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Discerning Bride 2012
Discerning Bride 2012 Type: Publication • Art direction • Layout, design and typesetting • Photo-editing including cover image • Deep-etching • Advert design • Production • Inception to completion Description: Produce the 2012 edition of Discerning Bride, a prestigious bridal publication to completion. Oversized 228 page magazine was to be laid out, designed, typeset and sent to print. Copy supplied by the editor in Word format. Photos and images supplied in raw format which were colour corrected, edited and deep-etched for placement. Create new page layouts and backgrounds. Image choices selected at my discretion to best suit layouts. Design clients adverts being published. Paginate, typeset and proof-read. Print and mock-up final version for approval from the editor.x1a pdf (pre-press) and FTP transfer to vendor in China. Approve plot proof. Successfully completed and delivered on-time for distribution early 2012. Software: Adobe CS5, Indesign, Photoshop, Illustrator, Dreamweaver, Adobe Bridge, Adobe Acrobat, Lightroom, Microsoft Office, Cyberduck.
SAS Institute Newsletters
SAS Institute Newsletters Type: • Art direction • Masthead creation • Design • Layout and typesetting • Photography choice and photo-editing • Deep-etching • Press ready for printing
Description: Copy supplied on disk for the quarterly newsletter, distributed internally and externally to clients. Artwork application: Newsletters - internal and external: SAS Responses, SAS Update, SAS Monitor and SAS Tweet.
Software: Adobe CS5, Indesign, Photoshop, Illustrator, Adobe Bridge, Adobe Acrobat, Lightroom, Microsoft Office, Fontbook.
Annual reports Type: • Concept and mock-up • Design • Layout • Typeset • Photo-editing • Deep-etching • Photography • Production
2345 TWP RESULTATE YE08:Layout 1
NAGESIENE RESULTATE VIR DIE 12 MAANDE GEËINDIG 29 FEBRUARIE 2008 Wins voor belasting van R155 miljoen 228%
12 maande 28 Februarie
Koste van verkope
Bruto wins Administratiewe en ander bedryfsuitgawes
Billike waarde verlies op Finansiële Instrument
Wins voor inkomstebelasting
Netto wins vir die jaar
Netto wins vir die jaar toeskryfbaar aan - Ekwiteitsaandeelhouers van die houermaatskappy - Buite-aandeelhouers Netto wins vir die jaar
Basiese verdienste per aandeel (sent)
Wesensverdienste per aandeel (sent)
Verwaterde verdienste per aandeel (sent)
Verwaterde wesensverdienste per aandeel (sent)
OPGESOMDE GEKONSOLIDEERDE KONTANTVLOEISTAAT Nagegaan
12 maande 28 Februarie
Nie-kontantvloei-items met betrekking tot ander bedrywighede Bedryfskapitaalbewegings
2007 47 106 6 864
Kontant gegenereer uit bedryfsaktiwiteite
Dividende ontvang Rente betaal Belasting betaal Kontantvloei uit bedryfsaktiwiteite
(3 058) (5 039)
Kontantvloei uit finansieringsbedrywighede
Beweging in kontant en kontant-ekwivalente
Kontant en kontant-ekwivalente aan begin van tydperk
Wisselkoersverskille met die omskepping van buitelandse bedrywighede
523 78 824
R'000 BATES Nie-bedryfsbates Eiendom, installasies en toerusting Lenings aan verwante partye Beskikbaar-vir-verkoop finansiële bates Uitgestelde belasting Klandisiewaarde
Nagegaan 29 Februarie 2008
Geouditeer 28 Februarie 2007
37 588 1 250 51 261 1 023 36 726 127 848
39 399 1 961 253 36 726 78 339
173 883 61 850 91 259 326 992 454 840
65 160 9 013 2 094 76 267 154 606
190 391 458 (15 445) 154 593 329 997 1 769 331 766
100 48 856 48 956 475 49 431
Bedryfsbates Handels en ander debiteure Onvoltooide werk Kontant en kontant-ekwivalente Totale bates AANDEELHOUERSEKWITEIT Kapitaal en reserwes Aandelekapitaal en premie Buitelandse valuta omskakelings-reserwe Transaksies met buite-aandeelhouers Behoue verdienste Buite-aandeelhouersbelang AANSPREEKLIKHEDE Nie-bedryfslaste Finansiële instrument Uitgestelde belasting Langtermynaanspreeklikhede Bedryfslaste Handels en ander kredituere Voorsienings en ander bataalbare bedrae Belasting Uitgestelde inkomste Aandeelhouerslenings Lenings van verwante partye Korttermyngedeelte van langtermynaanspreeklikhede Ongesekureerde korttermynlening Bankoortrekking Totale ekwiteit en aanspreeklikhede
• Wesensverdienste per aandeel van 93.82 sent 187%
AANTEKENINGE BY DIE OPGESOMDE GEKONSOLIDEERDE FINANSIËLE STATE
9 168 4 609
132 1 569 20 234
22 470 39 180 27 056 283 5 331 2 542 12 435 109 297 454 840
13 703 10 543 15 360 21 343 1 451 4 364 12 700 3 776 83 240 154 606
Voorbereidingsgrondslag Hierdie opgesomde gekonsolideerde finansiële jaarstate is voorberei in ooreenstemming met Internasionale Finansiële Rapporteringstandaarde, IAS34 oor Tussentydse Finansiële Rapportering en Bylae 4 van die Suid-Afrikaanse Maatskappywet. Die rekeningkundige beleid wat in die voorbereiding van hierdie finansiële jaarstate gebruik is, stem ooreen met dié wat toegepas is in die finansiële jaarstate vir die jaar geëindig 28 Februarie 2007, wat in die voornoteringsverklaring ingesluit is. Die resultate vir die jaar geëindig 29 Februarie 2008 is deur die groep se ouditeursfirma PricewaterhouseCoopers Inc. nagegaan, en die ongekwalifi-seerde verslag lê ter insae by die maatskappy se geregistreerde kantoor. Basiese verdienste per aandeel, verwaterde verdienste per aandeel en wesensverdienste per aandeel word soos volg bereken: Nagegaan Geouditeer 12 maande 12 maande 29 Februarie 28 Februarie 2008 2007 Basiese verdienste per aandeel Basiese verdienste per aandeel (sent) 102.20 32.64 word bereken, gebaseer op ‘n netto wins van (R'000) 105 737 32 642 en ’n geweegde gemiddelde aantal aandele uitstaande van 103 459 425 100 000 000 Verwaterde basiese verdienste per aandeel Behalwe TWP Holdings se gewone aandele wat op die JSE genoteer is, is geen sekuriteite deur TWP Holdings uitgereik of op enige ander Aandelebeurs genoteer nie. Geen ander moontlike gewone aandele is deur die maatskappy uitgereik nie en derhalwe sal daar geen verwatering van die huidige basiese verdienste per aandeel wees nie. Wesensverdienste per aandeel Wesensverdienste per aandeel (sent) 93.82 32.64 97 064 32 642 word bereken, gebaseer op ‘n netto wins van (R'000) en ’n geweegde gemiddelde aantal aandele uitstaande van 103 459 425 100 000 000 Rekonsiliasie van basiese verdienste en wesensverdienste vir die jaar: Netto wins vir die jaar (R'000) 105 737 32 642 Aangepas vir die na-belastingeffek van: Wins met die verkoop van bates en beleggings (4 707) Wins met die verkoop van filiale (3 966) Wesensverdienste 97 064 32 642
OPGESOMDE GEKONSOLIDEERDE STAAT VAN VERANDERINGS IN EKWITEIT Andelekapitaal en premie 100 (21) 21 100 200 000 (18 253) 8 544 190 391
