised Budget Budget Forecast Forecast Programmes SP1:Management services SP2:Human Resources and Administration 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 CAPITAL EXPENDITURE Non-financial Assets Building and Infrastructure Machinery and Equipment Other Fixed Assets Non-produced Assets 3,915 9,298 13,213 13,213 3,760 3,760 - 9,453 2,489 261 803 - 5,027 874 - - - - - - 2,513 11,548 14,061 14,061 3,871 3,871 - 10,190 2,250 161 785 - 5,992 1,003 - - - - - - 2,509 11,998 14,508 14,508 3,845 3,845 - 10,662 2,340 283 985 - 6,052 1,003 - - - - - - 2,612 9,748 12,360 12,360 3,676 3,676 - 8,684 2,681 158 435 - 5,408 3 - - - - - - 2,789 9,732 12,521 12,521 3,911 3,911 - 8,610 2,682 158 435 - 5,333 3 - - - - - - 2,750 9,685 12,435 12,435 3,811 3,811 - 8,623 2,684 158 436 - 5,334 13 - - - - - - Total 13,213 14,061 14,508 12,360 12,521 12,435 572 Main economic classification by sub-programme SR'000s SP1:Management services Compensation of Employees Use of Goods and Services Non-financial Assets SP2:Human Resources and Administration Compensation of Employees Use of Goods and Services Non-financial Assets 2019 Estimated Actual 3,915 2,070 1,845 - 9,298 1,690 7,608 - 2020 2021 2022 2023 Budget (Amendment) 2,513 2,157 356 - 11,548 1,714 9,835 - Revised Budget 2,509 2,131 378 - 11,998 1,714 10,285 - Budget Forecast Forecast 2,612 2,218 394 - 9,748 1,458 8,290 - 2,789 2,393 396 - 9,732 1,518 8,214 - 2,750 2,353 397 - 9,685 1,458 8,227 - 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.
Strategic Objectives and Measures The table below sets out the performance measures by which the programme will be monitoring the achievement of its objectives.

Performance measures for programme P2:Social Assistance Program Outcome: Outcome indicator 1.

% reduction in the number of families requesting renewed assistance after being assisted for a period of 12months Contributing indicators 1.

% reduction in renewed assistance under the welfare social assistance programme 2.
% reduction in disbursement as a share of overall benefit payout Grant recipients from identified priority categories are registered also with a non-financial social assistance programme 2019 Target Actual 2020 Amended Target 2021 Target 2022 Target 2023 Target 85% 90% 95% 90% 85% 85% 2019 Target Actual 2020 Amended Target SP 2: Social Assistance 2021 Target 2022 Target 2023 Target 85% 95% 95% 90% 85% 85% 7% 4% 0% 5% 10% 10% 573 Programme Expenditure Consolidated programme expenditure estimates SR'000s 2019 2020 2021 2022 2023 Estimated Actual Budget (Amendment) Revised Budget Budget Forecast Forecast Programmes SP1:Administration of Social Program SP2:Social Assistance 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 CAPITAL EXPENDITURE Non-financial Assets Building and Infrastructure Machinery and Equipment Other Fixed Assets Non-produced Assets 741 11,731 12,473 12,473 9,358 9,358 - 3,115 528 243 - - 1,704 640 - - - - - - 798 12,690 13,488 13,488 10,157 10,157 - 3,330 453 618 - - 2,092 167 - - - - - - 794 12,223 13,016 13,016 10,128 10,128 - 2,888 723 618 - - 978 570 - - - - - - 786 12,115 12,901 12,901 9,680 9,680 - 3,221 523 567 - - 1,735 396 - - - - - - 797 12,517 13,314 13,314 9,935 9,935 - 3,379 523 568 - - 1,892 396 - - - - - - 788 12,322 13,111 13,111 9,745 9,745 - 3,366 524 568 - - 1,878 396 - - - - - - Total 12,473 13,488 13,016 12,901 13,314 13,111 Main economic classification by sub-programme SR'000s SP1:Administration of Social Program Compensation of Employees Use of Goods and Services Non-financial Assets SP2:Social Assistance Compensation of Employees Use of Goods and Services Non-financial Assets 2019 Estimated Actual 2020 2021 2022 2023 Budget (Amendment) Revised Budget Budget Forecast Forecast 741 673 68 - 11,731 8,685 3,047 - 798 713 85 - 12,690 9,444 3,245 - 794 709 85 - 12,223 9,419 2,803 - 786 797 711 75 - 12,115 8,969 3,146 - 721 76 - 12,517 9,214 3,303 - 788 711 77 - 12,322 9,034 3,289 - 574 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.
Programme Expenditure Consolidated programme expenditure estimates SR'000s Programmes P3:Burial Services 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 CAPITAL EXPENDITURE Non-financial Assets Building and Infrastructure Machinery and Equipment Other Fixed Assets Non-produced Assets 2019 2020 2021 2022 2023 Estimated Actual Budget (Amendment) Revised Budget Budget Forecast Forecast 9,994 9,994 9,994 8,463 8,463 - 1,531 113 464 762 - 192 - - - - - - - 11,390 11,390 10,139 10,139 13,880 13,880 13,877 13,877 13,877 13,877 11,390 8,524 8,524 - 2,866 158 414 562 - 1,731 - - - - - - - 10,139 8,554 8,554 - 1,585 106 444 833 - 201 - - - - - - - 13,880 7,938 7,938 - 5,942 144 421 693 - 4,684 - - - - - - - 13,877 7,938 7,938 - 5,939 144 421 693 - 4,682 - - - - - - - 13,877 7,938 7,938 - 5,939 144 421 693 - 4,682 - - - - - - - Total 9,994 11,390 10,139 13,880 13,877 13,877 575 Social Workers’ Council 1.
Budget Summary Consolidated Position SR'000s P1: Regulatory and Capacity Building Total 2021 2022 2023 Total to be appropriated Compensation of Employees Use of Goods and Services Capital Forecast Forecast 452 452 175 175 277 277 - - 457 457 457 457 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.
Major Achievements in 2019 and 2020  Received national recognition of the Social Workers’ Council;  Enforced the Social Workers’ Council Act by ensuring all practicing social workers are indeed fit to practice;  Developed a Continuous Professional Development Framework in partnership with the National Institute of Health and Social Studies (NIHSS);  Conducted a session with the National Assembly to advocate for the profession; and  Participated in the Social Workers’ Conference and advocated for a new structure for the service.
Current Challenges  Local expertise to review the Social Workers’ Council Act and set Standards of Competencies for the profession;  Number of social workers leaving the profession, which is having an impact on the quality of service being delivered; and  Social workers’ lack of willingness to engage in Continuous Professional Development (CPD), to ensure that they maintain and enhance the knowledge and skills they need to deliver a professional service to their clients and the community.
Strategic Priorities 2021 to 2023  Strengthen the capacity of the Council to ensure it delivers on its mandate;  Develop Standards of Competencies which every social worker must meet in order to become registered;  Ensure all social workers continue to meet the Standards of Competencies in order to remain registered; and  Strengthen, increase and diversify resource mobilisation to ensure independence of the Council.

576 3.

Budget Overview Revenue Table 1.


Revenue SR'000s Consolidated Fund Main appropriation Total 2019 Estimated Actual 2020 2021 2022 2023 Budget (Amendment) Revised Budget Budget Forecast Forecast 477 477 477 659 659 659 591 591 591 452 452 452 457 457 457 457 457 457 Consolidated Expenditure Estimates Table 2.
Consolidated expenditure estimates SR'000s 2019 2020 2021 2022 2023 Estimated Actual Budget (Amendment) Revised Budget Budget Forecast Forecast Programmes P1: Regulatory and Capacity Building 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 CAPITAL EXPENDITURE Non-financial Assets Building and Infrastructure Machinery and Equipment Other Fixed Assets Non-produced Assets 477 477 477 138 138 - 339 20 - - - 319 - - - - - - - 659 659 659 132 132 - 527 81 14 5 - 421 5 - - - - - - 591 591 591 72 72 - 519 73 14 5 - 421 5 - - - - - - 452 452 452 175 175 - 277 81 14 5 - 177 - - - - - - - 457 457 457 175 175 - 282 81 14 5 - 182 - - - - - - - 457 457 457 175 175 - 282 81 14 5 - 182 - - - - - - - Total 477 659 591 452 457 457 577 INVESTMENT, ENTREPRENEURSHIP AND INDUSTRY PORTFOLIO 578 Department of Investment 1.
Budget Summary SR'000s Total to be appropriated Compensation of Employees Use of Goods and Services Capital Forecast Forecast P1:Department of Investment Total 2,827 2,827 1,700 1,700 1,127 1,127 - - 2,961 2,961 2,957 2,957 2021 2022 2023 2.

Strategic Overview of Entity Mandate The mandate of the Department of Investment (DoI) is to create an investment friendly environment by formulating and implementing clear policies and strategies for investment.
The role of the Department therefore is to ensure continued improvement in the ease of doing business in Seychelles; monitor and evaluate the implementation of government policies and strategies, including by agencies under the portfolio responsibility of the Department; liaise and negotiate with international, regional and bilateral partners with the objective of promoting and facilitating investment; and monitor the general growth and performance of investment and provide advice on all investment matter.
The DoI is also responsible to ensure the safeguarding of the integrity of the Investment Framework and that investment related policies and legislations promulgated by other MDAs are not contradictory to the investment and development objectives.
Major Achievements in 2019 and 2020  Carried out an overall assessment of the business environment;  Compiled the Investment Policy Review Report in co-ordination with United Nations Conference on Trade and Development;  Prepared a comprehensive mapping of business ecosystem procedures;  Developed institutional structures that will bring more synergies when it comes to investment and business services with different stakeholders (High Level Ease of Doing Business Committee and Economic Needs Test Committee);  Reviewed Companies Act and repealed and replaced SI 71 with SI 148;  Appointed an Investment Appeal Panel; and  Established Reserve Economic Activities Policy.
Current Challenges  Streamlining investment and business processes to simplify the ease of starting and operating a business;  Ensuring consistency, predictability and transparency in the business processes and thus build investor confidence;  Creating the appropriate environment to guide further investment from the private sector to more productive sectors to promote diversification of investment and enhance sustainable economic growth;  Ensuring greater benefit for Seychelles from being involved in the many international, regional or bilateral arrangements, from the investment perspective;  Finalising the business e-portal platform; 579  Insufficient institutional capacity, including human resource, to support the development of the investment framework and business environment; and  Safeguarding the investment and business environment from potential distortions caused by related policies and legislations being introduced by other sectors.
Strategic Priorities 2021 to 2023 Improve the national ease of doing business to enhance access to economic opportunities; Increase sustainable economic development;    Ensure the implementation and evaluation of the department’s policies through setting up of a Monitoring and Evaluation system within the Department; and  Build institutional capacity, including human resource, to support the development of the investment framework and business environment.

3.
Budget Overview Revenue Revenue SR'000s 2019 Estimated Actual 2020 Budget (Amendment) Revised Budget 2021 Budget 2022 2023 Forecast Forecast Consolidated Fund Main appropriation Total 3,460 3,460 3,460 4,553 4,553 4,553 4,553 4,553 4,553 2,827 2,827 2,827 2,961 2,961 2,961 2,957 2,957 2,957 Consolidated Expenditure Estimates Consolidated expenditure estimates SR'000s Programmes P1:Department of Investment 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 2019 2020 2021 2022 2023 Estimated Actual Budget (Amendment) Revised Budget Budget Forecast Forecast 3,460 3,460 3,460 1,331 1,331 - 2,129 258 217 62 - 1,495 97 4,553 4,553 4,553 1,409 1,409 - 3,143 620 74 86 9 2,305 50 4,553 4,553 2,827 2,827 2,961 2,961 2,957 2,957 4,553 1,409 1,409 - 3,143 466 48 71 9 2,500 50 2,827 1,700 1,700 - 1,127 286 27 2 2 795 15 2,961 1,787 1,787 - 1,174 329 34 5 2 780 25 2,957 1,787 1,787 - 1,170 339 30 5 2 780 15 580 SR'000s CAPITAL EXPENDITURE Non-financial Assets Building and Infrastructure Machinery and Equipment Other Fixed Assets Non-produced Assets 2019 Estimated Actual 2020 2021 2022 2023 Budget (Amendment) - - - - - - - - - - - - Revised Budget Budget Forecast Forecast - - - - - - - - - - - - - - - - - - - - - - - - Total 3,460 4,553 4,553 2,827 2,961 2,957 4.
Approved New Spending Initiatives New initiatives funded Programme Name of new spending initiative Priority Objective Description and motivation SR'000s Funding 2021 Funding 2022 Funding 2023 P1: Investment Services Recruitment of a Senior Policy Analyst P1: Investment Services Recruitment of a Policy Analyst To allow the department to better assess, analyze, formulate and implement policies and strategies for investment, as per the department's mandate.
The Senior Policy Analyst will be responsible for assessing, analyzing, formulating and implementing policies and strategies for investment.

Furthermore, s/he will ensure that other policies and legislations do not adversely impact the investment framework and objectives.

The Policy Analyst will be responsible for assessing, analyzing, formulating and implementing policies and strategies for investment.
Furthermore, s/he will ensure that other policies and legislations do not adversely impact the investment framework and objectives.

PSIP - - - Compensation of Employees Goods and Services Minor Capital Outlays TOTAL PSIP Compensation of Employees Goods and Services Minor Capital Outlays 250 300 300 - - 250 - - - 300 - - - 300 - 233 279 279 - - - - - - TOTAL 233 279 279 581 5.
Programme Performance Programme 1: Investment Services The purpose of the programme is to increase the level of investment in the country, from both local and foreign investors (as well as public private partnership investment) through the creation of a conducive environment by formulating and implementing appropriate policies and legislations in line with the National Development Vision.
Strategic Objectives and Measures The table below sets out the performance measures by which the programme will be monitoring the achievement of its strategic objectives.

Performance measures for programme P1:Department of Investment Outcome: Improved Ease of Doing Business and enhanced economic diversification Outcome indicator 1.

World Bank Ranking 2.


Number of New license issued 2019 Target Actual 95 906 96 1175 2020 Amended Target 96 50 2021 2022 2023 Target Target Target 105 1100 90 1200 80 1300 582 Department of Entrepreneurship and Industry 1.
Budget Summary Consolidated Position SR'000s 2021 2022 2023 Total to be appropriated Compensation of Employees Use of Goods and Services Capital Forecast Forecast P1: Entrepreneurship Development and Industry Services Total 5,396 5,396 3,715 3,715 1,682 1,682 - - 5,387 5,387 5,516 5,516 2.
Strategic Overview of Entity Mandate The Department of Entrepreneurship and Industry is the catalyst for investment, entrepreneurship and policy and legislative formulation, and an effective facilitator in assisting local businesses, particularly the Micro, Small and Medium Enterprises (MSMEs), in identifying opportunities for sustainable growth, while remaining environmentally conscious and socially responsible.
Major Achievements in 2019 and 2020  Finalised the consultative process and have obtained recommendations in regards to entrepreneurship policy development in Seychelles  Secured the world’s leading programmes for entrepreneurship capacity building with the United Nations on Trade and Development;  Received Government and National Assembly approval to sign the SADC Protocol on Industry;  Received approval from the Cabinet of Ministers to implement and launch the National Seychelles Made Brand;  Successfully organised the School’s Entrepreneurship Competitions 2019 & 2020;  Hosted the Global Entrepreneurship Week 2020 on behalf of Seychelles5tg; and  Developed an informative website for the Department of Entrepreneurship and Industry.
Current Challenges  Disaggregation of data which affects policy formulation;  Commitment from relevant institutions to provide MSMEs with affordable and reasonable credit;  Affordable operating space for MSMEs;  Collaborative and well-defined support to reduce other barriers for MSMEs; and  A generalised framework to encourage the productive and innovative sectors.
Strategic Priorities 2021 to 2023  Create a legal framework that will support envisioned entrepreneurial and industrial development within the country; and  Strengthen and introduce schemes and initiatives geared towards diversifying and modernising the economy for the increase in production and exportation by local Entrepreneurs and Industries.

583 3.
Budget Overview Revenue Revenue SR'000s Consolidated Fund Main appropriation Total 2019 Estimated Actual 4,334 4,334 4,334 2020 2021 2022 2023 Budget (Amendment) Revised Budget Budget Forecast Forecast 3,713 3,713 3,713 4,053 4,053 4,053 5,396 5,396 5,396 5,387 5,387 5,387 5,516 5,516 5,516 Consolidated Expenditure Estimates Consolidated expenditure estimates 2019 2020 2021 2022 2023 SR'000s Estimated Actual Budget (Amendment) Revised Budget Budget Forecast Forecast Programmes P1: Entrepreneurship Development and Industry Services 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 CAPITAL EXPENDITURE Non-financial Assets Building and Infrastructure Machinery and Equipment Other Fixed Assets Non-produced Assets 4,334 4,334 3,744 2,604 2,604 - 1,140 486 361 21 0 91 181 590 590 - - - 590 3,713 3,713 3,713 2,901 2,901 - 812 437 68 30 5 172 100 - - - - - - 4,053 4,053 4,053 2,901 2,901 - 1,152 485 129 30 15 255 237 - - - - - - 5,396 5,396 5,396 3,715 3,715 - 1,682 774 223 62 16 557 50 - - - - - - 5,387 5,387 5,387 3,715 3,715 - 1,673 774 223 62 16 548 50 - - - - - - 5,516 5,516 5,516 3,735 3,735 - 1,781 774 223 62 16 656 50 - - - - - - Total 4,334 3,713 4,053 5,396 5,387 5,516 584 4.
Approved New Spending Initiatives New initiatives funded Programme SP1: Minister's Secretariat Name of new spending initiative Ministerial Secretariat Operational Cost SP1: Minister's Secretariat Recruitment of Senior Legal Officer Priority Objective Description and motivation SR'000s Funding 2021 Funding 2022 Funding 2023 Accommodate new Ministerial Secretariat to effectively deliver on both strategic objectives of the Ministry Create a legal framework that will support envisioned entrepreneurial and industrial development within the country To cater for Office Expenses, Transportation and Travel Cost, Maintenance and Repairs and Materials and Supplies of the newly formed Ministerial Secretariat This officer will ensure that the legal framework of the Ministry's priorities are established.
It will also support the Department of investment and the agencies falling under our purview.

PSIP Compensation of Employees Goods and Services Minor Capital Outlays TOTAL PSIP Compensation of Employees Goods and Services Minor Capital Outlays TOTAL - - 317 - 317 - 281 - - - - 317 - 317 - 281 - - - - 317 - 317.

- 281 - - 281 281 281 5.


Programme Performance Programme 1: Entrepreneurship Development and Industry Development Services The purpose of the programme is to formulate policies and strategies geared towards the development of Industry and Entrepreneurship.
The programme comprises the following sub-programmes:  Sub-programme1 Minister’s Secretariat: Ensures the availability of appropriate resources to ensure the achievement of the Minister’s mandate and associated responsibilities  Sub-programme 2 Entrepreneurship and Industry Services: The purpose of the sub-programme is to formulate policies and strategies geared towards the development of Industry and Entrepreneurship.
Strategic Objectives and Measures The table below sets out the performance measures by which the programme will be monitoring the achievement of its strategic objectives.
585 Performance measures for programme SP2: Entrepreneurship and Industry Services Outcome Outcome indicator Increase in production of locally made products(introduction of Made in Seychelles Policy) and increase competitiveness in export markets(introduction of an export promotion scheme) 2019 Target Actual 2020 Amended Target 2021 Target 2022 Target 2023 Target 1.

No.

of businesses using the “Made in Seychelles” label.

2.

Revenue from export in US$ 0 0 Contributing indicators 1.No.
of categories of products certified under the "Seychelles Made" label 2.Made in Seychelles policy 3.Export policy Programme Expenditure 0 Approved 25 50 75 SCR 3 billion 2019 Target Actual 406m 2020 Amended Target 2021 Target 2022 Target 2023 Target 0 0 0 0 0 0 0 5 Approved Implemented Approved Implemented 10 0 0 20 0 0 Consolidated programme expenditure estimates SR'000s Programmes SP1: Minister's Secretariat SP2: Entrepreneurship and Industry Services 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 2019 Estimated Actual 2020 2021 2022 2023 Budget (Amendment) Revised Budget Budget Forecast Forecast - 4,334 4,334 3,744 2,604 2,604 - 1,140 486 361 21 0 91 181 - 3,713 3,713 3,713 2,901 2,901 - 812 437 68 30 5 172 100 340 3,713 4,053 4,053 2,901 2,901 - 1,152 485 129 30 15 255 237 2,266 3,131 5,396 5,396 3,715 3,715 - 1,682 774 223 62 16 557 50 2,257 3,131 5,387 5,387 3,715 3,715 - 1,673 774 223 62 16 548 50 2,365 3,151 5,516 5,516 3,735 3,735 - 1,781 774 223 62 16 656 50 586 SR'000s CAPITAL EXPENDITURE Non-financial Assets Building and Infrastructure Machinery and Equipment Other Fixed Assets Non-produced Assets 2019 Estimated Actual 590 590 - - - 590 2020 2021 2022 2023 Budget (Amendment) - - - - - - Revised Budget Budget Forecast Forecast - - - - - - - - - - - - - - - - - - - - - - - - Total 4,334 3,713 4,053 5,396 5,387 5,516 Main economic classification by sub-programme SR'000s SP1: Minister's Secretariat Compensation of Employees Use of Goods and Services Non-financial Assets SP2: Entrepreneurship and Industry Services Compensation of Employees Use of Goods and Services Non-financial Assets 2019 Estimated Actual - - - - 4,334 2,604 1,140 590 2020 2021 2022 2023 Budget (Amendment) - - - - Revised Budget 340 - 340 - 3,713 2,901 812 - 3,713 2,901 812 - Budget Forecast Forecast 2,266 1,113 1,153 - 3,131 2,602 529 - 2,257 1,113 1,144 - 3,131 2,602 529 - 2,365 1,113 1,252 - 3,151 2,622 529 - 587 Enterprise Seychelles Agency 1.
Budget Summary Consolidated Position SR'000s P1: Governance, Management & Administration P2: Business Development & Promotion Services Total 2021 2022 2023 Total to be appropriated Compensation of Employees 5,651 3,052 8,703 2,603 1,889 4,492 Use of Goods and Services 3,048 1,163 4,211 Capital Forecast Forecast - - - 5,819 3,143 8,962 5,834 3,123 8,957 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.
Major Achievements in 2019 and 2020  Trained 120 people in 2019 and 152 in 2020, and ESA has also started new virtual trainings in 2020 to benefit Micro, Small and Medium Enterprises (MSMEs);  Issued grants to 95 applicants who qualified under the Seed Capital Grant Scheme in 2019;  Allocated 15 kiosks to street vendors to help them with a space of operation and reduce the constraint of space in Victoria;  Received a grant of SR2.8 million to redevelop Beach Park at Anse Royale and Cote D’Or which shall be undertaken in 2021;  Formed a tripartite comprising of Government, Private Sector and Civil Society to present a business continuity plan, business COVID-19 toolkit and the COVID-19 preparedness and awareness trainings to ensure that businesses adapt to the new climate;  Partnered with Seychelles Sustainable Tourism Foundation to deliver a workshop on building resilience in the handicraft sector;  Partnered with Seychelles Employment Transition Scheme, Seychelles Chamber of Commerce and Industry and The Guy Morel Institute to offer the Entrepreneurship Skilling Intervention programme; and  Took over the management of the platform 50 Million African Women Speak (50 MAWS) which entices women entrepreneurs to advertise and sell their products online along with 38 other African countries.
Current Challenges  Insufficient human resource to cope with duties due to increase in mandate, restrictions on recruitment, and insufficient fund; Inadequate office space to recruit more staff;   Unforeseen infrastructural issues and damages (e.g.

water pipes in the ceiling, electrical and wiring issues) due to an aged building; and  Challenges in the transfer of all cottage businesses regulatory functions to Seychelles Licensing Authority (SLA).
588 Strategic Priorities 2021 to 2023  Strengthen the capacity of the Agency to deliver better services through recruitment of additional staff and implementation of new schemes of service;  Assist in business enhancement, by encouraging and mentoring the Seychellois entrepreneurs and  start-ups, from the inception of their business idea till the completion of their project; Implement new policies geared towards MSME development through the use of a good database system to record all MSMEs’ information; and  Provide more marketing and promotion opportunities to MSMEs through exposure on international markets, more targeted training courses and better aftercare services.
3.
Budget Overview Revenue Revenue SR'000s Consolidated Fund Main appropriation Total 2019 Estimated Actual 11,715 11,715 11,715 2020 2021 2022 2023 Budget (Amendment) Revised Budget Budget Forecast Forecast 10,685 10,685 10,685 10,368 10,368 10,368 8,703 8,703 8,703 8,962 8,962 8,962 8,957 8,957 8,957 Current Receipts Current receipts SR'000s Receipts transferred to Consolidated Fund Rental of Building Processing Fees TOTAL 2019 2020 2021 2022 2023 Estimated Actual Budget Amendment Revised Budget Budget Forecast Forecast 922 45 966 1,172 36 1,208 808 36 844 767 36 803 1,172 36 1,208 1,172 37 1,209 Consolidated Expenditure Estimates Consolidated expenditure estimates SR'000s 2019 2020 2021 2022 2023 Estimated Actual Budget (Amendment) Revised Budget Budget Forecast Forecast Programmes P1: Governance, Management & Administration P2: Business Development & Promotion Services Programme Total Economic Classification CURRENT EXPENDITURE Compensation of Employees SR'000s 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 2019 Estimated Actual 4,027 - 7,215 2,171 1,223 448 - 3,135 239 474 474 474 - - - 2020 2021 2022 2023 Budget (Amendment) 4,724 - 5,711 1,973 318 498 - 2,746 177 250 250 250 - - - Revised Budget Budget Forecast Forecast 4,524 - 5,594 1,978 307 504 - 2,629 177 250 250 250 - - - 4,492 - 4,211 1,481 139 540 - 1,954 97 - - - - - - 4,504 - 4,458 1,564 148 542 - 2,074 130 - - - - - - 4,499 - 4,458 1,564 148 517 - 2,099 130 - - - - - - Total 11,715 10,685 10,368 8,703 8,962 8,957 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.
Programme Expenditure Consolidated programme expenditure estimates SR'000s Programmes P1: Governance, Management & Administration 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 2019 Estimated Actual 2020 2021 2022 2023 Budget (Amendment) Revised Budget Budget Forecast Forecast 6,342 6,342 5,868 2,091 2,091 - 3,777 1,638 488 446 - 966 239 6,316 6,316 6,066 2,663 2,663 - 3,403 1,564 52 476 - 1,135 177 6,335 6,335 6,085 2,613 2,613 - 3,473 1,620 60 486 - 1,130 177 5,651 5,651 5,651 2,603 2,603 - 3,048 1,365 50 528 - 1,009 97 5,819 5,819 5,819 2,600 2,600 - 3,219 1,390 51 530 - 1,118 130 5,834 5,834 5,834 2,615 2,615 - 3,219 1,390 51 505 - 1,143 130 590 SR'000s CAPITAL EXPENDITURE Non-financial Assets Building and Infrastructure Machinery and Equipment Other Fixed Assets Non-produced Assets 2019 Estimated Actual 474 474 474 - - - 2020 2021 2022 2023 Budget (Amendment) 250 250 250 - - - Revised Budget Budget Forecast Forecast 250 250 250 - - - - - - - - - - - - - - - - - - - - - Total 6,342 6,316 6,335 5,651 5,819 5,834 Programme 2: Business Development and Promotion The purpose of the programme is to implement the policies and strategies of ESA in relation to MSMEs, and help promote the products and services of clients registered with the Agency.
The programme comprises the following sub-programmes:  Sub-programme 1 Business Advisory and Aftercare: Provides advisory and aftercare services to clients in the business regulatory environment; and  Sub-programme 2 Marketing and Promotion: Develops and oversees marketing strategies for the promotion and development of Micro, Small and Medium Enterprises (MSMEs) products and services.
Strategic Objectives and Measures The table below sets out the performance measures by which the programme will be monitoring the achievement of its strategic objectives.

Performance measures for programme P2:Business Development & Promotion Outcome Improving Capacity of MSMEs Outcome indicator Total amount of assistance offered to MSMEs Contributing indicators 1.

Number of registered MSMEs 2.

Number of MSMEs trained 3.


Number of businesses with successful applications for financial assistance per year (Seed Capital Grant) 4.
Number of Seed Capital applicants trained 2019 Target Actual 2020 Amended Target N/A N/A N/A 2019 Target Actual 110 100 100 25 106 120 95 16 2020 Amended Target 45 75 100 20 2021 Target N/A 2021 2022 Target N/A 2022 2023 Target N/A 2023 Target Target Target 50 95 100 35 65 110 100 50 70 130 100 55 591 Programme Expenditure Consolidated programme expenditure estimates SR'000s 2019 Estimated Actual 2020 2021 2022 2023 Budget (Amendment) Revised Budget Budget Forecast Forecast Programmes SP1: Business Advisory and Aftercare SP2: Marketing and Promotion 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 CAPITAL EXPENDITURE Non-financial Assets Building and Infrastructure Machinery and Equipment Other Fixed Assets Non-produced Assets 2,577 2,796 5,373 5,373 1,936 1,936 - 3,438 533 734 2 - 2,169 - - - - - - - 2,289 2,080 4,369 4,369 2,062 2,062 - 2,308 409 265 22 - 1,611 - - - - - - - 2,158 1,875 4,033 4,033 1,912 1,912 - 2,121 358 247 18 - 1,498 - - - - - - - 1,804 1,248 3,052 3,052 1,889 1,889 - 1,163 116 89 12 - 946 - - - - - - - 1,884 1,260 3,143 3,143 1,904 1,904 - 1,239 174 97 12 - 956 - - - - - - - 1,864 1,260 3,123 3,123 1,884 1,884 - 1,239 174 97 12 - 956 - - - - - - - Total 5,373 4,369 4,033 3,052 3,143 3,123 Main economic classification by sub-programme SR'000s SP1: Business Advisory and Aftercare Compensation of Employees Use of Goods and Services Non-financial Assets SP2: Marketing and Promotion Compensation of Employees Use of Goods and Services Non-financial Assets 2019 Estimated Actual 2,577 1,351 1,226 - 2,796 584 2,212 - 2020 2021 2022 2023 Budget (Amendment) 2,289 1,571 718 - 2,080 491 1,590 - Revised Budget 2,158 1,571 587 - 1,875 341 1,534 - Budget Forecast Forecast 1,804 1,541 262 - 1,248 348 900 - 1,884 1,571 312 - 1,260 333 927 - 1,864 1,551 312 - 1,260 333 927 - 592 Industrial Estates Authority 1.
Budget Summary Consolidated Position 2021 2022 2023 SR'000s Total to be appropriated Compensation of Employees Use of Goods and Services Capital Forecast Forecast P1: Governance, Management and Administration P2:Estates Management Total 5,619 41,867 47,486 1,848 1,992 3,841 3,770 3,105 6,876 - 36,769 36,769 5,247 7,525 12,772 5,227 7,553 12,779 2.
Strategic Overview of Entity Mandate The mandate of the Industrial Estate 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.
Major Achievements in 2019 and 2020  Completed and approved the infrastructure detailed design for 40 plots on Eve Island that had been made available through a rearrangement of existing parcels.
A tender for the infrastructure implementation was launched in July 2019 and closed;  26 plots of land are ready for development in Zone 20 Extension: Providence Construction and Marine Industrial Park;  Commenced the construction of an exit road for Zone 20 Providence Industrial Estate;  The Cabinet of Ministers has approved the Industrial Land Allocation Policy; the Land Reclamation by Private Individuals Policy; and the Seychelles One District, One Project for the establishment of enterprise centres;  Zone 6 bulk infrastructure project has been designed, approved and is ready to be tendered;  Enabled the creation of new plots of land on Providence, Perseverance and Eve Island; and  Developed a Tenant Master List.
Current Challenges  Unable to meet the demand for land and workshop spaces for industrial activities as all surveyed industrial land parcels have already been leased out, and most of the spaces at the Authority’s micro enterprise centres have been leased out; and IEA has insufficient trained staff to effectively discharge its functions.
 Strategic Priorities 2021 to 2023  Strengthen the capacity of IEA’s staffing requirements;  Establish a national Industrial Estates Tenants master list linked with a Land Management System software;  Speed up infrastructure project implementation of Eve Island, Zone 20 bulk infrastructure, Zone 6, and Zone 20 Extension;  Maintain and upgrade current infrastructure on Industrial Estates;  Finalise land use plan of Eve Island, the Construction and Marine Industrial Park (Zone 20 Extension) and of the Industrial Land on Ile Perseverance; 593  Source financing to initiate the construction of Enterprise Centres/complex, beginning at regional level (land has been identified, land use confirmed and transferred to the IEA);  Establish and manage the business aspects of existing Enterprise Centres;  Manage and enforce lease beginning with the relocation of beacons on Industrial Estates, and debtors including breach of lease agreements;  Place on tender the sea front of Zone 18 Lagoon for individual land reclamation for light industrial activities; and  Review the Industrial Estates Authority Act and Lease Agreements.
3.
Budget Overview Revenue Revenue SR'000s Consolidated Fund Main appropriation Total Current Receipts 2019 Estimated Actual 2020 Budget (Amendment) Revised Budget 2021 Budget 2022 2023 Forecast Forecast 17,165 17,165 17,165 11,534 11,534 11,534 16,534 16,534 16,534 47,486 47,486 47,486 12,772 12,772 12,772 12,779 12,779 12,779 Current receipts SR'000s Receipts transferred to Consolidated Fund Rent SME Building Providence Long Term Lease - Land & Building TOTAL 2019 2020 2021 2022 2023 Estimated Actual Budget Amendment Revised Budget Budget Forecast Forecast 3,732 7,402 11,134 5,813 12,118 17,931 3,318 12,118 15,436 5,813 12,118 17,931 5,813 12,118 17,931 5,813 12,118 17,931 594 Consolidated Expenditure Estimates Consolidated expenditure estimates SR'000s 2019 Estimated Actual 2020 2021 2022 2023 Budget (Amendment) Revised Budget Budget Forecast Forecast Programmes P1: Governance, Management and Administration P2:Estates Management 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 CAPITAL EXPENDITURE Non-financial Assets Building and Infrastructure Machinery and Equipment Other Fixed Assets Non-produced Assets 6,276 10,889 17,165 10,137 3,396 3,396 - 6,740 633 47 803 1 5,186 71 7,028 7,028 7,028 - - - 6,961 6,971 4,572 11,534 9,562 16,534 11,534 3,673 3,673 - 7,861 780 137 757 4 6,008 175 - - - - - - 11,534 3,943 3,943 - 7,591 878 95 598 4 5,934 82 5,000 5,000 5,000 - - - 5,619 41,867 47,486 10,716 3,841 3,841 - 6,876 806 97 578 4 5,359 31 36,769 36,769 36,769 - - - 5,247 7,525 12,772 10,638 4,207 4,207 - 6,431 806 97 589 4 4,890 45 2,134 2,134 2,134 - - - 5,227 7,553 12,779 10,629 4,197 4,197 - 6,432 806 97 590 4 4,890 45 2,150 2,150 2,150 - - - Total 17,165 11,534 16,534 47,486 12,772 12,779 595 4.
Approved New Spending Initiatives New initiatives funded.

