Annual Budget of West Rand District Municipality

Annual Budget of West Rand District Municipality

WRDM: DC48

ANNUAL BUDGET OF
WEST RAND DISTRICT MUNICIPALITY

2014/15TO 2016/17
MEDIUM TERM REVENUE AND EXPENDITURE FORECASTS

Table of Contents

PART 1- ANNUAL BUDGET…….………………………………………..3

1.2 COUNCIL RESOLUTION……………………………………………....3

1.3 EXECUTIVE SUMMARY……………………………………………....5

1.4 OPERATING REVENUE FRAMEWORK……………………………...7

1.5 OPERATING EXPENDITURE FRAMEWORK……………………….10

1.6 CAPITAL EXPENDITURE……………………………………………..13

1.7 ANNUAL BUDGET TABLES………………………………………….14

PART 2- SUPPORTINGDOCUMENTATION...... …....31

2.1 OVERVIEW OF THE ANNUAL BUDGET PROCESS………………...31

2.2 OVERVIEW OF THE BUDGET RELATED POLICIES……………….33

2.3 OVERVIEW OF THE BUDGET ASSUMPTIONS……………………..33

2.4 OVERVIEW OF THE ALIGNMENT OF THE BUDGET AND IDP…..35

2.5 MEASURABLE PERFOMANCE OBJECTIVES ………………………35

2.6 OTHER INFORMATION (MBRR SCHEDULE A SA1-SA37)………...36

2.7 LEGISLATION COMPLIANCE ………………..……………………….37

ANNEXURES

3.1 A SCHEDULES

3.2 BUDGET RELATED POLICIES

Part 1 – Annual Budget

1.1Mayor’s Report

The Executive Mayors’ report on the budget will be tabled separately by the Executive Mayor during the Municipal Council meeting.

1.2Council Resolutions

The Council of WRDM will met on 29 May 2014 in theImbizo Council Chamber where the Executive Mayor tables the 2014/15 Budget and Medium Term Revenue and Expenditure Framework (MTREF) for consideration for adoption by Council in terms of section 24(1) of the Municipal Finance Management Act (56 of 2003). Council Resolutions to the effect will be as follows.

Resolved that:

  1. The Consolidated Annual Operating and Capital Budget of the West Rand District Municipality and West Rand Development Agency for the financial year 2014/2015, and indicative amounts for the two projected outer years of 2015/2016 and 2016/2017 be approved as contained in the following attached schedules:

Operating revenue by standard classification, reflected in Table A2;

Operating expenditure by standard classification, reflected in Table A2;

Capital expenditure by standard classification, reflected in Table A5; and

Capital funding by source, reflected in Table A5;

  1. Cognizance is taken of the annual budgeted information for the 2014/2015 financial year and two projected outer years as contained in:

Budget summary: Table A1;

Budgeted financial performance (Municipal vote): Table A3;

Budgeted financial performance (Revenue/Expenditure): Table A4;

Budgeted financial position: Table A6;

Budgeted cash flows: Table A7;

Reserves and surplus reconciliation: Table A8; and

Asset Management: Table A9;

  1. The local municipalities be requested to contribute an amount of R500000 each towards Transformation Committee;
  1. The annual budget of the WRDM for the 2014/2015 financial year, be placed on the WRDM website and be forwarded to all relevant stakeholders as prescribed by the MFMA;
  1. Cognizance is taken of the budget related policies attached as annexure to the report;
  1. An amount of R20 million is utilised from accumulated funds in order to achieve a balanced budget;
  1. No additional posts to be filled or created in the structure of the WRDM after the budget has been approved as the Employee Related Costs post a serious concern to the financial viability to the municipality.
  1. The Shared Services functions( Legal, Finance, Supply Chain Management and Internal Audit) be implemented with the personnel being transferred to the local municipalities to reduce the support services burden costs in the WRDM
  1. The Demarcation Board be consulted on the review of the service delivery functions in terms of section 85 (2) (a) of the local Government Municipal Structures Act, 1998(No. 117 of 1998)

1.3Executive Summary

The application of sound financial management principles for the compilation of the District financial plan is essential and critical to ensure that the district remains financially viable and that municipal services are provided sustainably, economically and equitably to all communities.

National Treasury’s MFMA Circular No. 51, 54, 55, 58, 6 6, 67, 70 and 72were used to guide the compilation of the 2014/15 MTREF.

