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The Namibian Budget 2017/18-2019/20
April 2017
T h e b e s t w a y to p re d i c t th e fu tu re i s to c re a te i t .
Background
The best way to pred i ct the fu ture i s to create i t .
Thesocialcontract
• VoteforGovernmentbasedonelectionand
policyproposals• PaytaxestoGovernmentfor
deliveryofservices
Setnationalagendaaround:
• Maintenanceoflawandorder
• Protectionofhumanrights
• Protectionofpropertyrights
• Provisionofnationaldefense
• Provisionofpublicgoods
• Correctionofmarketfailures
• Provisionofequalityofopportunity
• Redistribution
ThePublic
Publicsector
The best way to pred i ct the fu ture i s to create i t .
PerfectStorm
Drought
OilPriceshocks
Commodityprices
Constructionboomend
Bankliquidity
Interestrates
Publicexpenditure
Policyresponse
PerfectStorm- 2016
The best way to pred i ct the fu ture i s to create i t .
Positivesigns• Rain• Commodityprices• SACUreceipts• Recognitionofissues• CapitalinflowsLowbase(Husab)
Overhangs• ExternalPosition• Governmentfinances• Liquidity• ConstructionsectorConfidence
Thecurrentmacroenvironment
Revenue
The best way to pred i ct the fu ture i s to create i t .
Revenue
-
10,000
20,000
30,000
40,000
50,000
60,000
70,000
80,000
2004/05 2005/06 2006/07 2007/08 2008/09 2009/10 2010/11 2011/12 2012/13 2013/14 2014/15 2015/16 2016/17 2017/18 2018/19 2019/20
N$Million
Revenue
Actual 2006Budget 2007Budget 2008Budget 2009Budget
2010Budget 2011Budget 2012Budget 2013Budget 2014Budget
2015Budget 2015Mid-TermBudget 2016Budget 2016Mid-TermBudget 2017Budget
The best way to pred i ct the fu ture i s to create i t .
RevenueBreakdown
0
10,000
20,000
30,000
40,000
50,000
60,000
70,000
2016/17 2017/18 2018/19 2019/20
N$Million
RevenueBreakdown
TotalTaxRevenue TotalNon-TaxRevenue
NormalIncomeTax
onIndividuals,
$10.7
DiamondMining
Companies$2.1
Non-MiningCompanies
$5.7
VAT, $13.7
Taxesoninternationaltrade(SACU),
$19.6
Othersources$4.7
RevenueBreakdown
The best way to pred i ct the fu ture i s to create i t .
Revenue
-
5,000
10,000
15,000
20,000
25,0002006/07
2007/08
2008/09
2009/10
2010/11
2011/12
2012/13
2013/14
2014/15
2015
/16
2016
/17
2017
/18
2018
/19
2019/20
N$Million
SACU
0.0%
5.0%
10.0%
15.0%
20.0%
25.0%
30.0%
35.0%
40.0%
2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019
RevenuetoGDP
RevenuetoGDP RevenueGrowth GDPGrowth(nominal)
The best way to pred i ct the fu ture i s to create i t .
Revenue
N$Million 2016/17 2017/18 2018/19 2019/20
NormalIncomeTaxonIndividuals 10,814 10,715 10,851 11,653
DiamondMiningCompanies 2,202 2,056 2,268 2,466
Non-MiningCompanies 5,922 5,655 6,030 6,450
VAT 13,741 13,741 15,041 15,998
Taxesoninternationaltrade 14,071 19,597 17,978 18,891
Other 4,762 4,661 5,024 5,337
Total 51,512 56,425 57,192 60,795
The best way to pred i ct the fu ture i s to create i t .
§ Newrevenue/taxes§ Nomajorchanges:verypositive.§ Generalobjectiveof:
§ Deepeningandbroadeningtheexistingtaxbase.§ Curbingtaxbaseerosion.§ Curbingprofitshiftingandtaxplanningopportunities.§ Improvingoverallefficiencyinthetaxadministrationfunction.