Programme Name of new spending initiative Priority Objective Description and motivation SR'000s Funding 2021 Funding 2022 Funding 2023 SP1:Lease Management, Enforcement & Inspectorate Recruitment of 1 Manager for Lease Management of Properties for lease SP2:Properties Management Recruitment of 1 Manager of Projects Management of IEA Development projects 5.
Programme Performance S/he will oversee the leasing of enterprise centers and workshops as well as land leases S/he will strategically oversee, monitor and manage all IEA development projects including infrastructure development, and workshop design PSIP Compensation of Employees Goods and Services Minor Capital Outlays TOTAL PSIP Compensation of Employees Goods and Services Minor Capital Outlays TOTAL - - - - - - 205 - - - 206 - - 206 - 273 - - - 206 - - 206 - 273 - - 205 273 273 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 Consolidated programme expenditure estimates SR'000s Programmes P1: Governance, Management & Administration 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 2019 Estimated Actual 2020 2021 2022 2023 Budget (Amendment) Revised Budget Budget Forecast Forecast 6,276 6,276 6,276 1,884 1,884 - 4,392 481 47 55 1 3,737 71 6,961 6,961 6,961 1,992 1,992 - 4,970 598 137 107 4 3,948 175 6,971 6,971 6,971 2,187 2,187 - 4,785 638 95 92 4 3,874 82 5,619 5,619 5,619 1,848 1,848 - 3,770 539 97 71 4 3,028 31 5,247 5,247 5,247 1,921 1,921 - 3,326 539 97 82 4 2,558 45 5,227 5,227 5,227 1,901 1,901 - 3,326 539 97 82 4 2,558 45 596 SR'000s CAPITAL EXPENDITURE Non-financial Assets Building and Infrastructure Machinery and Equipment Other Fixed Assets Non-produced Assets 2019 Estimated Actual - - - - - - 2020 2021 2022 2023 Budget (Amendment) - - - - - - Revised Budget Budget Forecast Forecast - - - - - - - - - - - - - - - - - - - - - - - - Total 6,276 6,961 6,971 5,619 5,247 5,227 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.
Strategic Objectives and Measures The table below sets out the performance measures by which the programme will be monitoring the achievement of its strategic objectives.

Performance measures for programme Outcome: Increased sustainable industrial development Outcome indicators 1.

% of plots developed based on total number of plots available as at 1st January 2018 Contributing indicators 1.
% of industrial sites inspected per year 2019 Target Actual 2020 Amended Target 2021 Target 2022 2023 Target Target 72% N/A 72% 82% 94% 100% 2019 Target Actual 2020 Amended Target 2021 Target 2022 2023 Target Target SP1:Lease Management, Enforcement and Inspectorate 85% N/A 90% 99% 99% 99% SP2:Properties Management 1.

% coverage of paved roads 2.
% of utilities connected 85% 95% N/A N/A 85% 95% 85% 95% 95% 95% 100% 95% 597 Programme Expenditure Consolidated programme expenditure estimate SR'000s Programmes SP1:Lease Management, Enforcement & Inspectorate SP2:Properties Management Programme Total 2019 Estimated Actual 1,295 9,594 10,889 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 3,861 1,513 1,513 - 2,348 152 - 748 - 1,449 - 7,028 7,028 7,028 - - - 2020 2021 2022 2023 Budget (Amendment) Revised Budget Budget Forecast Forecast 1,475 3,098 4,572 4,572 1,681 1,681 - 2,891 181 - 650 - 2,060 - - - - - - - 1,583 7,980 9,562 4,562 1,756 1,756 - 2,806 240 - 506 - 2,060 - 5,000 5,000 5,000 - - - 1,535 40,332 41,867 5,098 1,992 1,992 - 3,105 267 - 507 - 2,331 - 36,769 36,769 36,769 - - - 1,741 5,784 7,525 5,391 2,286 2,286 - 3,105 267 - 507 - 2,331 - 2,134 2,134 2,134 - - - 1,751 5,802 7,553 5,402 2,296 2,296 - 3,106 267 - 508 - 2,331 - 2,150 2,150 2,150 - - - Total 10,889 4,572 9,562 41,867 7,525 7,553 Main economic classification by sub-programme SR'000s 2019 Estimated Actual 2020 2021 2022 2023 Budget (Amendment) Revised Budget Budget Forecast Forecast SP1:Lease Management, Enforcement & Inspectorate Compensation of Employees Use of Goods and Services Non-financial Assets SP2:Properties Management Compensation of Employees Use of Goods and Services Non-financial Assets 1,295 1,248 47 - 9,594 265 2,301 7,028 1,475 1,413 62 - 3,098 268 2,829 - 1,583 1,521 62 - 7,980 235 2,744 5,000 1,535 1,507 27 - 40,332 485 3,078 36,769 1,741 1,713 27 - 5,784 573 3,078 2,134 1,751 1,723 27 - 5,802 573 3,079 2,150 598 Seychelles Bureau of Standards 1.
Budget Summary Consolidated Position SR'000s P1.

Governance, Management & Administration P2.

Metrology & Conformity Assessment Services P3.

Standardisation & Certification Services P4.


Fish Inspection Quality Assurance Services Total 2021 2022 2023 Total to be appropriated Compensation of Employees Use of Goods and Services Capital Forecast Forecast 5,524 12,533 2,242 2,854 23,154 2,161 6,813 1,633 2,156 3,363 5,721 609 698 12,762 10,392 - - - - - 5,603 5,633 12,646 12,646 2,274 2,887 2,301 2,897 23,411 23,478 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.
Major Achievements in 2019 and 2020  Maintained the internationally recognised accreditation status for the testing of 3 heavy metals (mercury, cadmium and lead) in fish and fishery products, 7 physico-chemical parameters (conductivity, pH, Sulphate, Nitrate, Nitrite, Chloride and Fluoride) in water, histamine testing in fish and fishery products and calibration of mass pieces from 1g – 20kg;  The three (3) accredited laboratories of SBS successfully completed their transition to new laboratory accreditation standard ‘ISO/IEC 17025 - General requirements for the competence of testing and calibration laboratories’;  Received the 2020 Certificate of Recognition from Southern African Community Accreditation Service Board of Directors as the “Most Improved National Accreditation Focal Points” (NAFP Award);  Purchased laboratory equipment (Gas Chromatograph, Uninterruptible Power Supply System and Nitrogen Generator) to be used for testing of alcoholic beverages to determine their alcohol content;  Purchased and received laboratory equipment such as Dissolved Oxygen Meter, Turbidity Meter, Analytical Balance, laboratory refrigerators, laboratory freezers, bio-safety cabinets and Bio-Oxygen Demand incubators to further enhance the bureau’s testing capacity;  Implemented the revised Scheme of Service for technical cadres as of July 2020;  Recruited two returning graduates to the post of Microbiologist and Chemist in 2020;  Declared 44 national standards for use by businesses in 2020; and  Generated total revenue of over SR9 million from services offered; Current Challenges  Promoting technicians to senior posts and recruiting to fill vacant technical posts due to unavailability of funds;  Closure of hotel businesses due to the COVID-19 pandemic has led to a decline in the number of test requests and this has affected the revenue generation; 599  Breakdown of key laboratory equipment lead to delays in service delivery;  Delay in the development of standard projects (SCS) due to lack of stakeholders’ participation on the various technical committees for standard development;  Delay in receiving maintenance services and laboratory supplies from the overseas suppliers due to COVID-19 pandemic and closure of borders;  Training on the inspection and testing of refillable gas cylinders by Hydrotest Incorporation of the United States of America due to COVID-19; and  Difficulty to meet the demand of stakeholders due to lack of testing capabilities in some areas.
Strategic Priorities 2021 to 2023  Strengthen the testing services offered to stakeholders through the acquisition of new equipment in order to meet their needs and expectations;  Develop and adopt national standards;  Develop and enforce a new metrology legislation to ensure fair trade practices and consumer protection;  Strengthen the fish inspection hazard analysis and critical control point (HACCP) audit services to meet the expectations of customers;  Empower local brands and encourage sales and consumption of local products though the Seychelles Made Certification Scheme; and Increase public awareness on all services offered by SBS.
 3.
Budget Overview Revenue Revenue SR'000s Consolidated Fund Main appropriation Total 2019 Estimated Actual 21,211 21,211 21,211 2020 2021 2022 2023 Budget (Amendment) 23,188 23,188 23,188 Revised Budget 21,916 21,916 21,916 Budget Forecast Forecast 23,154 23,154 23,154 23,411 23,411 23,411 23,478 23,478 23,478 Current Receipts Current receipts 2019 2020 2021 2022 2023 SR'000s Estimated Actual Budget Amendment Revised Budget Budget Forecast Forecast 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 SR'000s Estimated Actual Budget Amendment Revised Budget Budget Forecast Forecast Standardisation QMS Certification QMS Training CISTID Services Fish Inspection 1 - 70 12 2,040 2 22 165 16 1,715 17 22 9 16 1,715 2 30 125 17 1,834 2 30 125 17 1,834 2 30 125 17 1,834 TOTAL 9,360 8,429 8,693 8,683 8,683 8,683 Consolidated Expenditure Estimates Consolidated expenditure estimates SR'000s 2019 Estimated Actual 2020 2021 2022 2023 Budget (Amendment) Revised Budget Budget Forecast Forecast Programmes P1.
Governance, Management & Administration P2.

Metrology & Conformity Assessment Services P3.

Standardisation & Certification Services P4.
Fish Inspection Quality Assurance Services 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 CAPITAL EXPENDITURE Non-financial Assets Building and Infrastructure Machinery and Equipment Other Fixed Assets Non-produced Assets - 10,744 2,472 638 1,607 3,601 1,411 1,015 153 153 - - - 153 23,188 13,088 13,088 - 10,099 2,730 213 4,674 202 2,057 225 - - - - - - 21,916 12,088 12,088 - 9,827 2,658 193 4,503 167 1,942 365 - - - - - - 23,154 12,762 12,762 - 10,392 2,548 162 5,401 159 2,042 80 - - - - - - 23,411 12,747 12,747 - 10,663 2,549 162 5,421 164 2,164 204 - - - - - - 23,478 12,812 12,812 - 10,665 2,549 162 5,421 166 2,164 204 - - - - - - Total 21,211 23,188 21,916 23,154 23,411 23,478 601 4.
Approved New Spending Initiatives New initiatives funded Programme Name of new spending initiative Priority Objective Description and motivation SR'000s Funding 2021 Funding 2022 Funding 2023 P2:Metrology & Conformity Assessment Services Recruitment and promotion Strengthen the testing and inspection services offered to stakeholders PSIP Compensation of Employees Goods and Services Minor Capital Outlays - 261 - - - 261 - - - 261 - - Total 261 261 261 Due to increase demand for tests and acquisition of new equipment additional staff is required in the laboratories to increase output capacity or else some service request will need to be turn down.
This will include Promotion to the post of Senior Laboratory Technician (4 staffs) and recruitment of 1 Laboratory Technician.

5.

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 Consolidated programme expenditure estimates SR'000s Programmes P1.
Governance, Management & Administration 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 2019 Estimated Actual 2020 2021 2022 2023 Budget (Amendment) Revised Budget Budget Forecast Forecast 5,122 5,122 5,122 2,037 2,037 - 3,085 1,719 91 393 2 7,132 7,132 7,132 3,574 3,574 - 3,557 1,917 43 570 2 6,891 6,891 6,891 3,324 3,324 - 3,567 1,911 43 485 2 5,524 5,524 5,524 2,161 2,161 - 3,363 1,863 40 496 2 5,603 5,603 5,603 2,201 2,201 - 3,402 1,863 40 496 2 5,633 5,633 5,633 2,231 2,231 - 3,402 1,863 40 496 2 602 SR'000s 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 2019 Estimated Actual 881 - 2020 2021 2022 2023 Budget (Amendment) 1,024 - Revised Budget 1,024 101 Budget Forecast Forecast 962 - 1,000 - 1,000 - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - Total 5,122 7,132 6,891 5,524 5,603 5,633 Programme 2: Metrology and Conformity Assessment Services The purpose of the programme is to provide inspection, testing and metrology services to meet standards and regulatory requirements.
Strategic Objectives and Measures The table below sets out the performance measures by which the programme will be monitoring the achievement of its strategic objectives.

Performance measures for programme P2:Metrology and Conformity Assessment Services 1.

Increased customer satisfaction of testing services 2.

Publication of a modern metrology law and accompanying regulation Outcome Outcome indicator 1.

% of customer complaint in relation to turned-down tests 2.
Incidents of non-compliance to legislation 30 38 21 0 2019 Target Actual 2020 Amended Target 18 20 2021 2022 2023 Target Target Target 12 5 8 5 5 3 603 Programme Expenditure Consolidated programme expenditure estimates SR'000s 2019 Estimated Actual 2020 2021 2022 2023 Budget (Amendment) Revised Budget Budget Forecast Forecast Programmes P2.
Metrology & Conformity Assessment Services 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 CAPITAL EXPENDITURE Non-financial Assets Building and Infrastructure Machinery and Equipment Other Fixed Assets Non-produced Assets 11,640 11,640 11,487 5,211 5,211 - 6,276 355 293 931 3,533 201 964 153 153 - - - 153 11,142 10,457 11,142 10,457 12,533 12,533 12,646 12,646 12,646 12,646 11,142 6,017 6,017 - 5,125 305 113 3,892 3 653 160 - - - - - - 10,457 5,567 5,567 - 4,890 285 93 3,806 3 523 180 - - - - - - 12,533 6,813 6,813 - 5,721 221 78 4,715 1 626 80 - - - - - - 12,646 6,769 6,769 - 5,877 221 78 4,735 1 653 189 - - - - - - 12,646 6,769 6,769 - 5,877 221 78 4,735 1 653 189 - - - - - - Total 11,640 11,142 10,457 12,533 12,646 12,646 Programme 3: Metrology and Conformity Assessment 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.
Strategic Objectives and Measures The table below sets out the performance measures by which the programme will be monitoring the achievement of its strategic objectives.

Performance measures for programme P3:Standardisation and Certification Services Outcome Increased number of standards published for industries Outcome indicator 1.
Number of declared standards adopted by industries 2019 2020 2021 2022 2023 Target Actual Amended Target Target Target Target 4 5 8 12 15 20 604 Programme Expenditure Consolidated programme expenditure estimates SR'000s 2019 Estimated Actual 2020 2021 2022 2023 Budget (Amendment) Revised Budget Budget Forecast Forecast Programmes P3.
Standardisation & Certification Services 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 CAPITAL EXPENDITURE Non-financial Assets Building and Infrastructure Machinery and Equipment Other Fixed Assets Non-produced Assets 2,100 2,100 2,100 1,538 1,538 - 561 135 139 26 37 225 - - - - - - - 2,162 2,162 2,162 1,598 1,598 - 564 208 12 26 103 215 - - - - - - - 2,118 2,118 2,242 2,242 2,118 1,598 1,598 - 520 165 12 26 68 230 20 - - - - - - 2,242 1,633 1,633 - 609 196 10 26 23 354 - - - - - - - 2,274 2,274 2,274 1,637 1,637 - 637 196 10 26 28 377 - - - - - - - 2,301 2,301 2,301 1,662 1,662 - 639 196 10 26 30 377 - - - - - - - Total 2,100 2,162 2,118 2,242 2,274 2,301 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 Strategic Objectives and Measures The table below sets out the performance measures by which the programme will be monitoring the achievement of its strategic objectives.
Performance measures for programme P4:Fish inspection and Quality Assurance Services Outcome Outcome indicator Percentage of positive feedback from customer satisfaction survey Increase customer satisfaction of HACCP audit services 2021 2019 2020 2022 2023 Target Actual Amended Target Target Target Target 55 85 65 80 85 87 605 Programme Expenditure Consolidated programme expenditure estimates SR'000s 2019 Estimated Actual 2020 2021 2022 2023 Budget (Amendment) Revised Budget Budget Forecast Forecast Programmes P4.
Fish Inspection Quality Assurance Services 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 CAPITAL EXPENDITURE Non-financial Assets Building and Infrastructure Machinery and Equipment Other Fixed Assets Non-produced Assets 2,350 2,350 2,350 1,528 1,528 - 823 264 115 258 30 105 51 - - - - - - 2,752 2,752 2,752 1,899 1,899 - 853 300 45 186 94 164 65 - - - - - - 2,449 2,449 2,449 1,599 1,599 - 851 297 45 186 94 164 65 - - - - - - 2,854 2,854 2,854 2,156 2,156 - 698 268 33 165 133 100 - - - - - - - 2,887 2,887 2,887 2,140 2,140 - 747 269 33 165 133 133 15 - - - - - - 2,897 2,897 2,897 2,150 2,150 - 747 269 33 165 133 133 15 - - - - - - Total 2,350 2,752 2,449 2,854 2,887 2,897 606 Seychelles Investment Board 1.
Budget Summary Consolidated Position SR'000s P1:Governance,Management and Administration P2:Investment Promotion Total 2021 2022 2023 Total to be appropriated Compensation of Employees Use of Goods and Services Capital Forecast Forecast 4,785 2,775 7,559 2,923 2,556 5,479 1,861 219 2,080 - - - 4,867 2,816 7,683 4,912 2,821 7,733 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.
Major Achievements in 2019 and 2020  The total investment projects registered for 2019 was SCR 11 billion representing an increase of 31% versus 2018;  The share of Seychellois investors represents 31% of total investment, a 10% growth versus 2019;  The Financial Services Marketing Committee (SIB, Financial Services Authority (FSA), The Seychelles International Financial Services Association, and Financial Services Industry) successfully organised annual promotional events in Asia and Europe; Initiated the Seychelles Investment Week as an annual event focused on educating and targeting local investors; Implemented a Customer Relationship Management (CRM) tool to manage investor relationships and improve productivity and overall efficiency;    Was a key stakeholder in the ‘Seychelles Made’ certification programme with the aim to promote and increase economic competitiveness by enhancing Seychellois domestic market through value chain development;  Contributed to the development of the Seychelles private sector by tendering land for commercial, tourism and mixed-use on behalf of the Seychelles Government;  Participated in the Investment Policy Review exercise undertaken by United Nations Conference on Trade and Development;  Conducted market research to evaluate the Seychelles business environment and identify impediments to doing business in Seychelles;  Maintained a trilingual (English, French and Mandarin) website investinseychelles.com with updated information e.g.
Economic Needs Test and the business tax framework; and  Compiled the free business toolkit as a response to the COVID-19 pandemic to provide business guidance, business continuity planning and information on financial assistance measures to support the private sector.
607 Current Challenges  Ease of Doing Business (EODB) improvement in Seychelles requires mind-set and procedural changes to a more pro-investment environment;  The perception that SIB does more promotion at the international than domestic level (foreign vs. local investors);  The Investment Opportunities List of the country does not reflect national priorities and Seychelles does not have a coherent investment strategy/policy;  World Trade Organisation commitments cause frustration amongst local investors who feel that certain activities that are currently open to foreigners, should be reserved for Seychellois;  Co-operation efforts and co-ordination with other MDAs; and  Inadequate human resource for effective conduct of mandate.
Strategic Priorities 2021 to 2023  Review the economic landscape to ensure Seychelles is pro-investment through market research and contributing to improving the EODB;  Adapt promotional strategies to nationally identify investment opportunities and contribute towards a co-ordinated national effort focused at promoting priority sectors;  Actively promote investments in growing and under developed sectors;  Work closely with partner MDAs to promote re-investments in their respective sectors;  Maintain a clearly defined Opportunities List to allow ‘steering’ of potential investors;  Improve service delivery by reducing the time it takes to facilitate investment projects;  Collect market intelligence and adapt promotional strategies based on analysis of data;  Adopt innovative practices which will facilitate and encourage the growth of investments; and  Introduce active post investment support functions.
3.

Budget Overview Revenue Table 1.

Revenue SR'000s Consolidated Fund Main appropriation Total 2019 Estimated Actual 8,782 8,782 8,782 2020 2021 2022 2023 Budget (Amendment) 8,076 8,076 8,076 Revised Budget Budget Forecast Forecast 7,975 7,975 7,975 7,559 7,559 7,559 7,683 7,683 7,683 7,733 7,733 7,733 608 Consolidated Expenditure Estimates Table 2.
Consolidated expenditure estimates SR'000s Programmes P1:Governance,Management and Administration P2:Investment Promotion 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 CAPITAL EXPENDITURE Non-financial Assets Building and Infrastructure Machinery and Equipment Other Fixed Assets Non-produced Assets 2019 2020 2021 2022 2023 Estimated Actual Budget (Amendment) Revised Budget Budget Forecast Forecast 5,183 3,599 8,782 8,782 5,064 5,064 - 3,718 1,003 1,149 37 5 1,321 203 - - - - - - 4,829 3,247 8,076 8,076 5,618 5,618 - 2,458 1,232 160 101 1 916 49 - - - - - - 4,507 3,468 7,975 7,975 5,593 5,593 - 2,382 1,132 228 36 1 950 36 - - - - - - 4,785 2,775 7,559 7,559 5,479 5,479 - 2,080 930 74 59 2 994 21 - - - - - - 4,867 2,816 7,683 7,683 5,588 5,588 - 2,094 935 74 59 2 998 26 - - - - - - 4,912 2,821 7,733 7,733 5,633 5,633 - 2,099 940 74 59 2 998 26 - - - - - - Total 8,782 8,076 7,975 7,559 7,683 7,733 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 609 Programme Expenditure Table 4: Consolidated programme expenditure estimates SR'000s Programmes P1:Governance,Management and Administration 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 CAPITAL EXPENDITURE Non-financial Assets Building and Infrastructure Machinery and Equipment Other Fixed Assets Non-produced Assets 2019 Estimated Actual 2020 2021 2022 2023 Budget (Amendment) Revised Budget Budget Forecast Forecast 5,183 5,183 5,183 2,638 2,638 - 2,544 871 554 37 5 875 203 - - - - - - 4,829 4,829 4,829 2,935 2,935 - 1,894 771 115 101 1 859 49 - - - - - - 4,507 4,507 4,507 2,597 2,597 - 1,910 754 191 36 1 893 36 - - - - - - 4,785 4,785 4,785 2,923 2,923 - 1,861 730 55 59 2 994 21 - - - - - - 4,867 4,867 4,867 2,992 2,992 - 1,875 735 55 59 2 998 26 - - - - - - 4,912 4,912 4,912 3,032 3,032 - 1,880 740 55 59 2 998 26 - - - - - - Total 5,183 4,829 4,507 4,785 4,867 4,912 Programme 2: Investment Promotion 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 International Co-operation, Research, and Marketing and Promotion: Builds a strong collaborative network with other organisations and individuals at regional and international levels; plans and executes promotional strategies (local/international) 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 Investment Advisory and Facilitation: Provides efficient and effective pre- and post-investment support services and builds a strong policy and advocacy role in matters relating to investment; has strategic planning and market intelligence functions; conducts effective research to facilitate decision making process in line with data, standards and international best practices.
Strategic Objectives and Measures The table below sets out the performance measures by which the programme will be monitoring the achievement of its strategic objectives.

610 Table 4: Performance measures for programme P2:Investment Promotion Outcome: Growth in total local and foreign investments in line with national priority sectors Outcome indicator Total annual value of; 1.

Foreign Direct Investments (FDI) 2.


Local Direct Investments (LDI) Contributing indicators 2019 2020 2021 2022 2023 Target Actual Amended Target Target Target Target 5% 5% -1% 5% 2019 Target Actual -15% -15% 2019 Target 5% 5% 2021 Target 5% 5% 2022 Target 5% 5% 2023 Target SP1:International Cooperation, Research, Marketing and Promotion Digital media analytics 1.

Website (total investment enquiries) 2.

Social Media [LinkedIn](total annual followings) 30% 97% 50% 184% 65% 30% 65% 65% 70% 75% 75% 85% 1.
Total annual value of local and foreign investments by national priority sectors Programme Expenditure SP2:Investment Advisory and Facilitation 5% 24% -15% 5% 5% 5% Table 5: Consolidated programme expenditure estimates SR'000s 2019 Estimated Actual 2020 2021 2022 2023 Budget (Amendment) Revised Budget Budget Forecast Forecast Programmes SP1:International cooperation, Research and Marketing Promotion SP2:Investment Advisory and Facilitation 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 CAPITAL EXPENDITURE Non-financial Assets Building and Infrastructure Machinery and Equipment Other Fixed Assets Non-produced Assets 2,005 1,594 3,599 3,599 2,425 2,425 - 1,174 132 596 - - 446 - - - - - - - 1,722 1,525 3,247 3,247 2,683 2,683 - 564 461 45 - - 57 - - - - - - - 1,944 1,525 3,468 3,468 2,996 2,996 - 472 378 37 - - 57 - - - - - - - 1,352 1,423 2,775 2,775 2,556 2,556 - 219 200 19 - - - - - - - - - - 1,342 1,474 2,816 2,816 2,597 2,597 - 219 200 19 - - - - - - - - - - 1,362 1,459 2,821 2,821 2,602 2,602 - 219 200 19 - - - - - - - - - - Total 3,599 3,247 3,468 2,775 2,816 2,821 611 Main economic classification by sub-programme SR'000s 2019 Estimated Actual 2020 2021 2022 2023 Budget (Amendment) Revised Budget Budget Forecast Forecast SP1:International cooperation, Research and Marketing Promotion Compensation of Employees Use of Goods and Services Non-financial Assets SP2:Investment Advisory and Facilitation Compensation of Employees Use of Goods and Services Non-financial Assets 2,005 1,082 924 - 1,594 1,344 250 - 1,722 1,174 549 - 1,525 1,510 15 - 1,944 1,487 457 - 1,525 1,510 15 - 1,352 1,142 210 - 1,423 1,414 10 - 1,342 1,132 210 - 1,474 1,464 10 - 1,362 1,152 210 - 1,459 1,449 10 - 612 National Institute for Science Technology and Innovation (NISTI) 1.
Budget Summary Consolidated Position 2021 2022 2023 SR'000s Total to be appropriated Compensation of Employees Use of Goods and Services Capital Forecast Forecast P1: Governance, Management & Administration P2:Science, Technology, Innovation Capacity Building and Knowledge Dissemination Total 2,872 1,754 4,626 958 1,914 1,617 2,575 137 2,051 - - - 2,938 2,978 1,796 1,806 4,733 4,783 2.
Strategic Overview of Entity Mandate The National Institute for Science, Technology and Innovation (NISTI) has a cross-cutting mandate to ensure that science, technology and innovation (STI) are embedded in all aspects of the socio-economic development of Seychelles.
Major Achievements in 2019 and 2020  Facilitated the development of the Education, Science Technology and Innovation Pan African Platform in collaboration with Observatory African Science Technology and Innovation and New Partnership for Africa’s Development;  Completed the government laboratory audit;  Collaborated with Southern African Network for Biosciences (SanBio) and Finnish Southern African (BioFISA) partnership in Biosciences to conduct the first Female in Biosciences Business (FemBioBiz) programme in partnership with The Guy Morel Institute;  Organised a half-day training workshop to introduce the OASIS Competence Platform to the potential stakeholders;  Carried out the initial mapping analysis for the National System in Innovation;  Obtained recognition of the Department of Public Administration for its role of bringing innovation into the public services through its designed National Knowledge Engagement Management Platform;  Developed a national implementation roadmap for the Business and Technology Incubator (BTI); and  Developed a practical work-from-home system due to absence of office space for a whole year, documented the work-from-home case study, and shared with the Ministry of Employment for purpose of influencing policies in relation to work from home and flexible work hours.
Current Challenges   Integrating STI across all sectors and programmes due to the culture of silos within government organisations; Implementing key projects to support the implementation of the National Policy and Strategy 2016 – 2025 deliverables due to insufficient funding;  Exercising NISTI’s broad mandate as per its Act due to manpower and financial constraints; and  Appreciating STI in socio-economic development due to a lack of STI culture.
Strategic Priorities 2021 to 2023  Set up a National Research Foundation which will develop a national research and infrastructure plan and execute it as well as build government expenditure in research and development towards 1% of Gross Domestic Product by 2020 (Southern African Development Community STI Protocol target);  Set up a Research Data Centre to centralise all scientific data and documentation with public access (a 613 national repository as the National Knowledge Engagement Platform);  Collaborate with relevant stakeholders to enhance the level of Science Technology Engineering and Mathematics (STEM) innovation and entrepreneurship education;  Develop linkages for STI governance through the National Innovation System;  Establish an innovation eco-system by developing a BTI, National Technology Transfer System, OASIS (a not-for-profit consortium that brings people together to agree on intelligent ways to exchange information over the Internet and within their organisations) and a regional Blue Economy Incubator Network;  Maintain collaboration with the Public Health Authority to ensure that a national end-to-end COVID- 19 contact tracing solution is made available as a key tool in the fight against the pandemic; and  Re-focus NISTI’s resources in projects that will lead to direct economic impacts, such as the Seychelles National Asset Management System, Farmers Trading Platform, and Customer Relationship Management Platform for Seychelles Investment Board.
3.

Budget Overview Revenue Table 1.

Revenue SR'000s Consolidated Fund Main appropriation Total 2019 Estimated Actual 5,142 5,142 5,142 2020 2021 2022 2023 Budget (Amendment) Revised Budget Budget Forecast Forecast 5,469 5,469 5,469 6,217 6,217 6,217 4,626 4,626 4,626 4,733 4,733 4,733 4,783 4,783 4,783 Consolidated Expenditure Estimates Table 2.
Consolidated expenditure estimates SR'000s Programmes P1: Governance, Management & Administration P2:Science, Technology, Innovation Capacity Building and Knowledge Dissemination 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 2019 2020 2021 2022 2023 Estimated Actual Budget (Amendment) Revised Budget Budget Forecast Forecast SR'000s CAPITAL EXPENDITURE Non-financial Assets Building and Infrastructure Machinery and Equipment Other Fixed Assets Non-produced Assets 2019 Estimated Actual 290 290 - - - 290 2020 2021 2022 2023 Budget (Amendment) - - - - - - Revised Budget Budget Forecast Forecast - - - - - - - - - - - - - - - - - - - - - - - - Total 5,142 5,469 6,217 4,626 4,733 4,783 4.
Programme Performance Programme 1: Governance, Management and Administration The purpose of the programme is to ensure resources are adequately deployed and efficiently managed to meet NISTI's operations by putting in place the basic infrastructure, organisational prerequisites, capabilities and systems to support NISTI’s strategic plans and programmes.

Programme Expenditure Table 3.
Consolidated programme expenditure estimates SR'000s Programmes P1: Governance, Management & Administration 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 CAPITAL EXPENDITURE Non-financial Assets Building and Infrastructure Machinery and Equipment Other Fixed Assets Non-produced Assets 2019 Estimated Actual 2020 2021 2022 2023 Budget (Amendment) Revised Budget Budget Forecast Forecast 2,899 2,899 2,609 947 947 - 1,662 443 153 165 5 885 10 290 290 - - - 290 3,375 3,375 3,375 1,297 1,297 - 2,077 632 73 75 25 1,185 88 - - - - - - 4,055 4,055 2,872 2,872 4,055 1,093 1,093 - 2,962 674 113 149 33 1,548 445 - - - - - - 2,872 958 958 - 1,914 540 72 12 5 1,250 36 - - - - - - 2,938 2,938 2,938 958 958 - 1,980 540 72 38 5 1,238 88 - - - - - - 2,978 2,978 2,978 983 983 - 1,995 555 72 38 5 1,238 88 - - - - - - Total 2,899 3,375 4,055 2,872 2,938 2,978 615 Programme 2: Science, Technology, Innovation Capacity Building and Knowledge Dissemination 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.
The programme comprises the following sub-programmes:  Sub-programme 1: Education and Knowledge Management: Provides training and development for STI cadres and sensitisation; provides support for Science, Technology, Engineering, and Mathematics (STEM) education, as well as entrepreneurship and innovation education; keeps a database on all scientific literature; disseminates scientific data and information; monitors STI policy and strategy; formulates the NISTI strategic plan; and provides administration support for research and development; and  Sub-programme 2: Science, Technology and Innovation Development: Manages the integrated STI governance system; co-ordinates and controls all scientific research carried out at the national level, with priorities set by the National Plan; conducts surveys on all research being carried out in Seychelles; ensures publication of research at the national level; sets up a national technology entity to develop research findings for commercialisation; develops Public Private Partnerships to foster innovation; develops a national innovation ecosystem to support start-ups; sets up business, technology and innovation incubation facilities; and assists in carrying out feasibility studies and establishment of science, and technology parks.
Strategic Objectives and Measures The table below sets out the performance measures by which the programme will be monitoring the achievement of its strategic objectives.

616 Table 5.
Performance measures for programme SP1:EDUCATION & KNOWLEDGE MANAGEMENT Outcome Centralize scientific data and documentation to facilitate access to all Outcome indicator 1.Number of MDA's sharing data per quarter Contributing indicators 1.Number of MDA's supported to align Meta data to NISTI's Platform per year 2019 Target Actual 2020 Amended Target 1 - 2 2019 Target Actual 2020 Amended Target 2021 Target 3 2021 Target 2022 Target 4 2022 Target 2023 Target 6 2023 Target 5 1 4 7 8 9 Outcome Outcome indicator SP2:SCIENCE, TECHNOLOGY & INNOVATION DEVELOPMENT Provide an organization framework that will coordinate research at national level (National Research Foundation) 2019 Target Actual 2020 Amended Target 2021 Target 2022 Target 2023 Target 1.Number of research proposal peer- reviewed and approved for funding per quarter Contributing indicators 1.% of government budget allocated to research 2.Biennial GERD as % of GDP 3.Number of MDAs, NGOs and private sectors performing R&D survey biennially Outcome Outcome indicator 2.Number of successful commercialized ventures per year Contributing indicators 1.Number of incubates reaching commercialization per year 1 - 4 6 8 9 2019 Target Actual 2020 Amended Target 0.4 0.4 100 0.4 0.4 - 0.5 0.5 - 2021 Target 0.6 0.6 200 2022 Target 0.7 0.7 - 2023 Target 0.8 0.8 300 Provide a national ecosystem to support entrepreneurs to commercialise their innovative ideas (Business Technology and Innovation Incubator, BTI) 2019 Target Actual 2020 Amended Target 2021 Target 2022 Target 2023 Target 1 - 2 3 4 5 2019 Target Actual 2020 Amended Target 2021 Target 2022 Target 2023 Target - - 2 4 6 8 617 Programme Expenditure Table 6.
Consolidated programme expenditure estimates SR'000s 2019 Estimated Actual 2020 2021 2022 2023 Budget (Amendment) Revised Budget Budget Forecast Forecast Programmes SP1: Education and Knowledge Management SP2: Science Technology and Innovation Development 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 CAPITAL EXPENDITURE Non-financial Assets Building and Infrastructure Machinery and Equipment Other Fixed Assets Non-produced Assets 480 1,763 2,243 2,243 1,433 1,433 132 810 92 303 - - 284 - - - - - - - 603 1,492 2,095 2,095 1,199 1,199 144 895 149 53 - - 535 14 - - - - - - 733 493 1,429 2,162 1,260 1,754 2,162 1,404 1,404 144 758 149 53 - - 398 14 - - - - - - 1,754 1,617 1,617 111 137 11 15 - - - - - - - - - - 483 1,312 1,796 1,796 1,607 1,607 108 189 11 15 - - - 55 - - - - - - 483 1,322 1,806 1,806 1,617 1,617 108 189 11 15 - - - 55 - - - - - - Total 2,243 2,095 2,162 1,754 1,796 1,806 Main economic classification by sub-programme SR'000s SP2.1: Education and Knowledge Management Compensation of Employees Use of Goods and Services Non-financial Assets SP2.2: Science Technology and Innovation Development Compensation of Employees Use of Goods and Services Non-financial Assets 2019 Estimated Actual 2020 2021 2022 2023 Budget (Amendment) Revised Budget Budget Forecast Forecast 480 349 131 - 1,763 1,084 679 - 603 341 262 - 1,492 859 633 - 733 583 150 - 1,429 821 608 - 493 490 3 - 1,260 1,126 134 - 483 480 3 - 1,312 1,126 186 - 483 480 3 - 1,322 1,136 186 - 618 CULTURE PORTFOLIO 619 Office of the Mayor of Victoria 1.
Budget Summary Consolidated Position 2021 2022 2023 SR'000s Total to be appropriated Compensation of Employees P1:Mayoral Services Total 6,337 6,337 1,225 1,225 Use of Goods and Services 5,112 5,112 Capital Forecast Forecast - - 6,297 6,297 6,272 6,272 2.
Strategic Overview of Entity 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.
Major Achievements in 2019 and 2020 Implemented the Waterfront Project in 2019; and   Effected final payment for the Waterfront Project in 2020.