The main challenges experienced during the compilation of the 2014/15 MTREF can be summarized as follows:

•The ongoing difficulties in the national and local economy;

•The need to reprioritize projects and expenditure within the existing resource envelopegiven the cash flow realities and declining cash position of the municipality;

•Wage increases for municipal staff that continue to exceed consumer inflation, as well as the need to fillcritical vacancies;

•Affordability of capital projects

•Unfunded mandates that stretched the budget

•Depletion of our cash backed resources

The following budget principles and guidelines directly informed the compilation of the 2014/15 MTREF:

•The 2013/14 Adjustments Budget priorities and targets, as well as the request from Departments based on the five year plan adopted by council and 2012/13 audited outcome on certain line items.

•In MFMA Circular No. 70 municipalities were strongly advised to take note of the Cabinet resolution of 23 October 2013 by which all national and provincial departments, constitutional institutions and all public entities are required to implement cost containment measures with effect of January 2014. The cost containment measures must be implemented to eliminate waste, reprioritize spending and ensure savings on six focus areas namely, consultancy fees, no credit cards, travel and related costs, advertising, catering and event costs as well as costs for accommodation. Municipalities were subsequently strongly urged to take note of the cost containment measures as approved by Cabinet and align their budgeting policies to these guidelines to the maximum extent possible.

•Division of revenue bill was also taken into consideration in terms of establishing how much has been Gazzetted to be received by the WRDM.

In view of the aforementioned, the following table is a consolidated overview of the proposed 2014/15 Medium-term Revenue and Expenditure Framework:

Table 1 Consolidated Overview of the 2014/15 MTREF

Total operating revenue has grown by 4% or R11, 580 Million for the 2014/15 financial year when compared to the 2013/14 Adjustments Budget. For the two outer years, operational revenue has decreased by 2 % and subsequently increased by 3% respectively. This is a as a result of the municipality depleting its own cash backed reserves in the 2014/15 financial year end to balance the budget.

Total operating expenditure for the 2014/15 financial year has been appropriated at R 282, 901 Million and translates into a budgeted surplus of R5, 086 million which will be used to fund capital budget. When compared to the 2013/14 Adjustments Budget, operational expenditure has grown by 3% in the 2014/15 budget and by 6% and 6% for each of the respective outer years of the MTREF.

The capital budget of R5, 086 Million for 2014/15 has increased by 41% when compared to the 2013/14 Adjustment Budget. The increase is due to the provision of Fire Engines to the Value of R 3,885 Million, ICT Equipment’s to the value of R200, 000 and New Telephone Management System to the value of R1, 000,000. The capital budget programme decreased by R1, 200, 000 in the 2015/16 financial year and then evens out in 2016/17 to R2 Million. All the capital budgets are funded from internal generated funds.

1.4Operating Revenue Framework

For West Rand District Municipality to continue improving the quality of services provided to its citizens it needs to generate the required revenue and or require more grants from national and provincial government. In these tough economic times strong revenue management is fundamental to the financial sustainability of every municipality. The reality is that we are faced with financial sustainability problem. The expenditure required to address these challenges will inevitably always exceed available funding; hence difficult choices and unpopular decisions have to be made in relation to the reduction of Employee related costs and balancing expenditures against realistically anticipated revenues.

The following table is a summary of the 2014/15 MTREF (classified by main revenue source):

Table 2 Summary of revenue classified by main revenue source

Table 3 Percentage growth in revenue by main revenue source

In line with the formats prescribed by the Municipal Budget and Reporting Regulations, capital transfers and contributions are excluded from the operating statement, as inclusion of these revenue sources would distort the calculation of the operating surplus/deficit.

Services Charges: The main components of revenue from service charges are the rendering of ambulanceand fire services and the sale of electricity to tenants.

Rental of Facilities: Expected revenue for 2014/2015 amounts to R1, 783 million of which the rental of shops (R1, 250 million) is the biggest contributor.

Interest earned External Investment: This source of revenue refers to interest earned on the investment of surplus cash. Interest earned, compared to the adjustments budget for 2013/2014 has increased. An amount of R6,193 million is provided.

Agency Services: This source of revenue refers to the ambulance services grant received from provincial department for emergency and medical services. The grant has increased to R 37,789 million as compared to the adjustment budget.

