Budgeting for Municipal Enterprises · § 160A-311. Public enterprise defined. (1) Electric power...
Transcript of Budgeting for Municipal Enterprises · § 160A-311. Public enterprise defined. (1) Electric power...
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Budgeting for
Municipal Enterprises
Glenn Barnes & Shadi Eskaf
Senior Project Directors
Environmental Finance Center at UNC School of Government
SOG Course: Budgeting in Local Government
Chapel Hill, NC
Nov 11-14, 2014
www.efc.sog.unc.edu
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Part of the UNC School of Government.
Dedicated to enhancing the ability of governments and other organizations to provide environmental programs and services in fair, effective and financially sustainable ways.
http://efc.sog.unc.edu
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Participants will leave here …
… with greater knowledge of the legal and
financial framework for municipal enterprises
… with an understanding of challenges in
setting budgets for enterprises, and specific
practices that support enterprises
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PUBLIC ENTERPRISES AND
THEIR BUDGETS
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§ 160A-311. Public enterprise defined.
(1) Electric power generation, transmission, and distribution systems.
(2) Water supply and distribution systems. (3) Wastewater collection, treatment, and disposal systems of all
types, including septic tank systems or other on-site collection or disposal facilities or systems.
(4) Gas production… (5) Public transportation systems. (6) Solid waste collection and disposal systems and facilities. (7) Cable television systems. (8) Off-street parking facilities and systems. (9) Airports. (10) Stormwater management programs designed to protect water
quality by controlling the level of pollutants in, and the quantity and flow of, stormwater and structural and natural stormwater and drainage systems of all types.
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What’s in a Name
Stormwater utility
Stormwater public enterprise
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From Authority to Implementation
ENTERPRISE/UTILITY IS BORN
Local ordinance
Local government decides to charge rates and fees
G.S. 160A-314
Local governments given authority to charge rates and fees for services
G.S. 160A-313
Local governments given authority to finance services
G.S. 160A-311,312
Local governments given power to provide services
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Guiding Principle for Enterprise Funds
Self-sufficiency
Revenues collected = Costs expended (in a given year or over time)
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Characteristics of Municipal Enterprises
• Capital intensive
• Diverse use charges, fees and pricing strategies
• Financial structure varies from operational structure
• Self-regulated monopolies
• Often impact public health and environmental protection
• Service industries
• Production industries
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The Budget for the Enterprise
An instrument to implement and manage
public policy by obtaining (through rates and
fees) and allocating (through the budget
process) resources for service delivery
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The Role Budgets Play
• Appropriation/Allocation of funds
• Setting rates and fees
• Public education
• Measuring and promoting financial and operational performance
• Tool for keeping Public Works Directors in line
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Budget System or Approach
As long as a utility in North Carolina
complies with state law, it may implement
any system or approach to budgeting that it
deems as most efficient and effective
– Line-item
– ZBB-based
– Target-based
– Performance-based
Source: Bill Rivenbark, UNC School of Government
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Before you set the
budget, remember
the Mission (of the
municipality or Enterprise)
Strategic
Plan
Priorities
Goals
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Municipal Enterprise Missions
• The Public Works Department's goal is to provide a high level of services to our residents / customers at the lowest possible cost.
• County provides services to all retail and wholesale customers with full assurance of accountability, equity, reliability and reasonable cost.
• To provide the kind of service that is so good, that if our customers had others to choose from, they would still choose us.
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BUDGETING CHALLENGES:
REVENUES
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Budgeting Challenges: Revenues
• Calculating revenue requirements
• Revenue sensitivity
• Pricing strategies
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Revenue Requirements
• How much is needed in total
• How to allocate (fairly, equitably, legally)
between different customers
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“Full Cost Pricing”
• Operations & maintenance expenditures
• Taxes and accounting costs
• Contracts
• Principal and interest on long-term debt
• Contingencies for emergencies
• Reserves for capital improvement
• Indirect costs (fleet, buildings, shared expenditures, etc.)
• Related services (e.g.: source water protection for drinking water enterprise fund?)