Current Challenges  Difficulty to keep Victoria clean, safe and vibrant.

Strategic Priorities 2021 to 2023  Keep the capital city safe, clean and vibrant; and  Ensure our cultural landmark are well maintained and operational and turn Victoria into real Creole Capital City.

3.

Budget Overview Revenue Table 1.


Revenue SR'000s Consolidated Fund Main appropriation Total 2019 Estimated Actual 7,414 7,414 7,414 2020 2021 2022 2023 Budget (Amendment) Revised Budget Budget Forecast Forecast 4,065 4,065 4,065 3,896 3,896 3,896 6,337 6,337 6,337 6,297 6,297 6,297 6,272 6,272 6,272 620 Consolidated Expenditure Estimates Table 2.
Consolidated expenditure estimates SR'000s Programmes P1:Mayoral Services Programme Total Economic Classification 2019 2020 2021 2022 2023 Estimated Actual Budget (Amendment) Revised Budget Budget Forecast Forecast 7,414 7,414 4,065 4,065 3,896 3,896 6,337 6,337 6,297 6,297 6,272 6,272 CURRENT EXPENDITURE 4,091 3,045 2,877 6,337 6,297 6,272 Compensation of Employees Wages and Salaries in Cash Wages and Salaries in Kind 1,212 1,212 - 1,205 1,205 - 1,243 1,243 - 1,225 1,225 - 1,235 1,235 - Use of 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 2,878 559 742 156 - 699 722 3,324 3,324 3,324 - - - 1,840 601 146 222 - 355 516 1,633 464 176 83 - 386 525 5,112 480 40 3,117 - 427 1,048 5,062 483 40 3,097 - 427 1,015 1,020 1,020 1,020 - - - 1,020 1,020 1,020 - - - - - - - - - - - - - - - 1,225 1,225 - 5,047 483 40 3,067 - 427 1,030 - - - - - - Total 7,414 4,065 3,896 6,337 6,297 6,272 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.

Strategic Objectives and Measures The table below sets out the performance measures by which the programme will be monitoring the achievement of its strategic objectives.

621 Table 3.
621 Table 3.

Performance measures for programme P1:Mayoral Services Outcome: Contributing indicators Increase entertainment in Victoria 2019 Target Actual 2020 Amended Target 2021 Target 2022 Target 2023 Target No.
of Twinning agreement signed Renewal 18 - Renewal 12 New 5 Contributing indicators Number of entertainment events per year 2019 Target Actual 2020 Amended Target P1:Mayoral Services 12 - 19 19 19 19 Discussion regarding Twinning agreement will be ongoing, looking for possibility for virtual signing 2021 Target Renewal 12 New 3 Renewal 12 New 5 2022 Target 2023 Target 622 Department of Culture 1.
Budget Summary Consolidated Position 2021 2022 2023 SR'000s Total to be appropriated Compensation of Employees P1:Governance, Management & Administration P2:Cultural Promotion and Education P3:Conservation P4:Public Access to Information and Education Total 18,156 9,857 8,119 20,951 57,083 8,539 4,808 3,380 12,175 28,902 Use of Goods and Services 9,617 5,049 4,739 8,776 28,181 Capital Forecast Forecast - - - - - 17,824 17,724 9,554 27,999 40,644 96,021 9,461 19,406 43,581 90,172 2.
Strategic Overview of Entity Mandate The mandate of the Department of Culture is to develop, conserve and preserve Seychellois arts and culture, thus contributing towards sustainable economic development and social cohesion and nation- building.

The Department remains true to its mission, which is “to safeguard and promote Seychellois culture and to ensure that it permeates our national plans and policies.
We will strive to develop its potential to contribute to our social, economic and spiritual development.” Major Achievements in 2019 and 2020  Published 2 cultural books which are based on heritage themes to raise awareness, promote research and to enable the public at large to gain a better understanding of Seychelles natural and cultural heritage;  Opened new reading centres at the Roche Caiman, Pointe Larue and Ile Perseverance and reintroduced dance classes on Praslin and La Digue as part of the decentralisation of cultural services;  Organised 3 international conferences on Media and Cultural Diversity and on the 1970 Conventions for Illicit Trafficking of Cultural Material, Migration of Digital Archives using a grant of USD 21,000 from UNESCO.
 Re-located, refurbished and re-opened Baie Ste Anne public branch library;  Organised 2 international conferences on Media and Cultural Diversity and on the 1970 Conventions for Illicit Trafficking of Cultural Materials using a grant of USD13, 000 from UNESCO;  Re-submitted the Moutya Nomination dossier for inscription of Moutya on the listing for intangible cultural heritage of humanity; and  Launched the Cultural District Award competition, the Seychelles National Troupe and the National Costume Competition.
Current Challenges  Increasing negative pressure on the Seychellois ‘Cultural Identity’ from powerful external influences; 623  Providing a variety of cultural services through maintaining cultural infrastructure and developing   new ones; Increasing demands to expand operations through decentralisation and Information and Communications Technology (ICT) based services; and Insufficient specialised capacity for the continuous preservation, promotion and development of national collections, cultural sites and monuments.
Strategic Priorities 2021 to 2023  Reduce the erosion of our cultural identity on the backdrop of negative external influences;  Strengthen the management of cultural sites and monuments and national collections for the continuous development of our cultural heritage;  Upgrade current cultural infrastructures and services and make provisions for new ones; and  Improve access to cultural services through decentralisation and ICT.

3.

Budget Overview Revenue Table 1.


Revenue SR'000s Consolidated Fund Main appropriation Total Current Receipts Table 2.
Current receipts SR'000s Receipts transferred to Consolidated Fund Photocopying/ Printing fees/Internet Music & Dance Fees Museum Entrance Fees Shop Proceeds Rental of land - NCPA Rental of Museum Restaurant Rental of Museum Conference room TOTAL 2019 Estimated Actual 81,247 81,247 81,247 2020 2021 2022 2023 Budget (Amendment) Revised Budget Budget Forecast Forecast 90,714 90,714 90,714 70,155 70,155 70,155 57,083 57,083 57,083 96,021 96,021 96,021 90,172 90,172 90,172 2019 2020 2021 2022 2023 Estimated Actual Budget (Amendment) Revised Budget Budget Forecast Forecast 27 123 734 - 25 - 8 915 50 240 53 120 24 360 36 883 56 40 250 120 24 50 - 540 50 240 53 120 24 360 36 883 50 240 53 120 24 360 36 883 50 240 53 120 24 360 36 883 624 Consolidated Expenditure Estimates Table 3.
Consolidated expenditure estimates SR'000s 2019 2020 2021 2022 2023 Estimated Actual Budget (Amendment) Revised Budget Budget Forecast Forecast Programmes P1:Governance, Management & Administration P2:Cultural Promotion and Education P3:Conservation P4:Public Access to Information and Education 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 CAPITAL EXPENDITURE Non-financial Assets Building and Infrastructure Machinery and Equipment Other Fixed Assets Non-produced Assets 25,118 9,857 24,680 21,592 81,247 65,758 27,028 27,028 - 38,730 8,347 3,747 3,011 33 21,621 1,971 15,489 15,489 15,362 - - 127 26,924 9,183 11,260 43,348 90,714 65,455 29,445 29,445 - 36,010 8,352 1,435 3,164 28 22,425 605 25,260 25,260 25,260 - - - 24,043 10,347 10,037 25,728 70,155 65,155 29,145 29,145 - 36,010 8,067 1,127 3,606 28 22,116 1,066 5,000 5,000 5,000 - - - 18,156 9,857 8,119 20,951 57,083 57,083 28,902 28,902 - 28,181 6,684 717 3,223 43 16,869 645 - - - - - - 17,824 9,554 27,999 40,644 96,021 56,021 29,109 29,109 - 26,913 6,782 677 3,223 43 16,005 184 40,000 40,000 40,000 - - - 17,724 9,461 19,406 43,581 90,172 55,757 28,884 28,884 - 26,874 6,799 677 3,223 43 15,959 174 34,415 34,415 34,415 - - - Total 81,247 90,714 70,155 57,083 96,021 90,172 4.
Programme Performance Programme 1: Governance, Management and Administration The purpose 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 programme comprises the following sub-programmes:  Sub-programme 1 Governance and Policy: Formulates policies, provides policy oversight and strategic direction to the Department and the sector at large for the successful implementation of its mandate; and  Sub-programme 2 Management and Administration: Ensures the effective management of financial and human resources and oversees regulations for film classification and video rentals.
625 Strategic Objectives and Measures The table below sets out the performance measures by which the programme will be monitoring the achievement of its strategic objectives.

Table 4.

Performance measures for programme P1:Governance, Management and Administration Outcome: Contributing indicators Continuously develop the skills and capacity in the Arts and Cultural Heritage Sector to ensure its on-going development responsiveness.
2019 2021 2022 2023 Target Actual Target Target Target 2020 Amended Target SP2:Management and Administration 1.

Number of internship in cultural heritage management 2.

Number of workshop organized both local and international on heritage related matters 3.

Number of affiliations with international organization related to cultural heritage management 4.

Number of films rated 5.


Number of films applications processed Programme Expenditure Table 5.
Consolidated programme expenditure estimates SR'000s 2019 Estimated Actual 2020 2021 2022 2023 Budget (Amendment) Revised Budget Budget Forecast Forecast Programmes SP1:Governance & Policy SP2:Management and Administration 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 CAPITAL EXPENDITURE Non-financial Assets Building and Infrastructure Machinery and Equipment Other Fixed Assets Non-produced Assets 3,786 21,332 25,118 25,118 6,102 6,102 - 19,016 3,187 1,047 438 - 13,659 685 - - - - - - 7,426 19,498 26,924 26,924 9,907 9,907 - 17,017 3,733 387 394 - 12,363 141 - - - - - - 4,922 19,121 24,043 24,043 7,690 7,690 - 16,353 2,850 396 675 - 12,158 274 - - - - - - 6,359 11,797 18,156 18,156 8,539 8,539 - 9,617 1,261 218 713 - 7,390 35 - - - - - - 6,147 11,677 17,824 6,092 11,632 17,724 17,824 8,778 8,778 - 9,046 1,258 218 713 - 6,836 22 - - - - - - 17,724 8,668 8,668 - 9,056 1,268 218 713 - 6,836 22 - - - - - - Total 25,118 26,924 24,043 18,156 17,824 17,724 626 Main economic classification by sub-programme SR'000s SP1:Governance & Policy Compensation of Employees Use of Goods and Services Non-financial Assets SP2:Management and Administration Compensation of Employees Use of Goods and Services Non-financial Assets 2019 Estimated Actual 3,786 2,700 1,087 - 21,332 3,402 17,929 - 2020 2021 2022 2023 Budget (Amendment) 7,426 6,514 912 - 19,498 3,393 16,105 - Revised Budget 4,922 4,275 647 - 19,121 3,416 15,706 - Budget Forecast Forecast 6,359 5,224 1,135 - 11,797 3,315 8,482 - 6,147 5,408 739 - 11,677 3,370 8,308 - 6,092 5,353 739 - 11,632 3,315 8,318 - Programme 2: Cultural Promotion and Education The purpose of the programme is to nurture an appreciation and awareness of Seychelles natural and cultural heritage through production and dissemination of cultural educational materials and the development of the performing arts.
The programme comprises the following sub-programmes:  Sub-programme 1 Research and Dissemination: Ensures the continuous development of research within the areas of Traditional Cultural Expressions (TCE) and Traditional Knowledge (both tangible and intangible), and facilitates dissemination and dialogue about these areas through: publication of research manuals, historical leaflets but also through the use of ICT and audio visual media; and  Sub-programme 2 Development of Performing Arts: Provides training in the performing arts.
Strategic Objectives and Measures The table below sets out the performance measures by which the programme will be monitoring the achievement of its strategic objectives.

Table 6.

Performance measures for programme P2:Cultural Promotions and Education Outcome: Reduce the erosion of our cultural identity on the backdrop of negative external influences Contributing indicators Target 2019 2020 Amended Target SP1:Research and Dissemination Actual 1.

Number of cultural publications 4 3 2 2.


Number of exhibitions produced 3.

Number of Heritage sites conserved 1.Number of youth register for dance classes 2.

Number of youth register for music classes 3.

Number of youth register for drama classes 4.

Number of registered youth ensembles 5.

Number of passes ABRSM (music) exam 6.


Number of passes ISTD (Dance) exam 3 25 SP2:Development of Performing Arts 1 30 2 15 200 200 100 4 50 200 250 137 34 11 73 112 200 200 100 0 0 0 2021 2022 Target Target 2023 Target 5 4 30 200 200 100 4 50 200 6 6 35 200 200 300 5 100 200 6 6 35 350 300 350 6 150 350 627 Programme Expenditure Table 7.
Consolidated programme expenditure estimates SR'000s 2019 Estimated Actual 2020 2021 2022 2023 Budget (Amendment) Revised Budget Budget Forecast Forecast Programmes SP1:Research and Dissemination SP2:Development of Performing Arts 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 CAPITAL EXPENDITURE Non-financial Assets Building and Infrastructure Machinery and Equipment Other Fixed Assets Non-produced Assets 3,493 6,364 9,857 9,197 4,611 4,611 - 4,586 1,079 888 1,358 3 1,034 225 660 660 660 - - - 3,852 5,331 9,183 9,183 4,373 4,373 - 4,810 894 434 1,769 - 1,620 93 - - - - - - 4,464 5,883 10,347 10,347 5,426 5,426 - 4,921 871 233 1,969 - 1,691 158 - - - - - - 4,235 5,622 9,857 9,857 4,808 4,808 - 5,049 940 178 1,606 - 2,145 180 - - - - - - 4,111 5,443 9,554 9,554 4,737 4,737 - 4,817 925 178 1,606 - 2,073 35 - - - - - - 4,111 5,350 9,461 9,461 4,692 4,692 - 4,769 925 178 1,606 - 2,035 25 - - - - - - Total 9,857 9,183 10,347 9,857 9,554 9,461 Main economic classification by sub-programme SR'000s SP1:Research and Dissemination Compensation of Employees Use of Goods and Services Non-financial Assets SP2:Development of Performing Arts Compensation of Employees Use of Goods and Services Non-financial Assets 2019 Estimated Actual 3,493 1,285 2,208 - 6,364 3,326 2,378 660 2020 2021 2022 2023 Budget (Amendment) 3,852 961 2,891 - 5,331 3,412 1,918 - Revised Budget 4,464 1,571 2,892 - 5,883 3,854 2,028 - Budget Forecast Forecast 4,235 1,213 3,022 - 5,622 3,595 2,027 - 4,111 1,151 2,960 - 5,443 3,586 1,857 - 4,111 1,151 2,960 - 5,350 3,541 1,810 - 628 Programme 3: Conservation The purpose of the programme is to collect, conserve and exhibit both tangible and intangible material culture of Seychelles. Strategic Objectives and Measures The table below sets out the performance measures by which the programme will be monitoring the achievement of its strategic objectives.
Table 8.

Performance measures for programme P3:Conservation Outcome: Strengthen the management of our cultural materials, heritage sites and monuments.

Contributing indicators 1.

Number of Resident Visitors 2.

Number of Non-Resident visitors 3.

Number of youth in museum educational program 4.


Number of artefacts acquired 2019 Target Actual 2020 Amended Target 2021 2022 2023 Target Target Target SP1:Conservation 1,400 2,500 250 200 1,125 4,987 2,578 150 1,400 2,500 250 200 1,400 2,500 250 200 2,000 3,500 300 350 2,500 4,000 450 600 Programme Expenditure Table 9.
Consolidated programme expenditure estimates SR'000s Programmes P3:Conservation 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 CAPITAL EXPENDITURE Non-financial Assets Building and Infrastructure Machinery and Equipment Other Fixed Assets Non-produced Assets 2019 Estimated Actual 2020 2021 2022 2023 Budget (Amendment) Revised Budget Budget Forecast Forecast 24,680 24,680 11,260 11,260 10,037 10,037 8,119 8,119 27,999 27,999 19,406 19,406 9,851 3,997 3,997 - 5,854 1,414 1,214 964 - 1,894 368 14,829 14,829 14,702 - - 127 6,260 3,056 3,056 - 3,204 1,271 303 587 - 907 136 5,000 5,000 5,000 - - - 6,963 3,481 3,481 - 3,482 1,487 237 582 - 1,000 176 3,074 3,074 3,074 - - - 8,119 3,380 3,380 - 4,739 1,894 104 685 - 1,906 150 - - - - - - 7,999 3,432 3,432 - 4,568 1,894 64 685 - 1,911 14 20,000 20,000 20,000 - - - 7,991 3,432 3,432 - 4,559 1,894 64 685 - 1,903 14 11,415 11,415 11,415 - - - Total 24,680 11,260 10,037 8,119 27,999 19,406 629 Programme 4: Public Access to Information and Education The purpose of the programme is to provide public access to public records, books and references for the purpose of information and research.
The programme comprises the following sub-programmes:  Sub-programme 1 National Library Services: Provides public access to information through library services and registration of new publications; and  Sub-programme 2 Archives: Provides access to public records for knowledge, referencing and research. Strategic Objectives and Measures The table below sets out the performance measures by which the programme will be monitoring the achievement of its strategic objectives.

Table 10.
Table 10.

Performance measures for programme Outcome: Contributing indicators 1.

Number of titles acquired 2.

Number of new library membership 3.Number of publications cleaned 4.

Number of publications scanned 1.

Number of records scanned 2.
Number of records requested by users Programme Expenditure P4:Public Access to Information and Education Improve access to archival and literary material 2019 Target Actual 2020 Amended Target SP1:National Library Services 35,000 15,000 - - 3,432 128 500 - SP2:Archives 12,000 6,400 50,000 30,000 35,000 15,000 - - 50,000 30,000 2021 2022 2023 Target Target Target 60,000 8,000 20,000 20,000 25,000 10,000 30,000 10,000 25,000 1,000 30,000 10,000 50,000 30,000 120,000 30,000 460,000 60,000 Table 11.
Consolidated programme expenditure estimates SR'000s Programmes SP1:National Library SP2:Archives 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 2019 Estimated Actual 2020 2021 2022 2023 Budget (Amendment) Revised Budget Budget Forecast Forecast 11,450 10,142 21,592 21,592 12,318 12,318 - 9,274 2,668 598 251 29 5,035 693 33,349 9,999 43,348 23,088 12,110 12,110 - 10,979 2,454 311 414 28 7,536 235 15,370 10,358 25,728 23,802 12,548 12,548 - 11,254 2,858 261 381 28 7,268 458 11,462 9,490 20,951 20,951 12,175 12,175 - 8,776 2,590 217 219 43 5,427 280 31,417 9,227 40,644 20,644 12,162 12,162 - 8,482 2,705 217 219 43 5,185 113 34,439 9,142 43,581 20,581 12,092 12,092 - 8,489 2,712 217 219 43 5,185 113 630 SR'000s CAPITAL EXPENDITURE Non-financial Assets Building and Infrastructure Machinery and Equipment Other Fixed Assets Non-produced Assets 2019 Estimated Actual 2020 2021 2022 2023 Budget (Amendment) Revised Budget Budget Forecast Forecast - - - - - - 20,260 20,260 20,260 - - - 1,926 1,926 1,926 - - - - - - - - - 20,000 20,000 20,000 - - - 23,000 23,000 23,000 - - - Total 21,592 43,348 25,728 20,951 40,644 43,581 Main economic classification by sub-programme SR'000s SP1:National Library Compensation of Employees Use of Goods and Services Non-financial Assets SP2:Archives Compensation of Employees Use of Goods and Services Non-financial Assets 2019 Estimated Actual 11,450 6,460 4,990 - 10,142 5,858 4,283 - 2020 2021 2022 2023 Budget (Amendment) 33,349 6,316 6,774 20,260 9,999 5,794 4,205 - Revised Budget 15,370 7,009 6,434 1,926 10,358 5,539 4,820 - Budget Forecast Forecast 11,462 6,744 4,718 - 9,490 5,432 4,058 - 31,417 6,788 4,630 20,000 9,227 5,375 3,852 - 34,439 6,803 4,637 23,000 9,142 5,290 3,852 - 631 Creative Industry and National Events Agency 1.
Budget Summary Consolidated Position 2021 2022 2023 SR'000s Total to be appropriated Compensation of Employees P1:Governance, Management & Administration P2:Events And Creative Industries Total 6,938 14,652 21,590 4,119 3,621 7,740 Use of Goods and Services 2,819 11,031 13,850 Capital Forecast Forecast - - - 6,920 6,912 11,294 18,214 11,448 18,360 2.
Strategic Overview of Entity Mandate The mandate of the Creative Industries and National Events Agency (CINEA) is to encourage, promote and train artists to create artistic or cultural products and services that will showcase artists and promote the cultural business sector; to create a dynamic business environment through related arts programmes, arts festivals, and promotional events for the creative industries; and to inform artists about such programmes and events.
Major Achievements in 2019 and 2020  Received the final detailed report from an independent company on the current status of the International Conference Centre of Seychelles (ICCS) building;  Successfully identified and attracted new earning potentials such as introduction of fitness classes;  Conducted first creative sector strategic meeting;  Formed part of Seychelles team at the Dubai Expo 2020, where Seychelles had a stand to showcase the island in two aspects: the natural treasure and the commercial aspect, under one roof; and  Gathered a set of statistics on the number of foreign artists entering Seychelles.
Current Challenges  Reduction in use of International Conference Centre of Seychelles due to unsatisfactory services and degrading infrastructure; and  Lack of support to the Creative Industry causes a huge potential loss of revenue for government.
Strategic Priorities 2021 to 2023  Establish new policies and laws to guide the development and sustainable growth of the creative sector; Identify and strengthen international exports and inward investment opportunities; and   Construct conducive infrastructure setup for the creative sector.

632 3.

Budget Overview Revenue Table 1.

Revenue SR'000s Consolidated Fund Main appropriation Total Current Receipts Table 2.
Current receipts SR'000s Receipts transferred to Consolidated Fund Rental of Music Stadium Facilities Rental of Facilities TOTAL 2019 Estimated Actual 31,705 31,705 31,705 2020 2021 2022 2023 Budget (Amendment) Revised Budget Budget Forecast Forecast 23,215 23,215 23,215 22,947 22,947 22,947 21,590 21,590 21,590 18,214 18,214 18,214 18,360 18,360 18,360 2019 2020 2021 2022 2023 Estimated Actual Budget (Amendment) Revised Budget Budget Forecast Forecast - 2,314 2,314 804 4,500 5,304 - 1,118 1,118 100 2,000 2,100 804 2,000 2,804 805 2,000 2,805 Consolidated Expenditure Estimates Table 3.
Consolidated expenditure estimates SR'000s 2019 2020 2021 2022 2023 Estimated Actual Budget (Amendment) Revised Budget Budget Forecast Forecast Programmes P1:Governance, Management & Administration P2:Events And Creative Industries 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 7,096 24,609 7,293 15,922 8,013 14,935 6,938 14,652 6,920 11,294 6,912 11,448 31,705 23,215 22,947 21,590 18,214 18,360 27,025 7,978 7,978 - 19,215 8,202 8,202 - 18,947 7,934 7,934 - 21,590 7,740 7,740 - 18,214 7,689 7,689 - 18,360 7,649 7,649 - 19,048 6,460 1,910 707 - 9,384 587 11,013 6,397 339 591 - SR'000s CAPITAL EXPENDITURE Non-financial Assets 2019 2020 2021 2022 2023 Estimated Actual 4,680 4,680 Budget (Amendment) 4,000 4,000 Revised Budget Budget Forecast Forecast 4,000 4,000 - - - - - - Building and Infrastructure Machinery and Equipment Other Fixed Assets Non-produced Assets 4,680 - - - 4,000 - - - 4,000 - - - - - - - - - - - - - - - Total 31,705 23,215 22,947 21,590 18,214 18,360 4.
Approved New Spending Initiatives Table 4.

New initiatives funded Programme Name of New Spending Initiative Priority Objective Description and motivation R'000s Funding 2021 Funding 2022 Funding 2023 SP1: Events Expo 2020 Identify and strengthen international exports and inward investment opportunities Expo is a marketing platform for Seychelles.

The market sells exclusively 'made in Seychelles’ and that’s the creative sector.
PSIP Compensation of Employees Goods and Services Minor Capital Outlays 3,000.00 - - Total 3,000.00 - - 5.

Programme Performance Programme 1: Governance, Management and Administration The purpose of the programme is to develop and implement appropriate policies, strategies and action plans for effective promotion of the creative industry, facilitation of events and establishment of proper facilities to serve the creative industry.

Programme Expenditure Table 5.
Consolidated programme expenditure estimates SR'000s Programmes P1:Governance, Management & Administration Programme Total Economic Classification CURRENT EXPENDITURE Compensation of Employees Wages and Salaries in Cash Wages and Salaries in Kind 2019 Estimated Actual 2020 2021 2022 2023 Budget (Amendment) Revised Budget Budget Forecast Forecast 7,096 7,096 7,293 7,293 8,013 8,013 6,938 6,938 6,920 6,920 6,912 6,912 7,096 4,299 4,299 - 7,293 4,692 4,692 - 7,013 4,189 4,189 - 6,938 4,119 4,119 - 6,920 4,099 4,099 - 6,912 4,079 4,079 - 634 SR'000s 2019 Estimated Actual 2020 2021 2022 2023 Budget (Amendment) Revised Budget Budget Forecast Forecast Use of 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 2,797 985 625 38 - 904 246 - - - - - - 2,601 949 167 143 - 1,243 99 - - - - - - 2,824 849 167 135 - 1,575 99 1,000 1,000 1,000 - - - 2,819 716 98 263 - 1,702 40 2,820 667 104 263 - 1,757 30 2,832 747 104 263 - 1,688 30 - - - - - - - - - - - - - - - - - - Total 7,096 7,293 8,013 6,938 6,920 6,912 Programme 2: Events and Creative Industries The purpose of the programme is to enable artistic events, to promote, market and distribute artistic products and services, conduct business, and generate revenue for artists.
The programme comprises the following sub-programmes:  Sub-programme 1 Events: Provides the appropriate platform to showcase local and international creativity in all forms, through existing events, showcasing local culture and art, and networking internationally to establish proper platforms to showcase local creations; and  Sub-programme 2 Creative Industries: Ensures that creation is protected and exported, benefiting both the creator and the country of origin (Seychelles) and that once developed the creative aspects have a platform that provides continuity and encourages new growth.
Strategic Objectives and Measures The table below sets out the performance measures by which the programme will be monitoring achievement of its strategic objectives.

635 Table 6.

Performance measures for programme P2: Events and Creative Industries Outcome: Modernise Infrastructure to meet modern needs Outcome indicator 2019 Target Actual Number of conference facilities for rental 1 - Contributing indicators 2019 Target Actual SP1:Events 1.

Number of additional events hosted 3 - 1.


Number of additional music festivals 2.

Number of film festivals Programme Expenditure SP2:Creative Industries 1 3 - - Table 7.
Consolidated programme expenditure estimates 2020 Amended Target 1 2019 Target 2021 Target 1 2021 Target 2022 Target 1 2022 Target 2023 Target 1 2023 Target 4 5 5 - - - - - - - - - SR'000s Programmes SP1: Events SP2:Creative Industries 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 CAPITAL EXPENDITURE Non-financial Assets Building and Infrastructure Machinery and Equipment Other Fixed Assets Non-produced Assets 2019 Estimated Actual 2020 Budget (Amendment) Revised Budget 2021 Budget 2022 2023 Forecast Forecast 23,095 1,513 24,609 15,347 575 15,922 19,929 3,679 3,679 - 11,922 3,510 3,510 - 16,250 5,475 1,286 669 - 8,480 341 4,680 4,680 4,680 - - - 8,412 5,448 172 448 - 2,036 308 4,000 4,000 4,000 - - - 14,426 508 14,935 11,935 3,746 3,746 - 8,189 4,488 142 516 57 2,677 308 3,000 3,000 3,000 - - - 14,182 470 14,652 14,652 3,621 3,621 - 11,031 4,141 89 1,110 50 5,280 361 - - - - - - 10,762 533 11,294 11,294 3,589 3,589 - 7,705 4,084 95 810 50 2,351 315 - - - - - - 10,908 541 11,448 11,448 3,569 3,569 - 7,879 4,137 97 817 50 2,373 405 - - - - - - Total 24,609 15,922 14,935 14,652 11,294 11,448 636 Main economic classification by sub-programme SR'000s SP1: Events Compensation of Employees Use of Goods and Services Non-financial Assets SP2:Creative Industries Compensation of Employees Use of Goods and Services Non-financial Assets 2019 Estimated Actual 23,095 3,105 15,311 4,680 1,513 574 939 - 2020 2021 2022 2023 Budget (Amendment) 15,347 3,077 8,270 4,000 575 433 142 - Revised Budget 14,426 3,311 8,115 3,000 508 434 74 - Budget Forecast Forecast 14,182 3,212 10,971 - 470 410 60 - 10,762 3,170 7,592 - 533 420 113 - 10,908 3,160 7,748 - 541 410 131 - 637 Creole Institute of Seychelles 1.
Budget Summary Consolidated Position SR'000s P1:Governance, Management & Administration P2:Development and Promotion of Language and Cultural Services Total 2021 2022 2023 Total to be appropriated Compensation of Employees Use of Goods and Services 3,719 1,424 2,295 2,224 5,943 1,493 2,917 731 3,026 Capital Forecast Forecast - - - 3,825 3,860 2,215 2,035 6,040 5,895 2.
Strategic Overview of Entity Mandate The mandate of the Creole Institute of Seychelles (CIS) is to monitor, regulate, preserve and promote the development of the Seychellois Creole language and its culture.
Major Achievements in 2019 and 2020  Sustain the visibility level of Creole Institute of Seychelles at both national and international levels;  Sensitise 15 government institutions on the use and importance of Seychellois Creole Language in their institution, especially when providing services and products to their clients and the general public;  Provided technical, linguistic, artistic and cultural supports through workshops and other organised educational, literal, linguistic and cultural activities;  Convinced key partners to provide their clients with the opportunity to access information and content information in the Creole Language;  Aroused and sustained public’s interest from CIS interventions presented in different forms of media; SBC, PureFM, KRadio, Paradise FM, TeleSesel, Bonzour Sesel and Topik Konversasyon.
 Continued to enhance involvement and engage key partners in the implementation and development of our language and culture;  Decentralised SIS products and services to members of the public on Mahe, Praslin and La Digue to promote Seychellois Creole Language, local writers (both children and adults) and Seychellois Literature and Traditions; Increased sale of Creole books from 1,175 in 2019 for a total of SR86, 250 to 1,536 for a total of SR128, 329 in 2020; and   Published 13 Creole books for both children and adults from 2018 to 2019.
Current Challenges  Unforeseen external factors hampering the implementation of the two main projects: the renovation of the existing CIS building at Au Cap and the construction of the other new blocks to house CIS Staff;  Difficulty to develop and publish essential linguistic tools (for example our monolingual dictionary) in order to better implement the mother tongue policy; the Seychellois Creole at all levels and in all sectors; and 638  Slow progress of programs due to Health regulations restrictions.
Strategic Priorities 2021 to 2023  Renovate the existing building of CIS at Au Cap and construct two new blocks to accommodate employees;  Complete, publish and launch the Monolingual Seychellois Creole Dictionary by mid-2022;  Provide technical, linguistic, pedagogical and cultural assistance to all departments and entities for implementation of our Mother Tongue policy, as a means of ensuring quality access to information and content of information when providing services and products to their clients.
3.

Budget Overview Revenue Table 1.

Revenue SR'000s Consolidated Fund Main appropriation Total 2019 Estimated Actual 5,531 5,531 5,531 2020 2021 2022 2023 Budget (Amendment) 6,107 6,107 6,107 Revised Budget 6,071 6,071 6,071 Budget Forecast Forecast 5,943 5,943 5,943 6,040 6,040 6,040 5,895 5,895 5,895 Consolidated Expenditure Estimates Table 2.
Consolidated expenditure estimates SR'000s Programmes P1:Governance, Management & Administration P2:Development and Promotion of Language and Cultural Services 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 CAPITAL EXPENDITURE Non-financial Assets Building and Infrastructure Machinery and Equipment Other Fixed Assets Non-produced Assets 2019 Estimated Actual 2020 2021 2022 2023 Budget (Amendment) Revised Budget Budget Forecast Forecast 3,409 2,122 5,531 5,525 2,356 2,356 - 3,169 633 264 71 - 2,156 46 5 5 - - - 5 3,953 2,154 6,107 6,107 2,839 2,839 - 3,269 706 177 59 - 2,295 33 - - - - - - 3,837 2,234 6,071 6,071 2,839 2,839 - 3,233 706 167 53 0 2,275 33 - - - - - - 3,719 2,224 5,943 5,943 2,917 2,917 - 3,026 659 178 75 - 2,064 50 - - - - - - 3,825 3,860 2,215 6,040 6,040 3,109 3,109 - 2,931 630 168 60 - 2,045 28 - - - - - - 2,035 5,895 5,895 3,149 3,149 - 2,746 645 168 60 - 1,845 28 - - - - - - Total 5,531 6,107 6,071 5,943 6,040 5,895 639 4.
Approved New Spending Initiatives Table 3.

New initiatives funded Programme Name of New Spending Initiative Priority Objective Description and motivation R'000s Funding 2021 Funding 2022 Funding 2023 P1: Governance, Management & Administration Recruitment of HR Officer Strengthen the management of Creole Institute for continuous development The post was removed as Creole Institute had the intention to used HR officer from Dept.
of Culture and the HR staff was getting an allowance but for only 1 year (June 2020-2021) and advise that a HR officer is to be recruited PSIP Compensation of Employees Goods and Services Minor Capital Outlays - 174.00 174.00 Total - 174.00 174.00 5.
Programme Performance Programme 1: Governance, Management and Administration The purpose of the programme is to ensure compliance by the organisation, with its regulatory, statutory and legal obligation as well as ensuring its management and staff works towards achieving the organisation’s objectives.

It provides strategic directions and helps promote institution’s mission and monitor the impact on current and future gaps.