(5 019) (26 428)
Kontantvloei uit beleggingsbedrywighede
Kontant en kontant-ekwivalente aan einde van tydperk
12 maande 29 Februarie Netto wins voor belasting
R'000 Saldo op 1 Maart 2006 Effek van aandeleterugkoop Aandele heruitgereik Netto wins vir die tydperk Saldo op 28 Februarie 2007 Aandele-uitgifte Transaksiekoste Uitkoop van buite-aandeelhouers Verkryging van filiale Omskakel van buitelandse bedrywighede Netto wins vir die tydperk Saldo op 29 Februarie 2008
Buitelndse valutaomskakelingsreserwe 458 458
Behoue verdienste 18 408 (2 194) 32 642 48 856 105 737 154 593
Buiteaandeelhouers belang 475 475 (2 930) 137 65 4 022 1 769
Transaksies met buiteaandeelhouers (15 445) (15 445)
Totaal 18 508 (2 215) 21 33 117 49 431 200 000 (18 253) (9 831) 137 523 109 759 331 766
GREAT MINDS MAKE GREAT MINES
Oorsig van bedrywighede: Die groep se kernbesighede het almal goed presteer en gedurende die jaar stewige groei ervaar. Dit is verblydend om te sien dat TWP Holdings en sy groepmaatskappye voortgesette steun van hul kliënte kry en in staat is om die tekort aan vaardighede op ’n innoverende en volhoubare wyse die hoof te bied. Die vermoë om personeel te lok en te behou, is verbeter deur die notering en die groep se aandeelaansporingskema wat op die oomblik geïmplementeer word. Groei word ondersteun deur ’n sterk vraag na die groep se dienste wêreldwyd, en veral in Afrika en Australië. Die bestelboek is besonder sterk, en nuwe bestellings word op ’n gereelde grondslag bekom. Hoewel sommige van die groep se projekte deur beurtkrag geraak is, het dit nie ’n wesenlike uitwerking op óf winsgewendheid óf die vordering van projekte gehad nie. Op ’n toekomsgerigte grondslag word geleenthede gesoek om die kragvoorsieningsprobleme deur die innoverende gebruik van tegnologie wat aan die groep beskikbaar is, hok te slaan. Gebeure ná die balansstaatdatum: Op 29 Februarie 2008 het TWP Holdings bekend gemaak dat hy ’n ooreenkoms aangegaan het om 100% te verkry van die uitgereikte aandelekapitaal van en
aandeelhouerslenings aan TPS Architects (Pty) Limited, een van Suid-Afrika se grootste firmas van industriële en kommersiële argitekte. Hierdie transaksie is steeds onderworpe aan regulerende goedkeuring en die voltooiing van kontroleringsprosedures. Dividende: Soos in die voornoteringsverslag vermeld is, is geen dividend verklaar nie aangesien die groep se finansiële reserwes tans gebruik word om die besigheid organies en deur middel van nuwe besigheids-verkryings uit te brei. Vooruitsigte: Die Direksie is verheug met die groep se bedrywighede en verwag dat die stewige groei sal voortduur. Derhalwe bly die voorspellings wat in die voornoteringsverslag gedoen is steeds van krag en bereikbaar. Aankondigings met betrekking tot nuwe werk, nuwe besigheids-verkryings en geleenthede wat nagestreef word, kan gedurende die komende jaar verwag word. Namens die Direksie E Dube N Townshend S Dewsbery Voorsitter Uitvoerende Hoof Hoof Finansiële Beampte 5 Mei 2008 Johannesburg
FINANSIËLE RESULTATE EN OORSIG VAN BEDRYWIGHEDE Finansiële resultate: Inkomste het met 126% tot R705 miljoen gestyg in vergelyking met die syfer vir die vorige finansiële jaar. Bruto wins het met R201 miljoen tot R291 miljoen (222%) toegeneem. Dié prestasie, wat die groep se vooruitskatting in die groep se voornoteringsverklaring oortref het, het gekom na ’n stewige aanvraag na die groep se dienste op alle bedryfsgebiede. Bedryfswins het met 193% verbeter en wins voor belasting met 228%. Wesensverdienste per aandeel van 93.82 sent is die eerste keer gepubliseer aangesien TWP Holdings 'n pas genoteerde entiteit is, en dit verteenwoordig 'n toename van 187% wanneer dit met die wesensverdienste van 36.24 sent van die vorige jaar vergelyk word. Diverse inkomste sluit in wins met die verkoop van filiaal TWP House (Pty) Limited ten bedrae van R4.6 miljoen asook wins met die verkoop van ’n belegging ten bedrae van R5.4 miljoen. Die balansstaat soos aan die einde van die jaar bly steeds sterk met netto bates ten bedrae van R331.8 miljoen, insluitend vir beleggings van R51.3 miljoen en ’n netto kontantsaldo van R79 miljoen. Die verbeterde stand van die balansstaat kan hoofsaaklik toegeskryf word aan die positiewe effek van meer bedryfsaktiwiteite asook die fondse wat verkry is as deel van die groep se private plasing van aandele gedurende November 2007.
TWP Holdings Limited • Registrasienommer: 2003/025640/06 • Aandeelkode: TWP • ISIN: ZAE000110763 • Direkteure: E Dube* (Voorsitter), A Lawless*, H Makapula*, N Townshend (CUH), S Dewsbery (HFB) *Nie-uitvoerend Geregistreerde Kantoor: The Atrium, h/v Rustenburgweg & 7de Laan, Melville 2092 • Posadres: Posbus 61232, Marshalltown 2107 Maatskappysekretaris: T Liebenberg, Legal Information Services cc • Registrasienommer: 1993/022242/23 • Adres: H/v Republic & Main Avenue, Ferndale, Randburg. Tel: +27 (11) 326 1330, Fax: +27 (11) 787 5643. E-mail: Theunis@tli.co.za Oordragssekretaris: Computershare Investor Services (Pty) Ltd., Marshallstraat 70, Johannesburg 2001. Posbus 61051 Marshalltown 2107. Tel: +27 (11) 370 5000 Borg: Nedbank Capital • Ouditeur: PricewaterhouseCoopers Inc • Bank: FNB Ltd • Prokureurs firma: TLi Incorporated
1787 SABLE RESULTS
A n n u A l
R e p o R t
(“Sable”) (Registration No. 1968/010636/06) Share code: SBL ISIN: ZAE00006383 (Incorporated in the Republic of South Africa)
4 528 32 659 2 499
Transitional arrangements The group's transition to IFRS has been established as at 1 July 2004. Opening balances at 1 July 2004 have been restated to reflect all existing IFRS statements applicable.
Financial results The group reported a net profit of R6.5 million (December 2004 - R1.2 million) for the period ended 31 December 2005. Earnings per share increased by 437% from 16.1 cents to 86.5 cents, with headline earnings per share increasing by 475% from 15.3 cents to 88.0 cents. Operating profits are represented as follows: Dec 2005 Dec 2004 June 2005 R’000 R’000 R’000 Property investments and trading Treasury investments
3 820 1 442
5 010 (815)
9 098 3 719
The net asset value per share increased from R19.09 to R19.46 at December 2005. Group long-term borrowings increased by 102% to R67.9 million (June 2005 R33.7 million) as a result of various acquisitions and development of investment properties. Acquisitions and developments Sable has acquired investment properties amounting to R39.2 million during the period, comprising industrial and office parks.