Revenue
The best way to pred i ct the fu ture i s to create i t .
§ Newrevenue/taxes§ ProposalforaSimplifiedPresumptiveTax.§ Increaseofthefuellevy.§ TheprovisionsoftaxonCapitalGainswillbeexpandedtoprovideforwealth-basedtaxationoncertaincategoriesofcapitalassets.
§ TaxproposalsonwealthtaxwillbedevelopedtoembodytheprinciplesofSolidarityWealthTax.
§ ImplementationoftheTaxArrearRecoveryIncentiveProgramme.
§ EstablishmentofaSemi-AutonomousRevenueAgency.
Revenue
Expenditure
The best way to pred i ct the fu ture i s to create i t .
Expenditure
-
10,000
20,000
30,000
40,000
50,000
60,000
70,000
80,000
Expenditure
Actual 2006Budget 2007Budget 2008Budget 2009Budget
2010Budget 2011Budget 2012Budget 2013Budget 2014Budget
2015Budget 2015Mid-TermBudget 2016Budget 2016Mid-TermBudget 2017Budget
The best way to pred i ct the fu ture i s to create i t .
Expenditure
-80.0% -60.0% -40.0% -20.0% 0.0% 20.0% 40.0% 60.0%
Vehicles
Transport
TravelAndSubsistenceAllowance
MaterialsAndSupplies
SocialGrant
Utilities
Construction,RenovationAnd…
S.O.E
GovernmentOrganisations
Total
Other
PersonnelExpenditure-Subtotal
DomesticInterestPayments
ForeignInterestPayments
Expenditureinsubdivision- %change(2016/17to2017/18)
The best way to pred i ct the fu ture i s to create i t .
DevelopmentExpenditure
0%
2%
4%
6%
8%
10%
12%
14%
16%
18%
20%
0
10,000
20,000
30,000
40,000
50,000
60,000
70,000
2008/09
2009/10
2010/11
2011/12
2012/13
2013/14
2014/15
2015
/16
2016
/17
2017
/18
2018
/19
2019/20
N$Million
BudgetBreakdown
Development Operational Development(%total)RHS
0
2,000
4,000
6,000
8,000
10,000
12,000
14,000
N$Million
DevelopmentBudget
Actual 2010 2011
2012 2013 2014
2015 2015Mid-Term 2016
2016Mid-Term 2017
The best way to pred i ct the fu ture i s to create i t .
2015-16 2016-17 2017-18 2018-19 2019-20Actual Revised Budget Projection Projection
PersonnelExpenditure 24,000 24,443 28,095 28,402 28,906GoodsandOtherServices 9,085 8,291 6,546 6,362 6,663Subsidiesandothercurrenttransfers 17,834 17,334 16,691 14,790 15,038Interestpaymentsandborrowingrelatedcharges 3,130 3,875 5,001 4,264 3,131Acquisitionofcapitalassets 9,083 6,297 5,035 6,085 6,623CapitalTransfers 1,923 1,230 1,146 1,931 2,332LendingandEquityParticipation 22 26 27 28 28GRANDTOTAL 65,076 61,496 62,541 61,862 62,721
PercentofTotalPersonnelExpenditure 36.9% 39.7% 44.9% 45.9% 46.1%GoodsandOtherServices 14.0% 13.5% 10.5% 10.3% 10.6%Subsidiesandothercurrenttransfers 27.4% 28.2% 26.7% 23.9% 24.0%Interestpaymentsandborrowingrelatedcharges 4.8% 6.3% 8.0% 6.9% 5.0%Acquisitionofcapitalassets 14.0% 10.2% 8.1% 9.8% 10.6%CapitalTransfers 3.0% 2.0% 1.8% 3.1% 3.7%LendingandEquityParticipation 0.0% 0.0% 0.0% 0.0% 0.0%GRANDTOTAL 100.0% 100.0% 100.0% 100.0% 100.0%
YearonYearGrowthPersonnelExpenditure 1.8% 14.9% 1.1% 1.8%GoodsandOtherServices -8.7% -21.0% -2.8% 4.7%Subsidiesandothercurrenttransfers -2.8% -3.7% -11.4% 1.7%Interestpaymentsandborrowingrelatedcharges 23.8% 29.1% -14.7% -26.6%Acquisitionofcapitalassets -30.7% -20.0% 20.9% 8.8%CapitalTransfers -36.0% -6.8% 68.6% 20.7%LendingandEquityParticipation 20.3% 3.0% 3.0% 3.0%GRANDTOTAL -5.5% 1.7% -1.1% 1.4%
BudgetBreakdown
N$Million
The best way to pred i ct the fu ture i s to create i t .