Programme Expenditure Table 4.
Consolidated programme expenditure estimates SR'000s Programmes P1:Governance, Management & Administration 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 CAPITAL EXPENDITURE Non-financial Assets Building and Infrastructure Machinery and Equipment Other Fixed Assets Non-produced Assets 2019 Estimated Actual 2020 2021 2022 2023 Budget (Amendment) Revised Budget Budget Forecast Forecast 3,409 3,409 3,409 1,165 1,165 - 2,244 397 133 71 - 1,625 18 - - - - - - 3,953 3,953 3,953 1,449 1,449 - 2,504 455 126 59 - 1,839 25 - - - - - - 3,837 3,837 3,719 3,719 3,825 3,825 3,837 1,356 1,356 - 2,481 455 116 53 0 1,832 25 - - - - - - 3,719 1,424 1,424 - 2,295 408 128 75 - 1,642 42 - - - - - - 3,825 1,602 1,602 - 2,223 384 118 60 - 1,642 20 - - - - - - 3,860 3,860 3,860 1,622 1,622 - 2,238 399 118 60 - 1,642 20 - - - - - - Total 3,409 3,953 3,837 3,719 3,825 3,860 640 Programme 2: Development and Promotion of Language and Cultural Services The purpose of the programme is to develop, regulate, preserve and promote the Creole Language, Seychellois Culture and Traditions by providing language tools; scientific, technical, linguistic and pedagogical and support activities; organising workshops for Creole writers, artists, teachers and other key partners; creating platforms for developing writing and literary skills, and ensuring public uses and accesses to Creole language and literature (oral and written).
Strategic Objectives and Measures The table below sets out the performance measures by which the programme will be monitoring the achievement of its strategic priorities.

Table 5.
Performance measures for programme Outcome: Outcome indicator P2:Development and Promotion of Language And Cultural Services Increase the profile of Seychellois Creole language at all levels, institutional, community for the preservation of our linguistic and cultural heritage 2019 Target Actual 2020 Amended Target 2021 2022 2023 Target Target Target % increase in clients turnout and involvement in all organized activities provided by Creole Institute 15% 20% 20% 10% 15% 20% Number of Local Publications 14 12 15 2019 Target Actual 2020 Amended Target 15 2021 15 2022 15 2023 Target Target Target Contributing indicators 1.
Increase in educational and cultural activities organized during the year 2.

Increased in the number of people participating in all organized activities 3.

Training workshops at regional levels(Schools) 4.

Literary competitions 25 20 25 10 15 15 175 250 165 100 100 100 12 2 8 2 12 2 12 2 12 2 12 2 Programme Expenditure Table 6.
Consolidated programme expenditure estimates SR'000s 2019 Estimated Actual 2020 2021 2022 2023 Budget (Amendment) Revised Budget Budget Forecast Forecast Programmes P2:Development and Promotion of Language and Cultural Services Programme Total Economic Classification CURRENT EXPENDITURE Compensation of Employees Wages and Salaries in Cash Wages and Salaries in Kind 2,122 2,122 2,117 1,191 1,191 - 2,154 2,154 2,154 1,389 1,389 - 2,234 2,234 2,224 2,224 2,215 2,215 2,035 2,035 2,234 1,483 1,483 - 2,224 1,493 1,493 - 2,215 1,507 1,507 - 2,035 1,527 1,527 - 641 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 2019 Estimated Actual 925 236 130 - - 531 28 5 5 - - - 5 2020 2021 2022 2023 Budget (Amendment) 765 251 51 - - 455 8 - - - - - - Revised Budget Budget Forecast Forecast 752 251 51 - - 442 8 - - - - - - 731 251 51 - - 421 8 - - - - - - 708 246 51 - - 403 8 - - - - - - 508 246 51 - - 203 8 - - - - - - Total 2,122 2,154 2,234 2,224 2,215 2,035 642 Seychelles Heritage Foundation 1.
Budget Summary Consolidated Position 2021 2022 2023 SR'000s Total to be appropriated Compensation of Employees P1:Governance, Management & Administration P2:Conservation and Valorization of Heritage Asset Total 3,031 3,344 6,374 1,632 753 2,385 Use of Goods and Services 1,399 2,591 3,989 Capital Forecast Forecast - - - 2,959 8,521 11,479 2,909 3,414 6,322 2.
Strategic Overview of Entity Mandate Seychelles Heritage Foundation (SHF) was set up following the enactment of the Seychelles Heritage Foundation Act on 21st December 2006 to promote and develop the Seychelles’ cultural heritage as a sustainable and economical asset.

SHF is a corporate body that works in close collaboration with various ministries and institutions, especially its parent department, the Department of Culture.
Major Achievements in 2019 and 2020 Implemented 28 small projects and 3 Public Sector Investment Programme (PSIP) projects;   Launched the brand name Domaine de Val des Pres and the SHF website to increase visibility and revenue from sale of branded products;  Established more effective collaboration with partners and stakeholders;  Created more equitable pricing for all kiosk vendors at the Craft Village of Domaine de Val des Pres;  Registered an increase in operational heritage clubs in schools from 10 to 17;  Provided a safe and conducive environment by installing fencing at Mission Lodge; and  Diversified revenue collection for SHF by introducing entrance fee at Mission Lodge and other paid services on heritage sites.
Current Challenges  Decrease in revenue collected for rents and leases due to the COVID-19 pandemic,  Inability to conduct heritage activities due to health regulation restrictions; and  Inability to implementing specific projects due to lack of specialised personnel.

Strategic Priorities 2021 to 2023 Identify and priorities restoration works and remediation of cultural heritage sites;   Conduct training in specialised fields (Restoration/Project Writing, etc.)
for capacity building, networking and establishment of partnerships with local, regional and international organisations;  Enhance community awareness and education programmes focussing on the use of social media platforms to give visibility to heritage achievements and programmes; and  Manage, develop and acquire new heritage sites to preserve and increase revenue.

643 3.

Budget Overview Revenue Table 1.

Revenue SR'000s Consolidated Fund Main appropriation Total Current Receipts Table 2.
Current receipts SR'000s Receipts transferred to Consolidated Fund Guided Tour Visits Mission Lodge Entrance Fees Rental of Restaurant Rental of Kiosk Lease of Properties - Bel Ombre Lease of Properties - La Pleine Ste Andre Lease of Properties - DVP 2019 Estimated Actual 2020 2021 2022 2023 Budget (Amendment) Revised Budget Budget Forecast Forecast 5,947 5,947 5,947 11,065 11,065 11,065 8,671 8,671 8,671 6,374 6,374 6,374 11,479 11,479 11,479 6,322 6,322 6,322 2019 2020 2021 2022 2023 Estimated Actual Budget (Amendment) Revised Budget Budget Forecast Forecast - - TOTAL 1,373 4,007 1,659 1,869 2,644 2,644 Consolidated Expenditure Estimates Table 3.
Consolidated expenditure estimates SR'000s 2019 2020 2021 2022 2023 Estimated Actual Budget (Amendment) Revised Budget Budget Forecast Forecast Programmes P1:Governance, Management & Administration P2:Conservation and Valorization of Heritage Asset Programme Total Economic Classification CURRENT EXPENDITURE Compensation of Employees Wages and Salaries in Cash Wages and Salaries in Kind 2,633 3,314 5,947 5,893 2,063 2,063 - 3,030 2,910 3,031 8,035 5,762 11,065 8,671 3,344 6,374 2,959 8,521 2,909 3,414 11,479 6,322 6,166 2,204 2,204 - 5,972 2,104 2,104 - 6,374 2,385 2,385 - 6,372 2,523 2,523 - 6,322 2,493 2,493 - 644 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 2019 Estimated Actual 3,830 542 284 1,160 - 1,648 195 54 54 20 - - 34 2020 2021 2022 2023 Budget (Amendment) 3,962 523 290 1,004 - 2,085 60 4,899 4,899 4,899 - - - Revised Budget Budget Forecast Forecast 3,869 471 195 951 - 2,192 60 2,699 2,699 2,699 - - - 3,989 510 162 924 - 2,294 100 - - - - - - 3,850 502 162 918 - 2,182 85 5,107 5,107 5,107 - - - 3,829 522 162 918 - 2,142 85 - - - - - - Total 5,947 11,065 8,671 6,374 11,479 6,322 4.
Programme Performance Programme 1: Governance, Management and Administration The purpose of the programme is to develop strategies and an action plan; manage all financial matters and procedures; enhance staff capacity building; initiate and amplify partnerships at international and domestic levels; work with potential partners and enhance public and private partnerships.

Programme Expenditure Table 4.
Consolidated programme expenditure estimates SR'000s 2019 Estimated Actual 2020 2021 2022 2023 Budget (Amendment) Revised Budget Budget Forecast Forecast Programmes P1:Governance, Management & Administration 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 2,633 2,633 2,633 1,532 1,532 - 1,101 189 125 172 - 560 54 3,030 3,030 3,030 1,490 1,490 - 1,541 366 123 195 - 821 35 2,910 2,910 2,910 1,539 1,539 - 1,371 366 109 235 - 641 20 3,031 3,031 3,031 1,632 1,632 - 1,399 378 50 169 - 757 45 2,959 2,959 2,909 2,909 2,959 1,690 1,690 - 1,269 370 51 169 - 644 35 2,909 1,660 1,660 - 1,249 390 51 169 - 604 35 645 SR'000s CAPITAL EXPENDITURE Non-financial Assets Building and Infrastructure Machinery and Equipment Other Fixed Assets Non-produced Assets 2019 Estimated Actual 2020 2021 2022 2023 Budget (Amendment) Revised Budget Budget Forecast Forecast - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - Total 2,633 3,030 2,910 3,031 2,959 2,909 Programme 2: Conservation and Valorisation of Heritage Assets The purpose of the programme is to formulate, design, develop and implement educational programmes and heritage projects while ensuring the protection, preservation and promotion of our heritage sites and assets.
Strategic Objectives and Measures The table below sets out the performance measures by which the programme will be monitoring the achievement of its strategic objectives.

Table 5.

Performance measures for programme P2: Conservation and Valorisation of Heritage Assets Outcome: Outcome indicator Average participation level of school heritage club members in heritage education activities Contributing indicators 1.
Number of Heritage education activities conducted Better heritage and community awareness projects and programmes to market heritage sites 2019 Target Actual 2020 Amended Target 2021 2022 2023 Target Target Target 90 60 30 2019 Target Actual 2020 Amended Target 35 2021 35 2022 50 2023 Target Target Target 15 12 4 8 10 15 2.

Average yearly visitors on sites 95,040 96,352 19,709 5,475 18,250 36,500 Programme Expenditure Table 6.
Consolidated programme expenditure estimates SR'000s 2019 Estimated Actual 2020 2021 2022 2023 Budget (Amendment) Revised Budget Budget Forecast Forecast Programmes P2:Conservation and Valorization of Heritage Asset Programme Total Economic Classification CURRENT EXPENDITURE Compensation of Employees Wages and Salaries in Cash Wages and Salaries in Kind 3,314 3,314 3,260 531 531 - 8,035 8,035 3,136 714 714 - 5,762 5,762 3,063 565 565 - 3,344 3,344 3,344 753 753 - 8,521 8,521 3,414 833 833 - 3,414 3,414 3,414 833 833 - 646 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 2019 Estimated Actual 2,729 352 159 988 - 1,088 141 54 54 20 - - 34 2020 2021 2022 2023 Budget (Amendment) 2,422 158 166 809 - 1,264 25 4,899 4,899 4,899 - - - Revised Budget Budget Forecast Forecast 2,498 106 86 716 - 1,550 40 2,699 2,699 2,699 - - - 2,591 132 111 754 - 1,538 55 - - - - - - 2,581 132 111 749 - 1,538 50 5,107 5,107 5,107 - - - 2,581 132 111 749 - 1,538 50 - - - - - - Total 3,314 8,035 5,762 3,344 8,521 3,414 647 National Arts Council 1.
Budget Summary Consolidated Position SR'000s P1:Governance, Management & Administration P2:Arts Promotion Services Total 2021 2022 2023 Total to be appropriated Compensation of Employees 5,594 3,380 8,974 2,218 1,317 3,535 Use of Goods and Services 2,013 2,063 4,076 Capital Forecast Forecast 1,363 - 1,363 4,150 3,241 7,391 4,161 3,191 7,352 2.
Strategic Overview of Entity Mandate The mandate of the National Arts Council (NAC) is to encourage, appreciate all art forms, and provide resources for the development and promotion of arts in Seychelles.
Major Achievements in 2019 and 2020  Organised a Seychelles Arts Conference in April 2019, which targeted 74 artists, arts administrators and policy makers from the Ministry of Tourism, Ministry of Education, Seychelles Revenue Commission, Department of Culture and private businesses; IP (Training on Copyright in Seychelles) – August 2019   Registered all active artists in Seychelles and recorded their profile to create a database and register them as NAC members;  Conducted Online Music Shop Training Workshop (June 2020) to teach artists how to sell their music online through the various platforms as an alternative to the traditional form of selling their works;  Participated in the International Federation of Arts Councils and Culture Agencies (IFACCA) World Summit in Malaysia (March 2019) and the side-line Africa Regional Chapter Meeting in which NAC Seychelles was proposed to become the next IFACCA Regional Focal point for Africa; and  Published the NAC newsletter to encourage appreciation of all art forms by the general public, promote all art forms and the respective artists.
Current Challenges  Shortage of innovative ideas to sustain development and promotion of all Art forms;  Inability to organise and implement community programs and events due to health restrictions imposed to control the spread of the COVID-19; Increasing demands to improve quality of the local art services and products;   Negative effect on the development of Arts due to cancellation of events: World Poetry Day, World Drama Day, International Dance Day, community arts activities and holiday arts workshops; Inability to stage milestone events such as Biennale of Contemporary Arts; and Inability to expand sphere of influence, especially on other Inner Islands due to limited human resource availability.
  648 Strategic Priorities 2021 to 2023  Ensure the development, improvement of knowledge, understanding and practice of the arts to the highest attainable standards;  Award grants for the promotion, development and archiving of the arts in Seychelles;  Foster a strong spirit of co-operation and communication within the arts community;  Establish national and international partnerships that will attract financial and other resources in support of NAC’s programmes; and  Build stronger artistic grass roots and nurture interests in the production of the arts in Seychelles.
3.

Budget Overview Revenue Table 1.

Revenue SR'000s Consolidated Fund Main appropriation Total 2019 Estimated Actual 7,764 7,764 7,764 2020 Budget (Amendment) 11,025 11,025 11,025 Revised Budget 10,803 10,803 10,803 2021 Budget 2022 2023 Forecast Forecast 8,974 8,974 8,974 7,391 7,391 7,391 7,352 7,352 7,352 Consolidated Expenditure Estimates Table 2.
Consolidated expenditure estimates SR'000s 2019 Estimated Actual 2020 2021 2022 2023 Budget (Amendment) Revised Budget Budget Forecast Forecast Programmes P1:Governance, Management & Administration P2:Arts Promotion Services 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 CAPITAL EXPENDITURE Non-financial Assets Building and Infrastructure Machinery and Equipment Other Fixed Assets Non-produced Assets 4,838 2,926 7,764 7,592 3,334 3,334 - 4,258 1,467 799 143 21 1,706 121 172 172 172 - - - 7,431 3,594 11,025 7,486 3,317 10,803 7,995 3,678 3,678 - 4,317 1,677 326 197 6 1,998 113 3,030 3,030 3,030 - - - 7,773 3,528 3,528 - 4,245 1,448 251 295 7 2,144 101 3,030 3,030 3,030 - - - 5,594 3,380 8,974 7,611 3,535 3,535 - 4,076 1,587 237 187 3 2,012 50 1,363 1,363 1,363 - - - 4,150 3,241 7,391 7,391 3,594 3,594 - 3,798 1,574 237 167 - 1,774 45 - - - - - - 4,161 3,191 7,352 7,352 3,554 3,554 - 3,798 1,574 237 167 - 1,774 45 - - - - - - Total 7,764 11,025 10,803 8,974 7,391 7,352 649 4.
Approved New Spending Initiatives Table 3.

New initiatives funded Programme Name of New Spending Initiative Priority Objective Description and motivation R'000s Funding 2021 Funding 2022 Funding 2023 P2:Arts Development Biennial des Seychelles Awards grant for the promotion, development and archiving of the Arts in Seychelles PSIP Compensation of Employees - - - - - - To show case the arts of artist Goods and Services 183.17 - - Minor Capital Outlays - Total 183.17 - - - - 5.
Programme Performance Programme 1: Governance, Management and Administration The purpose of the programme is to ensure the effective and efficient use of both its human and financial resources through the planning, monitoring, controlling and supervising role so as to ensure that the Council’s goals and objectives are achieved.

Programme Expenditure Table 4.
Consolidated programme expenditure estimates SR'000s 2019 Estimated Actual 2020 2021 2022 2023 Budget (Amendment) Revised Budget Budget Forecast Forecast Programmes P1:Governance, Management & Administration 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 4,838 4,838 4,666 2,147 2,147 - 2,519 1,082 698 143 21 467 108 7,431 7,431 4,401 2,199 2,199 - 2,202 1,331 176 167 6 465 56 7,486 7,486 4,456 2,301 2,301 - 2,155 1,124 122 295 - 513 101 5,594 5,594 4,231 2,218 2,218 - 2,013 1,266 109 157 3 428 50 4,150 4,150 4,150 2,227 2,227 - 1,923 1,259 109 137 - 372 45 4,161 4,161 4,161 2,237 2,237 - 1,923 1,259 109 137 - 372 45 650 SR'000s CAPITAL EXPENDITURE Non-financial Assets Building and Infrastructure Machinery and Equipment Other Fixed Assets Non-produced Assets 2019 Estimated Actual 2020 2021 2022 2023 Budget (Amendment) Revised Budget Budget Forecast Forecast 172 172 172 - - - 3,030 3,030 3,030 - - - 3,030 3,030 3,030 - - - 1,363 1,363 1,363 - - - - - - - - - - - - - - - Total 4,838 7,431 7,486 5,594 4,150 4,161 Programme 2: Arts Promotion Services The purpose of the programme is to work for the development and promotion of different art forms and with individuals of all ages interested in different art forms.
Strategic Objectives and Measures The table below sets out the performance measures by which the programme will be monitoring the achievement of its strategic objectives.

Table 5.

Performance measures for programme P2:Arts Promotion Services Outcome: Outcome indicator % of artist participating in arts program Contributing indicators 1.

No.

of public activities and events held funded by NAC through sponsors, grants and others 2.

No.
No.

of artist and arts professional who attends training supported by NAC 3.

No.
No.

of Community projects and educational programs conducted Target 20 500 15 Recognize and Reward artist that has contributed in the development of Art in Seychelles and to create role model 2019 Target Actual 2020 Amended Target 60% 65% 50% 2019 2020 Amended Target P2:Arts Promotion Services Actual 2021 2022 2023 Target Target Target 70% 2021 75% 2022 80% 2023 Target Target Target 25 800 18 4 40 48 52 1000 1200 1250 1300 20 30 40 50 651 Programme Expenditure Table 6.
Consolidated programme expenditure estimates SR'000s Programmes P2:Arts Promotion Services 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 CAPITAL EXPENDITURE Non-financial Assets Building and Infrastructure Machinery and Equipment Other Fixed Assets Non-produced Assets 2019 Estimated Actual 2020 2021 2022 2023 Budget (Amendment) Revised Budget Budget Forecast Forecast 2,926 2,926 2,926 1,187 1,187 - 1,739 385 101 - - 1,239 14 - - - - - - 3,594 3,594 3,594 1,478 1,478 - 2,115 346 150 30 - 1,533 56 - - - - - - 3,317 3,317 3,317 1,227 1,227 - 2,090 324 128 - 7 1,631 - - - - - - - 3,380 3,380 3,380 1,317 1,317 - 2,063 321 128 30 - 1,585 - - - - - - - 3,241 3,241 3,241 1,367 1,367 - 1,874 315 128 30 - 1,401 - - - - - - - 3,191 3,191 3,191 1,317 1,317 - 1,874 315 128 30 - 1,401 - - - - - - - Total 2,926 3,594 3,317 3,380 3,241 3,191 652 SECTION 4 Public Sector Investment Programme (PSIP) Public Sector Investment Program Ministries, Departments and Agencies Table of contents Expenditure Summary by Portfolio…………………………………………………….................... 01 PRESIDENT’S OFFICE PORTFOLIO Office of the President ……………………..……………………………………………………….
03 The Attorney General’s Chamber…………………………………………………………………... 04 Department of Defence……………………………………………………………………………... 05 DESIGNATED MINISTER PORTFOLIO Department of Blue Economy ………………………………………………………….................... 06 FOREIGN AFFAIRS AND TOURISM PORTFOLIO Department of Foreign Affairs …………………………………………………………………….. 07 INTERNAL AFFAIRS PORTFOLIO Department of Prison……………………………………………………………………………….

08 Department of Police………………………………………………………….…………………….
09 The Seychelles Fire and Rescue Services Agency……………………………………..…………… 10 TRANSPORT PORTFOLIO The Seychelles Land Transport Agency ………..……………………………………..…………… 11 Road Transport Commission ……………………………………………………………………….13 HEALTH PORTFOLIO Ministry of Health.

………………………………………………………………………………….


14 Health Care Agency …………………………………………………………………....................... 15 Agency for the Prevention of Drug Abuse and Rehabilitation……………………………………... 16 YOUTH SPORTS AND FAMILY PORTFOLIO National Sports Council…………………………………………………………………………..….17 National Council for the Elderly………………………………………………….….…………….. 18 CULTURE PORTFOLIO Department of Culture ………………………………………………………….………………….

19 Seychelles Heritage Foundation……………………………………………………....…………….
20 National Arts Council…...…………………………………………………………….…………… 21 INVESTMENT, ENTREPRENEURSHIP, AND INDUSTRY PORTFOLIO Industrial Estate Authority…………...……………………………………………………………... 22 LOCAL GOVERNMENT AND COMMUNITY AFFAIRS PORTFOLIO Local Government and Community Affairs …..……………………………….………………….

23 CONSTITUTIONALLY APPOINTED AUTHORITIES PORTFOLIO The Judiciary……………………………………………………………………………………….. 24 OTHER STATUTORY BODIES PORTFOLIO Seychelles Broadcasting Corporation ……………………………………………..……………….
25 FINANCE, ECONOMIC PLANNING AND TRADE Department of Finance ………………………………………………………….………………….