• Opportunity costs
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Revenues Do Not Always Recover Costs
Combined residential bill in FY2011-12 for 5,000 gallons/month for utilities with reported data on Total
Operating Revenues and Total Operating Expenses for the Water & Wastewater Enterprise Fund in
FY2011-12 among 265 North Carolina local governments
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Allocating Revenue Requirements
• Charge everyone equally
• Charge more to those who use more
• Charge more to those who cost you more
• Charge based on location
• Charge based on ability to pay
Many of these are interrelated.
Not all options are legal for all enterprises!
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(a) A city may establish and revise from time to
time schedules of rents, rates, fees, charges,
and penalties for the use of or the services
furnished by any public enterprise.
Schedules of rents, rates, fees, charges, and
penalties may vary according to classes of
service, and different schedules may be
adopted for services provided outside the
corporate limits of the city.
Municipal utilities’ authority G.S.
160A-314
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Revenue Sensitivity
Predicting revenue generation requires assumptions on demand/usage levels, billing and collection rates, ability of customers to pay their bills, etc.
Looking at recent trends help, but you must be wary of changing local conditions. Set a budget that can (partially) weather the unexpected.
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10,000
12,000
14,000
16,000
18,000
20,000
22,000
4.0
4.5
5.0
5.5
6.0
6.5
7.0
7.5
8.0
8.5
9.0
Cu
sto
mer A
cco
un
ts
Wate
r S
ale
s (
mil
lio
n g
all
on
s p
er
da
y a
vera
ge
)
Actual Water Sales Accounts
Source: Orange Water and Sewer Authority, North Carolina
Be Aware of Changing Conditions
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10,000
12,000
14,000
16,000
18,000
20,000
22,000
4.0
4.5
5.0
5.5
6.0
6.5
7.0
7.5
8.0
8.5
9.0
Cu
sto
mer A
cco
un
ts
Wate
r S
ale
s (
mil
lio
n g
all
on
s p
er
da
y a
vera
ge
)
Actual Water Sales Accounts
Reclaimed
Water Use
Begins
Source: Orange Water and Sewer Authority, North Carolina
Be Aware of Changing Conditions
Conservation
Pricing Changes
in 2002 and 2007
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Utilities’ costs are
mostly fixed, not
dependent on the
amount of water
sold/used by the
customers. But the
majority of revenues
come from the amount
of water sold. If
customers conserve,
revenues drop
significantly but not
costs.
How Changing Conditions Can Affect a
Budget Revenue and Expenses for Charlotte-Mecklenburg Utilities in a Given Year
Source: CMU Director Doug Bean’s presentation to the Charlotte City
Council on December 1, 2008.
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In Fact, Raising Fees/Rates Will
Likely Also Affect Demand
Factor in a “price elasticity” factor for services (water, electricity, gas, transportation, etc.).
E.g.: for water/wastewater, average residential demand drops by 2%-5% for every 10% increase in rates
Raise rates/prices to increase
revenue
Customers use less
Revenues will be
less than
anticipated if did
not already plan
for this decrease in
demand
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When Setting a Budget, Model your
Revenue Sensitivity
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Pricing Strategies
• How will you balance competing
objectives?
• How exactly will you charge your
customers?
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Objectives that Influence North Carolina
Utilities’ Water/Wastewater Rates and/or
Rate Structure (in 2010)
0 25 50 75 100
Increasing sales due to excess supply/capacity
Simplicity of the bill
Encouraging economic development
Encouraging conservation/reduction of use
Comparability to other utilities' rates
Recover costs
Maintaining affordability for residential cust.
Percent of 266 utilities
Significant Somewhat significant
Source: EFC and NCLM, Results of the 2010 North Carolina Water and Wastewater Financial Practices and Policies Survey.