PersonnelExpenditure
34.0%
36.0%
38.0%
40.0%
42.0%
44.0%
46.0%
48.0%
0
10,000
20,000
30,000
40,000
50,000
60,000
70,000
2015/16 2016/17 2017/18 2018/19 2019/20
N$Million
PersonnelExpenditure
PersonnelExpenditureTotal TotalExpenditure Personnelas%ofTotalExpenditure(RHS)
The best way to pred i ct the fu ture i s to create i t .
Expenditure
20,000
21,000
22,000
23,000
24,000
25,000
26,000
27,000
28,000
29,000
30,000
2014/15 2015/16 2016/17 2017/18 2018/19 2019/20
N$millions
PersonnelExpenditure
2017/18MTEF 2016/17MTEF
The best way to pred i ct the fu ture i s to create i t .
GlobalComparison
Mon
tserrat
Zimbabw
eLesotho
Nam
ibia
Cyprus
Maldives
Jordan
St.V
incentand
theGren
adines
Swaziland
Afghanistan,Isla
micRep
ublicof
Vanu
atu
St.Kittsa
ndNevis
Fiji
Mozam
biqu
eSyria
nArabRep
ublic
Botswana
Tunisia
Gren
ada
Anguilla
Libe
riaMorocco
St.Lucia
Dominica
Belize
Yemen
,Rep
ublicof
Malta
Paraguay
Cape
Verde
Angola
Kuwait
Bhutan
Antig
uaand
Barbu
daBa
rbados
Seyche
lles
Croatia
SouthAfrica
Surin
ame
Iceland
Bahrain,Kingdom
of
Lebano
nPo
rtugal
Ghana
Bahamas,The
Mon
golia
Oman
Egypt
Zambia
Israel
Malaysia
Luxembo
urg
Papu
aNew
Guine
aKe
nya
Serbia,R
epub
licof
ElSalvado
rLaoPe
ople'sDe
mocraticRep
ublic
Panama
Coted'Ivoire
Mauritius
Italy
Thailand
Belgium
KyrgyzRep
ublic
Iran,IslamicRep
ublicof
Uruguay
Albania
Turkey
Algeria
Malaw
iCe
ntralA
fricanRep
ublic
Gambia,The
Qatar
Sene
gal
Jamaica
Philipp
ines
Nicaragua
SierraLeo
neCameroo
nSriLanka
France
CostaRica
Maced
onia,FYR
Denm
ark
Nep
alDo
minicanRep
ublic
Chile
Lithuania
Nigeria
Congo,Dem
ocraticRep
ublicof
Georgia
SlovakRep
ublic
Bulgaria
Tanzania
Bolivia
Moldo
vaCo
ngo,Rep
ublicof
Rwanda
Guatem
ala
Vene
zuela,Rep
ublicaBo
livarianade
Hungary
Unite
dArabEmira
tes
Austria
Ukraine
Singapore
Latvia
Sudan
Sloven
iaBe
larus
Norway
Azerbaijan,Rep
ublicof
Estonia
Peru
Uganda
Banglade
shNethe
rland
sSpain
Colombia
RussianFede
ratio
nSw
eden
Finland
China,P.R.:Macao
Armen
ia,R
epub
licof
Romania
Argentina
CzechRe
public
Korea,Rep
ublicof
Poland
Canada
Unite
dStates
Equatoria
lGuine
aMexico
Indo
nesia
India
Germ
any
Ethiop
iaBrazil
Kazakhstan
Tajikistan
Pakistan
Switzerland
Samoa
-
5.0
10.0
15.0
20.0
25.0
30.0
%ofG
DP
CivilServiceWageBillas%ofGDP
The best way to pred i ct the fu ture i s to create i t .