Transfers recognized:Operating grants and transfers totals R190, 259 million in the 2014/15 financial year and steadily increases to R206, 427 Million by 2016/17. Note that the increase in 2014/15 Financial year increased by 3 % as compared to the 2013/14 Adjustment budget. The other outer two years has increased by 6% and 3% respectively. The following table gives a breakdown of the various operating grants and subsidies allocated to the municipality over the medium term

Table 4 Operating Transfers and Grant Receipts

1.5Operating Expenditure Framework

The Districtexpenditure framework for the 2014/15 budget and MTREF is informed by the following:

•Balanced budget constraint (operating expenditure should not exceed operating revenue) unless there are existing uncommitted cash-backed reserves to fund any deficit;

•Funding of the budget over the medium-term as informed by Section 18 and 19 of the MFMA;

•The capital programmeis according to the needs of the community e.g. Fire Engines

The following table is a high level summary of the 2014/15budget and MTREF (classified per main type of operating expenditure):

Table 5 Summary of operating expenditure by standard classification item

Employee Related Costs:The budgeted allocation for employee related costs for the 2014/15 financial year totals R185, 702Million, which equals 65.80% of the total operating expenditure. Employee related will overall increase by 18%, of which 6.79% is for multi-year salary and wage collective agreement for the period of 1 July 2012 to 30 June 2015 general increase whilst 6.61% is for notch bonus, long services awards, leave payments and other new public safety staff to be employed as a results of new four shift system introduced. The agreement provides for a wage increase based on the average CPI for the 1 February 2013 until 31 January 2014, plus 1% for the 2014/15 financial year, the average CPI as per circular 72 is 5.79%.

An annual increase of 6.40% has been included in the two outer years of the MTREF respectively. As part of the district cost reprioritization all the vacant posts will not be filled in 2014/15 Financial year end.

Remuneration of councilors: the cost associated with the remuneration of councilors is determined by the Minister of Cooperative Governance and Traditional Affairs in accordance with the remuneration of Public Office Bearers Act. Provision for Remuneration of Councilors is again as per the requirements of Circular 67 which refers to implementation of upper limits of councilors.

Depreciation and Impairment of Assets: Provision for depreciation and asset impairment has been informed by the Municipality’s Asset Management Policy. Depreciation is widely considered a proxy for the measurement of the rate asset consumption. Budget appropriations in this regard total R9, 164 million for the 2014/15 financial and equates to 3% of the total operating expenditure.

Finance Charges: This provision is for servicing the current external loan of the WRDM taken up from the Development Bank of South Africa which is redeemable by 30 September 2014.

Other General Expenses: Other main components of general expenditure amounts to R71, 129 million and represents 25% of total operating expenditure for the 2014/2015 financial year. Detailed information on other general expenditure is provided in Supporting Table SA1 attached as annexure.

1.6Capital expenditure

The following table provides a breakdown of budgeted capital expenditure by vote:

Table 6 2014/15 Medium-term capital budget per vote

The capital budget projects identified as per the request of the departments is as follows:

Fire EnginesR3 885 771

ICT Equipment’sR 200 000

Telephone Management SystemR1 000 000

TOTALR5 085 771

The following graph provides a breakdown of the capital budget spent and to be spent on the MTREF 2014/15

1.7Annual Budget Tables - WRDM

The following 16 pages present the ten main budget tables as required in terms of section 8 of the Municipal Budget and Reporting Regulations. Each table is accompanied by explanatory notes on the facing page.

Table 7 MBRR Table A1 - Budget Summary

Explanatory notes to MBRR Table A1 - Budget Summary

  1. Table A1 is a budget summary and provides a concise overview of the District budget from all of the major financial perspectives (operating, capital expenditure, financial position, cash flow, and MFMA funding compliance).
  1. The table provides an overview of the amounts to be approved by District for operating performance, financial position, cash and funding compliance.
  1. Financial management reformsemphasises the importance of the municipal budget being funded. This requires the simultaneous assessment of the Financial Performance, Financial Position and Cash Flow Budgets, along with the Capital Budget.
  1. The Cash backing/surplus reconciliation shows that in previous financial years the municipality was not paying much attention to managing this aspect of its finances, and consequently many of its obligations are not cash-backed. This places the municipality in a very vulnerable financial position
  1. Even though the Council is placing great emphasis on securing the financial sustainability of the municipality, this is not being done at the expense of services to the poor.
    Table 8 MBRR Table A2 - Budgeted Financial Performance (revenue and expenditure by standard classification)

Explanatory notes to MBRR Table A2 - Budgeted Financial Performance (revenue and expenditure by standard classification)

