2012/2013 MEDIUM TERM REVENUE AND EXPENDITURE FRAMEWORK (MTREF)

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NALEDI LOCAL MUNICIPALITY

2012/2013 MEDIUM TERM REVENUE AND EXPENDITURE FRAMEWORK (MTREF)

DRAFT BUDGET DOCUMENT

MARCH 2012

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NALEDI LOCAL MUNICIPALITY

2010/2011 MEDIUM TERM REVENUE AND EXPENDITURE FRAMEWORK (MTREF)

TABLE OF CONTENT

1.1 MAYOR‟S REPORT... 1

1.2 COUNCIL RESOLUTIONS... 1

1.3 EXECUTIVE SUMMARY... 2

1.4 OPERATING REVENUE FRAMEWORK...4

. List of Tables Table 1 Consolidated Overview of the 2011/12 MTREF... 4

Table 2 Summary of revenue classified by main revenue source... 5

Table 3 Percentage growth in revenue by main revenue source...6

Table 4 Operating Transfers and Grant Receipts ...7

Table 5 Comparison of proposed rates to levied for the 2011/12 financial year ... 9

Table 6 Proposed Water Tariffs ...10

Table 7 Comparison between current sanitation charges and increases single dwelling- houses ... ………...12

Table 8 Summary of operating expenditure by standard classification item ...15

Table 9 Operational repairs and maintenance ... . 18

Table 10 Repairs and maintenance per asset class ... 18

Table 11 2011/12 Medium-term capital budget per vote ... 19

Table 12 MBRR Table A1 - Budget Summary ...22

Table 13 MBRR Table A2 - Budgeted Financial Performance (revenue and expenditure by standard classification)...24

Table 14 MBRR Table A3 - Budgeted Financial Performance (revenue and expenditure by municipal vote) ... ... 26

Table 15 MBRR Table A4 - Budgeted Financial Performance (revenue and expenditure) ...28

Table 16 MBRR Table A5 - Budgeted Capital Expenditure by vote, standard classification and funding source ... 30

Table 17 MBRR Table A6 - Budgeted Financial Position ... 32

Table 18 MBRR Table A7 - Budgeted Cash Flow Statement ... 34

Table 19 MBRR Table A9 - Asset Management... 36

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Table 20 MBRR Table A10 - Basic Service Delivery Measurement ... 38

Table 22 MBRR Table SA5 - Reconciliation between the IDP strategic objectives and budgeted operating expenditure... 48

Table 23 MBRR Table SA8 - Performance indicators and benchmarks... 52

Table 24 MBRR SA19 - Expenditure on transfers and grant programmes ... 75

Table 25 MBRR SA 20 - Reconciliation between of transfers, grant receipts and unspent funds ... 76

Table 26 MBRR SA22 - Summary of councillor and staff benefits ... 77

Table 27 MBRR SA23 - Salaries, allowances and benefits (political office bearers/councillors/ senior managers) ... 78

Table 28 MBRR SA24 – Summary of personnel numbers ... 79

Table 29 MBRR SA25 - Budgeted monthly revenue and expenditure ... 80

Table 30 MBRR SA26 - Budgeted monthly revenue and expenditure (municipal vote) ... 81

Table 31 MBRR SA27 - Budgeted monthly revenue and expenditure (standard classification) ...82

Table 32 MBRR SA29 - Budgeted monthly capital expenditure (standard classification) ... 84

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Part 1 – Annual Budget Mayor’s Foreword

In this year years State of the nation address, President Jacob Zuma outlined the programme of action of cabinet as such: “We want to have a country where millions more South Africans have decent employment opportunities, which has a modern infrastructure and vibrant economy and where the quality of life is high.”

As a local sphere of government, we should do our best to align our programmes to that of national and provincial government. The tool that we use to attain these developmental goals is the budget. It is in a manner that we use the state resources that will reflect the collective determination of the government to address with energy the challenges of creating jobs, reducing poverty, building infrastructure and expanding our economy.

The budget sets out a financial framework for the implementing this vision, framework that is sound and sustainable. It recognises that building South Africa is a multi – decade project that must invigorate out capacity to grow, and must include all South Africans in that growth. This is the reason that we must ensure that this budget represent the aspirations of our people and it used to change their lives for the better.

This budget sets us on a path that will be neither easy nor uncontested, hard work and difficult choices lie ahead. But the journey is underway. We have embarked on the long walk to liberate our people from the bondage of poverty, need, unemployment and underdevelopment.

To liberate us to excise our talents and thrive as individuals, to work together as communities, as organised

social formations, as business enterprises, as a proud and forward looking community.

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All of this, and more, we must do within a sound fiscal framework. We must also recognise that we are taking steps, this year and next, on a long growth path, a decade – long transformation and expansion of our social and possibilities.