Wagesandsalaries
-5%
0%
5%
10%
15%
20%
25%
30%
35%
-
50,000
100,000
150,000
200,000
250,000
N$
AverageSalary
AverageSalaryIncrease(RHS)
AverageCostToCompanyIncrease(RHS)
AverageSalary
AverageCostToCompany
-
50,000
100,000
150,000
200,000
250,000
Mar-10
Aug-10
Jan-11
Jun-11
Nov-11
Apr-12
Sep-12
Feb-13
Jul-1
3 De
c-13
May-14
Oct-14
Mar-15
Aug-15
Jan-16
Jun-16
Nov-16
AverageAn
nualW
age(N$)
AverageNamibianGovernmentWagevsInflation
InflationSuggestedAverageWage ActualAverageWage
The best way to pred i ct the fu ture i s to create i t .
Averagewages
0
200,000
400,000
600,000
800,000
1,000,000
1,200,000
AverageWagebyVote
The best way to pred i ct the fu ture i s to create i t .
Defence Spending
0.0%
1.0%
2.0%
3.0%
4.0%
5.0%
6.0%
1990
1992
1994
1996
1998
2000
2002
2004
2006
2008
2010
2012
2014
2016
2018
Militaryexpenditure(%ofGDP)
0
1,000
2,000
3,000
4,000
5,000
6,000
7,000
8,000
N$Million
DefenceSpending
2010Budget 2011Budget 2012Budget 2013Budget
2014Budget 2015Budget 2016Budget 2017Budget
The best way to pred i ct the fu ture i s to create i t .
Defence Spending
Nam
ibia
Sub-SaharanAfrica
SouthAfrica
0
5
10
15
20
25
Percen
tofG
DP
DefenceSpendingtoGDP
The best way to pred i ct the fu ture i s to create i t .
BreakdownofDefenceSpending
0
1,000
2,000
3,000
4,000
5,000
6,000
7,000
2015/16 2016/17 2017/18 2018/19 2019/20
N$Million
DefenceSpendingBreakdown
Acquisitionofcapitalassets
Subsidiesandothercurrenttransfers
GoodsandOtherServices
PersonnelExpenditure
0
1,000
2,000
3,000
4,000
5,000
6,000
7,000
2015/16 2016/17 2017/18 2018/19 2019/20
N$Million
DefenceSpendingBreakdown
OfficeoftheMinister Administration Training
NamibianArmy 21stBrigade NamibianAirForce
MilitaryHospital NamibianNavy DefenceAttache'
The best way to pred i ct the fu ture i s to create i t .
Vote ProjectTotalProjectCost
(N$Million)Education EstablishmentofHostelsatSchoolsNationwide 9,000Defence ResearchandDevelopment 6,658Transport RailwayNetworkUpgrading 5,457Transport KeetmanshoopviaAroabtoKleinMenasseBorderPost6km) 5,000
TransportRehabilitationoftheTR1/16:Windhoek-OkahandjaRoad(67km) 3,310
Rural/UrbanDevelopment ImplementationoftheMasterPlanforOshakatiTown 3,290Lands LandPurchaseSub-Programme 3,007Agriculture De-bushinginCommercialandCommunalareas 2,975
AgricultureConstructionofLargeDams,DesalinationandProvisionofWatertolargerSettlements 2,758
TransportUpgradingtheTR1/4:Windhoek- Rehobothroadtoadualcarriageways(84km) 2,715
TransportUpgradingtheTR9/1:Windhoek-HoseaKutakoroadtoadualcarriage(44km) 2,700
Agriculture GreenScheme 2,442Rural/UrbanDevelopment ConstructionofServicesInfrastructureinOutapi Extension8 1,967Transport NorthernRailwayLineExtension 1,771Mines SeismologyandGroundGeophysics(SGG) 1,515
LargeProjects
The best way to pred i ct the fu ture i s to create i t .