6 212 14 496 8 824
18 397 37 743 27 381 62 547
18 409 24 105 24 537 40 171
18 397 34 332 26 352 64 244
67 893 1 595
59 623 1 445
33 684 1 595
6 089 10 043 -
4 158 21 407 -
11 254 973 210
3 539 40 947
3 496 17 738
2 284 17 1 308
8 420 (914)
8 420 (914)
8 420 (914)
Share capital and premium Non-distributable reserves Revaluation reserves Retained profits Non-current liabilities Interest-bearing borrowings Deferred taxation liability Current liabilities Trade and other payables Interest-bearing borrowings Interest-free borrowing Current portion of interest-bearing borrowings Shareholders for dividends Taxation payable Total equity and liabilities Number of ordinary shares in issue (’000) Less: Treasury shares (’000) Net asset value per ordinary share (cents) Interest-bearing liabilities to total capital and reserves (%)
7 506 1 909
2210 CNET RESULTS YE07:Layout 1
AUDITED GROUP RESULTS FOR THE YEAR ENDED 31 AUGUST 2007
Six months Six months Year ended ended ended 31 Dec 2005 31 Dec 2004 30 June 2005 (Unaudited) (Unaudited) (Audited) CONDENSED CONSOLIDATED INCOME STATEMENT R’000 R’000 R’000 Year ended Year ended Balance at beginning of the period - previously reported Change in accounting policy
143 325 -
109 334 -
109 Revenue 334 Operating profit (loss) (Note 4) 212 revenue Investment
Restated balance at beginning 143 325 of the period 6 496 Net profit for the period Repurchase of shares by subsidiary (3 753) Dividend paid
109 334 1 206 (674) (2 644)
109 Profit 546(loss) before taxation Taxation 37 Profit 109(loss) for the year Attributable to: (686) Equity holders of the parent (2 Minority 644) Interests
Earnings per share 143 Headline 325 earnings per ordinary share (cents)
Balance at end of the period
Abridged Statement of Changes in Equity
Share of profit of associates Finance costs
Comments Basis of preparation and accounting policies The unaudited group interim results, for the six months ended 31 December 2005, have been prepared in accordance with IAS 34, Interim Financial Reporting, and are covered by International Financial Reporting Standard ("IFRS") 1, First-time Adoption of IFRS. The results incorporate policies which are consistent with those applied in the previous period.
194 650 143 325
198 106 107 222
R e s i d e n T i a l
10 310 8 086 3 834 236 214 146 068
Total assets Equity and liabilities Capital and reserves
P R o P e R T i e s
94 950 31 220 36 509 350 612 1 100 377
i n d U s T R i a l
104 799 26 641 26 234 350 19 377
R e Ta i l
Inventories Trade and other receivables Cash and cash equivalents
138 999 32 784 40 126 350 248 1 100 377
c o M M e R c i a l
Property, vehicles and equipment Investments - other Investments - associates Company held for resale Deferred taxation asset Goodwill Loans receivable
Basic and diluted earnings per ordinary share (cents) Weighted average number of shares
31 Aug 2007 170 196 21 027 1 472 142 (61) 22 580 6 595 15 985
31 Aug 2006 (4 549) 4 (4 545) (4 545)
6 149 9 836 15 985
(4 545) (4 545)
2.46 2.37 259 469 863
(0.62) (5.37) 84 600 000
CONSOLIDATED CASH FLOW STATEMENT Sable In addition, a 6 500m2 retail shopping centre is currently being co-developed by CONDENSED Year ended Year ended Holdings in Randburg, Johannesburg. 31 Aug 31 Aug R’000 2007 2006 The R58.0 million project is expected to be completed in August 2006 and will be tenanted Operating activities by nationally branded stores. Cash used in operations (4 241) (305) Interest income
Treasury investments Finance costs Tax paid Group treasury investments increased from R31.2 million to R32.8 million at December Goodwill adjustment and impairment 2005. Rand strengthening of 4.9% impacted The PSG Global Hedge Fund negatively, Net cash (used in) from operating activities whilst the US$-based fund price improved by 7.4%. The domestic share portfolio managed Net cash (used in) from investing activities Net cash from financing activities by BOE Securities (Pty) Ltd again performed well by increasing the investment value from Net increase (decrease) in cash and cash equivalents R3.3 million to R4.3 million during the period. Cash at the beginning of the year Total cash at end of the year
1 472 (61) (6 922) (461) (10 213) (48 380) 111 623 53 030 1 498 54 528
4 (301) 1 799 1 498 1 498
797 15 985 2 368 133 437 (1 080) (1 580) 149 927
5 342 (4 545) 797
Associate investments CONDENSED Sable Homes, of which Sable Holdings has a 45% interest, added net earnings of CONSOLIDATED STATEMENT OF CHANGES IN EQUITY Year ended Year ended R3.4 million during the period, mostly from the development and resale of stands in 31 Aug 31 Aug residential housing estates in the Gauteng area. R’000 2007 2006 Balance beginning of the year Prospects Net profit/(loss) for the year Sable Holdings currently has investment properties of R37.9 million under contract, Shares issued for cash Acquisition of subsidiaries comprising industrial parks and a retail shopping centre. Profits from the sale of industrial Expenses recognised directly in equity parks are likely to be realised in the second half of the year. Sable Holdings has alsoby subsidiaries to minorities Dividends Balance at end of year negotiated investment stakes in material retail and residential developments in Pretoria.
NOTES 1. Basis of preparation. The condensed consolidated financial information has been
Dividends prepared in accordance with IAS 34 – Interim Financial Reporting and is based on the audited financial statements of the group for the year ended 31 August 2007, As is customary, no dividend has been declared for the six months ended which have been prepared in accordance with International Financial Reporting Standards ("IFRS"), the Listings Requirements of the JSE, and the South African 31 December 2005. For and on behalf of the board J Nash (Chairman) PH Nash (Managing director) 29 March 2006
Registered office: Sable Place, Fairway Office Park, 52 Grosvenor Road, Bryanston 2021. PO Box 786390, Sandton 2146 Transfer secretaries: Computershare Investor Services 2004 (Pty) Limited, 70 Marshall Street, Johannesburg 2001. Directors: J Nash* (Chairman), P H Nash (Managing), I R Kemp, J A Pelser* (*Non-executive) • Sponsor: Sasfin Corporate Finance – a division of Sasfin Bank Limited
Companies Act, 1973. 2. Accounting policies. The accounting policies applied in these condensed consolidated financial statements comply with IFRS and are in agreement with those applied in preparation of the group's annual financial statements for the year ended 31 August 2007 and are consistent with those applied in the previous year. 3. Independent audit by the auditors. These condensed consolidated results have been audited by our auditors Horwath Leveton Boner who have performed their audit in accordance with the International Standards in Auditing. A copy of their unqualified audit report is available for inspection at the registered office of the company. Year ended Year ended 31 Aug 31 Aug R’000 2007 2006 4. Operating profit The following items have been accounted for in the operating profit: Auditors' remuneration 509 134 Directors' remuneration 1 563 Operating lease charges 1 028 Loss on sale of property, plant and equipment (2) Loss on sale of subsidiaries (4 024) Loss on exchange differences (188) Depreciation on property, plant and equipment 746 Goodwill adjustment and impairment 461 Employee costs 26 619 5. Reconciliation of headline earnings Earnings for the year 6 149 (4 545) Loss on disposal of subsidiaries 4 024 Loss on disposal of assets 2 Goodwill adjustment and impairment 461 Portion of goodwill adjustment attributable to minorities (226) Headline earnings 6 386 (521)
ConvergeNet Holdings Limited Formerly Vestor Investments Limited • (Registration number 1998/015580/06) JSE code: CVN • ISIN: ZAE 000102067 CONDENSED CONSOLIDATED BALANCE SHEET R’000 ASSETS Non-current assets Property, plant and equipment Goodwill Intangible assets Investments in associates Deferred tax Current assets Inventories Loans to group companies Other financial assets Current tax receivable Trade and other receivables Cash and cash equivalents TOTAL ASSETS EQUITY AND LIABILITIES Total equity Share capital Accumulated loss Equity attributable to equity holders of parent Minority interest Liabilities Non-current liabilities Loans from group companies Other financial liabilities Finance lease obligation Operating lease liability Deferred tax Current liabilities Other financial liabilities Current tax payable Finance lease obligation Trade and other payables Bank overdraft Total Liabilities TOTAL EQUITY AND LIABILITIES Net asset value per share (cents) Net tangible asset value per share (cents) Number of shares in issue at period end
ACQUISITION OF BUSINESSES
31 Aug 2007
31 Aug 2006
9 694 90 849 16 142 2 513 103 214
8 911 346 1 122 255 113 096 55 253 178 983 282 197