All of the above were taken into account in drafting this budget. So one could appreciate my excitement in tabling this budget. I am confident that as the municipality we are on a correct path and track in the right direction to turn things around, this budget being one.

Best regards,

Clr. Mpolokeng Mahase Mayor / Speaker

Naledi Local Municipality FS 164

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Council Resolutions

On 29 March 2012 the Council of Naledi Local Municipality met in the Council Chambers of Naledi City Hall to consider the Draft annual budget of the municipality for the financial year 2012/13. The Council approved and adopted the following resolutions:

1. The Council of Naledi Local Municipality, acting in terms of section 24 of the Municipal Finance Management Act, (Act 56 of 2003) approves and adopts:

The Drafts annual budget of the municipality for the financial year 2011/12 and the multi-year and single-year capital appropriations as set out in the following tables:

Budgeted Financial Performance (revenue and expenditure by standard classification)

Budgeted Financial Performance (revenue and expenditure by municipal vote)

Budgeted Financial Performance (revenue by source and expenditure by type)

1.1.4. Multi-year and single-year capital appropriations by municipal vote and standard classification and associated funding by source

The financial position, cash flow budget, cash-backed reserve/accumulated surplus, asset management and basic service delivery targets are approved as set out in the following tables:

Budgeted Financial Position Budgeted Cash Flows

Cash backed reserves and accumulated surplus reconciliation

1.2.5. Basic service delivery measurement

The Council of Naledi Local Municipality, acting in terms of section 75A of the Local Government:

Municipal Systems Act (Act 32 of 2000) approves and adopts with effect from 1 July 2012

the tariffs for property rates – as set out in Annexure A,

the tariffs for the supply of water – as set out in Annexure C

the tariffs for sanitation services – as set out in Annexure E

2.5. the tariffs for solid waste services – as set out in Annexure F

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3. The Council of Naledi Local Municipality, acting in terms of 75A of the Local Government:

Municipal Systems Act (Act 32 of 2000) approves and adopts with effect from 1 July 2012 the tariffs for other services, as set out in Annexures G1 to G21 respectively.

4. To give proper effect to the municipality‟s annual budget, the Council of Naledi Local Municipality approves:

4.3. That the Municipal Manager be authorised to sign all necessary agreements and documents to give effect to the above lending programme.

Executive Summary

The 2011/2012 budget preparation and IDP review process were conducted partly in line with the legislative and regulatory frameworks prescribed by the Municipal Finance Management Act (MFMA), Municipal Systems Act (MSA) and National Treasury Guide. The format and contents of this budget document are in accordance with the guidelines contained in MFMA Circular 51.

The draft budget was tabled in Council on 30 March 2011 after which an community consultation and public participation process was conducted in April 2011. The programme that will follow with the various public meetings held is included on page 21 of the budget document. .

The strategic alignment between national, provincial and district service delivery priorities was also a critical factor during the IDP review and budget preparation process. Alignment between the Free State Growth and Development Strategy (PGDS), 2008-2015 and the Motheo District Municipality were important considerations and inputs during the process.

Free State PGDS (2008-2015) Priority Areas for Intervention

Motheo District Municipality Integrated Goals

Economic Growth, Development and Employment

Justice and Crime Prevention Social and Human Development

Efficient Governance and Administration

Effective, sustainable accountable governance

High level financial performance and management

Efficient and effective service delivery Promotion of public participation and awareness

Strategic economic and social role playing in the District

The Key Performance Areas of the Naledi Local Municipality, in line with provincial and district priorities and goals are:

Governance and Administration

Economic and Development

Social and Human Development

Safety and Security

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The increased cost of bulk water and electricity (due to tariff increases from Rand Water and Eskom), which is placing upward pressure on service tariffs to residents. Continuous high tariff increases are not sustainable - as there will be point where services will no-longer be affordable;

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

• Tariff and property rate increases should be affordable and should generally not exceed inflation as measured by the CPI, except where there are price increases in the inputs of services that are

beyond the control of the municipality, for instance the cost of bulk water and electricity. In addition, tariffs need to remain or move towards being cost reflective, and should take into account the need to address infrastructure backlogs;

• There will be no budget allocated to national and provincial funded projects unless the necessary grants to the municipality are reflected in the national and provincial budget and have been gazetted as required by the annual Division of Revenue Act;

• An upper limit of R1.7 million was set for the

In view of the aforementioned, the following table is a consolidated overview of the proposed 2011/12 Medium-term Revenue and Expenditure Framework:

Table 1 Consolidated Overview of the 2011/12 MTREF

R Thousand Adjustment

Budget 2011-2012

Budget Year 2012-2013

Budget Year 2013-2014

Budget Year 2014-2015 Total Operating revenue 49 015 893 55 616 000 59 222 000 63 091 000 Total Operating Expenditure 49 070 599 55 417 000 59 961 000 55 270 000 Surplus/Deficit for the year (54 706) 199 000 739 000 7 821 000 Total Capital Expenditure 15 397 000 16 585 000 15 768 000 990 000

Total operating revenue has grown by R 6 600 million for the 2012/13 financial year when compared to the 2011/12 Adjustments Budget. For the two outer years, operational revenue will increase by 3 606 and 2 268 million respectively, equating to a total revenue growth of R 14 075 million over the MTREF when compared to the 2011/2012 financial year.