Vote Project
TotalProjectCost(N$Million)
InternationalCooperation
Purchasing,ConstructingandRenovatingofDiplomaticPremisesAbroad 1,478
Agriculture Horticulturesupportprogramme 1,432HigherEducation UpgradingandrenovationofRunduVocationalTrainingCenter 1,432Education BasicEducationFacilitiesUpgrading 1,400Transport Maintenanceofpavedandunpavedroads 1,299President StateSecurityInfrastructure 1,262
TransportUpgradingofMR91Gobabis- Aminius&MR40Aminius- Aranos(245Km)tobitumenstandard 1,241
Education ConstructionofTeachersHouses 1,141HigherEducation ConstructionofEenhanaVocationalTrainingCenter 1,114
AgricultureNationalHorticultureDevelopmentInitiative(HorticultureProduction,ProcessingandMarketing) 1,100
Trade ConstructionofSitesandPremisesIndustrialEstates 1,096Police ConstructionandRenovationofOfficialAccommodation 1,037Transport UpgradingoftheMR44:Swakopmund-WalvisBayRoad(44km) 1,015Education RenovationsofSchoolNationWide 1,000Agriculture BulkWaterSupply 1,000
LargeProjects
The best way to pred i ct the fu ture i s to create i t .
Vote Project
TotalProjectCost(N$Million)
Agriculture IntegratedForestResourceManagement 992Police UpgradingofPoliceStations 981Agriculture RuralWaterSupplyCoverage(RuralSecondaryPipelineConstruction) 981HigherEducation
ConstructionoftheNationalScienceTechnologyandInnovationValleyinWindhoek 949
Transport ConstructionofSwakopmund- HentiesBay- KamanjabLink(412KM). 944Transport DevelopmentoftheCapeFria- KatimaMuliloRailwayLine 900Rural/UrbanDevelopment
UpgradinganddevelopmentofInformalSettlements&LowIncomeTownshipsinWindhoek 842
Transport ConstructionandTarringoftheroadfromOpuwotoEpupa 806Transport UpgradingandRehabilitationofAus-LuderitzRailwayLine 801Defence UpgradingofLeopardsValleyMilitaryBase 801Health ConstructionandupgradingofPrimaryHealthCareClinicsNationwide 738Transport ConstructionofanewAreaControlTowerfortheWindhoekFIR 728Rural/UrbanDevelopment ConstructionofServicesInfrastructureinKatimaMulilo 719Mines RuralElectrification 707Transport RehabilitationoftheKeetmanshoop- Marientalroad(386km) 696
LargeProjects
The best way to pred i ct the fu ture i s to create i t .
TransferstoSOEs
N$Millions
NSFAF, 962
UniversityofNamibia, 926
NamibiaUniversityofScienceandTechnology,
534
AirNamibia, 486
NamibiaTrainingAuthority(NTA),392
TransnamibHoldings, 220
NBC, 180
NamibiaStatisticsAgency, 106
NamibiaQualificationAuthority(NQA), 83
NamibiaAirportCompany(NaCC), 75
Other, 639
TransferstoSOEs:2017/18
The best way to pred i ct the fu ture i s to create i t .
TransferstoSOEs
N$Millions
NSFAF, 2,881
UniversityofNamibia, 2,786
NamibiaUniversityofScienceandTechnology, 1,587
AirNamibia, 1,478
NamibiaTrainingAuthority(NTA), 1,212
TransnamibHoldings, 650
NBC, 570
NamibiaStatisticsAgency, 313
NamibiaQualificationAuthority(NQA), 282
NamibiaAirportCompany(NaCC), 243
Other, 1,948
TransferstoSOEs:MTEF
The best way to pred i ct the fu ture i s to create i t .