201 1 1 498 1 700 1 700
129 088 (12 097) 116 991 32 936 149 927
19 043 (18 246) 797 797
11 595 1 448 1 706 62 35 14 846
1 460 20 791 689 93 769 715 117 424 132 270 282 197 19.66 4.39 595 149 096
682 221 903 903 1 700 0.94 0.94 84 600 000
R’000 The following subsidiaries were acquired during March to August: ConvergeNet SA (Pty) Ltd (Settled through the issue of 140 000 000 shares at 6.5 cents) Structured Connectivity Solutions (Pty) Ltd (Settled through the issue of 70 000 000 shares at 16 cents) Sizwe Africa IT Group (Pty) Ltd, net of loan acquired (Settled through the issue of 223 212 786 shares at 30 cents) Telesto Communications (Pty) Ltd (Settled through the issue of 74 000 000 shares at 30 cents)
Year ended 31 Aug 2007
Year ended 31 Aug 2006
Fair value of assets and liabilities acquired Property, plant and equipment Deferred tax assets/liabilities Other non-current assets Goodwill Inventories Trade and other receivables Trade and other payables Tax assets/liabilities Other financial liabilities Cash Outside shareholders Fair value of assets and liabilities acquired Goodwill Consideration paid Issuing of 507 212 786 ordinary shares in ConvergeNet Holdings Limited Cash acquired Net cash outflow on acquisition Attributable net income after tax included in financial results Attributable net income after tax if included for full period
10 406 1 036 1 622 478 10 039 108 390 (116 502) (18 747) (15 363) 61 114 (24 680) 17 793 90 371 108 164
(108 164) 61 114 (47 050)
7 368 20 312
CONDENSED SEGMENTAL INFORMATION R’000 Revenue Profit from operations Investment revenues Share of profits of associates Finance costs Profit (loss) before tax Income tax (expense) benefit Profit (loss) for the year Other information Segment assets Segment liabilities
Services and support Hardware and software Cabling and infrastructure 27 769 52 986 89 252 1 736 4 194 18 578 22 1 360 85 142 (61) 1 759 5 696 18 602 (386) (1 047) (5 439) 1 373 4 649 13 163 39 703 (19 782)
61 620 (46 894)
85 909 (58 876)
Other 189 (3 481) 4 (3 476) 277 (3 199)
Total 170 196 21 027 1 472 142 (61) 22 580 (6 595) 15 985
94 964 (6 718)
282 197 (132 270)
FINANCIAL OVERVIEW Following a change in control during February this year, ConvergeNet negotiated a number of strategic acquisitions. In March ConvergeNet acquired 100% of the issued share capital of ConvergeNet SA (Pty) Ltd, 51% of the issued share capital in Structured Connectivity Solutions (Pty) Ltd in April, 51% of the issued share capital in Sizwe Africa IT Group (Pty) Ltd in June and 74% of the issued share capital in Telesto Communications (Pty) Ltd also in June. The results of these subsidiaries were included in the results of the group from the effective date of control. As ConvergeNet, previously known as Vestor Investments Limited did not trade during the 2006 financial year, any past comparison would not be relevant. Shareholders are informed that the reported results of the acquired companies were for different periods as a result of the relative effective date of control of each of the acquisitions, and that these periods were shorter than a full financial year. All of the subsidiaries were profitable for the period under review and performed in line with expectations. The group generated R50,030m of cash during the year and has virtually no interest-bearing financing from external sources. Operational overview All of the acquired businesses experienced good growth in comparison to their respective prior year results for the same period. The companies in the group are able to attract the necessary talent and the supplier situation is promising. Board changes Apart from the resignations of the original Vestor Investments Limited directors, all of the current directors were appointed during this period as stated in the following schedule. Director Date appointed Date resigned Melvyn Antonie 15 June 2006 19 February 2007 John Edwin van der Burgh 15 June 2006 19 February 2007 Leon David van Wyk 15 June 2006 19 February 2007 Darryl John Ablitt White 15 June 2006 19 February 2007 Norman Ross Macdonald* 19 February 2007 Martin Deon van Rooyen* 19 February 2007 Pieter Willem Johannes Bouwer 19 February 2007 Sandile Swana* 19 February 2007 Gordon Stanley Edwards 19 February 2007 Sindile Lester Leslie Peteni* 19 February 2007
Director Date appointed Date resigned Mpho Innocent Scott* 11 April 2007 Hanno van Dyk 27 August 2007 David Michael Braine 27 August 2007 Timothy Molefe Modise* 27 August 2007 Kgaume Benjamin James Kekana 27 August 2007 Daniel Frederik Bisschoff 15 November 2007 * non-executive Dividends No dividend has been proposed for the year under review. Change in control During the year under review there was a change in control to Adage Technology Fund SA Limited at 6.5 cents per share. An offer was made to minority shareholders at 16 cents per share, with no acceptances thereof. Acquisitions and issue of shares for cash Apart from the shares issued as settlement for the acquisition of subsidiaries, the company also issued 4 000 000 shares for cash at 63 cents per share. Change in name of company and increase in authorised share capital Pursuant to the change in control and various acquisitions noted above, the company changed its name to ConvergeNet Holdings Limited with effect from commencement of trade on 25 September 2007, under a new share code CVN and ISIN code ZAE000102067. The company increased its authorised share capital to 1 000 000 000 shares during the period under review. Prospects Due to the buoyant conditions in the market and industry, the prospects for the group are good. Shareholders are reminded that the forthcoming year will reflect the results for a full reporting period of the combined group for the first time. SL Peteni PWJ Bouwer Chairman Chief Executive Officer 15 November 2007
• Registered address: Arcay House, Number 3 Anerley Road, Parktown, 2193. PO Box 62397, Marshalltown 2107 • Transfer secretaries: Computershare Investor Services 2004 (Pty) Ltd., 70 Marshall Street, Johannesburg 2001. PO Box 61051 Marshalltown 2107
NORTHERN GRAPHICS J7/00401
Abridged Consolidated Cash Flow Statement Six months Six months Year ended ended ended 31 Dec 2005 31 Dec 2004 30 June 2005 (Unaudited) (Unaudited) (Audited) R’000 R’000 R’000 Cash outflow from operating activities (4 877) (26 612) (5 149) 3 698 Cash generated by operations 4 944 8 505 (2 853) (23 605) 273 Movements in working capital (2 107) (3 602) (7 248) Net interest paid 774 Dividends received 232 294 (3 730) (2 635) (2 635) Dividend paid (659) Taxation paid (1 946) (4 338) Cash (outflow)/inflow from (44 437) investing activities 13 649 45 897 Cash inflow/(outflow) from financing activities 35 254 949 (26 003) Net (decrease)/increase in cash (14 060) and cash equivalents (12 014) 14 745 Cash and cash equivalents at the beginning of the period 7 851 (6 894) (6 894) Cash and cash equivalents at the (6 209) end of the period (18 908) 7 851
Abridged Consolidated Balance Sheet Six months Six months Year to to to 31 Dec 2005 31 Dec 2004 30 June 2005 (Unaudited) (Unaudited) (Audited) R’000 R’000 R’000 Assets Non-current assets
w w w . s a b l e h o l d i n g s . c o . z a
Abridged Consolidated Income Statement Six months Six months Year ended ended ended 31 Dec 2005 31 Dec 2004 30 June 2005 (Unaudited) (Unaudited) (Audited) R’000 R’000 R’000 15 002 Revenue 9 102 37 192 5 262 Operating profit 4 195 12 817 (2 107) Net interest paid (3 602) (7 248) (182) Depreciation (345) (787) (328) Impairment of loans 774 Dividends received 232 294 Profit on disposal of 17 340 investment properties Profit on disposal of operating assets 25 Revaluation of investment properties 6 471 3 747 480 28 584 Profit before taxation (662) Taxation (1 011) (3 439) 3 085 (531) 25 145 Profit/(loss) after taxation 3 411 Profit from associated companies 1 737 11 964 6 496 1 206 37 109 Net profit for the period Number of ordinary shares in issue during the period 7 506 7 506 7 506 excluding treasury shares (’000) 86.5 Earnings per ordinary share (cents) 16.1 494.4 Headline earnings per ordinary 88.0 share (cents) 15.3 175.2 50.0 Dividend per ordinary share (cents) Reconciliation - headline earnings and distributable earnings 6 496 Net profit for the period 1 206 37 109 Adjustments: Straight-line rental income accrual 106 - subsidiaries (56) (220) 24 - associates Impairment of loans 328 Profit on disposal of investment (16 872) properties Profit on disposal of operating assets (17) Revaluation of investment properties (5 492) - subsidiaries (1 709) - associates Headline earnings for the period 6 602 1 150 13 151
2 0 0 9
The unaudited group results for the half-year ended 31 December 2005 are as follows:
Northern Graphics J6/03331
Software: Adobe CS5, Indesign, Photoshop, Illustrator, Adobe Bridge, Adobe Acrobat, Lightroom, Microsoft Office.