Total operating expenditure for the 2011/12 financial year has been appropriated at R55 417 million and translates into a budgeted surplus of R199 thousand. When compared to the 2011/2012

Adjustments Budget, operational expenditure has grown by R6 236 million in the 2012/13 budget and by R4 544 million and R 4 691 million for each of the respective outer years of the MTREF. The operating surplus for the two outer years steadily increases to R559 million and then stabilise at R 7 821 million.

The capital budget of R 16 585 Million for 2012/13 is less when compared to the 2011/12

Adjustment Budget.The capital programme increases to R 15 768 million in the 2013/14 financial

year and then evens out in 2014/15 to R 990 thousand.

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1.4 Operating Revenue Framework

For Naledi Local Municipality to continue improving the quality of services provided to its citizens it needs to generate the required revenue. 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 development backlogs and poverty. The expenditure required to address these

challenges will inevitably always exceed available funding; hence difficult choices have to be made in relation to tariff increases and balancing expenditures against realistically anticipated revenues.

The municipality‟s revenue strategy is built around the following key components:

• National Treasury‟s guidelines ;

• Growth in the Community and continued economic development;

• Efficient revenue management, which aims to ensure a 50 per cent annual collection rate for property rates and other key service charges;

• Achievement of full cost recovery of specific user charges especially in relation to trading services;

• Determining the tariff escalation rate by establishing/calculating the revenue requirement of each service;

• The municipality‟s Property Rates Policy approved in terms of the Municipal Property Rates Act, 2004 (Act 6 of 2004) (MPRA);

• Increase ability to extend new services and recover costs;

• The municipality‟s Indigent Policy and rendering of free basic services; and

• Tariff List of the Municipality

The following table is a summary of the 2012/2013 MTREF (classified by main revenue source):

Table 2 Summary of revenue classified by main revenue source

Description Ref 2008/9 2009/10 2010/11 Current Year 2011/12 2012/13 Medium Term Revenue &

Expenditure Framework

R thousand 1 Audited

Outcome Audited

Outcome Original

Budget Adjusted

Budget Full Year

Forecast Pre-audit

outcome Budget Year 2012/13

Budget Year +1 2013/14

Budget Year +2 2014/15 Revenue By

Source

Property rates 2

3,041 3,002 2,355 2,547 2,547 –

– 3,926

4,094 4,299

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2010/2011 MEDIUM TERM REVENUE AND EXPENDITURE FRAMEWORK (MTREF) Property rates

- penalties &

collection

charges

Service charges - electricity

revenue 2

– – – – – –

– –

– – Service

charges - water

revenue 2

11,800 5,540 2,936 3,230 3,230 –

– 4,391

4,561 4,739 Service

charges - sanitation

revenue 2

3,466 3,019 3,165 3,355 3,355 –

– 4,523

4,699 4,884 Service

charges - refuse

revenue 2

2,105 2,043 2,121 2,248 2,248 –

– 3,294

3,479 3,603 Service

charges - other

Rental of facilities and

equipment

– – – 331 320 –

– Interest earned –

- external

investments –

– – Interest earned

- outstanding

debtors

– – – 167 32 –

– – Dividends

received

– – – 10 5 –

– –

Fines

– – – 5 5 –

– – Licences and

permits

–

Agency

services

Transfers recognised -

operational

18,976 25,769 35,625 35,528 35,528 39,482

42,389 45,567 Other revenue 2

1,621 7,781 2,190 1,369 1,601 –

– –

– – Gains on

disposal of PPE

Total Revenue (excluding capital transfers and contributions)

41,009 47,154 48,392 48,790 48,871 –

– 55,616

59,222 63,091

Table 3 Percentage growth in revenue by main revenue source

Description Re

f Current Year 2011/12 2012/13 Medium Term Revenue & Expenditure Framework

R thousand 1 Original

Budget % Budget

Year

2012/13 % Budget

Year +1

2013/14 % Budget

Year +2

2014/15 %

Revenue By Source

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Property rates 2 2,547 2,547 5% 3,926 7.06% 4,094 7% 4,299 7%