26 Department of Trade……………………………………………………………….……………….. 27 AGRICULTURE, CLIMATE CHANGE AND ENVIRONMENT PORTFOLIO Department of Agriculture………………………………………………..…………….………....... 28 Seychelles Agriculture Agency…………………………………………………….…....................... 29 National Biosecurity Agency………………………………………………………………………... 30 Ministry of Environment, Energy and Climate Change…………………………………………….
31 Seychelles Energy Commission………………………………………………………..…………… 32 Landscape and Waste Management Agency………………………………………………………... 33 EDUCATION PORTFOLIO Ministry of Education ……………………………………………………………………………… 34 LAND USE AND HOUSING PORTFOLIO Department of Lands ………………….……………………………………………………………..36 Department of Infrastructure ………………………………………………………………………..37 STATE OWNED ENTERPRISES Summary Page State Owned Enterprises ……………..……………………………….................... 39 Seychelles Port Authority ……………………………..……………………………….................... 40 Seychelles Civil Aviation Authority ……………………..………………………………................. 41 Seychelles Public Transport Corporation ……………………..………………………………....... 44 Public Utilities Corporation ……………..………………………………………………………… 45 Air Seychelles ltd ……………..…………………………….……………………………………… 48 Petro Seychelles …………………..………………………………………………………..……… 49 Seychelles Pension Fund ………………..………………………………………………………… 50 Paradis des Enfants Entertainment ……………………..………………………………………… 51 Island Development Company …………………………..………………………………………… 52 Housing Finance Company ……………………………..………………………………………… 54 Development Bank of Seychelles ………………………..………………………………………… 55 Seychelles Postal Services ……………………………..………………………………………… 56 FINANCING (2021 - 2023) LOCAL FINANCING (SR '000) FOREIGN LOAN FINANCING (SR '000) FOREIGN GRANT FINANCING (SR '000) TOTAL FINANCING 2021 - 2023 (SR '000) CUMMULATIVE EXPENDITURE 2019 REVISED BUDGET 2020 BUDGET 2021 FORECAST 2022 FORECAST 2023 LOCAL (SCR '000) FOREIGN LOAN (SCR '000) FOREIGN GRANT (SCR '000) TOTAL (SCR '000) LOCAL (SCR '000) FOREIGN LOAN (SCR '000) FOREIGN GRANT (SCR '000) TOTAL (SCR '000) LOCAL (SCR '000) FOREIGN LOAN (SCR '000) FOREIGN GRANT (SCR '000) TOTAL (SCR '000) LOCAL (SCR '000) FOREIGN LOAN (SCR '000) FOREIGN GRANT (SCR '000) TOTAL (SCR '000) LOCAL (SCR '000) FOREIGN LOAN (SCR '000) FOREIGN GRANT (SCR '000) TOTAL (SCR '000) 1,719,557 805,741 2,557,910 5,083,209 993,624 66,320 236,664 1,296,609 624,248 122,971 264,864 1,012,083 490,583 316,507 1,185,759 1,992,849 333,181 298,683 1,006,290
 1,638,153 223,628 133,674 702,001 1,059,303 SUMMARY OF CENTRAL GOVERNMENT CENTRAL PROGRAMME MINISTRIES / DEPARTMENTS / AGENCIES TOTAL CENTRAL GOVERNMENT President's Office Portfolio Office of the President Department of Public Administration Department of Defence The Attorney General's Chamber 4,516 - 5,507 6,500 - - 4,516 - 83,186 - - 340,220 208,167 - 428,913 214,667 - 23 - - 23 - - - - - - - 11,884 11,884 Total 16,523 83,186 548,386 648,096 Designated Minister's Portfolio Department of Blue Economy 300 227,971 114,689 342,959 Total 300 227,971 114,689 342,959 Ministry of Foreign Affairs and Tourism Department of Foreign Affairs Seychelles Tourism Board Seychelles Tourism Academy Total Ministry of Internal Affairs Portfolio Department of Police Seychelles Fire and Rescue Agency Prison Services Total Ministry ofTransport Portfolio Seychelles Land Transport Agency Road Transport Commission Seychelles Maritime Safety Administration - - - - 30,603 8,660 851 40,114 90,030 6,300 - - - - - - - - - 3,507 - - 3,507 - - - 28,420 3,507 3,507 28,420 410,779 - - 441,382 8,660 851 4,275 2,071 - 410,779 450,893 6,346 24,982 4,000 119,012 123,020 - - - - 6,300 - - - Total 96,330 24,982 4,000 125,312 123,020 Ministry of Health Portfolio Ministry of Health Health Care Agency Agency for Prevention of Drug Abuse & Rehabilitaton Public Health Authority National Aids Council 10,000 38,698 2,683 - - - 89,006 - 255,031 10,000 382,735 - 32,228 - - - 69,982 - - 72,665 - - - 2,262 - Total 51,381 89,006 325,013 465,400 34,490 Ministry of Youth, Sports and family National Sports Council Ministry of Family Affairs National Council for the Elderly National Council for the Disabled Total Culture portfolio Creative Industry and National Events Agency Department of Culture Seychelles Heritage Foundation Office of the Mayor of Victoria National Arts council Creole Institute Total 11,139 - 2,045 - 13,184 - 74,415 5,107 - 1,363 - 80,885 - - - - - - - - - - - - - - 2,800 - 11,139 - 4,845 - 2,800 15,984
 - - 788 - 788 - - - - - - - - 74,415 5,107 - 1,363 - 20,470 - - 3,323 578 - 80,885 24,372 - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - 23 - - 10,313 - 23 10,313 - - - - - - - - - - - - - - - - 10,313 - - 5,007 5,000 - 45,455 - - 340,220 110,243 - 390,681 115,243 4,516 - 500 1,500 - - 4,516 - 37,732 - - - 78,339 - 38,232 79,839 10,313 10,007 45,455 450,462 505,924 6,516 37,732 78,339 122,587 - 11,884 11,884 - - 28,420 28,420 4,275 2,071 - - - - - - 9,326 900 7,274 6,346 17,500 - - - - - - - 60,298 20,760 81,058 60,298 20,760 81,058 83,921 52,761 136,982 83,921 52,761 136,982 72,529 36,294 108,823 72,529 36,294 108,823 300 300 - - - - - - - 9,326 900 7,274 11,700 7,495 851 17,500 20,046 57,334 22,530 500 149 2,500 - 57,983 25,030 - - - - - - - - - - - - - - - - - - - - - - - 3,507 - - 3,507 - - 3,507 3,507 - - - - - - - 98,955 - - 110,655 7,495 851 16,873 1,165 - 98,955 119,001 18,038 213,382 - - 230,255 1,165 - 2,030 - - 213,382 231,420 2,030 4,000 26,530 33,500 24,982 - - 2,500 3,800 - - - - 4,000 29,030 37,300 24,982 - - - - 58,482 34,000 3,800 - - - 62,282 34,000 - - - - - - - - - - - 124,389 - 38,448 - 81,836 - 179,570 - 299,854 3,000 250 - 7,170 1,500 - - 2,683 - - - - - 34,498 - - 37,181 - - - - - - - - 64,681 33,975 - - 3,000 72,101 33,975 - - 7,000 - - - - 131,889 41,131 81,836 214,068 337,034 3,250 7,170 98,656 109,076 7,000 1,840 - 5,938 500 8,139 - 2,045 - 8,278 10,184 4,000 5,000 2,699 1,020 3,030 - - - - 1,363 - 15,749 1,363 - - - - - - - - - - - - - 2,800 - 8,139 - 4,845 - 1,500 - - - 2,800 12,984 1,500 - - - - - - - - - 1,363 - - 40,000 5,107 - - 1,363 45,107 - - - - - - - - - - - - - - - - - - - - - - 1,500 1,500 - - - - - - 1,500 1,500 - 40,000 5,107 - 34,415 - - - - - 45,107 34,415 - - - - - - - - - - - - - - - - - - - - - - - - - - - - - 119,519 48,972 8,362 - - 500 149 - - 119,519 49,620 8,362 - 2,707 - - 3,745 - 34,935 - 2,262 13,273 - 75,400 - 48,989 1,500 - - - - - 6,451 50,470 82,900
 48,989 - - - - - - - - - - - - - - 788 4,000 1,840 - 5,938 500 4,788 8,278 20,470 - - - 578 - 4,000 5,000 2,699 1,020 3,030 - 21,048 15,749 - - - - - - - - - - - - - - - - - - - - - 19,585 - - 19,585 19,585 19,585 71,521 25,633 97,155 71,521 25,633 97,155 - - - - - - - 98,441 - - 100,471 - - 98,441 100,471 - - - - - 10,780 1,509 - - 34,000 - - 34,000 7,000 10,780 1,509 - - 12,289 19,289 - - - - - - - - - - - 1,500 - - - 1,500 - 34,415 - - - 34,415 - - - - - - - - - - - - - - - - - - - - - - - - - - - 1 MINISTRIES / DEPARTMENTS / AGENCIES FINANCING (2021 - 2023) LOCAL FINANCING (SR '000) FOREIGN LOAN FINANCING (SR '000) FOREIGN GRANT FINANCING (SR '000) TOTAL FINANCING 2021 - 2023 (SR '000) CUMMULATIVE EXPENDITURE 2019 REVISED BUDGET 2020 BUDGET 2021 FORECAST 2022 FORECAST 2023 LOCAL (SCR '000) FOREIGN LOAN (SCR '000) FOREIGN GRANT (SCR '000) TOTAL (SCR '000) LOCAL (SCR '000) FOREIGN LOAN (SCR '000) FOREIGN GRANT (SCR '000) TOTAL (SCR '000) LOCAL (SCR '000) FOREIGN LOAN (SCR '000) FOREIGN GRANT (SCR '000) TOTAL (SCR '000) LOCAL (SCR '000) FOREIGN LOAN (SCR '000) FOREIGN GRANT (SCR '000) TOTAL (SCR '000) LOCAL (SCR '000) FOREIGN LOAN (SCR '000) FOREIGN GRANT (SCR '000) TOTAL (SCR '000) Ministry of Investment, Entrepreneurship and Industry Industrial Estate Authority 41,053 Enterprise Seychelles Agency National Institute of Technology Science & Innovation Total Ministry of Local Government & Community Affairs Ministry of Local Government & Community Affairs Total Constitutionally Appointed Authority Judiciary The Legislature Total Other Statutory Bodies Portfolio Seychelles Broadcasting Corporation Anti-Corruption Commission Total Ministry of Finance, Economic Planning and Trade portfolio Department of Trade Department of Finance National Bureau of Statistics Total Ministry of Agriculture, Climate Change and Environment portfolio Department of Agriculture Ministry of Environment, Energy and Climate change Seychelles Meteorological Authority Seychelles Energy Commision
 Landscape and Waste Management Agency Seychelles Agricultural Agency National Biosecurity Agency - - 41,053 99,013 99,013 3,177 - 3,177 2,218 - 2,218 200 330 - 530 - 30,369 - - 1,027 55,023 1,459 - - - - - - - - - - - - - - - - - - - - - 41,053 6,987 - - - - 41,053 6,987 15,200 114,213 150,950 15,200 114,213 150,950 5,196 - 8,373 - 5,196 8,373 36,360 - 36,360 38,579 - 38,579 254,206 5,773 - 259,980 254,406 6,103 - 260,510 1,953 1,953 285 - 285 1,746 - 1,746 - - - - - - - 55,303 76,710 - 111,505 - - - - - - 107,079 - 166,808 1,027 55,023 1,459 - 333,351 19,790 - - - 17,919 1,057 38,766 - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - 9,417 - 9,417 - - - 8,179 - - 8,179 6,987 - - 5,000 250 - 6,987 5,250 150,950 53,600 150,950 53,600 9,702 - - 9,702 - 1,746 - 1,746 8,179 - - 8,179 2,913 - 2,913 11,155 - 11,155 - - - - - 11,053 - - - 17,032 1,266 - - 49,571 - 37,005 - - - 69,361 - 37,005 - 17,919 1,057 - - - - - - - - - - - - - - - - - - - - - - - - - - - - 5,000 250 - 36,769 - - 5,250 36,769 12,362 65,962 26,313 12,362 65,962 26,313 21,959 - 24,872 - 3,177 - 21,959 24,872 3,177 150,510 161,665 - 150,510 - 161,665 2,218 - 2,218 5,759 - - 5,759 5,759 - - 5,759 200 330 - 530 1,490 1,490 - 28,836 - - - - - 39,889 - - - 17,032 1,266 8,079 - - 1,027 21,341 1,265 30,326 59,678 31,712 - - - - - - - - - - - - - - - - - - - - - - - - - - - 36,769 2,134 - - - - 36,769 2,134 15,200 41,513 36,250 15,200 41,513 36,250 - - - - - - - - - - 5,196 - 5,196 8,373 - - 8,373 36,360 38,579 - 36,360 - 38,579 128,395 5,773 - 134,168 128,595 6,103 - 134,698 1,953 1,953 52,488 - 102,161 - - 156,603 60,567 - 102,161 1,027 21,341 1,265 - 188,315 - - - - - - - - - - - - - - - - - - - - - - - - - - - - 2,134 2,150 - - - - 2,134 2,150 36,250 36,450 36,250 36,450 - - - - - - - - - - - - - - - - - 62,906 - - 62,906 62,906 - - 62,906 - - - - - - - - - - - - - - - - 6,985 - - - 16,841 195 - - 18,434 - - 24,222 - 9,344 - - 24,021 18,434 33,566 - 31,207 - 27,778 - 16,841 195 - 76,021 15,305 - - -
 16,841 - - 36,869 - - 32,146 36,869 Total 87,879 55,303 190,169 86,576 125,342 29,351 Ministry of Education portfolio Ministry of Education Institute of Early Childhood Development 204,755 270,858 18,901 494,513 67,155 - - 8,063 8,063 - Total 204,755 270,858 26,964 502,576 67,155 - - - 67,155 64,841 5,321 12,901 83,063 49,963 105,296 6,000 161,259 51,921 137,836 - - - - - - - - - - - 67,155 64,841 5,321 12,901 83,063 49,963 105,296 6,000 161,259 51,921 137,836 - - - 189,757 1,487 25,284 - - - 189,757 1,487 25,284 Ministry of Land and Housing Department of Infrastructure Department of lands 982,215 54,436 614,867 1,651,518 510,277 54,436 126,042 - 690,754 258,778 20,000 Total 982,215 54,436 614,867 1,651,518 510,277 54,436 126,042 690,754 278,778 - - - 10,288 - 269,066 20,000 211,840 20,000 10,288 289,066 231,840 - - - 5,679 - - 217,519 20,000 87,144 20,000 5,679 237,519 107,144 - - 483,146 - 570,290 20,000 52,450 20,000 483,146 590,290 72,450 - - - - - - - - - - - - - - 62,906 - - 62,906 - - - - - - - - - 483,146 2,150 - - 2,150 36,450 36,450 - - - - - - - 62,906 - - 62,906 - 15,305 - 36,869 - 16,841 - 69,015 26,771 - 26,771 - 535,596 20,000 483,146 555,596 2 Office of the President NAME OF PROJECT STATUS FINANCED BY LOCAL FINANCING (SR '000) FOREIGN LOAN FINANCING (SR '000) FOREIGN GRANT FINANCING (SR '000) TOTAL FINANCING 2021 - 2023 (SR '000) LOCAL (SCR '000) FOREIGN LOAN (SCR '000) FOREIGN GRANT (SCR '000) TOTAL (SCR '000) LOCAL (SCR '000) FOREIGN LOAN (SCR '000) FOREIGN GRANT (SCR '000) TOTAL (SCR '000) LOCAL (SCR '000) FOREIGN LOAN (SCR '000) FOREIGN GRANT (SCR '000) TOTAL (SCR '000) LOCAL (SCR '000) FOREIGN LOAN (SCR '000) FOREIGN GRANT (SCR '000) TOTAL (SCR '000) LOCAL (SCR '000) FOREIGN LOAN (SCR '000) FOREIGN GRANT (SCR '000) TOTAL (SCR '000) FINANCING (2021 - 2023) CUMMULATIVE EXPENDITURE 2019 REVISED BUDGET 2020 BUDGET 2021 FORECAST 2022 FORECAST 2023 4,516 - - 4,516 - - - - - - - - - - - - 4,516 - - 4,516 P1:Governance, Management and Administration
 Construction of Fire wall Construction of retaining wall / boundary wall at state house replacement of louvre blades Total P1: Governance, Management and Admnistration New New New GOS GOS GOS 400 2,716 1,400 - - - - - - 400 2,716 1,400 - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - 400 2,716 1,400 - - - - - - 400 2,716 1,400 4,516 - - 4,516 - - - - - - - - - - - - 4,516 - - 4,516 - - - - - - - - - - - - - - - - - - - - 3 The Attorney General's Chamber FINANCING (2021 - 2023) CUMMULATIVE EXPENDITURE 2019 REVISED BUDGET 2020 BUDGET 2021 FORECAST 2022 FORECAST 2023 NAME OF PROJECT STATUS FINANCED BY LOCAL FINANCING (SR '000) FOREIGN LOAN FINANCING (SR '000) FOREIGN GRANT FINANCING (SR '000) TOTAL FINANCING 2021 - 2023 (SR '000) LOCAL (SR'000) FOREIGN LOAN (SR '000) FOREIGN GRANT (SR '000) TOTAL (SR '000) LOCAL (SCR '000) FOREIGN LOAN FOREIGN GRANT (SCR '000) (SCR '000) TOTAL (SCR '000) LOCAL (SR'000) FOREIGN LOAN (SR '000) FOREIGN GRANT (SR '000) TOTAL (SR '000) LOCAL (SR'000) FOREIGN LOAN (SR '000) FOREIGN GRANT (SR '000) TOTAL (SR '000) LOCAL (SR'000) FOREIGN LOAN (SR '000) FOREIGN GRANT (SR '000) TOTAL (SR '000) P1: Governance, Management and Administration New AG Office Total P1: Governance, Management and Administration New GOS/GOI 6,500 6,500 - 208,167 214,667 - 208,167 214,667 - - - - - - - - - - - - - - - - 5,000 5,000 - - 110,243 115,243 1,500 110,243 115,243 1,500 - - 78,339 79,839 78,339 79,839 - - - - 19,585 19,585 19,585 19,585 6,500 - 208,167 214,667 - - - - - - - - 5,000 - 110,243 115,243 1,500 - 78,339 79,839 - - 19,585 19,585 4 Deparment of Defence NAME OF PROJECT STATUS FINANCING LOCAL FINANCING (SR '000) FOREIGN LOAN FINANCING (SR '000) FOREIGN GRANT FINANCING (SR '000) TOTAL FINANCING 2021 - 2023 (SR '000) LOCAL (SCR '000) FOREIGN LOAN (SCR '000) FOREIGN GRANT (SCR '000) TOTAL (SCR'000) LOCAL (SCR '000) FOREIGN LOAN (SCR '000) FOREIGN GRANT (SCR '000) TOTAL (SCR '000) LOCAL (SCR '000) FOREIGN LOAN (SCR '000) FOREIGN GRANT (SCR
 '000) TOTAL (SCR '000) LOCAL (SCR '000) FOREIGN LOAN (SCR '000) FOREIGN GRANT (SCR '000) TOTAL (SCR '000) FINANCING (2021 - 2023) CUMMULATIVE EXPENDITURE 2019 REVISED BUDGET 2020 BUDGET 2021 FORECAST 2022 FORECAST 2023 P1:Governance, Management and Administration SP1:Defence Administration & Planning Ile du shoutte compound Backfilling / road surfacing persevernace New Completed GOS GOS Supply and installation of chain link fence Coast Guard perseverance Ongoing GOS Total P1:Governance, Management and Administration P2: Deterrence, Surveillance and Response SP1: Maritime Operations Acquisition of fast patrol vessel Communication equipments Construction of Jetty Total P2: Deterrence, Surveillance and Response new new new GOJ GOI GOI 5,507 - 5,000 507 5,507 - - - - 83,186 340,220 428,913 - - - - 10,313 - - 10,313 5,007 45,455 340,220 390,681 500 37,732 - 38,232 - - - - - - - - - 5,000 507 5,507 - 24,216 58,971 340,220 - - 340,220 24,216 58,971 83,186 340,220 423,406 - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - 4,313 6,000 - 10,313 - - - - - - - - - - - - - - - - - - - - 4,313 6,000 - - 4,500 507 10,313 5,007 - - - - - - - - - 4,500 507 5,007 - - - - - - - - - 24,216 21,239 340,220 - - 340,220 24,216 21,239 45,455 340,220 385,674 - 500 - 500 - - - - - - - - - - 37,732 37,732 - - - - - - - - - 500 - 500 - - 37,732 37,732 - - - - - - - - - - - - - - - - - - - - - - - - - - - 5 Department of Blue Economy NAME OF PROJECT STATUS FINANCED BY LOCAL FINANCING (SR '000) FOREIGN LOAN FINANCING (SR '000) FOREIGN GRANT FINANCING (SR '000) TOTAL FINANCING 2021 - 2023 (SR '000) LOCAL (SR'000) FOREIGN LOAN (SR '000) FOREIGN GRANT (SR '000) TOTAL (SR '000) LOCAL (SCR '000) FOREIGN LOAN (SCR '000) FOREIGN GRANT (SCR '000) TOTAL (SCR '000) LOCAL (SR'000) FOREIGN LOAN (SR '000) FOREIGN GRANT (SR '000) TOTAL (SR '000) LOCAL (SR'000) FOREIGN LOAN (SR '000) FOREIGN GRANT (SR '000) TOTAL
 (SR '000) FINANCING (2021 - 2023) CUMMULATIVE EXPENDITURE 2019 REVISED BUDGET 2020 BUDGET 2021 FORECAST 2022 FORECAST 2023 227,971 114,689 342,959 - 11,884 - 11,884 - 60,298 20,760 81,058 300 83,921 52,761 136,982 - 72,529 36,294 108,823 - 71,521 25,633 97,155 P1: Coordination of Blue Economy Development SP2: Maritime boundary delimitation Blue Bond Swiofish Blue Bond Sey Cat Blue bond DBS Development of blue economy MSME's Value chains Total P1.
Coordination of Blue Economy Development Ongoing IBRD Ongoing AFDB Ongoing AFDB Ongoing AFDB 300 300 - - - 70,533 31,488 125,950 97,744 - - 168,578 31,488 125,950 - 16,944 16,944 300 227,971 114,689 342,959 - - - - - 11,884 - - - 11,884 - - - - - 11,884 - - - 11,884 - - - - - 17,300 7,026 35,972 17,300 - - 34,600 7,026 35,972 300 - - 27,218 11,341 45,363 45,363 - - 72,880 11,341 45,363 - 3,460 3,460 - - 7,399 7,399 60,298 20,760 81,058 300 83,921 52,761 136,982 - - - - - 22,162 10,073 40,294 30,220 - - 52,382 10,073 40,294 - 6,074 6,074 72,529 36,294 108,823 - - - - - 21,154 10,073 40,294 22,162 - - 43,316 10,073 40,294 - 3,472 3,472 71,521 25,633 97,155 6 Department of Foreign Affairs FINANCING (2021 - 2023) CUMMULATIVE EXPENDITURE 2019 REVISED BUDGET 2020 BUDGET 2021 FORECAST 2022 FORECAST 2023 NAME OF PROJECT STATUS FINANCED BY LOCAL FINANCING (SCR '000) FOREIGN LOAN FINANCING (SR '000) FOREIGN GRANT FINANCING (SR '000) TOTAL FINANCI NG 2021 - 2023 (SR '000) LOCAL (SCR '000) FOREIGN LOAN FOREIGN GRANT (SCR '000) (SCR '000) TOTAL LOCAL (SCR '000) (SCR '000) FOREIGN LOAN FOREIGN GRANT (SCR '000) (SCR '000) TOTAL (SCR '000) LOCAL (SCR '000) FOREIGN LOAN FOREIGN GRANT (SCR '000) (SCR '000) TOTAL (SCR '000) LOCAL (SCR '000) FOREIGN FOREIGN LOAN GRANT TOTAL FOREIGN LOCAL LOAN FOREIGN GRANT (SCR '000) (SCR '000) TOTAL (SCR '000) (SCR '000) (SCR '000) (SCR '000) (SCR '000) - - 3,507 3,507 - - - - - - - - - - 3,507 3,507 - - - - - - - - P1:Governance, Management and Administration SP2: Central Administration Renovation of office building ongoing GOS Total P1:Governance, Management and Administration - - - - 3,507 3,507 3,507 3,507 - - - - - - - - - - - - - - - - - - - 3,507 3,507 - 3,507 3,507 - - - - - - - - - - - - - - - - 7 Department of Prison NAME OF THE PROJECT STATUS FINANCED BY LOCAL FINANCING (SR '000) FOREIGN LOAN FINANCING (SR '000) FOREIGN GRANT FINANCING (SR '000) TOTAL FINANCING 2021 - 2023 (SCR '000) LOCAL (SR'000) FOREIGN LOAN (SR '000) FOREIGN GRANT (SR '000) TOTAL (SR '000) LOCAL (SCR '000) FOREIGN
 LOAN (SCR '000) FOREIGN GRANT (SCR '000) TOTAL (SCR '000) LOCAL (SR'000) FOREIGN LOAN (SR '000) FOREIGN GRANT (SR '000) TOTAL (SR '000) LOCAL (SR'000) FOREIGN LOAN (SR '000) FOREIGN GRANT (SR '000) TOTAL (SR '000) FINANCING (2021 - 2023) CUMMULATIVE EXPENDITURE 2019 REVISED BUDGET 2020 BUDGET 2021 FORECAST 2022 P2:Custodial Services Construction of Search room completed completion of staff barrack completed Construction of Bois de Rose barracks completed refurbishment of cell blocks - male block - SPS Mont Possee new Medium to low risk accomodation cancelled GOS GOS GOS GOS GOS Total P2: Custodial Services 851 80 171 600 - 851 - - - - - - - 851 - - - - 7,274 - - 7,274 851 - - 851 - - - - - - - - 80 171 600 - 851 - - - - - - - - - - - - - - - - - - - - 3,070 2,232 300 - 1,672 - - - - 7,274 - - - - - - 3,070 2,232 300 - 1,672 80 171 600 - 7,274 851 - - - - - - - - - - 80 171 600 - 851 - - - - - - - - - - - - - - - - - - - - 8 Department of Police FINANCING (2020 - 2022) CUMMULATIVE EXPENDITURE 2019 REVISED BUDGET 2020 BUDGET 2021 FORECAST 2022 FORECAST 2023 NAME OF THE PROJECT STATUS FINANCED BY LOCAL FINANCING (SR '000) FOREIGN LOAN FINANCING (SR '000) FOREIGN GRANT FINANCING (SR '000) TOTAL FINANCING 2021 - 2023 (SCR '000) LOCAL (SR'000) FOREIG N LOAN (SR '000) FOREIGN GRANT (SR '000) TOTAL (SR '000) LOCAL (SCR '000) FOREIGN FOREIGN LOAN GRANT (SCR '000) (SCR '000) TOTAL (SCR '000) LOCAL (SR'000) FOREIGN FOREIGN LOAN (SR '000) GRANT (SR '000) TOTAL (SR '000) LOCAL (SR'000) FOREIGN LOAN (SR '000) FOREIGN GRANT (SR '000) TOTAL (SR '000) LOCAL (SR'000) FOREIGN LOAN (SR '000) FOREIGN GRANT (SR '000) TOTAL (SR '000) 25,303 - 280,728 306,031 4,275 - - 4,275 9,326 - - 9,326 11,700 - 98,955 110,655 16,873 - 213,382 230,255 2,030 - 98,441 100,471 P1: Governance, Management & Administration rewiring central police station renovation of central police station Upgrading of police stations La Digue Police Station New Police Head Quarter Total P1: Governance, Management &
 Administration P2:Visible Policing SP2: Community, Airport Policing GOS New New GOS completed GOS GOS New GOI New Baie Ste Anne Praslin Police Station Police Cars Total P2:Visible Policing New ongoing GOS GOI P5: Anti Narcotics Bureau SP1: Management construction of marine police facilities Total P5: Anti Narcotics Bureau New GOS/GOJ 2,000 3,300 - 20,303 5,000 25,303 - - - - - - - - - - - - - - - - - - 280,728 280,728 - - - 2,000 3,300 - 20,303 285,728 306,031 - - - - - - 130,051 130,051 - - 4,036 239 - 4,275 - - - - - - - - - - - - - - - - - - - - - - - - - - 4,036 239 - - - 1,734 5,967 - 4,275 7,701 - - - - 1,554 - 1,554 70 70 - - - - - - - - - - - - - - - - - - - - - - - - 1,734 5,967 - 2,000 - - 6,700 3,000 7,701 11,700 1,554 - 1,554 70 70 - - - - - - - - - - - - - - - - - - - - 84,850 2,000 - - 6,700 87,850 - 3,300 - 11,573 2,000 84,850 96,550 16,873 - - - - - - 14,105 14,105 14,105 14,105 - - - - - - - - - - - - - - - - - - - 150,738 - 3,300 - 11,573 152,738 - - - 2,030 - 150,738 167,611 2,030 - - - - - - 62,644 62,644 62,644 62,644 - - - - - - - - - - - - - - - - - - - 45,139.8 - - - 2,030 45,140 45,140 47,170 - - - - - - 53,302 53,302 53,302 53,302 9 Seychelles Fire And Rescue Services Agency FINANCING (2021 - 2023) CUMMULATIVE EXPENDITURE 2019 REVISED BUDGET 2020 BUDGET 2021 FORECAST 2022 FORECAST 2023 NAME OF PROJECT STATUS FINANCED BY LOCAL FINANCING (SR '000) FOREIGN LOAN FINANCING (SR '000) FOREIGN GRANT FINANCING (SR '000) TOTAL FINANCING 2021 - 2023 (SCR '000) LOCAL (SR'000) FOREIGN FOREIGN LOAN (SR '000) GRANT (SR '000) TOTAL (SR '000) LOCAL (SR'000) FOREIGN LOAN (SR '000) FOREIGN GRANT (SR '000) TOTAL (SR '000) LOCAL (SR'000) FOREIGN FOREIGN LOAN (SR '000) GRANT (SR '000) TOTAL (SR '000) LOCAL (SR'000) FOREIGN FOREIGN LOAN (SR '000) GRANT (SR '000) TOTAL (SR '000) FOREIGN LOCAL (SR'000) LOAN (SR '000) FOREIGN GRANT (SR '000) TOTAL (SR '000) P2:Emergency Operations Construction of Anse Royale Fire Station Total P2: Emergency Operation GOS Ongoing
 8,660 8,660 8,660 - - - - - - 8,660 2,071 8,660 8,660 2,071 2,071 - - - - - - 2,071 900 2,071 2,071 900 900 - - - - - - 900 7,495 900 900 7,495 7,495 - - - - - - 7,495 1,165 7,495 7,495 1,165 1,165 - - - - - - 1,165 1,165 1,165 - - - - - - - - - - - - 10 Seychelles Land Transport Agency NAME OF PROJECT STATUS FINANCED BY LOCAL FINANCING (SR '000) FOREIGN LOAN FINANCING (SR '000) FOREIGN GRANT FINANCING (SR '000) TOTAL FINANCING 2021 - 2023 (SCR '000) LOCAL (SR '000) FOREIGN LOAN (SR'000) FOREIGN GRANT (SR'000) TOTAL (SR '000) LOCAL (SR'000) FOREIGN LOAN (SR '000) FOREIGN GRANT (SR '000) TOTAL (SR '000) LOCAL (SR '000) FOREIGN LOAN (SR'000) FOREIGN GRANT (SR'000) TOTAL (SR '000) LOCAL (SR '000) FOREIGN LOAN (SR'000) FOREIGN GRANT (SR'000) TOTAL (SR '000) LOCAL (SR '000) FOREIGN LOAN (SR'000) FOREIGN GRANT (SR'000) TOTAL (SR '000) FINANCING (2021 - 2023) CUMMULATIVE EXPENDITURE 2019 REVISED BUDGET 2020 BUDGET 2021 FORECAST 2022 FORECAST 2023 P2: Road Infrastructure Projects and Maintenance SP1: Road Infrastructure Projects Improvement Of Bends Upgradation Of Bridges Road Diversion Rc Mission Anse Boileau Ongoing Ongoing Ongoing Upgrading of Kan Per Road BSA Ongoing Upgrading of Foret Noire - Sans Soucis road Ongoing Acess Road La Gogue Dam site Ongoing GOS GOS GOS GOS GOS GOS Roadside Drainage Along Primary Roads Junction & Drainage Improvement La Gogue Road - Manressa Anse Etoile Footpath Grand Anse Mahe Road Enlargement North East Point Glacis Re-Levelling Access Road Caiman Estate Anse Boileau Drainage & Footpath Improvement Barbarons Bus Ongoing GOS Ongoing Ongoing GOS GOS Ongoing GOS Ongoing Ongoing New Widening Of Rochon Road Road & Drainage Improvement Ongoing Ma Joie -Mt Signal Link Widening Of Curio Road Ongoing Installation Of Pedestrian Railings Ongoing Upgrading Of Secondary Roads Ongoing Grand Riviere project surveying projects Street Lights SP3: Road Maintenance Services Acquisition & Maintenance of Crash Barriers Disaster Mitigation ongoing Ongoing
 New Ongoing Ongoing rehabilitation of coastal road due to erosion Maintenance Of Footpath Concrete Road Surface Drainage Maintenance Total P2: Road Infrastructure Projects and Maintenance Ongoing Ongoing Ongoing GOS GOS GOS GOS GOS GOS GOS GOS GOS GOI GOS GOS GOS GOS GOS P3: Road Safety, Traffic and Land Transport Management Victoria Traffic Management Construction of Bus Shelters & Stands High Over Bridge Footpath/Drainage Improvement Bel Eau to NCC Upgrading of Footpath Mont Fleuri Footpath Bel Ombre Fond Zaore road Third Lane Pte Larue Ongoing GOS Ongoing New Ongoing Ongoing GOS GOS GOS GOS Ongoing GOS Completed GOS New GOS 360,101 15,747 4,000 4,000 3,500 800 - 2,000 - 1,500 - 1,500 200 - - - 1,500 3,500 - 500 3,500 - - - 7,330 6,500 6,000 4,000 3,500 4,000 - - - - - - - - - - - - - - - - - - - 24,982 - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - 4,000 - - - 272,866 123,020 4,000 4,000 3,500 800 - 2,000 - 1,500 - 1,500 200 - - - 1,500 3,500 - 3,500 24,982 7,330 6,500 10,000 4,000 3,500 4,000 1,969 3,203 2,329 1,347 547 1,973 502 379 437 986 - 1,499 - 1,987 2,443 207 164 - 809 - 15,795 10,670 - 4,273 9,495 15,125 145,471 33,344 4,000 182,816 76,141 9,000 2,500 - - - - - 12,000 - - - - - - - - - - - - - - - - 9,000 32,013 2,500 1,151 - - - - - 12,000 - 665 1,530 2,680 3,501 - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - 119,519 48,972 8,362 1,969 3,203 2,329 1,347 547 1,973 502 379 437 986 - 1,499 - 1,987 2,443 207 164 - 809 15,795 10,670 - 4,273 9,495 15,125 - 1,000 2,451 1,500 1,500 1,500 1,000 1,000 2,000 1,500 300 500 1,500 2,500 1,000 1,000 1,000 1,000 - 2,500 2,986 - 1,000 2,000 1,000 - - - - - - - - - - - - - - - - - - 8,362 - - - - - - 76,141 31,737 8,362 32,013 2,000 1,151 - 665 1,530 2,680 1,000 3,000 - - 1,322 - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - 57,334 22,530 - 1,000 2,451 1,500 1,500 1,500
 1,000 1,000 2,000 - - 3,500 800 - 2,000 - 1,500 - 1,500 1,500 300 500 1,500 2,500 1,000 1,000 1,000 1,000 8,362 2,500 2,986 - 1,000 2,000 1,000 200 - - - 1,500 - - 500 - - 2,330 1,500 - - - 40,099 15,330 2,000 1,000 3,000 - - 1,322 - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - 4,000 26,530 33,500 24,982 - - - - - - - - - - - - - - - - - - - - - 4,000 - - - - - 3,500 800 - 2,000 - 1,500 - 1,500 200 - - - 1,500 - - 500 - - 2,330 1,500 4,000 - - - 2,000 2,000 - - - - - - 1,500 - - - - - - - - - - - - - - - - - 1,500 - - 24,982 2,000 2,000 3,000 2,000 2,000 2,000 - - - - - 4,000 19,330 20,000 24,982 - - - - - - - - - - - - - - 5,000 1,500 - - - - 7,000 - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - 58,482 34,000 2,000 2,000 - - - - - - - - - - - - - 1,500 - 2,000 2,000 - - - - - - 2,000 1,500 24,982 2,000 - 2,000 2,000 3,000 2,000 2,000 2,000 3,000 3,000 3,000 2,000 1,500 2,000 44,982 22,500 5,000 4,000 1,500 1,000 - - - - - - - - - 7,000 5,000 - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - 34,000 2,000 2,000 - - - - - - - - - - - - - 2,000 - 2,000 - 3,000 3,000 3,000 2,000 1,500 2,000 22,500 4,000 1,000 - - - - 5,000 11 Seychelles Land Transport Agency NAME OF PROJECT STATUS FINANCED BY LOCAL FINANCING (SR '000) FOREIGN LOAN FINANCING (SR '000) FOREIGN GRANT FINANCING (SR '000) TOTAL FINANCING 2021 - 2023 (SCR '000) LOCAL (SR '000) FOREIGN LOAN (SR'000) FOREIGN GRANT (SR'000) TOTAL (SR '000) LOCAL (SR'000) FOREIGN LOAN (SR '000) FOREIGN GRANT (SR '000) TOTAL (SR '000) LOCAL (SR '000) FOREIGN LOAN (SR'000) FOREIGN GRANT (SR'000) TOTAL (SR '000) LOCAL (SR '000) FOREIGN LOAN (SR'000) FOREIGN GRANT (SR'000) TOTAL (SR '000) LOCAL (SR '000) FOREIGN LOAN (SR'000) FOREIGN GRANT (SR'000) TOTAL (SR '000) FINANCING (2021 - 2023) CUMMULATIVE EXPENDITURE 2019 REVISED BUDGET 2020 BUDGET 2021 FORECAST 2022 FORECAST 2023 Inner
 Islands Road Widening Salazie Bsa upgrading works St Sauveur BSA pavement Cote D'or Access Road Vanilla La Digue Koko Ibrid Road Improvement Anse La Blague Praslin Road Pasquere Praslin Concrete Road resurfacing Ongoing Ongoing Ongoing Ongoing New completed Ongoing Ongoing GOS GOS GOS GOS GOS GOS GOS GOS Total P3: Road Safety, Traffic and Land Transport Management 1,700 - - 500 - - 5,000 1,500 90,051 - - - - - - - - - - - - - - - - - - 1,700 507 - - 500 - - 5,000 1,500 90,051 - - 497 - 1,780 2,555 - 46,879 - - - - - - - - - - - - - - - - - - 507 - - 497 - 1,780 2,555 - 43,378 - 400 250 - 1,000 - 4,500 3,763 17,235 - - - - - - - - - - - - - - - - - - - 400 250 - 1,000 - 4,500 3,763 17,235 1,700 - - 500 - - 5,000 - 7,200 - - - - - - - - - - - - - - - - - - 1,700 - - 500 - - 5,000 - 7,200 - - - - - - - - 13,500 - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - 13,500 0 1,500 11,500 - - - - - - - - - - - - - - - - - - - - - - - - - 1,500 11,500 12 Road Transport Commission FINANCING (2021 - 2023) CUMMULATIVE EXPENDITURE 2019 REVISED BUDGET 2020 BUDGET 2021 FORECAST 2022 FORECAST 2022 NAME OF PROJECT STATUS FINANCED BY LOCAL FINANCING (SR '000) FOREIGN LOAN FINANCING (SR '000) FOREIGN GRANT FINANCING (SR '000) TOTAL FINANCING 2021 - 2023 (SCR '000) LOCAL (SR'000) FOREIGN FOREIGN LOAN (SR '000) GRANT (SR '000) TOTAL (SR '000) LOCAL (SR'000) FOREIGN FOREIGN LOAN (SR '000) GRANT (SR '000) TOTAL (SR '000) LOCAL (SR'000) FOREIGN LOAN (SR '000) FOREIGN GRANT (SR '000) TOTAL (SR '000) LOCAL (SR'000) FOREIGN LOAN (SR '000) FOREIGN GRANT (SR '000) TOTAL (SR '000) LOCAL (SR'000) FOREIGN FOREIGN LOAN (SR '000) GRANT (SR '000) TOTAL (SR '000) 6,300 - - 6,300 - - - - 500 - - 500.000 2,500 - - 2,500.00 3,800 - - 3,800 P1: Road Transport Management Vehicle testing station Praslin new upgrading of infrastructure Mahe new GOS GOS P1: Road Transport Management Total 5,800 500 6,300 - - - - - - 5,800 500 6,300 - - - - - - - - - - - - - 500 500 - - - - - - - 500 2,000 500 500