• Omset van R705 miljoen 126%
12 maande 29 Februarie
Description: Present concepts for each annual report. Mock-up presentations. Set copy supplied in Excel, select images and place. Mockup final report for approval. Annual reports, circulars, brochures, quarterly full page financial adverts, analyst multimedia presentation. Inception to completion
Uitsonderlike prestasie oortref die vooruitskatting ingesluit in TWP Holdings se voornoteringsverklaring OPGESOMDE GEKONSOLIDEERDE BALANSSTAAT
OPGESOMDE GEKONSOLIDEERDE INKOMSTESTAAT
Cashbuild Type: • Art direction • Design • Layout, design and typesetting • Event photography • Photo-editing and selection • Deep-etching • Multimedia presentations • Financial and corporate advertising Description: Design and set many publications including annual reports and financial statements which are published in a variety of newspapers half-yearly, set in two languages and supplied as complete artwork. Artwork application: Annual reports, circulars, brochures, quarterly full page financial adverts, analyst multimedia presentation, corporate adverts. Software: Qualrk Xpress, Adobe CS5, Indesign, Photoshop, Illustrator, Adobe Bridge, Adobe Acrobat, Lightroom, Microsoft Office, Linotype.
g din uil he ORT yB tt s lit ls a rice at REP Quateriaest apteriaplrsices AL a M lowding M west ing NNU A lo d il e u ED y B th uil he lit yB tt s RAT Q ua lit ls a rice at TEG Quateriaest apteriaplrsices 2 IN Ma lowding M west ing 201 uil the lo ild he B y u lit yB tt s Q ua lit ls a rice at Quateriaest apteriaplrsices Ma lowding M west ing lo d Buil the y uil he lit yB tt s Q ua lit ls a rice at Quateriaest apteriaplrsices Ma lowding M west ing uil e lo ild he y B th u lit yB tt s Q ua lit ls a rice at Quateriaest apteriaplrsices Ma lowding M west ing il e lo ild u he y B th u lit yB tt s Q ua lit ls a rice at Quateriaest apteriaplrsices a M lowding M west ing uil the lo ild he B y u lit yB tt s Q ua lit ls a rice at Quateriaest apteriaplrsices Ma lowding M west ing lo d Buil the y uil he lit yB tt s Q ua lit ls a rice at Quateriaest apteriaplrsices Ma lowding M west ing uil e lo ild he y B th u lit yB tt s Q ua lit ls a rice at Quateriaest apteriaplrsices Ma lowding M west ing uil e lo ild he y B th u lit yB tt s Q ua lit ls a rice at Quateriaest apteriaplrsices Ma lowding M west ing il e lo ild u he y B th u lit yB tt s Q ua lit ls a rice at Quateriaest apteriaplrsices Ma lowding M west ing uil e lo ild he y B th u lit yB tt s Q ua lit ls a rice Quateriaest p dinge Ma low Buil t th y s a icest it l l r a Quateriaest apteriaplrsices Ma lowding M west ing lo d Buil the uil t the ty B li a s y Qu lit ls a rice Quateriaest p a M low
SAS Institute Art Direction
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SAS Institute Type: • Art direction • Concept creation • Brand management • Design • Photography and photo-editing • Deep-etching • Event design • Media bookings • Advertising • Inception to completion Artwork application: Advertorials and editorials. Localise brand content and contact details. Exhibition stands, billboards, guides, programs, greeting cards, invitations, web banners, website, multimedia presentations, corporate communication documentation, stationery, pull-up banners, folders, promotional items, manuals and more. Software: Adobe CS5, Indesign, Photoshop, Illustrator, Dreamweaver, Adobe Bridge, Adobe Acrobat, Lightroom, Microsoft Office Fontbook, Linotype.
BAD DATA IS GOOD FOR NOTHING What is it costing you? Learn more about applying business analytics.
BAD DATA IS GOOD FOR NOTHING What is it costing you? Learn more about applying business analytics. www.sas.com/sa
Protect Government networks from fallinG victim to electronic crimes. www.sas.com/sa
WE DELIVER SUPERIOR SOFTWARE AND SERVICES THAT GIVE PEOPLE THE POWER TO MAKE THE RIGHT DECISIONS.
MSIT (Metropolitan South Institute of TAFE)
MSIT (Metropolitan South Institute of TAFE) Type: • Brand management • Art direction • Concept creation • Campaign design • Photo manipulation • Design • Layout and typesetting • Advertising Description: Brand management and art direction. Develop concepts, creative solutions, and finished art. Manage and execute design jobs while assisting in the daily operational management of projects and publications. Oversee all projects are consistent within the visual style guidelines. Artwork application: Campaigns - teasers, magazines, digital and online designs, posters, campus signage, bus advertising. Style guide, program guides, invitations, events, web banners, website, multimedia presentations, corporate communication documentation, stationery, pull-up banners, folders, manuals, templates and more. Software: Adobe CS6, Indesign, Photoshop, Illustrator, Dreamweaver, Adobe Bridge, Adobe Acrobat, Lightroom, Microsoft Office, Vision6.
Department of Communities Sport and Recreation Services
Queensland Government Type: • Graphic design • Photo-editing • Deep-etching • Concept creation • Layout • Typesetting • Advertising
Software: Adobe CS5, Indesign, Photoshop, Illustrator, Dreamweaver, Adobe Bridge, Adobe Acrobat, Lightroom, Microsoft Office.
Artwork application: Brochures, posters, newsletters, manuals, style guide, word marks, exhibition stands, adverts, stationery.
Sanofi Cenovis Kids Multi-Vitamins
SAMMY AUBREY STRAWBERRY
Cenovis Kids Type: Recipe book • Art direction • Layout, design and typesetting • Photo-editing including cover image
YummY TummY Tips It’s hard getting kids to eat healthy. As a parent, we all worry – ‘are my kids they getting the proper nutrients?’ To make things a little easier, we’ve put together some handy, great ‘yummy tummy’ tips and recipes that will have them chomping down in no time.
Food s TasTier when iT s Fun... …so give healthy food fun names, like calling carrots ‘laser-swords’ and broccoli ‘dinosaur trees’.
grow Your own Try getting your kids to grow their own fruit and veggies, because if they’re involved, then that’s half the battle. You don’t need to have a big veggie patch. Try alfalfa and take it from there.
hide healThY Food in Fun Food Blending veggies to make a spaghetti sauce, or making desserts out of fruit is a ‘sneaky’ way to get the kids to eat well.
iF TheY cook iT, TheY ll eaT iT Get kids involved in the kitchen, if it’s ‘their’ meal, they’ll munch it down.
Teach Them The imporTance oF good dieT
Design and produce a childrens recpe book to encourage children to eat healthy and make healthy choices.
Follow our interactive stories and games about Sally and Sammy, two young adventurers who visit the land of Yummo. It’s a magical place where good stuff like fruit and veggies comes from.
Forbidden FruiT and veggies Nothing tastes better than something you’re not supposed to eat. So try a little reverse psychology - telling your kids broccoli is only for adults just might work!
reward Your kids Eating healthy can be tough work for kids. So reward them! Check out www.cenovis.com.au for our Kids Rewards Chart
keep Food Fun If kids want to eat healthy food, then you’ll have even more time to get on with the good stuff. So here’s some tasty, fun, healthy food ideas to try.
Design and typeset 24 page A5 magazine. Provide finished art. Software: Adobe CS6, Indesign, Photoshop, Illustrator, Acrobat, Lightroom
If your kids love juice, but don’t love eating fruit, then give this recipe a try. It’s a good one to get your kids involved in. Keep in mind if you’re kids are young, you might want to water it down a bit.
ingredienTs: ½ Pineapple 2 Apples 2 Oranges 2 Passionfruit
meThod: 1. Peel the pineapple and oranges and core your apples. Chop them up and juice into a large jug. 2. Once you’re done add your passionfruit and stir thoroughly.