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Drinking Water Pricing Strategies
• Structure (uniform, decreasing block,
increasing block)
• Use and structure of “minimums”
• What customers pay up front
• Outside vs. inside
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Tap Fees
• Intended to recover costs associated with
connecting the residence to the nearest
water or sewer line. Costs may include:
– Tap
– Pipe material
– Installation/Labor
– Water meter and meter box
– Other related expenses
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Tap Fees
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Impact Fees
• Also called system development fees/charges
• Intended to recover the cost associated with developing system capacity including:
– Source water supply and collection
– Treatment facilities
– Storage
– Pumps and distribution
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Impact Fees
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Solid Waste Full Cost Accounting
• Required by statutes GS 130A-309.08
• Essential for setting fees, and
communicating costs to customers
• Cost per ton disposed in landfill
• Cost per ton collected
• Cost per collection point
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Solid Waste Revenue Options
• Collection fee
• Recycling fee
• Disposal fee
• Property tax
• Tipping fees
• Yard waste fee
• Pay as you throw fee
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Electricity Pricing Options
Source: EFC, Residential Electricity Rates and Pricing in North Carolina 2014.
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Stormwater Revenue Options
• Property taxes
• Plan review fees
• Inspection fees
• Utility user fees (HH and ERU)
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BUDGETING CHALLENGES:
EXPENSES
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Budgeting Challenges: Expenses
• How to budget for capital expenses
• How to handle depreciation
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Capital Finance: Ways to Pay
• Pay as you go (current receipts)
• Save in advance and pay (fund balance,
capital reserve fund)
• Pay later (someone loans you money)
• Grants (let someone else pay)
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Where Capital Funding Comes From
• Rates / Monthly bills, periodic fees
• Special assessments to current customers
• Impact fees to new customers
• Debt market (many sources)
• Transfers from the General Fund (tax
revenue)
• Grants
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Grants Aren’t Completely Free Money
• Application for the grant can be expensive – staff time and money
• Applications can take months to process
• Often lots of strings attached
• Often require a percentage match
• Lots of competition
• Difficult to sustain
Remember: self-sufficiency is the guiding principle
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Capital Improvement Program -
Timelines • Use Asset Management Plan to plan for
capital expenses in the long term (~20 years)
• Create a Capital Improvement Plan with a narrower timeline (5-10 years) in more detail. Specify the projects and accurate estimates of cost. Plan where money will come from.
• Create a Capital Improvement Budget with an even narrower timeline (1 – 2 years) committing funds for the planned capital projects. Get it approved/adopted.
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Capital Cost Accounting
• Book value
• Existing debt
• Future debt
• Depreciation
• Replacement value
• Depreciation based
on replacement value
• Cost of new capacity
for buyer
• Cost of new capacity
for seller
• Present value of
capacity’s cash flow
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Construction Costs are Growing Faster than Inflation
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This Funny Thing Called
Depreciation
• This is an accounting solution to the
problem of things getting old
• You have a “cost” every year of your
infrastructure wearing out, a percentage of
its value
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Depreciation
• If you are not doing any capital
improvements in the next year, you should
at least include depreciation in your
budget
• If you are implementing a CIP, you don’t
necessarily have to include depreciation
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Depreciation
• By including depreciation into rates, you collect money for future capital improvements
– Could put it all into fund balance and keep track of it with a spreadsheet
– Better is to put it into a capital reserve fund that is separate and only for capital projects
• Capital costs higher than depreciation, so depreciation alone is under-estimating capital costs
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CLOSING THOUGHTS
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Targeted Budgeting: Line Items
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Budgets and Performance
• How does your budget promote efficiency and innovation?
• Does an individual or team have control of a section of your budget?
• Is your budget set up so that it can be used easily for performance measures?
• Can you use the budget to predict the effects of changing conditions on financial performance?
• Does your budget prioritize what’s most important in your mission/strategic goals?
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School of Government resources on
Enterprise Funds
A Guide to Billing and Collecting Public Enterprise
Utility Fees for Water, Wastewater, and Solid
Waste Services
(Kara Millonzi)
“The Painful Art of Setting Water and Sewer Rates”
(Jeff Hughes)
http://www.sog.unc.edu/, click on Publications
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http://www.efc.sog.unc.edu/
• Tools
• Rates Dashboards
• Blog posts
• Guidebooks
• Technical Assistance
• Courses
• Videos
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Questions?
Glenn Barnes & Shadi Eskaf
Environmental Finance Center
UNC School of Government
Glenn: 919-962-2789 Shadi: 919-962-2785
[email protected] [email protected]
www.efc.sog.unc.edu