  1. Table A2 is a view of the budgeted financial performance in relation to revenue and expenditure per standard classification. The modified GFS standard classification divides the municipal services into 15 functional areas. Municipal revenue, operating expenditure and capital expenditure are then classified in terms if each of these functional areas which enables the National Treasury to compile ‘whole of government’ reports.
  2. Note: the Total Revenue on this table includes capital revenues

Table 9 MBRR Table A3 - Budgeted Financial Performance (revenue and expenditure by municipal vote)

Explanatory notes to MBRR Table A3 - Budgeted Financial Performance (revenue and expenditure by municipal vote)

  1. Table A3 is a view of the budgeted financial performance in relation to the revenue and expenditure per municipal vote. This table facilitates the view of the budgeted operating performance in relation to the organizational structure of the district. This means it is possible to present the operating surplus or deficit of a vote.

Table 10 MBRRTable A4 - Budgeted Financial Performance (revenue and expenditure)

Explanatory notes to Table A4 - Budgeted Financial Performance (revenue and expenditure)

  1. Total revenue is R287,317 Million in 2014/15 and escalates to R287,904 Million by 2016/17. This represents a year-on-year increase of 4% per cent for the 2015/16 financial year and 3% for the 2016/17 financial year.
  1. The main components of revenue from service charges are the rendering of ambulance, fire services and the sale of electricity to tenants. The budgeted revenue from this source for 2014/2015 amounts to R4 683 million.
  1. Transfers recognized – operating includes the local government equitable share and other operating grants from national and provincial government. It needs to be noted that in real terms the grants receipts from national government are growing over the MTREF.

Operating grants and subsidies represent the bulk (66%) of the revenue sources of the WRDM.

A breakdown of the grants and subsidies for 2014/2015 is as follows:

RSC Replacement GrantR 150 519 000 (National)

Equitable Share AllocationR 27 825 000 (National)

Library NetworksR 500 000 (Provincial)

HIV/Aids grantR 6 637 000 (Provincial)

Department of Rural DeveR 670 000 (Provincial)

M S I GR 934 000 (National)

F M GR 1 250 000 (National)

NDPGR 895 000 (National)

EPWPR 1 290 000 (National)

TotalR 190 259 000

Table 11 MBRR Table A5 - Budgeted Capital Expenditure by vote, standard classification and funding source

Explanatory notes to Table A5 - Budgeted Capital Expenditure by vote, standard classification and funding source

  1. Table A5 is a breakdown of the capital programme in relation to capital expenditure by municipal vote (multi-year and single-year appropriations); capital expenditure by standard classification; and the funding sources necessary to fund the capital budget, including information on capital transfers from national and provincial departments.
  2. The MFMA provides that a municipality may approve multi-year or single-year capital budget appropriations.
    Table 12 MBRR Table A6 -Budgeted Financial Position

Explanatory notes to Table A6 - Budgeted Financial Position

  1. Table A6 is consistent with international standards of good financial management practice, and improves understandability for councilors and management of the impact of the budget on the statement of financial position (balance sheet).
  2. This format of presenting the statement of financial position is aligned to GRAP1, which is generally aligned to the international version which presents Assets less Liabilities as “accounting” Community Wealth. The order of items within each group illustrates items in order of liquidity; i.e. assets readily converted to cash, or liabilities immediately required to be met from cash, appear first.
  3. Table 12 is supported by an extensive table of notes SA3 which is attached as an annexure to this report providing a detailed analysis of the major components of a number of items, including:

•Call investments deposits;

•Consumer debtors;

•Property, plant and equipment;

•Trade and other payables;

•Provisions non-current;

•Changes in net assets; and

•Reserves

  1. The municipal equivalent of equity is Community Wealth/Equity. The justification is that ownership and the net assets of the municipality belong to the community.
  2. Any movement on the BudgetedFinancial Performance or the Capital Budget will inevitably impact on the BudgetedFinancial Position. As an example, the collection rate assumption will impact on the cash position of the municipality and subsequently inform the level of cash and cash equivalents at year end. Similarly, the collection rate assumption should inform the budget appropriation for debt impairment which in turn would impact on the provision for bad debt. These budget and planning assumptions form a critical link in determining the applicability and relevance of the budget as well as the determination of ratios and financial indicators. In addition the funding compliance assessment is informed directly by forecasting the statement of financial position.

Table 13 MBRRTable A7 - Budgeted Cash Flow Statement

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