Call it a smoothie or a shake and your kids will have no idea they’re eating fruit. Give this one a go, or just blend up a mix of your own.
ingredienTs: 1 Cup strawberries 1 /3 Cup frozen blueberries 2 Bananas ¼ Cup orange juice 1 ½ Cups low fat strawberry yogurt ½ Cup of milk 4 Cubes of ice
meThod: 1. Cut the top off your strawberries, then combine them with your blueberries, bananas, juice, yogurt and milk in a blender. 2. Blend until smooth. 3. Serves 4-6
Kids think these are super fun - hollowed out apples to make punch cups. And once they’re done with the drink, they eat the apple.
ingredienTs: 4 Apples 1 Cup cranberry juice 1 ½ Natural sparkling water
1 Tablespoon lemon juice 1 Cup apple juice 4 Cinnamon sticks
meThod: 1. First make your ‘cupples’ - take the top off your apples and cut out the core, being careful not to cut through to the bottom. To stop the apples from browning, brush the edges with lemon juice. 2. Next make your drink - in a jug, mix your cranberry juice, your apple juice and sparkling water. 3. Pour your mocktail into your cupples, garnish each a cinnamon stick and serve.
If you’ve got a couple of hard-boiled eggs in the fridge, these delicious brekky pizzas are great for school day breakfast.
ingredienTs: 4 English muffins 1 Sliced tomato 2 Eggs
½ Cup grated mozzarella Oregano Tomato sauce
meThod: 1. Hard boil your eggs. 2. Toast your English muffins then lay the eight halves in a baking tray. 3. Spread tomato sauce on each pizza base, add a slice of tomato, a slice of egg and grated mozzarella. Sprinkle with oregano. 4. Bake for around 5 minutes or until the cheese is melted.
SAS Institute Planning Monitoring and Evaluation Campaign
SAS Institute Type: Campaign • Art direction • Campaign design • Brand management • Layout, design and typeset • Illustration • Photo-editing • Deep-etching • Exhibition design • Gift promotions Description: Develop a campaign to encourage government to set better systems in place and streamline the process through planning, monitoring and evaluation. Design and prepare collateral for distribution and display. “In order to make all the puzzle pieces fit, information needs to flow from all government departments into the central repository where it can be analysed. In short, information from local government must be available to both provincial and national government and vice versa, in order to measure successes and evaluate priorities from a micro to macro level,” adds Naidoo.
collection, classification, analysis and interpretation of data to reveal patterns, anomalies, key variables and relationships, leading ultimately to new insights and better answers faster,” states Naidoo.
another five years down the line of technology deployment without having achieved the intended outcomes and impact within government - without being any closer to achieving your mandate.”
In short the system has to be made up of the backend integration of disparate systems and the centralisation of existing data, collected from various sources within each department such as spreadsheets and different databases. When this is achieved you can now start focusing on the tools and user interfaces that support Strategic Performance Management, Activity Based Management, Business Analytics, Dashboards and geographic maps that support a graphical view of the collated information.
The SAS process In this whiteboard we have developed a schematic view that will help you visualise the approach used in developing a planning, monitoring and evaluation system, and the outcome based results you should achieve with its deployment. Breaking it down, SAS can help with your monitoring needs by showing the difference between planned activities and actual activities. Some examples include projects, budgets, progress tracking and programmes of action. These can then be presented in either a dashboard, a series of graphs or reports, or can be pulled into your existing office applications for easy integration and presentation.
Building the puzzle As a government department you have all the pieces to the jigsaw puzzle that make up the pictures that contribute towards your service delivery vision. But sometimes when built, the pieces just don’t give you the picture you were ideally looking for. Either because you ran out of funds, couldn’t predict the population explosion in the area, or weren’t able to determine the exact nature of the resource and infrastructure needs.
The picture Once you have the right information to support the process, the picture simply falls into place and you can start to visualise the information flow that supports decision-making. Taking the information from source to analysis is the critical link in successful planning, monitoring, evaluation and reporting. With the tools that support data integration,
On the evaluation side SAS is able to assist with Forecasting, Trends, Optimisation and Analytics. SAS uses a series of statistical methods to collate data, and turn it into useable information. Using tools such as cluster analytics and predictive modelling to help governments get answers from their data, beyond
the key to effective Planning, Monitoring and Evaluation
he one thing that government has is data, and lots of it. Each department has information on its citizens, its own staff, its programmes, projects and given mandates. The real value of this information can only be tapped into when systems are deployed that can integrate government-wide data to provide a single-view, or story of events that give government the tools to make decisions. Enter business analytics...
The 8 levels Standard Reports provide you with the tools to answer the questions: What Happened? When did it happen?
with low cost housing? If we don’t have enough money to service the community from the rates and taxes paid, where else can we source funding and resources from? Alerts provide you with the necessary information to answer: When should we react? What actions are needed now? These provide departments and agencies with the ability to be proactive as opposed to reactive. In the same vein that sales people receive alerts when targets are falling behind, so government departments and agencies can receive alerts to notify them
When deployed, the aforementioned system should provide you with the ability to harness an integrated environment for predictive and descriptive modelling, data mining, text analytics, forecasting, optimisation, simulation, experimental design and more. It will identify the reasons why the puzzles pieces don’t fit, provide you with answers on how to make them fit, and then predict what the next picture should look like and give you the information you need to make it fit. “True planning, monitoring, evaluation and reporting will only really come into play with the adoption of a solution that enables you to perform statistical analysis with your data. The system needs to be able to cater for the
data quality and data analysis, government will be able to move from an efficient to an effective government that supports outcomes based planning, monitoring and evaluation.
“Make sure that the solution you select is one that is able to integrate multiple data sources in order to get a consolidated view, namely data across various outside systems and across the three spheres of government,” cautions Naidoo. “With this in place you can achieve real integration of existing transversal, as well as operational government systems – without engaging in a costly exercise to replace technologies.”
just query and reporting, making use of advanced analytics to reach conclusions.
Efficient and Effective “If your goal was to build a puzzle of a town with all of the basic services such as roads, schools, water, lights, refuse removal, and basic citizen services in place, then your planning, monitoring and evaluation system should provide the picture of whether they are in fact all there. If they aren’t it should highlight why they aren’t there and how that can be overcome. We cannot fix nor improve that which we cannot see,” ends Naidoo.
“The key is that you must not aim to reinvent your current systems, because if you do, we will be
Optimisation supports innovation. It takes existing resources and needs into consideration and helps government find the best possible way to accomplish its goals.
The use of standard reports in government will enable better monitoring of the success of a project. For example: How many homes have we built and how many were we supposed to have built as per our commitment as a department? Ad Hoc Reports can be used to provide the answers for the questions: How many? How often? Where?
These are custom reports that provide specific detail on questions that government has of their departments. Namely, how many patients does the HIV clinic in a region see per week, how many doctors are on site, and are we over or under resourced? Query Drilldown or OLAP as it is more commonly known, will enable you more insight into: Where exactly is the problem? How do we find the answers?
This provides the added extra you need to know from your data, and allows for discovery as you can now manipulate the data to get the answers. For example: How many people in our municipality pay rates and taxes or is this a municipality which is populated
when a potential problem is rearing its head. If the projects within the Government Programme of Action are running late, and we need to notify key stakeholders – we can send those alerts and notifications via e-mail, SMS, RSS feeds or as red dials on a scorecard or dashboard. Statistical Analysis is one of the more effective steps as it can answer: Why is it happening? What opportunities are we missing? How many people in our region are requesting social grants, is this number increasing, and how is it linked to the unemployment figures of our area? With statistical analysis government can run complex analytics, like frequency models and regression analysis. Departments can now begin to look at why things are happening using the stored data and then begin to answer questions based on the data.