Debt+InterestCosts
-
1,000
2,000
3,000
4,000
5,000
6,000
62,000
64,000
66,000
68,000
70,000
72,000
74,000
76,000
78,000
2016/17 2017/18 2018/19 2019/20
GovernmentdebtvsInterestcost
DebtOutstanding[lhs] TotalInterestCost[rhs]
The best way to pred i ct the fu ture i s to create i t .
Costsoffunds
0.0%
1.0%
2.0%
3.0%
4.0%
5.0%
6.0%
7.0%
8.0%
2014/15 2015/16 2016/17 2017/18
Impliedinterestrate
Debtservicingcost%asperMTEF
0.0%
2.0%
4.0%
6.0%
8.0%
10.0%
12.0%
14.0%
1-Jan-05
1-Au
g-05
1-Mar-06
1-Oct-06
1-May-07
1-De
c-07
1-Jul-0
8 1-Feb-09
1-Sep-09
1-Ap
r-10
1-Nov-10
1-Jun-11
1-Jan-12
1-Au
g-12
1-Mar-13
1-Oct-13
1-May-14
1-De
c-14
1-Jul-1
5 1-Feb-16
1-Sep-16
3yearvs10yearyields
3year 10year
Specific projects/ examples
The best way to pred i ct the fu ture i s to create i t .
StateSecurityInfrastructure
Prioritizedoverhousing+12,500Namibians
The best way to pred i ct the fu ture i s to create i t .
Defence DevelopmentExpenditure
Prioritizedoverhousing+280,000Namibians
The best way to pred i ct the fu ture i s to create i t .
ResearchandDevelopment
Prioritizedoverhousing+55,000Namibians
The best way to pred i ct the fu ture i s to create i t .
Angra FriaHarbour
Prioritizedoverhousing+55,000Namibians
The best way to pred i ct the fu ture i s to create i t .
VoterEducation
AverageSalaryofN$3.14million
The best way to pred i ct the fu ture i s to create i t .
21st Brigade
The best way to pred i ct the fu ture i s to create i t .
VIPProtection
The best way to pred i ct the fu ture i s to create i t .
Policecommandandcontrolcentre
The best way to pred i ct the fu ture i s to create i t .
Ongha PoliceStation
Debt and Deficit
The best way to pred i ct the fu ture i s to create i t .
Deficit
-10.0%
-8.0%
-6.0%
-4.0%
-2.0%
0.0%
2.0%
4.0%
6.0%
(14,000.00)
(12,000.00)
(10,000.00)
(8,000.00)
(6,000.00)
(4,000.00)
(2,000.00)
-
2,000.00
4,000.00
Deficitas%ofG
DP
N$Million
Deficit
CostofDebt PrimaryDeficit Overalldeficit OverallDeficit(%GDP) PrimaryDeficit(%GDP)
The best way to pred i ct the fu ture i s to create i t .
Deficit
(20,000)
(15,000)
(10,000)
(5,000)
-
5,000
2004/05 2005/06 2006/07 2007/08 2008/09 2009/10 2010/11 2011/12 2012/13 2013/14 2014/15 2015/16 2016/17 2017/18 2018/19 2019/20
DeficitForecasts
2006Budget 2007Budget 2008Budget 2009Budget
2010Budget 2011Budget 2012Budget 2013Budget
2014Budget 2015Budget 2015Mid-TermBudget 2016Budget
2016Mid-TermBudget 2017Mid-TermBudget Actual
The best way to pred i ct the fu ture i s to create i t .
BudgetBalance
-14000
-13000
-12 000 -11 000
-10000
-9 000 -8 000 -7 000 -6 000 -5 000 -4 000 -3 000 -2 000 -1 000
- 1000
20002013/14 2014/15 2015/16 2016/17 2017/18 2018/19 2019/20
-9.0%
-8.0%
-7.0%
-6.0%
-5.0%
-4.0%
-3.0%
-2.0%
-1.0%
0.0%
BudgetBalance
Budgetbalance(March2016) Budgetbalance(October2016)
OwnForecast(Interest+Personnel+SACUoverpayment) Budgetbalanceas%ofGDP(March2016)
Budgetbalanceas%ofGDP(October2016) Budgetbalanceas%ofGDP(March2017)
OwnForecast(Interest+Personnel+SACUoverpayment)as%ofGDP(RHS)
The best way to pred i ct the fu ture i s to create i t .