Property rates - penalties & collection

charges 0 0 0% 0 0.00% 0% 0%

Service charges -

electricity revenue 2 0 0 0% 0 0.00% 0 0% 0 0%

Service charges -

water revenue 2 3,230 3,230 7% 4,391 7.90% 4,561 8% 4,739 8%

Service charges -

sanitation revenue 2 3,355 3,355 7% 4,523 8.13% 4,699 8% 4,884 8%

Service charges -

refuse revenue 2 2,248 2,248 5% 3,294 5.92% 3,479 6% 3,603 6%

Service charges -

other 0% 0.00% 0% 0%

Rental of facilities and

equipment 331 320 1% 0 0.00% 0 0% 0 0%

Interest earned -

external investments 0% 0 0.00% 0 0% 0 0%

Interest earned -

outstanding debtors 167 32 0% 0 0.00% 0 0% 0 0%

Dividends received 10 5 0% 0 0.00% 0 0% 0 0%

Fines 5 5 0% 0 0.00% 0 0% 0 0%

Licences and permits 0% 0.00% 0 0% 0%

Agency services 0% 0.00% 0% 0%

Transfers recognised

- operational 35,528 35,528 73% 39,482 70.99% 42,389 72% 45,567 72%

Other revenue 2 1,369 1,601 3% 0 0.00% 0 0% 0 0%

Gains on disposal of

PPE

Total Revenue (excluding capital transfers and

contributions) 48,790 48,871 100% 55,616 100.00% 59,222 100% 63,092 100%

Total Revenue form rates and service

charges

11,380 11,380 23% 16,134 29% 16,833 28% 17,525 28%

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.

Revenue generated from rates and services charges forms a significant percentage of the revenue for the Municipality. In the 2011/12 financial year, revenue from rates and services charges totalled R11 380 million or 23 per cent. This increases to R16, 134 million, R 16.833 million and R17, 525 million in the respective financial years of the MTREF. A notable trend is the increase in the total percentage revenue generated from rates and services charges which increases from 29 per cent in 2012/13 to 28% per cent in 2013/14. The above table excludes revenue foregone arising from discounts and rebates associated with the tariff policies of the Municipality. Details in this regard are contained in Table 64 MBRR SA1.

Operating grants and transfers totals R35 million in the 2011/12 financial year and steadily increases to R45 million by 2013/14

Table 4 Operating Transfers and Grant Receipts

Description Ref 2008/9 2009/10 2010/11 Current Year 2011/12 2012/13 Medium Term Revenue & Expenditure

Framework

R thousand Audited

Outcome

Audited Outcome

Audited

Outcome Original Budget Adjusted

Budget

Full Year Forecast

Budget Year 2012/13

Budget Year +1 2013/14

Budget Year +2 2014/15

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RECEIPTS: 1,

2

Operating Transfers and

Grants

National Government: 21,288 25,769 32,082 35,528 35,528 – 39,482 42,387 45,567 Local Government Equitable

Share 18,128 23,469 29,882 33,288 33,288 37,182 40,017 43,117

Finance Management 500 1,000 1,200 1,450 1,450 1,500 1,500 1,500

Municipal Systems Improvement 2,660 1,300 1,000 790 790 800 870 950

Provincial Government: – – 83 – – – – – –

Sport and Recreation – – 83

District Municipality: – – – – – – – – –

[insert description]

Other grant providers: – 6,834 – – – – – – – GRANT- MOTHEO SENIOR

TECHNICIAN – 6,834

Total Operating Transfers and

Grants 5 21,288 32,603 32,165 35,528 35,528 – 39,482 42,387 45,567

Capital Transfers and Grants

National Government: 9,928 10,605 12,634 15,598 15,598 – 18,663 18,105 19,152 Municipal Infrastructure Grant

(MIG) 9,928 10,605 11,764 14,149 14,149 17,163 18,105 19,152

Regional Bulk Infrastructure – – – – – 500 – –

EPWP – – 870 1,449 1,449 1,000 – –

Provincial Government: – – 3,460 – – – – – –

Other capital transfers/grants

[insert description] – – 3,460

District Municipality: – – – – – – – – –

[insert description]

Other grant providers: – 1,828 – – – – – – –

GRANT- MOTHEO SENIOR T – 1,828 – – – – – – Total Capital Transfers and

Grants 5 9,928 12,433 16,094 15,598 15,598 – 18,663 18,105 19,152

TOTAL RECEIPTS OF

TRANSFERS & GRANTS 31,216 45,036 48,259 51,126 51,126 – 58,145 60,492 64,719

Tariff-setting is a pivotal and strategic part of the compilation of any budget. When rates, tariffs and other charges were revised, local economic conditions, input costs and the affordability of services were taken into account to ensure the financial sustainability of the Municipality.