EVALUATION IN GOVERNMENT
Forecasting offers government the ability to look ahead and answer: What if these trends continue? How much is needed? When will it be needed? We need more facilities to cater for taxis as there is a growing demand for public
evaluation framework allows you to plan, monitor, evaluate and report on performance.
lanning, monitoring and evaluation is the new kid on the block, and it forms a quintessential component of government’s goal to meet the demands of the citizens it serves – through effective service delivery.
Predictive Modelling you need to try answer questions for tomorrow: What will happen next? How will it affect my business? If we have 10 million citizens and want to do a health awareness campaign around HIV/AIDS, who’s most likely to respond? How do we segment that population group? And how do we determine who’s most likely to participate? Predictive modelling provides the answers. Optimisation allows us to take the evaluation and implement: How do we do things better? What is the best decision for a complex problem?
Government had mandated that its divisions and offices deploy an Electronic System to measure programmes, projects, initiatives, and expenditure. Making use of a Monitoring and Evaluation Framework, the system needs to assist government in dealing with effectiveness of service delivery. Services include Electricity, Waste, Sanitation, Education, Social, Welfare, Safety and Security, etc.
Given government’s strategic and development priorities, resource constraints and available technology, you can determine the best way to optimise your IT systems in government to speed up processing and at the same time increase departmental productivity, lower costs for departments and improve the effectiveness of service delivery to citizens. Optimisation supports innovation. It takes existing resources and needs into consideration and helps government find the best possible way to accomplish its goals.
The planning, monitoring and evaluation solution is made up of back end integration of existing data collected from various sources within each department such as Xcel spreadsheets and its various disparate databases. Challenges that government face are the need to include data quality of information and the adoption of an Enterprise Data Warehouse to store the consolidated information. Add-ons that will enhance the overall solution include a Strategic Performance Management (SPM) user interface, an Analytics user interface, and Dashboards for a graphical view of the collated information.
As it stAnds... As Government we are delivering services to citizens, but some projects just aren’t coming together properly and we are falling short on delivering on some of our mandates. How can we as Government become more efficient, and how can we see where the shortfalls are, so that we can enhance service delivery?
As Government we have delivered homes, but we haven’t managed to meet some of our quotas before funds ran out. We have provided running water, sanitation, and refuse removal in areas but our citizens are still complaining.
Rates are being collected by our municipalities, but we just can’t predict how much revenue to expect in the future, in order for us to do effective planning. Our data just doesn’t show it.
“The goal of an effective planning, monitoring and evaluation system is to provide departments, agencies and the Presidency with a single view of government performance relative to the programmes, projects or initiatives run within the Public Sector. And then highlight where things can be done better and where they can be improved. In short plug the holes and use the successes as benchmarks for future service delivery improvement,” he adds. The future state also shown in the whiteboard is to get to the point where government is able to better plan, monitor, evaluate, and act, and in so doing bolster service delivery of
While we needed to spend extra capital on building schools, we were able to save money on road infrastructure because of the effective placement of the new schools. We are now able to accurately predict the expected population
and Evaluation FrAMEwork With a Planning, Monitoring and Evaluation solution Government can now start asking the right questions with regards to its Departments performance, at a national, provincial and local level. With the answers provided by the SAS solution, Government can measure efficiency and effectiveness, as well as determine where it can expect to address service delivery shortfalls.
Now we can evaluate our service delivery successes and map them to our strategic initiatives, as well as the continuous attainment of the millennium development goals.
The answer lies in a centralised planning, monitoring and evaluation system that provides a single view of all national, provincial and local activities. This can ultimately be achieved by the enablement of the government wide Monitoring and Evaluation Framework that will support the integration of data from these three spheres of government into a central repository, no matter the source. And then be able to process and analyse it to provide the Presidency and other institutions tasked with the oversight function, with tangible answers that will enable them to provide insight into service delivery improvements that can be made.
“If we look at the puzzle pieces in the attached whiteboard we can see that service delivery mandates are being met by departments, but sometimes the delivery lacks cohesion or falls short of achieving the original outcomes and impact,” says Desan Naidoo, general manager public sector division at SAS.
With the Planning, Monitoring and Evaluation solution, Government can ensure efficient and effective service delivery now and into the future.
As Government we can now see how we are spending our allocated budgets and prioritise what services we are delivering to our citizens.
With the establishment of the new Monitoring and Evaluation department the Presidency has made it clear that it wants to move from an efficient to an effective government that is transparent and accountable. But the process will not be without challenges, as departments and agencies currently run disparate systems that collect independent data and work in isolation.
Why monitor and evaluate Simply put, government departments drown in information, from taxpayers to services, to personal information, to regional information about roads, power, and even legislation. While neatly stowed away in their own departmental silos this data is a critical link towards supporting the institutionalisation of planning, monitoring and evaluation best practices within government.
We now can forecast how many houses we will need to build and we can effectively allocate budgets for these initiatives. Using the dashboard we can now ensure that we monitor poverty alleviation and economic development.
all departments for the betterment of the citizens. This can be achieved by enabling the relevant policy frameworks within the public sector through the harnessing of systems already in place, and then applying a methodology and set of software tools that bring together disparate government data into a centralised data repository. By the application of business analytics into this centralised data repository, government will then be able to analyse, forecast and optimise this data, to provide answers to key social, economic and development questions. This single view will
An EFFiciEnt and EFFEctivE government
Where are the gaps?
Applying a planning, Monitoring
In addition Government will have a single view of government wide performance that is aligned to their strategic objectives.
EffIcIENT to an EffEcTIVE GOVERNMENT Deploying a planning, monitoring and
transport in the area. Is this linked to a specific project in the area calling for casual labour? Or has a shopping mall opened in the area and will the public transport need be a permanent one? Forecasting is one of the hottest markets – and hottest analytical application – right now. It applies everywhere. In particular, forecasting demand helps supply just enough services, so you don’t run out or have too much.
To learn more about how to meet the requirements for real-time decision making, contact SAS on +27 11 713 3400 (Johannesburg and Pretoria) or +27 21 912 2420 (Cape Town) or visit our website, www.sas.com/sa.
MONITORING AND EVALUATION Moving from an
One of the cornerstones that will enable an effective Planning, Monitoring and Evaluation Framework is the ability to deploy technology solutions that enable government to process its existing data. From this data, the technology must provide them with the information that they need to better plan, monitor and evaluate the successes and shortfalls of government programmes and projects.
Software: Adobe CS5, Indesign, Photoshop, Illustrator, Dreamweaver, Adobe Bridge, Adobe Acrobat, Lightroom, Font Explorer, Linotype, Quark Xpress, Microsoft Office, Freehand MX. On the evaluation side SAS is able to assist with Forecasting, Trends, Optimisation and Analytics.
ThE 8 LEVELs Of ANALyTIcs -
then help with decision-making and performance management that will support outcomes-based monitoring and evaluation.
Artwork application: Exhibition stands, brochures, puzzle, pull-up T banners, adverts and advertorials, posters, gift bags.
growth and have a precise view of the future healthcare facilities that we will need. By ascertaining what funds are needed for community development programmes in previously disadvantaged areas, industry sponsorships and donor funding can now be secured to support the achievement of poverty alleviation, economic development and sustainable rural development goals.
Junior Achievement Type: Publication • Concept creation • Design • Brand management • Photography • Typesetting • Photo manipulation • Advertising • Website • Displays Description: Design and execute promotional artwork to inform and invite individuals and companies to be part of nurturing the next generation, that they might have positive influence for themselves and their community. Not for profit organisation. Photograph staff for annual reports and brochures. Artwork application: Annual reports, report cards, newsletters, programs, greeting cards, invitations, web banners, website, multimedia presentations, corporate communication documentation, awards, folders, stationery, pull-up banners, folders, manuals and more. Software: Adobe CS5, Indesign, Photoshop, Illustrator, Dreamweaver, Adobe Bridge, Adobe Acrobat, Lightroom, Microsoft Office.
Seavue Apartments Type: Promotions • Logo design • Brochure design • Website design • Layout, design and typesetting • Photo-editing • Production Description: Design a logo, brochure and website to promote a new apartment block. All artwork supplied as finished art. Software: Adobe CS6, Indesign, Photoshop, Illustrator, Dreamweaver, Adobe Bridge, Adobe Acrobat.