 2,500 - - - - 2,000 3,800 500 - 2,500 3,800 - - - - - - - - - 3,800 - 3,800 - - - - - - - - - - - - - - - - 13 Ministry of Health FINANCING (2021 - 2023) CUMMULATIVE EXPENDITURE 2019 REVISED BUDGET 2020 BUDGET 2021 FORECAST 2022 FORECAST 2022 NAME OF PROJECT STATUS FINANCED BY LOCAL FINANCING (SR'000) FOREIGN LOAN FINANCING (SR '000) FOREIGN GRANT FINANCING (SR '000) P1: Governance, Management and Administration SP2: Administration and Human Resource Management Renovation of SBC house to house staff of the Ministry Total P1:Governance, Management and Administration New GOS 4,000 10,000 3,000 - - - - - - TOTAL FINANCING 2021 - 2023 (SCR '000) 3,000 10,000 3,000 LOCAL (SR'000) FOREIGN LOAN (SR '000) FOREIGN GRANT (SR '000) TOTAL (SR '000) LOCAL (SR'000) FOREIG N LOAN (SR '000) FOREIG N GRANT (SR '000) TOTAL (SR '000) LOCAL (SR '000) FOREIGN LOAN (SR '000) FOREIGN GRANT (SR '000) TOTAL (SR '000) LOCAL (SR '000) FOREIGN LOAN (SR '000) FOREIGN GRANT (SR '000) TOTAL (SR '000) LOCAL (SR '000) FOREIGN LOAN (SR '000) FOREIGN GRANT (SR '000) TOTAL (SR '000) - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - 3,000 3,000 3,000 - - - - - - 3,000 7,000 3,000 7,000 - - - 7,000 - 7,000 3,000 7,000 - - 7,000 14 Health Care Agency NAME OF PROJECT STATUS FINANCE D BY LOCAL FINANCING (SR '000) FOREIGN LOAN FINANCING (SR '000) FOREIGN GRANT FINANCING (SR '000) TOTAL FINANCING 2021 - 2023 (SCR '000) LOCAL (SR '000) FOREIGN LOAN (SR '000) FOREIGN GRANT (SR '000) TOTAL (SR '000) LOCAL (SR'000) FOREIGN LOAN (SR '000) FOREIGN GRANT (SR '000) TOTAL (SR '000) LOCAL (SR '000) FOREIGN LOAN (SR '000) FOREIGN GRANT (SR '000) TOTAL (SR '000) LOCAL (SR '000) FOREIGN LOAN (SR '000) FOREIGN GRANT (SR '000) TOTAL (SR '000) LOCAL (SR '000) FOREIGN LOAN (SR '000) FOREIGN GRANT (SR '000) TOTAL (SR '000) FINANCING (2020- 2023) CUMMULATIVE EXPENDITURE 2019 REVISED BUDGET 2020 BUDGET 2021 FORECAST 2022 FORECAST 2023 2,707 34,935 75,400 48,989 124,389 38,448 81,836 179,570 299,854 250 7,170
 64,681 72,101 - - - - 21,553 21,553 21,553 12,203 76,596 21,553 12,203 76,596 72,892 89,006 252,009 413,907 32,228 SP2: Admin and Human Resource Management Health Information System Total P1: Governance, Management and Administration Ongoing GOI 12,203 79,112 12,203 79,112 P2: Hospital and Specialised Services Diagnostic Centre into clinical laboratory Yellow roof - interior & exterior painting renovation of antenatal clinic renovation of male & female medical ward Other parts of Seychelles Hospital (Repair & Painting - Lab/ Pharmacy etc…) on hold ongoing Ongoing ongoing GOS GOS GOS ongoing GOS Baie Ste Anne Hospital - (Lab+ Store+ Workshop+ Mortuary + Driver's bay+ Library+ Retention) CSSD Purchase of medical equipment La Digue Logan Hospital - (New Hospital with new out patient facilities to replace the old as part of Master Plan) Conversion of Administrative Block (Red Roof) into HCA Admin Conversion of Clinical laboratory into ICU completed Ongoing New New New completed Remodelling medical notes library into blood bank Anse Royale Outpatient - (Reconstruction - Master plan phase2) new on hold GOS GOS GOJ UAE GOS GOS GOS GOS Purchase of ambulances ongoing GOI LPG Storage facility - ( Seychelles & Praslin Hospital) new GOS Construction of Isolation center Procurement medical equip & med New Ongoing TBC GOI - 563 1,165 2,050 895 - 3,329 - - 1,180 310 250 - - 350 - - - - - - - - - - - - - - - 9,893 - - - - - - - - - - 91,316 91,316 - 563 1,165 2,050 - - - - 259 3,028 895 4,356 - - 21,798 - 3,329 21,798 1,931 5,250 - 108,971 108,971 - - - - - - - 1,180 310 250 - - 3,734 - 1,933 9,893 - 350 744 58,879 - 58,879 - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - 259 3,028 7,800 900 1,000 - 4,356 5,000 1,931 5,250 - 500 3,000 - - 7,000 - 3,734 - - - - 1,933 4,000 2,707 2,707 - - - 744 - - - - 19,000 - Total P2: Hospital and Specialised Services 10,091 9,893 189,648 209,633 21,235 - 2,707 23,941 48,200 P3: Community Curative and Preventive
 Services North East Point complex Ongoing GOS 12,330 English River HC - (Remodeling/Upgrading) Ongoing GOS Painting works Praslin B.S.Anne Hospital Mental Home - (Upgrading/Extension) Grand Anse Praslin clinic - Anti fungal treatment Fencing of Anse Aux Pins HC Home for the Elderly (Upgrading of male/femal and geriatric facility) Baie Lazare HC - New Rehabilitation Centre Total P3: Community Curative and Preventive Services New completed Ongoing Ongoing Ongoing New Ongoing GOS GOS GOS GOS GOS TBC GOS 2,182 1,891 - - - - - - 50,597 - - - - - - - - - - - - - - - - - 65,383 - 12,330 8,055 2,182 2,655 1,891 - - - - 65,383 - - - 150 - 133 - - - - - - - 62,361 81,786 10,993 - - - - - - - - - 8,055 10,000 2,655 4,000 - - 150 - 133 - 2,100 700 400 2,000 6,000 2,000 10,993 27,200 - - - - - - - - - - - - - - - - 27,436 27,436 - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - 88,800 88,800 - 563 1,165 2,050 895 - - 21,798 - 3,329 21,798 73,714 73,714 - - - - - - 1,180 310 - - 5,239 350 39,829 - 39,829 - - - - - - - - - - - - - 250 - - - - - 2,516 2,516 - - - - - - - - - - - - - 4,654 - - - - - - - - - - - - - 2,516 2,516 - - - - - - - - 30,220 30,220 - - - - - - - - 250 - 4,654 - 16,329 - 16,329 - 7,800 900 1,000 - 5,000 500 3,000 - - 563 1,165 2,050 895 3,329 - 7,000 - 1,180 310 - - - 350 - - - - - 4,000 - - 19,000 27,436 75,636 - - - - - - - - - - - 5,239 - - - 9,841 5,239 135,341 150,422 250 4,654 46,549 51,453 10,000 12,330 4,000 2,182 - 2,100 700 400 2,000 6,000 2,000 1,891 - - - - - - 27,200 16,404 - - - - - - - - - - - - - - - - - 44,229 - 12,330 2,182 1,891 - - - - 44,229 - 44,229 60,632 - - - - - - - - - - - - - - - - - - - - - - - - - 18,132 - - - - - - - - 18,132 - - 18,132 18,132 - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - 10,780 10,780 - - - - - - - - - - - - - - - - 5,037 5,037 - - - - - - - - - - - - 2,721 - 2,721 - 7,758 7,758 - - - - - - - - - - - -
 - - 3,022 - 3,022 - 3,022 3,022 15 Agency for Prevention of Drug Abuse and Rehabilitation FINANCING (2021 - 2023) CUMMULATIVE EXPENDITURE 2019 REVISED BUDGET 2020 BUDGET 2021 FORECAST 2022 FORECAST 2023 NAME OF PROJECT STATUS FINANCED BY LOCAL FINANCING (SR '000) FOREIGN LOAN FINANCING (SR '000) FOREIGN GRANT FINANCING (SR '000) TOTAL FINANCING 2021 - 2023 (SCR '000) LOCAL (SR'000) FOREIGN FOREIGN LOAN (SR '000) GRANT (SR '000) TOTAL (SR '000) LOCAL (SR'000) FOREIGN FOREIGN LOAN (SR '000) GRANT (SR '000) TOTAL (SR '000) LOCAL (SR'000) FOREIGN LOAN (SR '000) FOREIGN GRANT (SR '000) TOTAL (SR '000) LOCAL (SR'000) FOREIGN LOAN (SR '000) FOREIGN GRANT (SR '000) TOTAL (SR '000) LOCAL (SR'000) FOREIGN LOAN (SR '000) FOREIGN GRANT (SR '000) TOTAL (SR '000) 2,683 - 69,982 72,665 - - - - 1,500 - - 1,500.0 2,683 - 34,498 37,181 - - 33,975 33,975 P3: Treatment and Rehabilitation Renovation ex CID building Completed GOS Rehabilitation village new GOS / UAE Total P3: Treatment and Rehabilitation 2,683 - 2,683 - - - - 69,982 2,683 69,982 69,982 72,665 - - - - - - - - - - - - 1,500 - 1,500 - - - - - - 1,500 - 2,683 - 1,500 2,683 - - - - 2,683 34,498 34,498 34,498 37,181 - - - - - - - - 33,975 33,975 33,975 33,975 - - - - - - - - 1,509 1,509 - - 1,509 1,509 1,509 1,509 16 National Sports Council FINANCING (2021 - 2023) CUMMULATIVE EXPENDITURE 2019 REVISED BUDGET 2020 BUDGET 2021 FORECAST 2022 FORECAST 2023 NAME OF PROJECT STATUS FINANCED BY LOCAL FINANCING (SR '000) FOREIGN LOAN FINANCING (SR '000) FOREIGN GRANT FINANCING (SR '000) TOTAL FINANCING 2021 - 2023 (SCR '000) LOCAL (SR'000) FOREIGN FOREIGN LOAN (SR '000) GRANT (SR '000) TOTAL (SR '000) LOCAL (SR'000) FOREIGN FOREIGN LOAN (SR '000) GRANT (SR '000) TOTAL (SR '000) LOCAL (SR'000) FOREIGN FOREIGN LOAN (SR '000) GRANT (SR '000) TOTAL (SR '000) LOCAL (SR'000) FOREIGN FOREIGN LOAN (SR '000) GRANT (SR '000) TOTAL (SR '000) LOCAL (SR'000) FOREIGN FOREIGN LOAN GRANT (SR '000) (SR '000) TOTAL (SR '000) P1:Governance, Management &
 Administration Renovation works at Unity Stadium Renovation works at Palais des Sports Upgrading Roche Caiman Swimming pool Renovation works Stad Popillaire Upgrading of sports infrastructure facilites Total P1:Governance Management & Administration New New ongoing New ongoing GOS GOS GOS GOS GOS 11,139 1,500 2,955 2,184 - 4,500 11,139 - - - - - - - - - - - - - - 11,139 1,500 2,955 2,184 - 4,500 11,139 - - - - - - - - - - - - - - - - - - - - - - - - - - - - 1,840 - - 765 1,075 - 1,840 - - - - - - - - - - - - - - 1,840 8,139 - - 765 1,075 - 1,500 2,955 2,184 - 1,500 1,840 8,139 - - - - - - - - - - - - - - 8,139 1,500 1,500 2,955 2,184 - 1,500 - - - - 1,500 8,139 1,500 - - - - - - - - - - - - - - 1,500 1,500 - - 1,500 - - - - 1,500 - - - - 1,500 - - - - - - - - - - 1,500 1,500 - - - - - - 1,500 1,500 17 National Council for the Elderly FINANCING (2021 - 2023) CUMMULATIVE EXPENDITURE 2019 REVISED BUDGET 2020 BUDGET 2021 FORECAST 2022 FORECAST 2023 NAME OF PROJECT STATUS FINANCED BY LOCAL FINANCING (SR '000) FOREIGN LOAN FINANCING (SR '000) P2: Homes for the elderly Installation of water tank at elderly homes New Expansion to elderly home Anse Royale Renovation works to elderly homes New ongoing GOS GOI GOS Total P2: Homes for the elderly 3,778 630 - 1,415 2,045 - - - - - FOREIGN GRANT FINANCING TOTAL FINANCING 2021 - 2023 (SCR '000) (SR '000) - - 2,800 - 4,845 630 2,800 1,415 2,800 4,845 788 - - 788 788 LOCAL (SR'000) FOREIGN FOREIGN LOAN (SR '000) GRANT (SR '000) TOTAL (SR '000) LOCAL (SR'000) FOREIGN FOREIGN LOAN (SR '000) GRANT (SR '000) TOTAL (SR '000) LOCAL (SR'000) FOREIGN FOREIGN LOAN GRANT (SR '000) TOTAL (SR '000) LOCAL (SR'000) FOREIGN FOREIGN LOAN (SR '000) GRANT (SR '000) TOTAL (SR '000) LOCAL (SR'000) FOREIGN LOAN (SR '000) FOREIGN GRANT (SR '000) TOTAL (SR '000) - - - - - - - - - - 788 5,938 - - 788 - - 5,938 788 5,938 - - - - - - - - - - 5,938 2,045 - - 5,938 630 - 1,415 5,938 2,045 2,800 4,845 - 2,800 - 630 2,800 1,415 2,800 4,845 - - - - - - - - - -
 - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - (SR '000) - - - - - 18 Department of Culture FINANCING (2021 - 2023) CUMMULATIVE EXPENDITURE 2019 REVISED BUDGET 2020 BUDGET 2021 FORECAST 2022 FORECAST 2023 NAME OF PROJECT STATUS FINANCED BY LOCAL FINANCING (SR '000) FOREIGN LOAN FINANCING (SR '000) FOREIGN GRANT FINANCING (SR '000) TOTAL FINANCING 2021 - 2023 (SCR '000) LOCAL (SR'000) FOREIGN FOREIGN LOAN (SR '000) GRANT (SR '000) TOTAL (SR '000) LOCAL (SCR '000) FOREIGN FOREIGN LOAN (SCR '000) GRANT TOTAL (SCR '000) (SCR '000) LOCAL (SR'000) FOREIGN LOAN (SR '000) FOREIGN GRANT (SR '000) TOTAL (SR '000) LOCAL (SR'000) FOREIGN LOAN (SR '000) FOREIGN GRANT (SR '000) TOTAL (SR '000) LOCAL (SR'000) FOREIGN LOAN (SR '000) FOREIGN GRANT (SR '000) TOTAL (SR '000) 45,000 - 21,115 66,115 - - - - 5,000 - - 5,000 - - - - 40,000 - - 40,000 34,415 - - 34,415 P3:Conservation Renovation of carnegie New Construction of admin block next to annex ongoing GOS GOS Total P3: Conservation P4: Public Access to Information and Education SP1:National Library Services renovation of national library Total P4:Public Access to Information and Education New GOS 3,165 28,250 25,000 43,000 20,000 - - - - - - - - - 3,165 28,250 25,000 43,000 21,115 41,115 - - - - - - - - - - - - - - - - - - - - - 5,000 5,000 - - - - - - - - - - - - - 5,000 5,000 - - - - - - - - - - - - - - - - - - - - - - 3,000 17,000 20,000 20,000 20,000 - - - - - - - - - - 3,000 17,000 165 11,250 20,000 11,415 20,000 23,000 20,000 23,000 - - - - - - - - - - 165 11,250 11,415 23,000 23,000 19 Seychelles Heritage Foundation FINANCING (2021 - 2023) CUMMULATIVE EXPENDITURE 2019 REVISED BUDGET 2020 BUDGET 2021 FORECAST 2022 FORECAST 2023 NAME OF THE PROJECT STATUS FINANCED BY LOCAL FINANCING (SR '000) FOREIGN LOAN FINANCING (SR '000) FOREIGN GRANT FINANCING (SR '000) TOTAL FINANCING 2021 - 2023 (SCR '000) LOCAL (SR'000) FOREIGN LOAN (SR '000) FOREIGN GRANT (SR '000) TOTAL (SR '000) LOCAL (SR'000) FOREIGN LOAN (SR '000)
 FOREIGN GRANT (SR '000) TOTAL (SR '000) LOCAL (SR'000) FOREIGN FOREIGN LOAN (SR '000) GRANT (SR '000) TOTAL (SR '000) LOCAL (SR'000) FOREIGN LOAN (SR '000) FOREIGN GRANT (SR '000) TOTAL (SR '000) LOCAL (SR'000) FOREIGN LOAN (SR '000) FOREIGN GRANT (SR '000) TOTAL (SR '000) P2:Conservation and Valorisation of Heritage Assets Construction of admin block Total P2:Conservation and Valorisation of Heritage Assets ongoing GOS 5,107 5,107 - - - - 5,107 5,107 - - - - - - - - 2,699 2,699 - - - - 2,699 2,699 - - - - - - - - 5,107 5,107 - - - - 5,107 5,107 - - - - - - - 5,107 - - 5,107 - - - - 2,699 - - 2,699 - - - - 5,107 - - 5,107 - - - - 20 National Arts Council NAME OF PROJECT STATUS FINANCED BY LOCAL FINANCING (SR '000) FOREIGN LOAN FINANCING (SR '000) FOREIGN GRANT FINANCING (SR '000) TOTAL FINANCING 2021 - 2023 (SCR '000) LOCAL (SR'000) FOREIGN LOAN (SR '000) FOREIGN GRANT (SR '000) TOTAL (SR '000) LOCAL (SR'000) FOREIGN LOAN (SR '000) FOREIGN GRANT (SR '000) TOTAL (SR '000) LOCAL (SR'000) FOREIGN LOAN (SR '000) FOREIGN GRANT (SR '000) TOTAL (SR '000) LOCAL (SR'000) FOREIGN LOAN (SR '000) FOREIGN GRANT (SR '000) TOTAL (SR '000) LOCAL (SR'000) FOREIGN LOAN (SR '000) FOREIGN GRANT (SR '000) TOTAL (SR '000) FINANCING (2021 - 2023) CUMMULATIVE EXPENDITURE 2019 REVISED BUDGET 2020 BUDGET 2021 FORECAST 2022 FORECAST 2023 1,363 - - 1,363 578 - - 578 3,030 - - 3,030 1,363 - - 1,363 - - - - P1:Governance, Management & Administration Renovation of NAC building completed GOS Renovation of National Theatre Ongoing GOS Total P1:Governance, Management & Administration - 1,363 1,363 - - - - - - - 1,363 149 429 1,363 578 - - - - - - 149 429 875 2,156 578 3,030 - - - - - - 875 - 2,156 1,363 3,030 1,363 - - - - - - - 1,363 1,363 - - - - - - - - - - - - - - - - - - - - - - - - - - - - 21 Industrial Estate Authority FINANCING (2021 - 2023) CUMMULATIVE EXPENDITURE 2019 REVISED BUDGET 2020 BUDGET 2021 FORECAST 2022 FORECAST 2023 NAME OF THE PROJECT STATUS FINANCED BY LOCAL FINANCING (SCR
 '000) FOREIGN LOAN FINANCING (SCR '000) FOREIGN GRANT FINANCING (SCR '000) TOTAL FINANCING 2021 - 2023 (SCR '000) LOCAL (SCR '000) FOREIGN FOREIGN LOAN GRANT (SCR '000) (SCR '000) TOTAL LOCAL (SCR '000) (SCR '000) FOREIGN FOREIGN LOAN GRANT (SCR '000) (SCR '000) TOTAL LOCAL (SCR '000) (SCR '000) FOREIGN LOAN FOREIGN GRANT (SCR '000) (SCR '000) TOTAL LOCAL (SCR '000) (SCR '000) FOREIGN LOAN FOREIGN GRANT (SCR '000) (SCR '000) TOTAL LOCAL (SCR '000) (SCR '000) FOREIGN LOAN FOREIGN GRANT TOTAL (SCR '000) (SCR '000) (SCR '000) 41,053 P2:Estate Management SP2:Properties Management Infrastructure development Zone 20 Ongoing GOS 23,197 Marine Industrial park Infrastructure development Zone 06 New New Infrastructure development Eve Island New GOS GOS GOS Total P2:Estate Management - - 17,856 41,053 - - - - - - - - - - - - 41,053 6,987 23,197 6,434 - - 17,856 41,053 - - 553 6,987 - - - - - - - - - - - - 6,987 5,000 6,434 - - 553 6,987 - - - 5,000 5,000 - - - - - - - - - - - - 5,000 36,769 - - - 5,000 5,000 19,972 - - 16,797 36,769 - - - - - - - - - - - - 36,769 2,134 19,972 1,075 - - 16,797 36,769 - - 1,059 2,134 - - - - - - - - - - - - 2,134 2,150 1,075 2,150 - - 1,059 2,134 - - - - - - - - - - - - - 2,150 2,150 - - - 2,150 - - 2,150 22 Ministry of Local Government and Community Affairs FINANCING (2021 - 2023) CUMMULATIVE EXPENDITURE 2019 REVISED BUDGET 2020 BUDGET 2021 FORECAST 2022 FORECAST 2023 NAME OF PROJECT STATUS FINANCED BY LOCAL FINANCING (SR '000) FOREIGN LOAN FINANCING (SR '000) FOREIGN GRANT FINANCING (SR '000) TOTAL FINANCING 2021 - 2023 (SCR '000) LOCAL (SR'000) FOREIGN FOREIGN LOAN (SR '000) GRANT (SR '000) TOTAL (SR '000) LOCAL (SCR '000) FOREIGN LOAN FOREIGN GRANT (SCR '000) (SCR '000) TOTAL (SCR '000) LOCAL (SR'000) FOREIGN LOAN (SR '000) FOREIGN GRANT (SR '000) TOTAL (SR '000) LOCAL (SR'000) FOREIGN LOAN FOREIGN GRANT (SR '000) (SR '000) TOTAL (SR '000) LOCAL (SR'000) FOREIGN LOAN FOREIGN GRANT (SR '000) TOTAL (SR '000) (SR '000) P3:Community
 Infrastructure Development Minor Emergency Works Cascade Comm Centre Community infrastructure Ile Perseverance 1 Da'S Office Renovation works for MNA offices District Small Projects Eradication Of Pti Payot Grand Anse Praslin Day Care Ile perseverance day care Anse Aux Pins Day Care Takamaka Day Care Major maintenance of courts & playing fields/ sport infrastructure Glacis Day Care Extension Of Da'S Office - Regional Centres Small Construction projects - first tranche Upgrading of DA's Office Re-roofing works & gen maintenance A.Boileau Community center Major electrical works & gen maintenance B.S.Anne Community center Construction of new DA's office Belombre General maintenance Au Cap Community center Repairs of washroom and sanitary equipment Anse Etoile Community center Ongoing New Pipeline new Ongoing Ongoing Ongoing Ongoing Ongoing GOS GOS GOS GOS GOS GOS GOS GOS GOS GOS GOS Ongoing ongoing GOS Completed GOS ongoing Ongoing INDIA GOS new new new new new General maintenance Plaisance Community center new Upgrading Mont Buxton Community center new Major maintenance Baie Lazare community center new Major renovation of La Digue Community Center and DA's office new Re-roofing works Anse Royale Community Center new Upgrading multipurpose mont fleuri New Upgrading Community center / mini halls Completed GOS Total P3:Community Infrastructure Development GOS GOS GOS GOS GOS GOS GOS GOS GOS GOS GOS 99,013 - 15,200 114,213 150,950 - - 150,950 53,600 - 12,362 65,962 26,313 - 15,200 41,513 36,250 - - 36,250 36,450 - - 36,450 8,000 - - 4,200 2,414 73,000 - 150 - 204 350 - 120 - - - 700 950 4,500 400 175 150 300 200 2,000 1,200 - - 99,013 - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - 7,000 3,000 - - - - - 5,200 - - - - - - - - - - - - - - - - - - - 8,000 7,000 3,000 4,200 2,414 73,000 - 150 5,200 204 350 - 120 - - - 700 950 4,500 400 175 150 300 200 2,000 1,200 - - 7,849 50 - - 130,278 3,286 477 517 2,717 - 651 4,288 - 837 - - - - - - - - - - - - 15,200
 114,213 150,950 - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - 7,849 50 - - - 130,278 3,286 477 - 517 2,717 - 651 4,288 - 837 - - - - - - - - - - - - 9,200 3,000 - 30,000 2,000 150 150 - 3,000 150 - - 3,000 - - - - - - - - - - 950 2,000 150,950 53,600 - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - 12,362 - - - - - - - - - - - - 9,200 3,000 - 30,000 2,000 150 150 - 3,000 150 - 12,362 3,000 - - - - - - - - - - 950 2,000 2,000 - - 2,414 13,000 - 150 204 350 - 120 - - - 700 950 2,000 400 175 150 300 200 2,000 1,200 - - 12,362 65,962 26,313 - - - - - - - - - - - - - - - - - - - - - - - - - - - 7,000 3,000 - - - - 5,200 - - - - - - - - - - - - - - - - - - - 2,000 7,000 3,000 - 1,200 13,000 - 150 5,200 204 350 - 120 - - - 700 950 2,000 400 175 150 300 200 2,000 1,200 - - 30,000 - - - - - - - - - - - 2,050 - - - - - - - - - 15,200 41,513 36,250 - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - 3,000 - 3,000 1,200 3,000 30,000 - - 30,000 - - - - - - - - - - - - - - - - - - - 2,050 - - 450 - - - - - - - - - - - - - - - - - 36,250 36,450 - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - 3,000 - 3,000 30,000 - - - - - - - - - - - 450 - - - - - - - - - 36,450 23 The Judiciary FINANCING (2021 - 2023) CUMMULATIVE EXPENDITURE 2019 REVISED BUDGET 2020 BUDGET 2021 FORECAST 2022 FORECAST 2023 NAME OF PROJECT STATUS FINANCED BY LOCAL FINANCING (SR '000) FOREIGN LOAN FINANCING (SR '000) FOREIGN GRANT FINANCING (SR '000) TOTAL FINANCING 2021 - 2023 (SCR '000) LOCAL (SCR '000) FOREIGN LOAN FOREIGN GRANT (SCR '000) (SCR '000) TOTAL (SCR '000) LOCAL (SR'000) FOREIGN FOREIGN LOAN (SR '000) GRANT (SR '000) TOTAL (SR '000) LOCAL (SCR '000) FOREIGN LOAN FOREIGN GRANT (SCR '000) (SCR '000) TOTAL (SCR '000) LOCAL (SCR '000) FOREIGN FOREIGN LOAN GRANT (SCR '000) (SCR '000) TOTAL LOCAL (SCR '000) (SCR
 '000) FOREIGN LOAN FOREIGN GRANT TOTAL (SCR '000) (SCR '000) (SCR '000) P2: Court Management SP2: Supreme Court Management Tiling of supreme and COA courts Painting of interal walls PDJ new new GOS GOS SP3: Magistrate Court Management New Magistrate Court Total P2: Court Management Ongoing GOS / GOI 3,177 877 1,400 900 3,177 - - - - - 5,196 8,373 285 - - 5,196 5,196 877 1,400 6,096 8,373 - - 285 285 - - - - - 9,417 9,702 2,913 - - - - - - 9,417 9,417 9,702 9,702 2,913 2,913 - - - - - 21,959 24,872 3,177 - - - - 21,959 21,959 24,872 24,872 877 1,400 900 3,177 - - - - - 5,196 8,373 - - 5,196 5,196 877 1,400 6,096 8,373 - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - 24 Seychelles Broadcasting Corporation FINANCING (2021 - 2023) CUMMULATIVE EXPENDITURE 2019 REVISED BUDGET 2020 BUDGET 2021 FORECAST 2022 FORECAST 2023 NAME OF PROJECT STATUS FINANCED BY LOCAL FINANCING (SR '000) FOREIGN LOAN FINANCING (SR '000) FOREIGN GRANT FINANCING (SR '000) TOTAL FINANCING 2021 - 2023 (SCR '000) LOCAL (SR'000) FOREIGN FOREIGN LOAN (SR '000) GRANT (SR '000) TOTAL (SR '000) LOCAL (SR'000) FOREIGN FOREIGN LOAN (SR '000) GRANT (SR '000) TOTAL (SR '000) LOCAL (SR'000) FOREIGN LOAN FOREIGN GRANT (SR '000) (SR '000) TOTAL (SR '000) LOCAL (SR'000) FOREIGN FOREIGN LOAN (SR '000) GRANT (SR '000) TOTAL (SR '000) LOCAL (SR'000) FOREIGN LOAN FOREIGN GRANT (SR '000) TOTAL (SR '000) (SR '000) 2,218 - 36,360 38,579 1,746 - - 1,746 11,155 - 150,510 161,665 2,218 - 36,360 38,579 - - - P1: Governance, Management & Administration SP1: Finance, Administration & Human Resource SBC Broadcast House Relocation of AM radio Total P1: Governance, Management & Administration Ongoing New GOC GOS 2,218 - 2,218 - - - 36,360 - 38,579 - 1,746 - 36,360 38,579 1,746 - - - - - - 1,746 - 6,000 5,155 1,746 11,155 - - - 150,510 - 156,510 5,155 2,218 - 150,510 161,665 2,218 - - - 36,360 - 38,579 - 36,360 38,579 - - - - - - - - - - - - - - - - - - - - - - - - - - - 25 Department of Finance
 NAME OF PROJECT STATUS FINANCED BY LOCAL FINANCING (SR '000) FOREIGN LOAN FINANCING (SR '000) FOREIGN GRANT FINANCING (SR '000) TOTAL FINANCING 2021 - 2023 (SCR '000) LOCAL (SR'000) FOREIGN LOAN (SR '000) FOREIGN GRANT (SR '000) TOTAL (SR '000) LOCAL (SR'000) FOREIGN LOAN (SR '000) FOREIGN GRANT (SR '000) TOTAL (SR '000) LOCAL (SR'000) FOREIGN LOAN (SR '000) FOREIGN GRANT (SR '000) TOTAL (SR '000) LOCAL (SR'000) FOREIGN LOAN (SR '000) FOREIGN GRANT (SR '000) TOTAL (SR '000) LOCAL (SR'000) FOREIGN LOAN (SR '000) FOREIGN GRANT (SR '000) TOTAL (SR '000) FINANCING (2021 - 2023) CUMMULATIVE EXPENDITURE 2019 REVISED BUDGET 2020 BUDGET 2021 FORECAST 2022 FORECAST 2023 330 - 5,773 6,103 - - - - - - - - 330 - 5,773 6,103 - - - - - - - - P1: Governance, Management and Administration SP2: Human Resource and Support Services Aids management information system Renovation entrance to liberty house Total P1: Governance, Management and Administration new new GOS - 330 330 - - - 5,773 - 5,773 5,773 330 6,103 - - - - - - - - - - - - - - - - - - - - - - - - - 330 330 - - - 5,773 - 5,773 330 5,773 6,103 - - - - - - - - - - - - - - - - - - - - - - - - 26 Department of Trade FINANCING (2021 - 2023) CUMMULATIVE EXPENDITURE 2019 REVISED BUDGET 2020 BUDGET 2021 FORECAST 2022 FORECAST 2023 NAME OF PROJECT STATUS FINANCED BY LOCAL FINANCING (SR '000) FOREIGN LOAN FINANCING (SR '000) FOREIGN GRANT FINANCING (SR '000) TOTAL FINANCING 2021 - 2023 (SCR '000) LOCAL (SR'000) FOREIGN FOREIGN LOAN (SR '000) GRANT (SR '000) TOTAL (SR '000) LOCAL (SR'000) FOREIGN FOREIGN LOAN (SR '000) GRANT (SR '000) TOTAL (SR '000) LOCAL (SR'000) FOREIGN LOAN (SR '000) FOREIGN GRANT (SR '000) TOTAL (SR '000) LOCAL (SR'000) FOREIGN LOAN (SR '000) FOREIGN GRANT (SR '000) TOTAL (SR '000) LOCAL (SR'000) FOREIGN LOAN (SR '000) FOREIGN GRANT (SR '000) TOTAL (SR '000) P1: Trade Development Sp1: Comprehensive Trade Policy 11Th EDF RISP IEPA Implementation Ongoing Trade Related Facility ongoing Total P1: Trade Development
 EU SADEC - 200 200 - - - 252,157 2,049 206,145 252,157 2,249 254,406 - - - - - - - 8,179 8,179 - 8,179 8,179 - - - - - - 1,198 4,561 5,759 1,198 4,561 5,759 - 200 200 - - - 126,346 2,049 128,395 126,346 2,249 128,595 - - - - - - 62,906 - 62,906 62,906 - 62,906 200 - 206,145 254,406 - - 8,179 8,179 - - 5,759 5,759 200 - 128,395 128,595 - - 62,906 62,906 - - - - - - - - 62,906 62,906 62,906 - 62,906 62,906 - 62,906 27 Department of Agriculture NAME OF PROJECT STATUS FINANCED BY LOCAL FINANCING (SR '000) FOREIGN LOAN FINANCING (SR '000) FOREIGN GRANT FINANCING (SR '000) TOTAL FINANCING 2021 - 2023 (SCR '000) LOCAL (SR'000) FOREIGN LOAN (SR '000) FOREIGN GRANT (SR '000) TOTAL (SR '000) LOCAL (SR'000) FOREIGN LOAN (SR '000) FOREIGN GRANT (SR '000) TOTAL (SR '000) LOCAL (SR'000) FOREIGN LOAN (SR '000) FOREIGN GRANT (SR '000) TOTAL (SR '000) LOCAL (SR'000) FOREIGN LOAN (SR '000) FOREIGN GRANT (SR '000) TOTAL (SR '000) LOCAL (SR'000) FOREIGN LOAN (SR '000) FOREIGN GRANT (SR '000) TOTAL (SR '000) FINANCING (2021 - 2023) CUMMULATIVE EXPENDITURE 2019 REVISED BUDGET 2020 BUDGET 2021 FORECAST 2022 FORECAST 2023 P1:Governance, Management & Administration - - 1,953 1,953 - - - - - - 1,490 1,490 - - 1,953 1,953 - - - - Climate smart agriculture Total P1: Governance, Management & Administration New COMESA - - - - 1,953 1,953 1,953 1,953 - - - - - - - - - - - - 1,490 1,490 1490 1490 - - - - - 1,953 1,953 1,953 1,953 - - - - - - - - - - - - - - - - - - - - 28 Seychelles Agricultural Agency FINANCING (2021 - 2023) NAME OF PROJETS STATUS FINANCED BY LOCAL FINANCING (SR '000) FOREIGN LOAN FINANCING (SR '000) FOREIGN GRANT FINANCING (SR '000) TOTAL FINANCING 2021 - 2023 (SCR '000) CUMMULATIVE EXPENDITURE 2019 REVISED BUDGET 2020 BUDGET 2021 FORECAST 2022 FORECAST 2023 LOCAL (SR'000) FOREIGN FOREIGN LOAN (SR '000) GRANT (SR '000) TOTAL (SR '000) LOCAL (SR'000) FOREIGN FOREIGN LOAN (SR '000) GRANT (SR '000) TOTAL (SR '000) LOCAL (SR'000) FOREIGN LOAN (SR '000) FOREIGN GRANT (SR '000) TOTAL
 (SR '000) LOCAL (SR000) FOREIGN LOAN (SR '000) FOREIGN GRANT (SR '000) TOTAL (SR '000) LOCAL (SR000) FOREIGN LOAN FOREIGN GRANT (SR '000) TOTAL (SR '000) 39,260 - - 39,260 17,919 - - 17,919 17,032 - - 17,032 21,341 - - 21,341 16,841 - - 16,841 16,841 P3: Agricultural Planning & Land Management LTF projects ongoing Total P3: Agricultural Planning & Land Management GOS/LTF 33,682 33,682 P2: Crop & livestock research and development SP1: Crop Research and Development RC road at Mont Posee RC road Val D'en D'or B.Lazare RC road Helvetia Grand Anse Mahe Fencing at research center Anse Boileau Road and bridge La Pointe Praslin Road Mont Posee Anse Boileau Upgrading of irrigation system - research center upgrading of barrage Mont Plaisir Praslin barrage La Misere Grand Anse Mahe ongoing ongoing ongoing ongoing ongoing ongoing new ongoing ongoing GOS/LTF GOS/LTF GOS/LTF GOS/LTF GOS/LTF GOS/LTF GOS/LTF GOS/LTF GOS/LTF SP2: Agricultural Extension services RC road at Jalousie Praslin Butcher shop at Victoria Market renovation of Praslin Abbatoir Cap Samy Construction of research building Anse Boileau prototype farm ex Danny Zelia / La Semence project parcel C6736 Desilting projects - Mahe/Praslin demolition of existing (old) butcher shop renovation of extension building Beolier G.A.M Total P2: Crop & Livestock research and development ongoing ongoing ongoing GOS/LTF GOS/LTF GOS/LTF ongoing GOS/LTF ongoing new new GOS/LTF GOS/LTF GOS/LTF new GOS/LTF 2,197 1,481 2,966 728 14 1,061 1,250 175 165 74 97 1,892 5,416 574 2,000 250 1,000 21,341 - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - 33,682 33,682 392 392 2,197 1,481 2,966 728 14 1,061 1,250 175 165 74 97 1,892 5,416 574 2,000 250 1,000 21,341 - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - 392 392 17,032 17,032 - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - -
 17,032 17,032 - - - - - - - - - - - - - - - - - - - - 2,197 1,481 2,966 728 14 1,061 1,250 175 165 74 97 1,892 5,416 574 2,000 250 1,000 21,341 - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - 16,841 16,841 2,197 1,481 2,966 728 14 1,061 1,250 175 165 74 97 1,892 5,416 574 2,000 250 1,000 21,341 - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - 16,841 16,841 16,841 16,841 - - - - - - - - - - - - - - - - - - - - - - - - - - - - (SR '000) - - - - - - - - - - - - - - - 16,841 16,841 16,841 - - - - - - - - - - - - - - - - - - - - - 29 National Biosecurity Agency NAME OF PROJECT STATUS FINANCED BY LOCAL FINANCING (SR '000) FOREIGN LOAN FINANCING (SR '000) FOREIGN GRANT FINANCING (SR '000) TOTAL FINANCING 2021 - 2023 (SCR '000) LOCAL (SR'000) FOREIGN LOAN (SR '000) FOREIGN GRANT (SR '000) TOTAL (SR '000) LOCAL (SR'000) FOREIGN LOAN (SR '000) FOREIGN GRANT (SR '000) TOTAL (SR '000) LOCAL (SR'000) FOREIGN LOAN (SR '000) FOREIGN GRANT (SR '000) TOTAL (SR '000) LOCAL (SR'000) FOREIGN LOAN (SR '000) FOREIGN GRANT (SR '000) TOTAL (SR '000) LOCAL (SR'000) FOREIGN LOAN (SR '000) FOREIGN GRANT (SR '000) TOTAL (SR '000) LOCAL (SR'000) FOREIGN LOAN (SR '000) FOREIGN GRANT (SR '000) TOTAL (SR '000) FINANCING (2021 - 2023) CUMMULATIVE EXPENDITURE 2019 REVISED BUDGET 2020 BUDGET 2021 FORECAST 2022 FORECAST 2022 FORECAST 2023 1,459 - - 1,459 1,057 - - 1,057 1,266 - - 1,266 1,265 - - 1,265 195 - - 195 SP2 - Control and Diagnostic Services quarantine facility for large + small animal Construction of dog compound Total P2: Animal and Plant Health Bio-Secuirity Services Ongoing GOS 1,459.05 completed GOS - 1,459 - - - - - - 1,459 - - 1,057 1,459 1,057 - - - - - - - 1,266 1,057 - 1,057 1,266 - - - - 1,265 - - 1,266 1,265 - - - - - - 1,265 - 195 - 1,265 195 - - - - - - 195 - 195 - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - 30 Department of