National Treasury continues to encourage municipalities to keep increases in rates, tariffs and other

charges as low as possible. Municipalities must justify in their budget documentation all increases in

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excess of the 6 per cent upper boundary of the South African Reserve Bank‟s inflation target.

Excessive increases are likely to be counterproductive, resulting in higher levels of non-payment.

Property rates cover the cost of the provision of general services. Determining the effective property rate tariff is therefore an integral part of the municipality‟s budgeting process.

National Treasury‟s MFMA Circular No. 51 deals, inter alia with the implementation of the Municipal Property Rates Act, with the regulations issued by the Department of Co-operative Governance.

These regulations came into effect on 1 July 2009 and prescribe the rate ratio for the non-residential categories, public service infrastructure and agricultural properties relative to residential properties to be 0,25:1. The implementation of these regulations was done in the previous budget process and the Property Rates Policy of the Municipality has been amended accordingly.

The following stipulations in the Property Rates Policy are highlighted:

(a) Municipal properties

Municipal properties are exempted from paying rates as it will increase the rates burden or service charges to property owners or consumers. However, where municipal properties are leased, the lessee will be responsible for the payment of determined assessment rates in accordance with the lease agreement.

(b) Residential properties

All residential properties with a market value of less than the amount as annually determined by the municipality are exempted from paying rates. For the 2009/2010 financial year the maximum

reduction is determined as R35 000. The impermissible rates of R15 000 contemplated in terms of section 17(1) (h) of the Property Rates Act is included in the amount referred to above as annually determined by the municipality. The remaining R20 000 is an important part of the council’s indigent policy and is aimed primarily at alleviating poverty.

(c) Public Service Infrastructure

Is exempted from paying rates as allowed for in the Act as they provide essential services to the

community.

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(d) Right registered against a property

Any right registered against a property as defined in clause 2.14(b) of this policy is exempted from paying rates.

11.2 Exemptions in clause 11.1 will automatically apply and no application is thus required.

11.3 Impermissible Rates: In terms of section 17(1) of the Property Rates Act the municipality may, inter alia, not levy a rate:-

On those parts of a special nature reserve, national park or nature reserve within the meaning of the National Environmental Management: Protected Areas Act, 2003 (Act No. 57 of 2003) or of a

national botanical garden within the meaning of the National Environmental Management:

Biodiversity Act, 2004, which are not developed or used for commercial, business, or residential agricultural purposes.

On mineral rights within the meaning of paragraph (b) of the definition of “property” in section 1 of the Act.

On a property belonging to a land reform beneficiary or his or her heirs, provided that this exclusion lapses ten years from the date on which such beneficiary’s title was registered in the office of the Registrar of Deeds.

On a property registered in the name of and used primarily as a place of public worship by a

religious community, including an official residence registered in the name of that community which is occupied by an office-bearer of that community who officiates at services at that place of worship.

11.4 Public Benefit Organisations (PBO’s)

Taking into account the effects of rates on PBOs performing a specific public benefit activity and if registered in terms of the Income Tax Act, 1962 (No 58 of 1962) for tax reduction because of those activities, Public Benefit Organizations may apply for the exemption of property rates. Public Benefit Organizations may include, inter alia:-

Welfare and humanitarian

For example PBOs providing disaster relief.

Health Care

For example PBO’s providing counselling and treatment of persons afflicted with HIV and AIDS including the care of their families and dependents in this regard.

Education and development

For example PBO’s providing early childhood development services for pre-school children.

Sporting bodies

Property used by an organization for sporting purposes on a non-professional basis:

Cultural institutions

Property used for purposes declared in terms of the Cultural Institutions Act, Act 29 of 1969 or the Cultural Institutions Act, Act 66 of 1989.

Museums, libraries, art galleries and botanical gardens

Property registered in the name of private persons, open to the public and not operated for gain.

Animal welfare

Property owned or used by organizations whose exclusive aim is to protect birds, reptiles and animals on a not-for-gain basis.

Cemeteries and crematoriums

Property used for cemeteries and crematoriums.

Welfare institutions

Properties used exclusively as an orphanage, non-profit retirement villages, old age homes or

benevolent/charitable institutions, including workshops used by the inmates, laundry or cafeteria

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facilities; provided that any profits from the use of the property are used entirely for the benefit of the institution and/or to charitable purposes within the municipality.

Charitable institutions

Property owned or used by institutions or organizations whose aim is to perform charitable work on a not-for-gain basis.

11.5 All possible benefiting organisations in clause 11.4 must apply annually for exemptions. All applications must be addressed in writing to the municipality by 31 August for the financial year in respect of which the rate is levied. If the exemption applied for is granted the exemption will apply for the full financial year.

11.6 Public benefit organisations must attach a SARS tax exemption certificate issued by the South African Revenue Services (SARS) as contemplated in Part 1 of the Ninth Schedule of the Income Tax Act, 1962 (No 58 of 1962) to all applications.