Legrand Arteor, FLow of Energies Campaign
Legrand Type: Campaign • Design and direction • Photography and photo-editing • Campaign design • Advertising • Layout, design and typesetting • Print production Description: Design the Arteor, Flow of Energies campaign promoting a sophisticated new product range of light switches and home automation. Working closely with the general manager, marketing and sales teams. The launch was a great success. A teaser, follow-up and an introductory ad was published as the teaser, followed by an invitation both printed and electronic, leading up to the launch where give-aways and promotional packs were handed out. Artwork application: Five 1200 x 800mm boards to which the new product plates were mounted onto a pre designed background, posters, pull-up banners, gift bags, pens, notepads A6 and A4, A5 diary. Software: Adobe CS5, Indesign, Photoshop, Illustrator, Adobe Bridge, Adobe Acrobat, Lightroom, Microsoft Office.
Essential Distribution Packaging
Essential Distribution Type: Packaging Description: • Packaging design for six titles • Concept creation • Graphic design • Photo-editing • Deep-etching • Illustration • Die-plates • Complete mock-up • Inception to completion Design six Christmas classic pop-up CD sets as a collection ‘The Christmas Album’, with selected artists including Frank Sintara and Bing Crosby and the Crooners, which can be doubled as displays and not just cd cases over the festive season, which were sold at leading retailers. Artwork application: CD pop-up slip-cases, cliches, inserts, covers, disk artwork, die-plates, mock-ups. Software: Adobe CS5, Indesign, Photoshop, Illustrator, Dreamweaver, Adobe Bridge, Adobe Acrobat, Lightroom, Microsoft Office, Dropbox.
Makweti Safari Lodge
Explore the Untamed Experience the Unforgettable
Makweti Type: • Concept creation • Design and layout • Advertising • Deep-etching • Photo-editing • Typesetting • Inception to completion
Crafted from natural rock with teak decks overlooking the rugged Makweti Gorge, Makweti Safari Lodge is an evocative synthesis of sublime style and comfort. Makweti finds its home in the malaria-free Waterberg wilderness. Safaris combine spectacular landscapes, with a diversity of game, including sixteen species of antelope, lion, leopard, buffalo, elephant and rhino that have made the wilderness surrounding Makweti home. Unique, intimate experience for just twelve guests. Voted: “Most Excellent Safari Lodge in Southern Africa” - Johansens Guide Gold Achiever 2003 - AA Accommodation Awards Reservations: Tel +27 11 837 6776 • Fax: +27 11 837 4771 Email: firstname.lastname@example.org • Visit our website at www.makweti.com
Description: Promote an African safari lodge in a national heritage site by means of advertising, brochures and promotional items in a print and digital format. Artwork application: Brochures, newsletters, stationery, rate cards and package deals. Promotional items such as peak caps, wine bottle labels and greeting cards were also designed using five colour print, fifth colour metallic ink. Software: Adobe CS5, Indesign, Photoshop, Illustrator, Dreamweaver, Adobe Bridge, Adobe Acrobat, Lightroom, Microsoft Office Fontbook, Linotype.
Explore the Untamed Experience the Unforgettable Relax into the timeless tempo of Africa in our luxurious, malaria free retreat... Just over two hours by road from Johannesburg. Makweti Safari Lodge, built into natural rock formations of the craggy Waterberg Mountains, is a dramatic architectural synthesis. Antique art and furnishings reflect the rich artistic and cultural heritage of Africa and the adventures of bygone explorers. Six individual stone and thatch suites each with indoor and outdoor showers, Victorian bathtubs, log fires and private decks, offer a sense of seclusion and understated elegance with timeless views of the African bushveld. Gourmet dinners are served in our formal dining room or under the starry night sky in the boma by flickering campfire. Our cuisine will delight you as will our superb collection of the finest South African estate wines. Explore 33 000 ha of highveld woodland savannah, home to a diversity of game including the big five and the largest collection of privately owned white rhino in the world. Safaris are conducted under the expert guidance of experienced rangers in open vehicles or on foot. Part of the Greater Waterberg Biosphere and a Natural Heritage Site. Voted
“Most Excellent Safari Lodge in Southern Africa” Johansens Guide
Gold Achiever 2003 AA Accommodation Awards
Reservations: Tel +27 11 837 6776 • Fax: +27 11 837 4771 Email: email@example.com Visit our website at www.makweti.com
NORTHERN GRAPHICS J210156
Legrand Art Direction
Legrand Type: • Art direction • Brand management • Concept creation • Design and layout • Typesetting including 500 page catalogue • Photography and photo-editing • Event design • Promotional items • Packaging • Advertising • Billboards Description: Brand management and style guide weigh heavily upon all collateral produced for Legrand. I have grown with the brand, its value and mission always ensuring work produced was of the highest quality and within brand guidelines, font, colour, image selection and logo placement. Photographed cover plates, edited and used for catalogues and brochures. Artwork application: Packaging, catalogues, website, produce brochures, price guides, promotional items, invitations, advertising, information cards, catalogue display stands, billboards, large format product display boards, CD cases, stationery and more. Software: Adobe CS5, Indesign, Photoshop, Illustrator, Dreamweaver, Adobe Bridge, Adobe Acrobat, Lightroom, Microsoft Office.
SAS Institiute Calendars
SAS Institute Type: Calendars • Art direction • Design • Layout and production • Photo-editing • Deep-etching • Calendar design A2 and CD Description: Each year SAS would produce calendars to give to clients. Calendar included an A2 wall calendar, cover plus 6 pages (2 months per page), and CD 12 month box calendar. CD calendars supplied in cases. A2 calendars supplied in all individual boxes ready for distribution. Software: Adobe CS5, Indesign, Photoshop, Illustrator, Dreamweaver, Adobe Bridge, Adobe Acrobat, Lightroom, Microsoft Office.
Nissan Campaign T-shirt
Client: T-shir ts - 4x4 2007 Job: 3 April Date:
PO Box 30900 Kyalami 1684 South Africa
Tel. +27 (0)11 702 1412 0 (0)11 702 1398 090+27 3Fax firstname.lastname@example.org o email: B PO amwww.brandunlimited.co.za i 1684
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Nissan T-shirts Type:
r ov p p a rk
Promotional • Design • Photo-editing • Press ready for screen printing
n Nissa r ts - 4x4 : t n e i i Cl T-sh 2007 Job: : 3 April Date
Description: Design T-shirt front and back for the new Nissan 4X4 range following the style of the television campaign.
Software: Adobe CS5, Freehand, Photoshop, Distiller, Adobe Acrobat, Fontbook.
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Artwork approved: Date: Name: Signature:
PMS colours will print out according to the 'Uncoated' version of your selected pantone colour. If your logo uses 'Coated' pantone colours please acknowledge your acceptance of this, or discuss with us prior to approving your proof.
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Unlimited Brand Services (Pty) Ltd - Directors: H.C.A. van Beerschoten - R.M. van Beerschoten Reg.No.99/22241/07 - VAT No.4520189798 - Bank FNB Acc.No. 6204 4900 068 branch 250855
Artwork application: T-Shirts
e' note: ing to th accord Please t u o t n r. will pri tone colou colours p n olours PMS cr selected pa ated' pantone u ur of yo logo uses 'Co this, ving yo If your cceptance of rior to appro p a s r you uss with u or disc
Automa Building Products
Automa Building Products Type: • Corporate Identity • Design • Layout and typesetting • Photo-editing and selection • Illustration • Deep-etching • Advertising Description: Develop corporate identity, apply to stationery both printed and electronic. Design brochures and supporting documentation. Develop and place adverts. Artwork application: Letterheads, business cards, folders, corporate brochure, manual, style guide, products brochures and leaflets. adverts, posters, banners and building signage. Software: Adobe CS5, Indesign, Photoshop, Illustrator, Dreamweaver, Adobe Bridge, Adobe Acrobat, Lightroom, Microsoft Office Fontbook, Linotype.
Published on Oct 7, 2013