 Energy and Climate change FINANCING (2021 - 2023) CUMMULATIVE EXPENDITURE 2019 REVISED BUDGET 2020 NAME OF PROJECT STATUS FINANCED BY LOCAL FINANCING (SR '000) FOREIGN LOAN FINANCING (SR '000) FOREIGN GRANT FINANCING (SR '000) TOTAL FINANCING 2021 - 2023 (SCR '000) LOCAL (SR'000) FOREIGN FOREIGN LOAN (SR '000) GRANT (SR '000) TOTAL (SR '000) LOCAL (SR'000) BUDGET 2021 FORECAST 2022 FORECAST 2023 FOREIGN FOREIGN LOAN (SR '000) GRANT (SR '000) TOTAL (SR '000) LOCAL (SR'000) FOREIGN FOREIGN LOAN (SR '000) GRANT (SR '000) TOTAL (SR '000) LOCAL (SR'000) FOREIGN FOREIGN LOAN (SR '000) GRANT (SR '000) TOTAL (SR '000) LOCAL (SR'000) FOREIGN FOREIGN LOAN (SR '000) GRANT (SR '000) TOTAL (SR '000) P2: Climate Change and Energy Management DTF Projects Drainage project Fair view Quincy village drainage project phase 2 Anse Gaulette Coastal project Anse La Mouche maintenance phase 1 Pte Larue primary school drainage improvement project Anse Kerlan / Amitie Coastal phase II & III Bridge ex chetty flats Bridge bamboo estate drainge project quincy village phase 1 anse kerlan / amitie project phase 1 anse royale beach park coastal protection - installation of concrete bollards NEP construction of breakwater P.Glaud Roack Armouring Anse Kerlan Praslin improvement to canalisation of surgace and storm water B.Vallon increasing capacity for evacuation of storm water flow from lower NEP imprvement of water flow - removing bottleneck outlet Au Cap & Anse Kerlan coastal protection seal wall / outlet Anse Gaulette LA Digue concrete bollards Anse Royale canalisation of storm water flow quincy village improving capacity to evacuate storm water flow from La Digue Plateau Construction of new major box culvert lower St. Joseph Marh - G.A.
Praslin bridge barbarons Grand Anse Mahe drainage project Quatre Bornes Dan Berlin, Beau Vallon phase II Ongoing new new new new new new Ongoing ongoing ongoing ongoing ongoing new new new new new new new new new new new new new new Anse Royale phase II prevention of erosion new Ex Sawa Sawa farm Au Cap drainage outlet diversion Au cap coastal rehab project ecosystem based adapation climate Priority Drainages Adaptation to climate Change in SIDS Ridge ro reef- integrated mangaement of marine coastal & terrestrial ecosystem Coastal project Restoring Marine Ecosystem Services (Coral reefs project) New new new Ongoing Ongoing Ongoing New Ongoing GOS GOS GOS GOS GOS GOS GOS GOS GOS GOS GOS GOS GOS GOS GOS GOS GOS GOS GOS GOS GOS GOS GOS GOS GOS GOS GOS GOS GOS GEF GOS GEF GEF GOS GEF PAF - Seychelles Protected Areas Finance Ongoing Expansion and strengthening of the protected area Adaptation to climate Change project Climate Change Education Climate Resilience Resource Efficiency Total P2:Climate and Energy Management Ongoing Ongoing Ongoing Ongoing UNDP UNDP GEF GEF GEF 30,369 - 408 600 1,500 500 400 4,000 17 352 49 197 56 200 1,500 2,000 1,000 785 800 7,580 325 750 500 700 1,250 700 800 1,000 500 1,900 - - - - - - - - - - - 30,369 - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - 76,710 107,079 19,790 - - - - - - - - - - - - - - - - - - - - - - - - - - - - - 20,108 - - 28,658 - - 408 600 1,500 500 400 4,000 17 352 49 197 56 200 1,500 2,000 1,000 785 800 7,580 325 750 500 700 1,250 700 800 1,000 500 1,900 20,108 - - 28,658 - 17,019 17,019 8,895 2,031 - - - 8,895 2,031 - - - 8,678 - - - - - - - - - - - - - - - - - - - - - - - - - - - - - 4,279 - - 6,833 - - - - - - 76,710 107,079 19,790 - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - 49,571 69,361 11,053 - - - - - - - - - - - - - - - - - - - - - - - - - - - 8,678 - - - - - - - - - - - - - - - - - - - - - - - - - - - - 16,790 - - - - - - - - 16,790 4,279 - - 6,833 - - - 10,142 7,113 15,525 - 10,142
 7,113 15,525 - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - 3,000.0000 - - 8,053 - - - - - - 49,571 69,361 11,053 - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - 28,836 39,889 8,079 - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - 7,602 - - 9,883 - 2,405 2,349 516 - 6,082 - - - 7,602 3,000 - 9,883 8,053 2,405 2,349 516 - 6,082 - - 408 600 1,500 500 400 4,000 17 352 49 197 56 - - - - - - - - - - - - - - - - - - - - - - - - - - - - 28,836 39,889 8,079 - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - 52,488 60,567 6,985 - - - - - - - - - - - - - - - - - - - - - - - - - - - - 408 600 1,500 500 400 4,000 17 352 49 197 56 - - - - - - - - - - - - - - - - - 20,108 - - 15,177 - - - 20,108 - - 15,177 - 9,013 9,013 6,159 6,159 2,031 - - - 2,031 - - - - - - - - - - - - - - - 200 1,500 1,200 1,000 785 800 - - - - - - 700 800 - - - - - - - - - - - - - - 52,488 60,567 6,985 - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - 24,222 31,207 15,305 - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - 200 1,500 1,200 1,000 785 800 - - - - - - 700 800 - - - - - - 13,481 - 13,481 - 8,006 8,006 2,735 2,735 - - - - - - - - - - - - - - - - - - - - - 800 - - - 7,580 325 750 500 700 1,250 - - 1,000 500 1,900 - - - - - - - - - - - 24,222 31,207 15,305 - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - 15,305 - - - - - - - - - - - - - - 800 - - - 7,580 325 750 500 700 1,250 - - 1,000 500 1,900 - - - - - - - - - - - 15,305 31 Seychelles Energy Commission FINANCING (2021 - 2023) CUMMULATIVE EXPENDITURE 2019 REVISED BUDGET 2020 BUDGET 2021 FORECAST 2022 FORECAST 2023 NAME OF PROJECT STATUS FINANCED BY LOCAL FINANCING (SR '000) FOREIGN LOAN FINANCING (SR '000) FOREIGN GRANT
 FINANCING (SR '000) TOTAL FINANCING 2021 - 2023 (SCR '000) LOCAL (SR'000) FOREIGN LOAN (SR '000) FOREIGN GRANT (SR '000) TOTAL (SR '000) LOCAL (SR'000) FOREIGN LOAN (SR '000) FOREIGN GRANT (SR '000) TOTAL (SR '000) LOCAL (SR'000) FOREIGN LOAN (SR '000) FOREIGN GRANT (SR '000) TOTAL (SR '000) LOCAL (SR'000) FOREIGN LOAN (SR '000) FOREIGN GRANT (SR '000) TOTAL (SR '000) LOCAL (SR'000) P2: Implementation and Strategic Planning Solar Home Systems - vulnerable Households Low carbon pilot for addressing climate change Solar Home System India USD 25m- SEFTEC Government Building Roof Top PV Total P2: Implementation and Strategic Planning completed GOI new new New GOC GOI GOI - - - - - - 55,303 111,505 166,808 - - - - 104,020 104,020 - 55,303 7,485 - 7,485 55,303 55,303 111,505 166,808 - - - - - - - - - - - - 37,005 37,005 37,005 37,005 - - - - - - 37,005 37,005 - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - 102,161 102,161 - - 94,676 94,676 7,485 - 7,485 - 102,161 102,161 - - - - - - 18,434 9,344 27,778 - - - - 9,344 9,344 - 18,434 - - - 18,434 18,434 9,344 27,778 - - - - - - FOREIGN LOAN (SR '000) 36,869 - - - 36,869 36,869 FOREIGN GRANT (SR '000) TOTAL (SR '000) - - - - - - 36,869 - - - 36,869 36,869 32 Landscape and Waste Management Agency FINANCING (2021 - 2023) CUMMULATIVE EXPENDITURE 2019 REVISED BUDGET 2020 BUDGET 2021 FORECAST 2022 FORECAST 2023 NAME OF PROJECT STATUS FINANCED BY LOCAL FINANCING (SR '000) FOREIGN LOAN FINANCING (SR '000) FOREIGN GRANT FINANCING (SR '000) TOTAL FINANCING 2021 - 2023 (SCR '000) LOCAL (SR'000) FOREIGN FOREIGN LOAN (SR '000) GRANT (SR '000) TOTAL (SR '000) LOCAL (SR'000) P2: Waste Management Services fencing of landfill on Praslin renovation of amitie nursery building new ongoing GOS GOS P2: Waste Management Services 1,027 400 627 1,027 - - - - - - - - 1,027 400 627 1,027 - - - - - - - - - - - - - - - - - - - - - - - - - (SR '000) - - - - - FOREIGN FOREIGN LOAN GRANT (SR '000) TOTAL (SR '000) LOCAL (SR'000)
 FOREIGN FOREIGN LOAN (SR '000) GRANT (SR '000) TOTAL (SR '000) LOCAL (SR'000) FOREIGN LOAN (SR '000) FOREIGN GRANT (SR '000) TOTAL (SR '000) LOCAL (SR'000) FOREIGN FOREIGN LOAN (SR '000) GRANT (SR '000) TOTAL (SR '000) - - - - - - - - - - 1,027 - 400 627 1,027 - - - - - - - - - - 1,027 - 400 627 1,027 - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - 33 Ministry of Education NAME OF PROJECT STATUS FINANCING (2021 - 2023) FINANCED BY LOCAL FINANCING (SR '000) FOREIGN LOAN FINANCING (SR '000) FOREIGN GRANT FINANCING (SR '000) TOTAL FINANCIN G 2021 - 2023 (SCR '000) CUMMULATIVE EXPENDITURE 2019 REVISED BUDGET 2020 BUDGET 2021 FORECAST 2022 FORECAST 2023 LOCAL (SCR '000) FOREIGN LOAN (SCR '000) FOREIGN GRANT (SCR '000) TOTAL (SCR '000) LOCAL (SR'000) FOREIGN LOAN (SR '000) FOREIGN GRANT (SR '000) TOTAL (SR '000) LOCAL (SCR '000) FOREIGN LOAN (SCR '000) FOREIGN GRANT (SCR '000) TOTAL (SCR '000) LOCAL (SCR '000) FOREIGN LOAN (SCR '000) FOREIGN GRANT (SCR '000) TOTAL (SCR '000) LOCAL (SCR '000) FOREIGN LOAN (SCR '000) FOREIGN GRANT (SCR '000) TOTAL (SCR '000) 204,755 234,430 18,901 458,085 67,155 - - 67,155 64,841 5,321 12,901 83,063 49,963 105,296 6,000 161,259 51,921 137,836 - 189,757 1,487 25,284 - 26,771 P1:Governance, Management and Administration Head quarter upgrading works Ongoing GOS 8,157 SP3:Infracture Development upgrading of electrical works at various state schools Rehabilitation of Schools Total P1:Governance,Management and Administration New GOI completed GOS / GOI P2: Education Development SP1: Schools Management Acquisition of school uniform and Stationary ongoing Purchase of School furniture and equipment ongoing GOI GOI Total P2: Education Development P3:Formal Early Childhood Care & Education - - 27,242 - - - - Construction of creche Anse Royale ongoing GOS 9,704 Renovation Anse Louis Creche completed Port Glaud Creche Completed GOS upgrading dinning hall, toilet and other facilities completed GOS School for the
 exceptional child honey pot creche Paving english river creche Procurement of equipment for primary schools & creche Total P3:Formal Early Childhood Care & Education P4:Primary Education completed GOS Completed GOS completed GOS New GOI La rosiere primary school (reconstruction) Sanitation project Anse Boileau School Anse Boileau primary Grand anse praslin primary Baie Lazare primary La digue primary Belombre primary Anse Aux Pins primary Upgrading of electrical systems in primary schools La Misere primary Anse Etoile Primary Plaisance primary Anse Royale primary Ile Perseverance Primary 1 Total P4: Primary Education GOS/ KUWAIT New New GOI completed GOS completed GOS Completed GOS completed GOS completed GOS completed GOS completed GOS completed GOS Completed GOS Completed GOS completed GOS completed GOS P5:Secondary Education Beau Vallon Secondary School Mont Fleuri secondary Anse Royale secondary Belonie Secondary English river secondary Anse Boileau secondary Upgrading Of Dinning Hall, Toillet, Sick Bays & Other Facilities Completed GOS Completed GOS Completed GOS Ongoing GOS Completed GOS Completed GOS completed GOS Upgrading Of Electrical Systems - Secondary completed GOS La Digue school renovation completed GOS Total P5: Secondary Education - - - - - - - 16,121 - 37,257 - - - - - - - - - - - - - 76,779 - - 12,120 - - 10,000 - - - - - 51,480 - - - - 36,479 20,771 57,250 - - - - - - - - 23,382 26,089 - 111,770 - - - - - - - - - - - - - 123,121 - - - - - - - - - - - - - 8,157 6,483 4,000 - 4,000 - - - 16,901 12,157 6,483 - - - - - - - - - - - - - - - 2,000 - - - - - - - - - - - - 2,000 - - - - - - - - - - - - 36,479 20,771 57,250 - - - 9,704 4,417 - - - - - - 23,382 2,000 33,086 6,417 149,026 2,000 - - - - - - - - - - - - 151,026 12,120 - - 10,000 - - 8,168 - 11,753 699 4,248 - - - - - 24,867 3,418 17,723 - - - 1,676 - - 51,480 2,743 - 25,560 - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - -
 6,483 3,244 - - - 12,722 6,483 15,966 - - - - - - - - 5,321 - - - 5,321 4,417 2,189 601 93 883 1,306 817 347 2,000 - 6,417 6,238 8,168 - 11,753 699 4,248 - - 24,867 3,418 17,723 - - - - 58 2,369 183 4,700 178 1,374 2,218 394 453 1,035 287 17 13,267 - 678 313 8,053 743 2,369 1,676 1,631 2,743 - 25,560 2,964 744 17,495 - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - 3,244 8,157 - - - 12,901 25,622 - - 12,901 28,867 8,157 - - - - - 8,157 4,000 - 4,000 4,000 - 12,157 - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - 5,321 - - 5,321 - - - 12,302 6,214 18,517 2,189 9,704 601 93 883 1,306 817 347 - - - - - - - - - - - - - - - 22,861 6,238 9,704 22,861 - - - - - - - - - - - - - - 58 2,369 183 4,700 178 1,374 2,218 394 453 1,035 287 17 13,267 - 678 313 8,053 2,369 1,631 2,964 744 16,752 12,681 - 38,044 - - 2,000 - - - - - - - - 38,044 - - - - - - - - - - - - 12,681 - - - 10,000 - - - - - 10,000 - - - - - - - - 2,000 - - - - - - - - - - 12,302 6,214 18,517 9,704 - - - - - - 22,861 32,565 - 50,726 2,000 - - - - - - - - 52,726 - - - 10,000 - - - - - 10,000 - - - - - - - - - - - - - - - - 23,690 - - - - - - - - - - - - - 23,690 12,120 - - - - - 12,120 - - - - 12,088 5,823 17,911 - - - - - - - 521 521 71,070 - - - - - - - - - - - - - 71,070 - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - 12,088 5,823 17,911 - - - - - - - 521 521 - 94,760 - - - - - - - - - - - - - 94,760 12,120 - - - - - 12,120 - - - - - - - - - - - - - - 885 - - - - - - - - - - - - - 885 - - - - - - - - - - - - - - - - - - - - - 12,088 8,734 - 12,088 - 8,734 20,822 - 20,822 - - - - - - - - - 2,656 - - - - - - - - - - - - - 2,656 - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - 3,541 - - - - - - - - - - - - - 3,541 - - - - - - - 34 Ministry of Education NAME OF PROJECT STATUS FINANCING (2021 - 2023) FINANCED BY LOCAL FINANCING (SR '000) FOREIGN LOAN FINANCING (SR
 '000) FOREIGN GRANT FINANCING (SR '000) TOTAL FINANCIN G 2021 - 2023 (SCR '000) CUMMULATIVE EXPENDITURE 2019 REVISED BUDGET 2020 BUDGET 2021 FORECAST 2022 FORECAST 2023 LOCAL (SCR '000) FOREIGN LOAN (SCR '000) FOREIGN GRANT (SCR '000) TOTAL (SCR '000) LOCAL (SR'000) FOREIGN LOAN (SR '000) FOREIGN GRANT (SR '000) TOTAL (SR '000) LOCAL (SCR '000) FOREIGN LOAN (SCR '000) FOREIGN GRANT (SCR '000) TOTAL (SCR '000) LOCAL (SCR '000) FOREIGN LOAN (SCR '000) FOREIGN GRANT (SCR '000) TOTAL (SCR '000) LOCAL (SCR '000) FOREIGN LOAN (SCR '000) FOREIGN GRANT (SCR '000) TOTAL (SCR '000) P6:Tertiary Non University Education and Training Business studies (SBSA) and (SIAD) renovation youth hostel renovation works SALS roofing works SBSA New infrastructure for SIAH New GOC completed GOS completed GOS completed GOS New GOS/ KUWAIT 796 - - - 25,338 - - - - 76,014 Total P6: Tertiary Non University Training 33,134 85,220 - - - - - - 796 - - - 101,352 1,251 - - - - 102,148 3,829 - - - - - - - - - - - - 1,251 - - - - 3,442 4,312 135 773 3,213 3,829 11,876 - - - - - - - - - - - - 3,442 4,312 135 773 3,213 796 - - - 8,625 - - - - 25,874 11,876 9,421 25,874 - - - - - - 796 - - - 34,498 - - - - 16,111 - - - - 48,334 35,294 16,111 48,334 - - - - - - - - - - 64,446 64,446 - - - - 602 602 - - - - 1,806 1,806 - - - - - - - - - - 2,408 2,408 35 Department of Lands NAME OF PROJECT STATUS FINANCING (2021 - 2023) FINANCED BY LOCAL FINANCING (SR '000) FOREIGN LOAN FINANCING (SR '000) FOREIGN GRANT FINANCING (SR '000) TOTAL FINANCIN G 2021 - 2023 (SCR '000) CUMMULATIVE EXPENDITURE 2019 REVISED BUDGET 2020 BUDGET 2021 LOCAL (SCR '000) FOREIGN LOAN (SCR '000) FOREIGN GRANT (SCR '000) TOTAL (SCR '000) LOCAL (SR'000) FOREIGN LOAN (SR '000) FOREIGN GRANT (SR '000) TOTAL (SR '000) LOCAL (SCR '000) FOREIGN LOAN (SCR '000) FOREIGN GRANT (SCR '000) TOTAL (SCR '000) LOCAL (SCR '000) FORECAST 2022 FOREIGN LOAN (SCR '000) FOREIGN GRANT (SCR '000) FORECAST 2023 TOTAL (SCR '000) LOCAL (SCR '000) FOREIGN LOAN (SCR
 '000) FOREIG N GRANT (SCR '000) 60,000 - - 60,000 20,107 - - 20,107 20,000 - - 20,000 20,000 - - 20,000 20,000 - - 20,000 20,000 P1:Governance, Management and Administration Land acquisition Total P1: Governance, Management and Admnistration ongoing GOS 60,000 60,000 - - - - 60,000 20,107 60,000 20,107 - - - - 20,107 20,000 20,107 20,000 - - - - 20,000 20,000 20,000 20,000 - - - - 20,000 20,000 20,000 20,000 - - - - 20,000 20,000 20,000 20,000 - - - - - - TOTAL (SCR '000) 20,000 20,000 20,000 36 Department of Infrastructure FINANCING (2021 - 2023) CUMMULATIVE EXPENDITURE 2019 REVISED BUDGET 2020 BUDGET 2021 FORECAST 2022 FORECAST 2023 NAME OF PROJECT STATUS FINANCED BY LOCAL FINANCING (SCR '000) FOREIGN LOAN FINANCING (SCR '000) FOREIGN GRANT FINANCING (SCR '000) TOTAL FINANCING 2021 - 2023 (SCR '000) LOCAL (SCR '000) FOREIGN LOAN FOREIGN GRANT (SCR '000) (SCR '000) TOTAL (SCR '000) LOCAL (SR'000) FOREIGN FOREIGN LOAN (SR '000) GRANT (SR '000) TOTAL (SR '000) LOCAL (SCR '000) FOREIGN LOAN FOREIGN GRANT (SCR '000) (SCR '000) TOTAL LOCAL (SCR '000) (SCR '000) FOREIGN LOAN FOREIGN GRANT (SCR '000) (SCR '000) TOTAL LOCAL (SCR '000) (SCR '000) FOREIGN LOAN FOREIGN GRANT TOTAL (SCR '000) (SCR '000) (SCR '000) 351,434 - 971,972 1,323,405 510,277 54,436 126,042 690,754 258,778 - 10,288 269,066 211,840 - 5,679 217,519 87,144 - 483,146 570,290 52,450 - 483,146 535,596 P2 Infrastructure support Renovation of Praslin MLUH House ongoing GOS GOS GOS GOS GOS GOS GOS GOS special housing poverty alleviation projects ongoping Relocation projects ongoing Creuve Coeur Land Bank(BV) ongoing Other Land Bank (Minor works on going) ongoing Improvement of access gradient - (access serving H4916, ongoing Ex-Sawa Sawa access & utilities ongoing Carana Land Bank Extension Phase I ongoing La Gogue Land Bank extension ongoing L'Union Estate (LD) completed GOS Ex-Zelia Land bank GOS ongoing Nouvelle vallee Beau Vallon Land bank GOS ongoing Sorento proffessionals Land bank phase 1 GOS ongoing Dan
 Limon Port Glaud Land bank GOS ongoing Machabee (Glacis) road acccess GOS ongoing Fond Azor (Kan Per) electricity supply ongoing GOS Cayole Land Bank extension (AAP) completed GOS Ex Mellom land bank GOS ongoing Access road consolation (PR5078, PR5841) ongoing GOS Ex Hodoul + Dame le Roie LB GOS ongoing Lo Lanmar BV GOS ongoing Pti Lavil LB (Phase I & II) GOS ongoing Dan Gala Road extension ongoing GOS Bus Depot Land bank (GAM) completed GOS GAM barbarons Phase II GOS new Sogis estate extension GOS new Takamaka land bank T3912 ( school) GOS new Grand Bois Land Bank C9317 new GOS New land bank projects completed GOS Salazie land bank 8 plots GOS new Ex Deltel Dan Banboo ASR GOS ongoing Ex Holden Pierre Phase II GOS ongoing BST power station; re-location GOS new independence house renovation new GOS Orthophoto mapping projects completed GOS Disaster Emergency Works GOS ongoing disaster projects following flooding from heavy rainfall in May 2019 Lease of independence house Government House Building 6th floor on independence house Relocation of bois de Rose facilities Special Housing (poverty alleviation) Plot T2525 (Ex-Desaubin) Ex-ION SMB Plot & Ex-Kashugy Phase II operating costs 180 units social housing project (UAE) Construction of 2 Bedroom House & access Rd Nouvelle Vallee construction of transition house baie lazare Marie Jeanne Phase 2014 (12 units) Ex Dominic Savio (MB) 46 units Kan Gard Redevelopment PLS Installation of STP for 4 selected Housing Estate Housing Contract Lot 5(a) - 397 units Project Manager Consultancy/ PIU operating coats Infrastructure Phase II Perseverance - Consultancy Servicse Infrastructure Phase II Perseverance - Onsite works Special housing development projects Chateau Vallon Luxury Apartments ongoing new completed GOS completed GOS completed GOS GOS GOI GOS GOS GOS ongoing ongoing ongoing ongoing ongoing GOS GOS ongoing ongoing ongoing GOS GOS ongoing pipeline new new ongoing completed GOS/UAE completed GOS/UAE GOS/UAE GOS
 BADEA/OFID 302 9,118 3,302 91 5,632 1,556 - 568 9,747 24 1,367 249 6,918 360 257 500 442 5,534 612 - 647 1,369 - 1,513 - - - - 4,747 16,074 5,798 - 5,081 - - 77,633 - 2,419 - 7,528 345 345 300 179 - - - - - 3,450 - 227 GO/BADEA/OFID 6,726 151,162 GOS - GOS - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - 5,679 - 966,293 - - - - - - - - - - - - - - - - - - 302 157 9,118 3,302 91 5,632 1,556 - 568 9,747 24 1,367 249 6,918 360 257 500 442 5,534 612 - 647 1,369 - 1,513 - - - - 4,747 16,074 5,798 - 5,081 - - 5,679 77,633 966,293 2,419 - 7,528 345 345 300 179 - - - - - 3,450 - 212 3,035 9,418 - 1,853 3,351 1,700 1,565 - - - - - - - - - - - - - - - - - - - 5,862 - - 4,188 26,021 - - - - 20,486 2,916 2,980 4,213 1,228 1,926 10,818 213 23,495 69,738 - 2,369 227 3,774 - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - 6,726 151,162 - 48,823 185,122 8,652 54,436 - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - 30,715 56,651 157 - - 212 3,035 9,418 - 1,853 3,351 1,700 1,565 - - - - - - - - - - - - - - - - - - - 5,862 - - 4,188 26,021 - 20,486 33,631 59,631 - 1,100 100 1,000 200 50 803 2,500 - - - - - - - - 12,729 1,078 2,207 1,308 724 179 1,286 2,250 3,500 2,500 2,900 9,500 850 1,200 4,000 4,000 3,950 3,800 5,000 17,323 - 5,000 6,000 5,000 - - 13,092 17,305 250 0 - - - - - - - - - - 1,228 1,000 1,926 10,818 213 23,495 69,738 - - 335 1,000 2,369 - 3,774 500 103,259 185,122 8,652 4,000 76,366 200 - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - 1,100 100 1,000 200 50 803 2,500 - - - - - - - - 12,729 1,078 2,207 1,308 724 179 1,286 2,250 3,500 2,500 2,900 9,500 850 1,200 4,000 4,000 3,950 3,800 5,000 - 17,323 - 5,000 6,000 5,000 803 2,644 - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - 803 2,644
 3,446 3,696 1,000 - - - - 335 1,000 - 500 - - - - - - - - - - 288 9,118 2,069 91 2,320 1,459 - 520 1,246 24 1,299 249 6,449 360 257 500 420 4,678 552 - 647 1,369 - 1,513 - - - - - - 5,292 - 4,400 - 25,878 - 2,298 - 345 345 300 179 - - - - 1,150 - 227 4,000 76,366 200 6,389 120,103 - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - 288 9,118 2,069 91 2,320 1,459 - 520 1,246 24 1,299 249 6,449 360 257 500 420 4,678 552 - 647 1,369 - 1,513 - - - - - - 5,292 - 4,400 14 - 83 - 1,656 97 - 48 8,076 - 68 468 22 856 59 - - - - - - - - - 4,510 12,859 506 - 681 - - 5,679 5,679 - 2,298 - - 345 345 300 179 - - - - 1,150 - 227 25,878 - 121 - 4,653 - - - - - - - - 1,150 - - 6,389 120,103 - 336 16,920 - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - 483,146 - - - - - - - - - - - - - - - - 14 - - 83 - 1,656 97 - 48 8,076 - 68 - 468 - - - 22 856 59 - - - - - - - - - - 1,150 - 1,656 - - - 425 - - - - - - - - - - - - - - - - - - - 4,510 12,859 506 - 681 237 3,215 - - - - - - 25,878 483,146 121 - 4,653 - - - - - - - - 25,878 - - - 2,875 - - - - - - - - 1,150 - 1,150 - - - - 336 16,920 - - 14,139 - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - 483,146 - - - - - - - - - - - - - - - - - 1,150 - 1,656 - - - 425 - - - - - - - - - - - - - - - - - - - 237 3,215 - - - - 25,878 483,146 - - 2,875 - - - - - - - - 1,150 - - - 14,139 - 37 NAME OF PROJECT STATUS FINANCED BY LOCAL FINANCING (SCR '000) FOREIGN LOAN FINANCING (SCR '000) FOREIGN GRANT FINANCING (SCR '000) TOTAL FINANCING 2021 - 2023 (SCR '000) LOCAL (SCR '000) FOREIGN LOAN FOREIGN GRANT (SCR '000) (SCR '000) TOTAL (SCR '000) LOCAL (SR'000) FOREIGN FOREIGN
 LOAN (SR '000) GRANT (SR '000) TOTAL (SR '000) LOCAL (SCR '000) FOREIGN LOAN FOREIGN GRANT (SCR '000) (SCR '000) TOTAL LOCAL (SCR '000) (SCR '000) FOREIGN LOAN FOREIGN GRANT (SCR '000) (SCR '000) TOTAL LOCAL (SCR '000) (SCR '000) FOREIGN LOAN FOREIGN GRANT TOTAL (SCR '000) (SCR '000) (SCR '000) FINANCING (2021 - 2023) CUMMULATIVE EXPENDITURE 2019 REVISED BUDGET 2020 BUDGET 2021 FORECAST 2022 FORECAST 2023 351,434 - 971,972 1,323,405 510,277 54,436 126,042 690,754 258,778 - 10,288 269,066 211,840 - 5,679 217,519 87,144 - 483,146 570,290 52,450 - 483,146 535,596 Contingencies Retention Other Minor Works Nageon Estate Re-Development phase I SPTC relocation purchase of property from pension fund 40 Units Ex-Olivier HP Corgate Esate (Phae 3) Praslin Housing Project Social Housing Project Lower Les Mamelles Re-Development Total P3: Infrastructure support ongoing ongoing ongoing new GOS GOS GOS GOS CHINA completed Qatar ongoing completed GOS completed GOS completed GOS 2,300 4,357 8,350 3,500 - - 805 - - - 351,434 - - - - - - - - - - - - - - - - - - - - - 971,972 2,300 4,357 8,350 3,500 - - 805 - - - 1,323,405 8,061 13,865 9,894 - - - 3,210 160 30,000 970 510,277 - - - - - - - - - - 54,436 - - - - - 25,585 - - - - 126,042 8,061 13,865 9,894 - - 25,585 3,210 160 30,000 970 690,754 1,000 1,589 2,000 - 68,500 - - - - - 258,778 - - - - - - - - - - - - - - - - 3,395 - - - - 10,288 1,000 1,589 2,000 - 68,500 3,395 - - - - 269,066 1,150 1,450 2,600 3,500 - - 805 - - - 211,840 - - - - - - - - - - - - - - - - - - - - - 5,679 1,150 1,450 2,600 3,500 - - 805 - - - 191,641 1,150 1,182 5,750 - - - - - - - 87,144 - - - - - - - - - - - - - - - - - - - - - 483,146 1,150 1,182 5,750 - - - - - - - 570,290 - 1,725 - - - - - - 52,450 - - - - - - - - - - - - - - - - - 483,146 - 1,725 - - - - - - 535,596 38 State Owned Enterprises Summary of Capital Expenditure SOE Seychelles Civil Aviation Authority Seychelles Port Authority Public Utilities Corporation Seychelles Public Transport Corporation
 Air Seychelles Company Ltd Development Bank of Seychelles Housing Finance Company Island Development Company Paradis Des Enfants Entertainment Petro Seychelles Seychelles Pension Fund Seychelles Postal Services 2021 (SCR '000) 31,992 103,526 254,367 83,526 73,539 6,550 8,727 120,700 1,000 699 257,000 338 2022 (SCR '000) 53,266 41,002 436,294 112,708 77,132 3,450 - 90,000 1,000 - 310,000 - 2023 (SCR '000) 126,403 38,002 400,480 - 100,908 17,750 - 50,000 1,000 - 183,000 - 39 Seychelles Port Authority Improvement - Immovable assets Mahe Quay Industrial Fishing Port Inter Island Quay Ile du Port Terminal 1 Ile du Port Terminal 2 (zone 14) Belombre Quay Eve Island annex La Digue Jetty PVERP Purchase - Moveable assets Computer equipment Furniture & fittings Machinery and Equipment Motor vehicles Navigational aids Office equipment Other assets Pontoons Software development Tugs, Buoys & Launches 2021 (SCR '000) 2022 (SCR '000) 2023 (SCR '000) Seychelles Civil Aviation Authority Project Expansion Plans for SIA Terminal Facilities Terminal Master Plan Consultancy Terminal Concourse Concourse Current Improvement Works -Civil Concourse Current Improvement Works -Consultancy Airline Office Extension of IPT Arrival/ First Floor Departure Lounge Civil works (Arrival/Departure Extension) Consultancy ( Arr/Dept Civil works) Arrival/Departure Refurbish Works Consultancy Arr/Dept Refurbish Works Others Domestic Terminal (Funding under Loan) Civil works (building) + Variations Consultancy ( Civil works) Other Associated Costs Total Expansion for SIA Terminal Facilities Airside Infrastructure Projects Airside Masterplan Rehabilitation: Runway + Apron + Aircraft Parking Relocation of fuel farm - Utilities: E substation, Power line
 and Water Reticulation Provision for Road, Drainage & Other Services Strip grading, & Drainage Works Civil works: Runway strip grading include Drainage Consultancy: Strip Grading Drainage & Perimeter Track Works Civil works: Asphalting of perimeter track Airside Drainages (Northern End of Airport- Skychef) Asphalting South-East Island Road Ind.
IDC Road International Apron &r Pavements Repair Works Hard Shoulder Improvement Pavement Surface Repairs Extensions of REPA & Asphalting - REPA Blast pads resurfacing Resurfacing of Extended Apron Reclamation Works Reclamation for RESA 13 & Rock-amouring Ile Soley Fire Service Pontoon(Gangway) & Pilling works/slipway Accident Investigation /Isolated Aircraft Parking Area Reclamation of South East Island Bay Airfield Signage Phase 1- Primary Taxiway - Mandatory Instruction sign + Civil Work Phase 2 - AVDGS (To access costs) Praslin Airside & related Infrastructure Works Resurfacing of DVOR road Resurfacing of hard shoulder edges Extension of Concrete Apron (50m increase) New La Digue Helipad Office + Fencing + ret.
Wall Total Airside Infrastructure Projects Engineer & Technical Service Project Airport Cabling Civil Works NPA Light & Power Supplies Lighting Equipment ( already purchased) + additional One and Two Nautical Mile Cable ( include civil works) Threshold/Approach light replacement and CCR AGL (Airfield Ground Lighting) Taxiway, Apron edge and CCR Approach lights - see Asset Runway lights, Inc Constant Current Regulator VGDS See Airside Budget Electrical Network Distribution Upgrade SIA Study on Airport Electrical Distribution Civil Works, Equipment etc Praslin Redundant Electrical Distirbution System PV System for Domestic Terminal Total ETS Landside Infrastructure Project Terminal Landside Projects (Mahe) Round About and associated Road Works (Grant funding) Landside Road Restructuring Consultancy Pay Parking System Asphalting works ( Landside) Total Landside Infrastructure Projects - - - - - - 2021 SCR ('000) 2022 SCR ('000) 2023 SCR ('000) 193 4,978 1,244 30 - 270 - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - 1,659 1,274 1,852 5,248 - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - 149 1,367 1,097 - 1,650 - - - - - - - - - - 5,000 - - - - - - - - - - 2,000 800 960 - - - - - - - - - - - - - - - - - - - - - - - - - - 1,150 - - 1,435 - - - 2,476 12,035 1,097 - - - - - - - - - - - - - - - - - - - - - - - - - - - - 4,000 - 7,000 - - - - - - - - - - - - - - 3,300 - - - 3,300 - 11,000 - - - - - - - - - - - - - - - - - - - - - - 12,911 - - - 400 700 - - 13,611 400 15 15 - 41 Airport Technical Buildings & Offices New Buildings New SCAA Head Quarters (1500m2 for G+4) Consultancy: New SCAA Head Quarters (1500m2 for G+4) Civil Works: New SCAA Head Quarters Others Incl.
Furnishing Mahe Technical Workshop & Storage Consultancy: Mahe Technical Workshop & Storage Civil Works Mahe Technical Workshop & Storage Praslin Technical Building Consultancy: Praslin Technical Building Praslin Technical Building (ANS/FS/others tech office/generator house) New Store & Warehouse Consultancy Civil Works: G+1, land space = 30m x 60m, bldg = 900sq.m (Accommodation)- Inadmissible facility Major Improvement to Buildings Ex-Palm Renovation, Praslin ETS Office & Facility Upgrade Praslin Houses (2 Nr.)
renovation and +1 extension Total Technical Buildings Security AVSEC Security Facility Consultancy: Gate 2 Civil Works: Gate 2 Civil Works: Gate 3 Civil Works: Gate 9 Police Office (Grant) Video Surveillance, Intrusion Detection & Access Control (VS SIA VSS Phase 1: power supply and lighting VSS Phase 2:camera installation VSS Phase 3: SIA Access Control system VSS Phase 3: Fencing Praslin Rehabilitation of landside/Airside airport fencing (clearing, repairs, replacement & New ) Total Security ANS Capital Infrastruture Projects ATM Modernization Consultancy Services - Systems Replacement of ATM Systems (FDPS ) Asset Implementation of ADS-B Surveillance in CTA Site preparation for ADS-B Surveillance in CTA Training Simulator room relocation Voice Data Recorder - Asset ANS Building (SIA) Consultancy - Design and Supervision, Civil Works Civil Works - Construction of ANS Building (SIA) Furnishing and Services (ANS Bldg.
at SIA) Main HF Projects Mont Signal Facility Consultancy Services - Design and Supervision Civil Works : Site Development & Construction Others Incl.