11.7 The municipality retains the right to refuse the exemption if the details supplied in the application form were incomplete, incorrect or false.

11.8 The extent of the exemptions implemented in terms of clauses 11.1 to 11.4 must annually be determined by the municipality and included in the annual budget.

Table 5 Comparison of proposed rates to levied for the 2011/12 financial year Category Current Tariff

(1 July 2011) Proposed tariff (from 1 July 2012) RESIDENTIAL

BUSINESS/INDUST RIAL/COMMERCIAL

STATE OWNED-

GOVERNMENT AGRICULTURAL

0.0110

0.0220

0.0006875

0.0110

0.0220

0.0006875

1.4.2 Sale of Water and Impact of Tariff Increases

South Africa faces similar challenges with regard to water supply as it did with electricity, since demand growth outstrips supply. Consequently, National Treasury is encouraging all municipalities to carefully review the level and structure of their water tariffs to ensure:

• Water tariffs are fully cost-reflective – including the cost of maintenance and renewal of purification plants, water networks and the cost associated with reticulation expansion;

• Water tariffs are structured to protect basic levels of service and ensure the provision of free water

to the poorest of the poor (indigent); and

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• Water tariffs are designed to encourage efficient and sustainable consumption.

In addition National Treasury has urged all municipalities to ensure that water tariff structures are cost reflective by 2014.

A tariff increase of 6 per cent from 1 July 2012 for water is proposed. This is based on input cost assumptions of 12.1 per cent increase in the cost of bulk water, In addition 6 kℓ water per 30-day period will again be granted free of charge to all residents.

A summary of the proposed tariffs for households (residential) and non-residential are as follows:

Table 6 Proposed Water Tariffs

Categories Current Tarrifs

1 July 2011

Proposed Tarrifs 1 July 2012

Consumers

Service levy 16.53 17.52

Service levy -

Commerce.governm,sport &

schools

97.67 103.53

Per Kl usage ( 1 -6) 0.00 0.00

Per Kl usage (>6 Kl -30Kl) 8.20 8.69

>30kL +

COMMERCE,GOVERNMENT

8.77 9.30

CONTRACTORS

BREAKAGE

BREAKAGE UNREPORTED

Per Kl usage 7.79 8.25

The following table shows the impact of the proposed increases in water tariffs on the water charges for a single dwelling-house:

1.4.4 Sanitation and Impact of Tariff Increases

A tariff increase of 6 per cent for sanitation from 1 July 2012 is proposed. This is based on the input cost assumptions related to water.

The following factors also contribute to the proposed tariff increase:

• Sanitation charges are calculated according to the percentage water discharged as indicated in the table below;

• Free sanitation (98 per cent of 6 kℓ water) will be applicable to registered indigents.

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The following table compares the current and proposed tariffs:

Table 7 Comparison between current sanitation charges and increases

Categories Current Tarrifs

1 July 2011 Proposed Tarrifs

1 July 2012

Sewerage connected at network or suction tank

Boarding houses 150.45 159.48

Houses per month 50.87 53.92

Offices per month 90.27 95.69

Offices per month - Suction 90.27 95.69

Shops & Sport Clubs per month 97.44 103.28

Large businesses per month 203.47 215.68

SAP and hotel/guest house per month

967.21 1025.24

School per month 2,579.22 2733.98

Correction Services per month 2,149.35 2278.31

Spoornet per month 97.44 103.28

Churches/creches 50.87 53.92

Suctions - Domestic 50.87 53.92

Amandelhof & Stiilehawe 398.35 422.25

Flats - i.e. More than 3 flats on one

site /flat 50.87 53.92

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1.4.5 Waste Removal and Impact of Tariff Increases .

The following table compares current and proposed amounts payable from 1 July 2012 A tariff increase of 6 per cent for sanitation from 1 July 2012 is proposed.

The following factors also contribute to the proposed tariff increase:

•Waste charges are calculated according to the percentage Waste Removal discharged as indicated in the table below;

Categories Current Tarrifs

1 July 2011

Proposed Tarrifs 1 July 2013

Domestic houses per month 40.84 43.29

Offices per month 63.05 66.83

Shops per month 114.63 121.51

Large businesses per month 361.09 382.76

SAP and hotel per month 361.09 382.76

School per month 226.40 239.98

Hostel per month 361.09 382.76

Correction Services per month 361.09 382.76

Spoornet per month 114.63 121.51

Boarding house 114.63 121.51

1.5 Operating Expenditure Framework

The Municipal expenditure framework for the 2012/13 budget and MTREF is informed by the following:

• The asset renewal strategy and the repairs and maintenance plan;

• 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;

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• The capital programme is aligned to the asset renewal strategy and backlog eradication plan;

• Operational gains and efficiencies will be directed to funding the capital budget and other core services; and

• Strict adherence to the principle of no project plan no budget. If there is no business plan no funding allocation can be made.