0.0%
5.0%
10.0%
15.0%
20.0%
25.0%
30.0%
35.0%
40.0%
45.0%
50.0%
0
20,000
40,000
60,000
80,000
100,000
120,000
140,000
160,000
180,000
N$Million
PublicDebttoGDP
GDPatmarketprices Debt DebttoGDP
Debtstock
Selfimposedthreshold
Ratingthreshold
The best way to pred i ct the fu ture i s to create i t .
DebtvsBenchmarks
Benchmark(%) 2016/17 2017/18 2018/19 2019/20Totaldebt/GDP 35,0% 39,6% 41,9% 40,1% 37,7%Domesticdebt/GDP 28,0% 24,5% 25,3% 23,9% 22,8%Foreigndebt/GDP 7,0% 15,1% 16,6% 16,2% 14,9%TotaldebtService/Revenue 10,0% 6,3% 8,0% 6,9% 5,0%TotaldebtService/GDP 3,0% 2,3% 2,9% 2,3% 1,6%Domesticdebt/Totaldebt 80,0% 61,9% 60,3% 59,7% 60,5%Externaldebt/Totaldebt 20,0% 38,1% 39,7% 40,3% 39,5%Debtfallingduewithin12months 30,0% 39,8%TotalGuarantees/GDP 10,0% 3,8% 5,5% 6,2% 6,8%BondsasPercentofTotal(Domestic) 60,0% 63,0%TBsasPercentofTotal(Domestic) 40,0% 37,0%
The best way to pred i ct the fu ture i s to create i t .
Creditrating-Relativeabilitytoservicedebt
Fiscaldeterminants-Debtstock-Debtservicingcost-Deficit
Policyfactors-Factorsimpactingongrowth
Macroeconomicfactors-Currentgrowthlevels-Growthdriversandoutlook
-Inflation,externalpositionetc.
Creditrating
The good, the bad and the
ugly
The best way to pred i ct the fu ture i s to create i t .
TransparencyintransferstoSOEs
Permanentremovalofwastefulprojects– notputonicetillrevenuerecovers
Rebuildingofbuffers- potentialrevenuedisapointment
Forecastcredibility
Macroeconomicforesight(growth,debtstock,currencypegetc.)
Restructuringofdebtstock
Generalmistakes
Areasforfurtherimprovement
The best way to pred i ct the fu ture i s to create i t .
Positives§ Generallyquitepositive.§ Increaseinexpendituregood–
shouldhelptosmoothouttheadjustmentprocess.
§ Acknowledgementofchallengingcircumstances.
§ Deficitprojectionspositive-questionremainsaboutcredibility,butcommitmentseemsstrong.
§ Many“soft”positivesaroundthepolicyspace– mentionofNEEEF,InvestmentPromotionAct,ProcurementAct,SOEsandoverspendingbyaccountingofficers.
§ Reg 28– pragmaticapproach.
Thegood,thebadandtheugly
Negatives§ Civilservicewagebill.
§ 15%increaseinanalreadybloatedexpenditureline.
§ Defence spending.§ Cut,butremainsfartoohigh.
§ “Wealthtax”.§ Constructionpressure.
§ Goodtoremovewastefulexpenditure–governmentofficesetc.
§ Cautionstillrequiredaroundrevenue.§ SACUpaymentabnormallylarge–
repaymentin2018possible.§ Feedbackfromgrowthslowdown
unclear.§ Deficitfundingquestions.
§ Debtprofile§ Creditratingissues
Cirrus Capital (Pty) Ltd45 Nelson Mandela, Windhoek, Namibia
e info@cirrus.com.na | c +264 81 675 6401
www.cirrus.com.na
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