Furnishing HF Equipment + IP VCS - Asset HF Backup (Praslin) + Back Bone SIA - PRA IT Network AIM & AMHS ( Est.
SR36Million to put on hold) Navaids Instrument Landing system for runway 31 Navaids Replacement at SIA (consultancy + project) Other ANS Projects Total ANS Projects ICT Projects Airport Management System (US$298,425)- RESA Equipment & Software FIDS IT Projects ICT Network & Server Infrastructure Upgrade DR Site PABX replacement project VSS Infrastructure replacement project (Mahe & Praslin) AIMS Network replacement Software & Document Systems Document Management System Accounting software Inventory & Asset Management HR Resource Management Total ICT Project Other Infrastructure Improvement cts Water Reticulation - - - - - - - - - - - - - - - - - - 4,230 - - 10,688 - - - - - - - - - - - - - - 1,000 - - - - - - - - - - - - 1,622 - 1,400 - - - - - - - - - - 18,940 - - - - - - - - - - - - - - - 978 978 - - - - - - - - - - - - - - - - - - - - - - - - 1,821 - 978 2,799 - - - - - - - - 352 - - - - - - - - - - - 1,700 - - 450 - - - - - - - - - - - - - - - - - - - - - - - - - - - - 700 - - - - - - - 2,200 - - - - - - - - - - - 700 4,702 - - - - - - - - - - - - - - - - - - 600 - - - - - - - - 500 - - - - - - - - - - 1,000 - 550 - - - - 2,100 - 550 - - - - - - - - - - - - - - - - - - - - - - - - - 42 Sanitation System upgrade / rehabilitation SIA North - Containerised Sewage Treatment Plant + network SIA South - Containerised Sewage Treatment Plant + network Others Total Other Infrastructure Major Equipment & Machine WIP Total Project Investment Assets Replacement Land and Building Plant/Machinery & Equipment Telecom , IT Equipment & Sec Surveillance Utility Vehicles Other Assets Heavy Plant, Machinery & Equipment Total Investment - - - - - 950 950 - - - - - - - 1,900 54,920 39,697 15,346 48,119 26,411 120,408 - - - - - - 763 1,478 1,739 2,301 2,501 2,637 - - 2,000 931 1,169 1,205 5,995 5,148 5,581 126,403 53,266 31,992 43 Seychelles Public Transport Corporation DEPOT INFRASTRUCTURE Decentralisation of suport service to Barbarons (workshop/fuel station/etc…) Staff accomodation Praslin Depot Amitie Praslin Depot and staff
 accomodation development New Port Renovation Admin Block Baie Lazare Depot Extension Ile du Port Depot development (warehouse/administration block/workshop) if SPTC does not rellocate Depot resurfacing (asphalting if SPTC does not rellocate) Bus washing fascility (outer depot / central) Terminal Roof Extension / Renovation Victoria Head Office Renovation Workshop Tools and Equipments Engineering workshop maintenance Fleet Maintenance and Management software Ticketing Machine (TMU) (15nos) Buses Large (1318) x 18nos (usd 55368) Medium (1518) X 35nos (usd 49760) Bus refurbishment (9 buses) 2021 2022 (SCR '000) (SCR '000) 15,000 40,000 7,000 5,000 10,000 5,000 60,000 2,500 11,074 9,952 15,780 14,928 83,526 112,708 44 Public Utilities Corporation ELECTRICITY GENERATION & DISTRIBUTION PROJECTS Production Mahe EPC for 2x8 MW Generator Sets Roche Caiman Power Station Radiator Block for Engines at Roche Caiman Power Stations Replacement and upgrade of Fire Fighting System at PSC Replacement of Ventilation Cubicle Roche Caiman Engine Hall Refurbishment of PSB 5MW Solar PV Plant Romainville - EPC Supervision and Consultancy Contract for 5MW PV Plant - Romainville Pilot Project for 150KW Cooling System at Roche Caiman Power Station Transmission & Distribution Mahe 33 kV Transmission Network to South Mahe (Phase I and II) 33 kV Network to South Mahe_EPC Contract Financed by SFD|BADEA|PUC-GOS Variation Works on 33 kV Network to South Mahe - EPC Contract Finance by SFD|BADEA|PUC-GOS 33kV Network to South Mahe - other Works undertaken & Financed by PUC only Consultancy and Supervision Contract for EPC South Mahe Road Resurfacing Works from Turtle Bay to Anse Boileau via Takamaka Construction of 2nd 33kV Circuit from Turtle Bay to Anse Boileau [Redundancy Measures] Supply and Installation of Equipment for new 33kV RCII Substation for Powership & Future Power Supply Options Interconnections 33 kV Network from Roche Caiman to Huteau Lane [Cable and Switchgears Installation] 33kV
 Substation Extention at Ile Du Port - Building Works 33kV Works Ile Du Port [Supply and Installation of 33kV Cable and Equipment] 33 kV Network North Mahe - Loan to Cancelled and Funds Allocated to Submarine Cable Project 33kV north Mahe Phase 1 - Huteau Lane to Beau Vallon 33kV North Mahe (PUC) Installation of Cable Ducts Bois de Rose & Beau Vallon Area Network Extension for New Development|Increase in Power Demand Network Refurbishment & Modification Bulk Services Sub-marine cables to inner islands Production Praslin-La Digue 3x2MW Gen Sets for replacement of Mirrlees Gen Sets Noise Reduction and Ventilation Improvement at BSA Power Station Variation of Works|Claims on Noise Reduction and Ventilation Improvement at BSA Power Station Standby Generator System for La Digue (2x1.5MVA genset + Installation) Transmission & Distribution Praslin-La Digue Network Extension (Mainly LV) Vallee De Maie new underground Feeders Interconnector Zimbabwe Mont Paisir New Cote D'or Feeder to MJ Estate Network Refurbishment + Modification Bulk Services Eve to Round Island Submarine Cable Link New Submarine Cable Praslin - La Digue ELECTRICITY PROJECTS WATER & SEWERAGE PROJECTS EIB-AFD - GOS/PUC Water & Sewerage Projects (Neptune) NP01 W01_ Rehabilitation and Upgrading of Desalination Plants in Seychelles NP01 CON01_Consultancy for Desalination Expert Services NP02 CON02_Consultancy for Design of NRW Reduction Programme NP02 CON08_Consultancy for Engineering and Supervision of Works of NRW NP02 W01 Lot 01_Pipe Replacement in Victoria NP02 W01 Lot 02_Pipe Replacement Mont Fleuri and Plaisance NP02 W01 Lot 03_Pipe Replacement Cascade to Pte Larue and Nageon Estate Network NP02 W01 Lot 04_Pipe Replacement Anse Aux Pins and Reef Estate NP02 GS01_Supply of Water Gems Software, Laptops, Server Hardware.
Plotter and Ground Microphone NP02 GS02_Supply of Water Meter Test Bench, Leak Repair Equipment and Leak Detection Equipment NP02 GS03_Supply of DI Pipes & Fittings, Gate Valves & Air Valves & Manholes Covers NP02 GS04_Supply of Bulk Meters, PRV, Strainers & Data Loggers NP02 GS05_Supply of HDPE Pipes: 110mm, 63mm & 25mm NP03 CON03_Consultancy for Design, ESIA & Tender Documents for WTP Works NP03 W01_Cascade and Hermitage Water Treatment Plants Refurbishment NP03 GS01_Supply of instruments/equipment for Weirs NPRE: Resource Efficiency Programme NP06 AM: Consultancy for Asset Management & Capacity Building NP06 PR: Technical Studies for the Reservoir Plaine Hollandaise NP07 CON07 PHA_Feasibility Studies, Detailed Designs, ESIA and Tender Docs for La Digue and Mahe wastewater Systems NP07 CON07_PHB Supervision of wastewater Works La Digue and Mahe NP07 CON10_New Consultancy for La Digue and Mahe Sewerage System NP07 W01_Construction of La Digue Wastewater System NP07 W02_Rehabilitation of Providence WWTP & Sewerage Pumping Stations & Rising Mains in Greater Victoria NP07 GS01_Supply of Materials for Sewerage Systems TAT CON: PMU Technical Assistance NP08 CON08: External Financial and Compliance Audit Water Supply Projects Mahe 4500m3/day Additional Desalination Plants at Providence Raising of La Gogue Dam - Construction Contract [Sinohydro] Consultancy Contract for Supervision Works on La Gogue Dam SHC Claims on La Gogue Project excluding PPTHA related claims Remedial Works for Seepage Control on Right Embankment and Stability Measures on South Saddle Dam Rehabilitation of Rochon - Hermitage - La Gogue Raw Water Transfer Pipeline_PH2 (Replacement of Fittings & Construction of Valve Chambers) Transportation Contract for La Gogue Dam Works - [PPHA] La Gogue WTP - 4000m3/day Storage and Pumping Scheme La Gogue - Sorento Gravity Mains (315mm HDPE) Pipeline from La Gogue - 2km Grand Anse Dam Construction Consultancy Contract for Grand Anse Dam Design TA for Grand Anse Dam Design Installation of New Water Filtration
 Schemes [Provision for EM Installation Works] Mont Plaisir Filter House Port Glaud Lower Filter House [on Hold due to adverse water quality] Pte Aux Sel Filter House Dan Kanper Filter House [Tender Failed] TOTAL PROJECT COST SR 2021 2022 2023 (SCR '000) (SCR '000) (SCR '000) 331,200 22,738 2,000 23,684 25,500 170,284 22,650 19,886 543,777 26,540 69,000 40,782 43,754 8,781 21,130 31,506 5,244 19,130 211,140 27,032 3,800 36,000 31,000 16,000 54,000 - - 111,780 75,081 1,814 21,675 - - - - - - - 13,886 762 - 81,069 3,116 - 2,639 - 500 10,870 937 642 - - - - 2,000 2,000 5,000 - - - - 18,882 1,814 - - - 400 - - - 1,000 1,000 1,000 - 147,518 - 45,197 - - - - 311 1,500 - - - - - - - - 3,035 - - - - - - 1,747 16,911 14,242 1,500 5,936 15 6,719 9,319 2,465 - 6,914 1,642 2,150 - - - - 2,304 - - 130 - - - - 3,736 499 2,774 24,225 - - - 1,874 158 - - - - - - - 7,960 - - - 6,000 10,000 5,000 54,000 - - 26,765 - - 14,800 - - 1,000 1,248 1,000 - 2,600 1,000 - 15,777 180,416 - 42,057 - - - - - - - - - - - - - - - - - - - - - 2,504 24,242 15,311 - - - - 1,204 - - 733 - - - - - - - - 1,167 - - 600 600 - - - 2,774 1,275 - - - - - - - - - - - - - - - - 6,000 10,000 5,000 54,000 - - 107,060 - - 779 - - 1,000 - - - 2,600 1,000 - 9,016 200,504 - 21,072 - - - - - - - - - - - - - - - - - - - - - - 13,532 7,540 - - - - 1,204 - - - - - - 12,000 - - - - 583 - - - - 45 Refurbishment of Mont Plaisir (AR) Treatment Plant Refurbishment of Rochon Dam Refurbishment of Rochon Treatment Plant Groundwater Production Borehole Project Reinforcement Works on Bel Ombre Desalination Plant Intake System Mare Aux Cochons - New Water Supply Scheme
 Installation and Commissioning of Equipment for Mare Aux Cochons by PMU Anse Major - New Water Supply Scheme Anse Major Raw Water Transfer Scheme - Lot 01 [Construction of Barrage, Pump House + Installation of 225mm HDPE] - BCCL Anse Major Raw Water Transfer Scheme - Lot 02 [Construction of two Barrages, two Tank + Installation of 225mm HDPE] - BCCL Anse Major Raw Water Transfer Scheme - Lot 03 [Pump House + Installation of 225mm HDPE] - UCPS Dan Bernard WTP & Construction of Staff Facilities - BCCL Installation and Commissioning of Equipment for Anse Major Water Scheme by PMU Construction of 2000m3 GRP Reservoir at Beoliere Treatment Capacity Increase at Le Niole Plant - New Filters Construction of 450m3 water tank at L'Islette Upper Calvert (Takamaka) Water Supply - PHII (Reservoir 100m3 and 3.5km Pump mains and Distribution Pipeline and Small Filtration System) Upper Calvert (Takamaka) Water Supply - PHI (RC200m3 and 3.5km Pump mains and Distribution Pipeline) Fencing of WTPs and PSs Buildings for Relocation of Containerised Desalination Plants on Mahe Water Network Projects Mahe Le Niole Phase II - Pipe Replacement (St Louis to Mont Buxton) Retaining Wall for Water Works Pte Aux Sel - Moripa Estate [J.Ladouce Property] NE Pointe to Sorento Non Performing Pipeline Replacement Phase III (150 UPVC to 250DI - 8km) Construction of New Water Tank at Les Cannelles New Pipeline from Anse Boileau to Anse La Mouche Junction St Roch Water Supply Project Providence Desalination Pipeline Installation Site Preparation Works for Erection of 2000m3 GRP Tank at Pte Paris WATER & SEWERAGE PROJECTS Water Project Baie Lazare for Seven Household Submarine pipeline from Mahe to Cerf Island & Cerf to Ste Anne NRW Reduction Programme (DMA, PMA, MR and network improvement) - Mahe NRW Reduction Programme (DMA, PMA, MR and network improvement) - Praslin and La Digue Network Extension & Improvement Pump Upgrade and Refurbishment of Pump Stations Land Bank Projects Water Force Mains from
 Perseverance to Pointe Connan [HDPE 315mm-450m] - Desalination Transfer line Refurbishment of Maldive Pump Station Replacement of 150mm AC pipeline along Coral Strand (800m) Replacement of 75mm AC from Ephelia towards Cap Ternay 3km Network Scheme for Montagne Possee Area (Network presently not available) Scada System for Water & WasteWater System in Mahe, Praslin and La Digue Bodamien Pump Station Upgrade Pipeline Replacement Mont Buxton - La Rosiere Pipeline Replacement at Belvedere [300m of 150mm Asbestos to DI] Pump Mains Replacement From Maldive Lower to La Gogue Upper [100AC Pipe] Pipeline Replacement Les Mamelles to Basin Blue [400m - 100AC] Water Supply Projects Praslin and La Digue Upgrade of Mont Plaisir Treatment Works Upgrade of Nouvelle Decouvert Treatment Works Refurbishment of TW and New Water Supply Scheme at Villaz Joseph Refurbishment of Salazie Treatment Works Refurbishment and Upgrade of Anse Reunion_LD Treatment Works Dexse (Baie Ste Anne) New Water Supply Scheme Backwash Improvements on all WTP at Praslin Plaine Hollaindaise Mini Dam (150000 m3) and WTP Water Networks Project Praslin and La Digue Construction of Pump House at Mont Plaisir (Anse Kerlan) - Praslin Network Extension Network Improvements Pump Upgrade and Refurbishment of Pump Stations Sewerage Mahe Odour Control Units for five Key Pump Stations Central Pump Station Construction in Victoria - Ascent Projects Design and Supervision Contract for Central Pump Station Beau Vallon Phase 2 Network Extension of Secondary & House Connections [Copper Pot Area (26 Houses) , Beau Belle (12 Houses inc JV)] Beau Vallon Phase 3 Network Extension & House Connections - [Ex Kashogi Estate (BBPH3) - 28 Houses] Beau Vallon - Connections for Fishersman Cove Area [Lifting Pump Station + 10 Houses] Construction of Containment Tank for Coral Strand PS New Rising Main between Corgate Estate PS to Victoria Hospital PS Network Extension from Plaisance round-about to Les Mamelles Jnt Beau Belle Treatment Plant
 Minor Refurbishment Infiltration Prevention Projects [Insitu Lining 2km of Pipeline in 2020-2021] Survey and Detailed Design for priority areas Pump Upgrade and Refurbishment of Pump Stations Minor Extention of Sewerage Networks Interconnector from Chetty Flat Plant to Ile Soliel Sewerage System Union Vale Sewer Extension [16 Houses for Connection] New Sewerage System for Ile Du Port, Ile Perseverance, Ile Aurore and lower part of North East Point WATER AND SEWERAGE PROJECTS CORPORATE PROJECTS Storage and Utilities Buildings New 33kV Substation at EH Roche Caiman_Powership Interconnection Warehouse Ile Aurore Containment Wall for BSA Power Station Storage building Water Depot Shelter for H. Plants Water Depot Containment Wall for PSB Fuel Tank Boundary Wall Praslin Power Station Building for Archive including Car Park and Improvement of Exit Route at Malavois Warehouse Refurbishment Rochon WTP [Contract Award in 2020] Office Blocks and Staff Facilities 6,000 8,000 24,000 - - - 1,125 1,700 2,000 1,500 - - 6,000 11,424 5,715 2,400 5,234 3,500 1,535 4,500 40,000 3,154 20,000 10,000 2,500 5,000 400 1,000 207,000 867,165 6,382 16,000 900 4,025 1,725 2,200 3,243 6,563 3,068 - - - - - - - 50 317 - - - - - - - 335 - - - - 1,300 - - - - - - 250 - 1,000 8,500 - - - - 150 - 250 - - - 784 - - - - - - - - - - - - - - 500 - - - - 250 2,426 253 - 730 - - - - 500 10,000 - 500 - 200 - - 105,139 519 - - - - - - 541 - - - 5,500 8,000 6,000 - 12,820 - - - - - 1,571 - 800 3,163 - 8,550 1,500 4,750 2,925 1,510 4,069 1,400 - 3,500 - - - - - 3,000 1,000 450 - - - 1,000 1,500 2,500 - - - 1,350 800 800 1,900 2,500 1,000 - 8,000 - - - - - - 500 533 500 - - - - - 2,400 - 3,500 1,535 - 19,000 3,240 6,000 2,833 300
 1,151 - - 20,250 199,963 - 14,000 900 - - 2,200 - - - - - - - 18,000 - - - - - - - - 6,000 - - - 450 1,500 250 - - - - 10,000 - - - - 54,000 - - 1,000 450 - 4,377 - - - - - - - - - - - - - - - - - - - - - 500 533 - - - - - - - - - - - 14,000 - 3,800 2,833 500 1,151 - - 5,400 159,606 - 800 - 4,025 1,725 - - - - - - 46 Construction of Staff Facilities at Ile Aurore Extension of Existing Sewerage Office at New Port (PSB) Corporate Building (Main Headquarters) Office Block for Engineers and Other Technical Staff at PSC Office Blocks and staff Facilities at BSA Praslin Office Blocks and storage Facilities at La Digue - La Passe Refurbishment of PUC House at Glacis IT Systems ERP System_Upgrade of ERP to 365 + Additional Server System Improvements (Servers for Redundancy & Continuity; Installation at EH) RnD for Smart Metering Application and Other IT Technology CCTV Surveillance System Vehicles & Other Equipment Procurement of 12 Twin Cabs Procurement of 4 Long Wheel Base Trucks Procurement of two H1 (12 Seater Bus) Meter Reader + Cable Fault Location Procurement of 10 cars 20T Hiab Vactor|Cesspit Emptier CORPORATE OVERALL TOTAL 700 5,278 60,900 5,000 12,000 9,000 950 - - 31,130 3,381 1,000 1,150 - - 10,080 3,533 1,470 3,470 3,500 6,521 - 203,168 2,687,203 - 650 - - - - - - - - - - - - - - - - - - - - 1,710 254,367 - - - 4,750 - 8,550 - - - 17,660 - - 1,150 - - - - 1,470 1,735 3,500 - - 55,915 436,294 - - - 2,500 12,000 - - - - 7,532 - - - - - - 3,533 - 1,735 - 6,521 - 40,370 400,480 47 Air Seychelles Company Ltd CAPEX Forecast A320 A check Equipment A320 C checks Ramp Van Work bench Heavy Duty Floor sweeper PecoLift - DHC6 Weighbridge Twin Otter engine overhaul Air-Condition Unit (ACU) Passenger Step(self –propelled) Ground Power Unit (GPU)Dual Output 115v/100Kva/28v Baggage Carts(small) Container Dollies (LD1,LD2,LD3) Pallet Dollies (10ft) 2 Conveyor Belts (extendable baggage loading conveyors) Lavatory Cart Main Deck Loader Lavatory Truck Ambulift Ipad for pilots Repair
 of roof at HQ Parking on bare land (approx.
2300sqm) New building on bare land (approx.
2000sqm) Replacement of trolley type extinguishers on apron Emergency lights in Bonded Stores Electricity Monitoring at HQ Chiller Replacement at HQ Renew steps at main entrance Hangar floor coating Replacement of light fittings at Engineering Office Installation of turbine extractors (whirlybirds) at the Hangar Replacement of kitchen cabinet at Engineering Replacment of CIS roof at nitrogen store Replacement of louvered alumninum openings at engineering building Replace fire alarm system at engineering Replacement of old electrical panels Replacement of emergency lights at engineering building Replacement of corroded compressed air pipework at engineering Replacement of signs across engineering Oil catch pit after tyre wash at engineering GSE refurbishment - roof replacement, gutter, lighting, air conditioning HIF stores - racking HIF stores - Air Conditioning Shelving for archive Providing kerb along GSE to protect cladding Demolish and build new compressor room Installation of new fire alarm system at GSE Oil storage racking with spill collection tank at GSE New heavy duty workbences at GSE (capable of holding bench vises) New cover to smoking area next to canteen Refurbish kitchen and restroom at GSE Refurbish GSE Shed Cover outside Engineering and Training block (VRV location) as a breakout area CIP PA system Replacement of dishwasher at CIP Replacement of wine fridge at CIP Water tanks to be replaced at CIP and Engineering Installation of PV at GSE to feed HQ Installation of PV at TechOps Desk at departure - Praslin Replacment of part of CIS roof on hangar Replacement of compressors at TechOps and GSE Replacment of cold room refrigrant plant Replacement of UPS at International terminal UPS for IT switch room at International Terminal Replacment of UPS for server room at HQ Replacement of furniture New cable between changer over from substation to HQ Replacement of AC Units at CIP Replacement of upright fridges at CIP Replacement of underbar fridge Replacement of water pump, surge tank and pressurised water system Replacement of old cars - 2 nos Provision for IT equipment (laptops, scanners, projectors etc.)
Total 2021 2022 2023 (SCR '000) 9,073 - 408 181 79 79 729 23,248 - - - - 829 728 9,947 472 - - 0 708 1,361 3,856 - 94 - 79 5,103 - 3,969 - - 57 40 - 454 - - - - 79 7,031 907 113 227 68 227 284 - - - 57 - - - - - - - - 18 - - - 499 113 499 79 - - - - - 936 907 73,539 (SCR '000) - 2,776 - - - - (SCR '000) - 55,932 - - - - 0 20,651 4,686 4,656 3,223 - - - - - - - 0 0 - - 23,673 - 15,110 - - 76 - - - - - 453 - 76 40 176 - - - - - - - - - 53 - - - 403 - 30 15 12 55 - - - - 101 - - - - 60 - - - - - - 806 77,132 0 20,651 - - - 248 - - - - 7,938 1,974 3,526 0 - - - - - - - - - 35 101 - - - - - - - 20 - - - - - - - - - 101 20 - - 35 - - - - 2,335 2,335 - 2,851 101 101 - - - 101 1,209 252 121 40 76 - 806 100,908 48 Petro Seychelles Company ltd Projects Provision for Hardware replacement and Spare Microsoft Licences Client Antivrus + Licences quickbooks 2019 Desktop Premier (Yearly Subscription) CorelDRAW Graphics Suite 2018 VCS Payroll Geologist Hammer Safety Field Boots Geologist Hard Safety Hats Geologist Geologist Compass Transport Provision for Departments Provision for Departments Total 2021 (SCR '000) 75.00 70.00 12.90 12.00 10.00 21.00 2.00 4.00 0.50 2.00 450.00 25.00 15.00 699.40 49 Seychelles Pension Fund 2021 2022 2023 SCR ('000) SCR ('000) SCR ('000) Projects Pirates Arms Development Ile Du Port Pointe Au Sel projects Le Chantier Mall 5th June Building project Continental Building Huteau lane phase 1 (demolition and renovation TOTAL 125,000 3,000 96,000 5,000 5,000 18,000 5,000 257,000 200,000 57,000 52,000 4,000 20,000 38,000 70,000 2,000 310,000 50,000 183,000 50 Paradis des Enfants Entertainment Project Description Replacement of toys that are damaged and not working 2021 (SCR '000) 2022 (SCR '000) 2023 (SCR '000) 500 500 500 Replacement of roof of exhisting building that leaks when it rains 500 1,000 500 1,000 500 1,000 51 Island Development Company Desneuf: IDC village Power generation and water storage facility Marie Louise: IDC village extension Resurfacing of airstrip Remire: Seagroynes exclusive villa
 for Tourism purposes Silhoutte: Cosntruction of 2 additional staff houses extension of guest house sewerage treatment plant by Labriz Platte: Extension of IDC village New desalination plant New waste treatment plant New clinic by the hotel New Jetty New power station New Telecommjunication system Desroche: New Jetty Renovation and upgradation of IDC village Revival of agriculture and livestock products Poivre: Hard surfacing of airstrip water and sewerage facility upgradation of IDC village Alphonse Widening of airstip to 23 meters Providence IDC new settlement Farquar Revegetation programme Cosmoledo 2021 (SCR '000) 2022 (SCR '000) 2023 (SCR '000) 3,000 500 2,000 3,000 1,500 500 1,000 1,200 1,000 1,000 10,000 2,000 1,000 1,000 500 4,000 3,000 1,000 1,500 1,000 10,000 3,000 15,000 1,000 4,000 4,000 5,000 5,000 52 Building of Airstrip/ guest transfer facilities IDC guesthouse 4 bedroom 2,500 2,500 Coetivy Widening of Airstrip to 23 meters New Jetty Repair of warehouse New sewerage treatment plant New desalination plant new incinerator new IDC guest house Replacement of general plant and Machineries New head office - bank loan New warehouse - bank loan New aircraft - bank loan New barge TOTAL 1,000 20,000 55,000 30,000 120,700 10,000 1,000 1,000 500 1,000 6,000 1,000 1,000 1,000 500 5,000 5,000 30,000 90,000 50,000 53 Housing Finance Company Projects Replacement of Core Banking System (USD 384,769) Investment in Office Space with the Société Seychelloise d'Investissement Ltd (SSI).
(no costing yet) TOTAL 2021 2022 2023 (SCR '000) (SCR '000) (SCR '000) 8,727 8,727 54 Development Bank of Seychelles Capital expenditure Office Building Office Equipment computers Furnitures and Fittings Motor Vehicles Others Software TOTAL 2021 (SR '000) 2021 (SR '000) 2021 (SR '000) 1,000 400 400 - 50 4,700 6,550 1,000 400 500 500 50 1,000 3,450 15,000 200 1,000 500 50 1,000 17,750 55 Seychelles Postal Services Motor Vehicles Furniture Computers Air-conditioner Equipment TOTAL 2021 (SCR '000) 71 175 57 34 338 56 SECTION 5 Constitutional Appointees Emoluments Page • A.
Presidential Emoluments 1 • B.
Vice Presidential Emoluments 1 • C. Ministerial Emoluments 1 • D. National Assembly Members Emoluments 2 • E. Constitutional Appointees’ Emoluments 3 • F. Judicial Emoluments 4 • G. Attorney General Emoluments 4 A.PRESIDENTIAL EMOLUMENTS AMENDED ACT, 2013 CONSTITUTIONAL APPOINTEES EMOLUMENTS Annual Salary R Annual Pension Gratuity 25% End of Term Gratuity R R R Estimates for 2021 R President Former Presidents Former President TOTAL B. VICE-PRESIDENTIAL EMOLUMENTS AMENDED ACT, 2013 Vice -President Former VP TOTAL C. MINISTERIAL EMOLUMENTS AMENDED ACT, 2013 Designated Minister Health Education Finance, Economic Planning & Trade Ministry of Foreign Affairs & Tourism Agriculture, Climate Change & Environment Internal Affairs Lands & Housing Youth, Sports & Family Affairs Employment & Social Affairs Transport Investment, Entrepreneurship & Industry Local Government & Community Affairs Former Ministers Former Ministers Total 996,768 - 249,192 - 1,599,120 399,780 996,768 1,599,120 648,972 864,360 - 216,090 - 1,340,505 335,126 864,360 1,340,505 551,216 675,144 649,968 649,968 649,968 649,968 649,968 649,968 649,968 649,968 649,968 649,968 649,968 649,968 - - - - - - - - - - - - - 168,786 162,492 162,492 162,492 162,492 162,492 162,492 162,492 162,492 162,492 162,492 162,492 162,492 7,308,749 8,474,760 7,308,749 2,118,690 - - - - - - - - - - - - - - - - - - - - 1,245,960 1,998,900 3,244,860 1,080,450 1,675,631 2,756,081 843,930 812,460 812,460 812,460 812,460 812,460 812,460 812,460 812,460 812,460 812,460 812,460 812,460 - 7,308,749 - 17,902,199 1 D. NATIONAL ASSEMBLY MEMBER'S EMOLUMENTS AMENDED ACT, 2013 Speaker Deputy Speaker Sub- Total Leader of Opposition Leader of Government Business Anse Aux Pins Anse Boileau Anse Etoile Anse Royale Aux Cap Baie Lazare Baie Ste Anne Beau Vallon Bel Air Bel Ombre Cascade Glacis Grand Anse-Mahe Grand Anse- Praslin Les Mamelles Mont Buxton Mont Fleuri Perseverance Plaisance Pointe Larue Port Glaud English River Roche Caiman St Louis Takamaka Inner Islands Proportionately Elected
 Member Proportionately Elected Member Proportionately Elected Member Proportionately Elected Member Proportionately Elected Member Proportionately Elected Member Proportionately Elected Member Former Members Sub Total Total Annual Salary R 743,632 644,848 Annual Pension R 1,388,480 - 644,848 644,848 393,434 371,630 364,636 375,176 364,636 375,176 375,176 375,176 393,434 393,434 364,636 404,814 440,956 375,176 - - 364,636 364,636 364,636 364,636 375,176 364,636 375,176 364,636 400,982 364,636 368,120 393,434 375,176 364,636 364,636 364,636 364,636 Gratuity 25% End-of-Term Gratuity R 185,908 161,212 R Estimates for 2021 R 929,540 806,060 347,120 161,212 161,212 98,359 92,908 91,159 93,794 91,159 93,794 93,794 93,794 98,359 98,359 91,159 101,204 110,239 93,794 - - 91,159 91,159 91,159 91,159 93,794 91,159 93,734 91,159 100,246 91,159 92,030 98,359 93,794 91,159 91,159 91,159 91,159 - 1,735,600 806,060 806,060 - 491,793 464,538 455,795 468,970 455,795 468,970 468,970 468,970 491,793 491,793 455,795 506,018 551,195 468,970 - - 455,795 455,795 455,795 455,795 468,970 455,795 468,910 455,795 501,228 455,795 460,150 491,793 468,970 455,795 455,795 455,795 455,795 14,587,962 12,956,246 14,587,962 3,239,005 14,344,726 14,587,962 3,586,125 14,587,962 30,783,213 32,518,813 - - 2 E. CONSTITUTIONAL APPOINTEES' EMOLUMENTS AMENDED ACT, 2013 Annual Salary R Annual Pension Gratuity 15% End-of-Term Gratuity R R R Estimates for 2021 R AUDITOR GENERAL Former Auditor General OMBUDSMAN ELECTORAL COMMISSION Chairperson Member Member Member Member Member Member Former Chairman CONSTITUTIONAL APPOINTMENTS AUTHORITY Chairman Member Member Member Member PUBLIC SERVICE APPEALS BOARD Chairman Member Member Former Ambassadors Former Amabssadors Total 649,968 - 277,725 553,020 - 207,828 138,120 138,120 138,120 138,120 138,120 139,440 287,076 196,308 192,612 192,612 192,612 266,064 175,152 143,472 - - - - - - - 478,305 - - - - - - - - 97,495 - 82,953 31,174 20,718 20,718 20,718 20,718 20,718 20,916
 - - - - - - - - - 2,781,417 3,886,764 3,537,447 336,128 - - - - - - - - - - - - - - - - - - - - 747,463 277,725 635,973 239,002 158,838 158,838 158,838 158,838 158,838 160,356 478,305 287,076 196,308 192,612 192,612 192,612 266,064 175,152 143,472 2,781,417 7,760,340 3 F. JUDICIARY ACT (2008), AMENDED 2009 & 2013 Particulars R Annual Salary R Annual Pension Other Allowances End-of-Term Gratuity R R R Gratuity 25% R Estimates for 2021 R SUPREME COURT Chief Justice Puisne Judge Puisne Judge Puisne Judge Puisne Judge Puisne Judge Puisne Judge Former CJ & Judges Sub-Total COURT OF APPEAL President COA Justice COA Justice COA Justice COA Justice Former Judges Sub-Total Grand Total Registrar/ Magistrates Master Registrar Senior Magistrate Magistrate Magistrate Magistrate Magistrate Magistrate Total Grand Total G. APPOINTMENT OF ATTORNEY GENERAL Attorney General Former Attorney General Total Grand Total 757,900 713,630 722,732 680,524 671,952 667,179 661,392 - - - - - - - 1,155,744 4,875,309 1,155,744 820,999 702,978 694,121 659,304 652,553 - - - - - 1,103,160.00 3,529,955 1,103,160 8,405,264 2,258,904 - - - - - - - - - - - - - - - - - 1,268,398 - - - 1,653,099 - - - 189,475 178,408 180,683 170,131 167,988 166,795 165,348 - 2,215,773 892,038 903,415 850,655 2,493,039 833,974 826,740 1,155,744 2,921,497 1,218,827 10,171,377 - - - - - - - 205,250 175,745 173,530 164,826 163,138 - 1,026,249 878,723 867,651 824,130 815,691 1,103,160 882,489 5,515,604 2,921,497 2,101,316 15,686,981 574,470 638,700 477,320 460,584 435,060 434,716 428,904 424,842 3,874,596 - - - - - - - - - 67,200 67,200 33,600 33,600 33,600 33,600 33,600 33,600 336,000 - - - 459,342 - - - - 459,342 143,618 153,675 119,330 115,146 108,765 108,679 107,226 106,211 785,288 859,575 630,250 1,068,672 577,425 576,995 569,730 564,653 962,650 5,632,588 12,279,860 2,258,904 336,000 3,380,839 3,063,966 21,319,569 Annual Salary R Annual Pension Other Allowances R R End-of-Term Gratuity 50% R Gratuity 25% R Estimates for
 2021 R 668,760 - 668,760 - 375000 187,440 187,440 - 375,000 - - - 167,190 1,210,950 - 167,190 187,440 1,398,390 41,515,998 30,820,128 711,000 3,380,839 10,472,288 86,900,252 4 SECTION 6 Statutory Statements in Accordance with Articles 154 of The Constitution  External and Domestic Debt Stock  External Debt Service Profile 2020 to 2030  Statement of Outstanding Guarantees  Statement of Official Reserves Page 1 2 3 4 EXTERNAL AND DOMESTIC DEBT STOCK In accordance with Article 154 (3) (a) of the Constitution (SR'000) Date External Debt Multilateral Bilateral Commercial Private Total Domestic Debt Grand Total December 31, 1996 December 31, 1997 December 31, 1998 December 31, 1999 December 31, 2000 December 31, 2001 December 31, 2002 December 31, 2003 December 31, 2004 December 31, 2005 December 31, 2006 December 31,2007 December 31,2008 December 31,2009 December 31,2010 December 31,2011 December 31,2012 December 31, 2013 December 31, 2014 December 31, 2015 December 31, 2016 December 31, 2017 December 31, 2018 December 31,2019 Estimated December - - - - - - - - - - 5,356,904
EXTERNAL DEBT SERVICE PROFILE 2019 TO 2029 In accordance with Article 154 (3) (a) of the Constitution (SR'000) YEAR MULTILATERAL BILATERAL COMMERCIAL BONDS TOTAL PRINCIPAL INTEREST PRINCIPAL INTEREST PRINCIPAL INTEREST PRINCIPAL INTEREST PRINCIPAL INTEREST Oct-20 23,897 64,908 3,676 62,712 16,681 6,933 - - - - 264,557 25,832 890,059 101,644 98,387 12,790 618,485 79,153 98,387 6,395 475,916 63,337 - - - - 350,982 42,441 - 29,181 251,196 41,822 303,788 33,018 70,518 249,277 38,466 240,831 27,853 29,990 285,042 35,164 92,487 21,778 285,100 31,381 65,882 11,060 267,970 25,289 64,776 3,892 - - - 2 STATEMENT OF OUTSTANDING GUARANTEES BY CENTRAL BANK AND GOVERNMENT In accordance with article 154(3)(d) of the Constitution A.
CENTRAL BANK OF SEYCHELLES Commercial Institutions Bilateral Institutions Multilateral Institutions Total B.
(i) GOVERNMENT OF SEYCHELLES External Commercial Institutions Bilateral Institutions Multilateral Institutions Total (ii) Domestic Commercial Institutions Total Government of Seychelles Guarantees (SR'000) - - - - - - 7,890 33,349 41,239 894,728 935,967 3 STATEMENT OF OFFICIAL RESERVES In accordance with Article 154 (3) of the Constitution 31-Dec-17 31-Dec-18 Actual SR'm Actual SR'm 31-Dec-19 Actual SR'm 31-Dec-20 Actual SR'm 31-Dec-21 Estimated SR'm Central Bank Government Commercial Banks 7,536 8 4,985 7,697 9 6,161 8,176 9 6,481 12,089 14 9,606 8,117 16 10,110 Gross External Reserves 12,529 13,867 14,667 21,710 18,242 Gross Official Reserves 7,545 7,706 8,186 12,104 8,132 Note: Official Reserves do not include that of commercial banks, such funds are not under direct control of the authorities 4