The following table is a high level summary of the 2012/13 budget and MTREF (classified per main type of operating expenditure):

Table 8 Summary of operating expenditure by standard classification item

Budget Adjusted Budget

Full Year Forecast

Pre- audit outcome

Budget Year 2012/13

Budget Year +1 2013/14

Budget Year +2 2014/15

Expenditure By

Type

Employee related

costs 2 16,708 17,795 22,534 25,177 22,972

–

– 24,487 25,654 26,914

Remuneration of

councillors 650 3,450 1,564 1,662 1,827 1,739 1,913 2,024

Debt impairment 3 993 4,058 3,865 718 718 1,400 1,420 1,440

Depreciation &

asset impairment 2

– – 4,500 1,500 1,500 –

– 1,500 1,500 1,500

Finance charges

– – – 48 48

Bulk purchases 2 3,735 5,346 4,721 6,000 6,000 –

– 7,000 8,000 9,000

Other materials 8

Contracted

services

– – – – –

–

– – – – Transfers and

grants

– – – – –

–

– – – – Other expenditure 4,

5 20,171 31,637 23,833 13,663 15,751

–

– 19,291 21,474 14,392

Loss on disposal

of PPE

Total Expenditure 42,257 62,286 61,017 48,768 48,816

–

– 55,417 59,961 55,270

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The budgeted allocation for employee related costs for the 2014/13 financial year totals R24 million, which equals per cent of the total operating expenditure. Based on the three year collective

SALGBC agreement, salary increases have been factored into this budget at a percentage increase of 5 per cent for the 2012/13 financial year. An annual increase of per cent has been included in the two outer years of the MTREF. As part of the Municipal cost reprioritization and cash management strategy vacancies have been significantly rationalized downwards.

The cost associated with the remuneration of councillors is determined by the Minister of Co-

operative Governance and Traditional Affairs in accordance with the Remuneration of Public Office Bearers Act, 1998 (Act 20 of 1998). The most recent proclamation in this regard has been taken into account in compiling the Municipal budget.

1.5.1 Priority given to repairs and maintenance

Aligned to the priority being given to preserving and maintaining the Municipal current infrastructure, the 2011/12 budget and MTREF provide for extensive growth in the area of asset maintenance, as informed by the asset renewal strategy and repairs and maintenance plan of the Municipality. In terms of the Municipal Budget and Reporting Regulations, operational repairs and maintenance is not considered a direct expenditure driver but an outcome of certain other expenditures, such as remuneration, purchases of materials and contracted services. Considering these cost drivers, the following table is a consolidation of all the expenditures associated with repairs and maintenance:

Table 9 Operational repairs and maintenance

Description Ref

2008/9 2009/10 2010/11 Current Year 2011/12 2012/13 Medium Term Revenue &

Expenditure Framework Audited

Budget Full Year Forecast

Pre- audit outcome

Budget Year 2012/13

Budget Year +1 2013/14

Budget Year +2 2014/15

R thousand

Repairs and

Maintenance 8

by Expenditure Item

Employee related

costs

Other materials

Contracted Services

Other Expenditure 1,138 1,800 804 878 2,291

Total Repairs and Maintenance

Expenditure 9 1,138 1,800 804 878 2,291

–

– – – –

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_________________________________________________________________________________________________________________

In relation to the total operating expenditure, repairs and maintenance comprises of R 878 and per cent for the respective financial years of the MTREF.

The table below provides a breakdown of the repairs and maintenance in relation to asset class:

Table 10 Repairs and maintenance per asset class

R thousand Audited

Budget

Full Year Forecast

Budget Year 2012/13

Budget Year +1 2013/14

Budget Year +2 2014/15 Repairs and

Maintenance by Asset

Class 3

1,136

1,800

1,396 878 2,291 –

2,230 1,802 2,115 Infrastructure -

Road transport

113

932

178 270 588

–

950 500 550 Infrastructure -

Electricity –

32

40 – –

–

– – – Infrastructure -

Water

429

50

755 145 161

–

Sanitation 83

160

162 100 100

–

Other 11

175

34 219 1,366

–

250 290 340 Infrastructure 636

1,349

1,169 734 2,215

–

1,510 1,132 1,275

Community

500

451

227 110 53

–

300 240 400 Heritage assets – –

– – –

–

– – – Investment

properties – –

– – –

–

– – –

Other assets 6,

7 – –

– 34 23

–

420 430 440 TOTAL EXPENDITURE

OTHER ITEMS

1,136

1,800

5,896 2,378 3,791 –

3,730 3,302 3,615

For the 2012/12 financial year 2 million of the total repair and maintenance will be spent on the

infrastructure assets. Water at 210 thousand and sanitation at 100 thousand .Community assets has

been allocated 300 thousand of total repairs and maintenance.

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1.5.2 Free Basic Services: Basic Social Services Package

The social package assists households that are poor or face other circumstances that limit their ability to pay for services. To receive these free services the households are required to register in terms of the Municipal Indigent Policy. The target is to register 10 000 or more indigent households during the 2012/13 financial year, a process reviewed annually. Detail relating to free services, cost of free basis services, revenue lost owing to free basic services as well as basic service delivery measurement is contained.

The cost of the social package of the registered indigent households is largely financed by national government through the local government equitable share received in terms of the annual Division of Revenue Act.

1.6 Capital expenditure

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

Table 11 2011/12 Medium-term capital budget per vote

Vote Description Ref 2008/9 2009/10 2010/11 Current Year 2011/12 2012/13 Medium Term Revenue &

Budget Adjusted Budget

Full Year Foreca st

Pre- audit outcom

e

Budget Year 2012/13

Budget Year +1 2013/14

Budget Year +2 2014/15 Capital Expenditure -

Standard

Governance and

administration (34) 70

387 – –

–

– – – – Executive and

council (6) 30

37

Budget and

treasury office (28) 40

350

Corporate

services

Community and

public safety – 2,500 – 6,222 6,222

–

– 3,710 358 – Community and

social services

Sport and

recreation – 1,600 6,222 6,222

– 3,710 358 –

Public safety

Housing – 900

Health

Economic and environmental

services 40 4,317

6,283 1,750 550

–

– 1,583 6,000 6,452 Planning and

development – 517

Road transport 30 3,320

6,283 1,750 550 1,583 6,000 6,452 Environmental

protection 10 480

Trading services – 11,652

5,481 6,975 8,175

–

– 12,510 10,839 11,700

Electricity – 1,828 500

Water – 5,280 2,698 2,698 9,900 10,241

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_________________________________________________________________________________________________________________

5,481 10,500

Waste water

management 2,074 – 4,277 5,477 2,110 598 1,200 Waste

management 2,470

Other 650 650 860 908 1,000 Total Capital

Expenditure -

Standard 3 6 18,539

12,151 15,597 15,597

–

– 18,663 18,105 19,152

For the 2012/13 financial year an amount of 15 million has been appropriated for the development of infrastructure of the total capital expenditure.

Table 12 A1 –Budget Summary

Description 2008/9 2009/10 2010/11 Current Year 2011/12 2012/13 Medium Term Revenue &

R thousands Audited

Budget Full Year

Forecast Pre-audit outcome

Budget Year 2012/13

Budget Year +1 2013/14

Budget Year +2 2014/15

Financial Performance

Property rates

3,041 3,002 2,355 2,547 2,547 – – 3,926 4,094 4,299 Service charges

17,371

10,602 8,222 8,833 8,833 – –

12,208

12,739 13,226 Investment revenue

– – – – – – – – – – Transfers recognised

- operational

18,976

25,769

35,625

35,528

35,528 – –

39,482

42,389 45,567 Other own revenue

1,621 7,781 2,190 1,882 1,963 – – – – – Total Revenue

(excluding capital transfers and contributions)

41,009

47,154

48,392

48,790

48,871 – –

55,616

59,222 63,091

Employee costs

16,708

17,795

22,534

25,177

22,972 – –

24,487

25,654 26,914 Remuneration of

councillors

650 3,450 1,564 1,662 1,827 – – 1,739 1,913 2,024 Depreciation & asset

impairment

– – 4,500 1,500 1,500 – – 1,500 1,500 1,500 Finance charges

– – – 48 48 – – – – – Materials and bulk

purchases

3,735 5,346 4,721 6,000 6,000 – – 7,000 8,000 9,000 Transfers and grants

– – – – – – – – – – Other expenditure

21,164

35,695

27,698

14,381

16,469 – –

20,691

22,894 15,832 Total Expenditure

42,257

62,286

61,017

48,768

48,816 – –

55,417

59,961 55,270 Surplus/(Deficit)

(1,248)

(15,132)

(12,625) 22 55 – – 199

(739) 7,821 Transfers recognised

- capital

–

13,433

12,634

15,597

15,597 – –

18,663

18,105 19,152 Contributions

recognised - capital &

contributed assets

– – – – – – – – – – Surplus/(Deficit) after

capital transfers &

contributions

(1,248)

(1,699) 9

15,619

15,652 – –

18,862

17,366 26,973 Share of surplus/

(deficit) of associate

– – – – – – – – – – Surplus/(Deficit) for

the year

(1,248)

(1,699) 9

15,619

15,652 – –

18,862

17,366 26,973