Presenters: Date: CAPITAL PLANNING BEST PRACTICES • Laura Allen, Town Administrator, Berlin, MD • Tom Kelly, Finance Director, White Bear Township, MN • Karen Rhodes‐Whitley, Director Of Budget & Research, City Of Plano, TX • Gary Donaldson, Revenue Chief, City Of Atlanta, GA May 19, 2014
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Presenters:
Date:
CAPITAL PLANNING BEST PRACTICES
• Laura Allen, Town Administrator, Berlin, MD• Tom Kelly, Finance Director, White Bear Township, MN• Karen Rhodes‐Whitley, Director Of Budget & Research, City
Of Plano, TX• Gary Donaldson, Revenue Chief, City Of Atlanta, GA
May 19, 2014
GOVERNMENT FINANCE OFFICERS ASSOCIATION
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Logistics
Scan the QR code to download the presentation
This session is 100 minutes long. There will be time for Q/A at the end. Please use the microphones for Q/A
This session is worth 2 CPE credits Self-scan for credits or see a GFOA staff person
Please complete the session evaluation
GOVERNMENT FINANCE OFFICERS ASSOCIATION
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Our Speakers
Tom Kelly, Finance Director, White Bear Township, MN
Karen Rhodes-Whitley, Director Of Budget & Research, City Of Plano, TX
Gary Donaldson, Revenue Chief, City Of Atlanta, GA
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Roadmap for the Session
1. Understand effective capital planning and improvement programs
2. Learn how to better organize, manage, and implement effective capital improvement programs
3. Understand some of the issues of capital planning and improvement programs
White Bear Township Founded in 1858 Located in northern Ramsey County Approximately 9.3 miles or 6,000 acres Population of about 10,900 Largest Township in Minnesota 5 non-contagious parts Governed by a three-member town board Town Hall was designed by Cass Gilbert designed MN State Capital, U.S. Supreme Court Bldg.,
and NY’s first skyscraper, the Woolworth Bldg. Voters approve tax levy
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Location of White Bear Township
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Advantages of Capital Planning
Focuses attention on organization’s goals, needs, and financial capability
Builds public consensus for projects and improves community awareness
Improve internal and external cooperation and communications
Avoids waste of resources Ensure financial stability
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Capital Planning Best PracticesDevelopment of Capital Planning Policy (2011)Multi-Year Capital Planning (2006)Communicating Capital Improvement Strategies
(2013)Capital Asset Assessment, Maintenance, and
Replacement Policy (2007 & 2010) Building Resiliency into Capital Planning Incorporating a Capital Project Budget in the Budget
Process (2007) Incorporating Environmentally Responsible Practices
in the Capital Improvement Program (2010)
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Capital Planning Best Practices
Linking Economic Development and Capital Planning Strategies (2011)
Presentation of the Capital Budget in Operating Budget Document (2008)
Roll of the Finance Director in Capital Asset Management (2011)
Roll of Master Plans in Capital Improvement Planning (2008)
Use of Technology in Capital Planning and Management (2011)
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Development of Capital Planning Policies (2011)
Background Assure the sustainability of a governments
infrastructure Can strengthen borrowing position Establish a framework in which stakeholders
understand their roles, responsibilities, and expectations for the process and end result
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Development of Capital Planning Policies (2011)
Recommendation Description of how an organization will approach
capital planning Define what constitutes a capital improvement
project Establishment of a CIP review committee Description of the roll of others Identification of how decisions will be made in the
CIP process Require an assessment of the fiscal capacity
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Development of Capital Planning Policies (2011)
Recommendation Procedure for accumulating necessary capital
reserves Policy for linking funding strategies with useful life of
the asset Require that a multi-year CIP be developed Process for funding Require the plan include significant maintenance
projects Provisions for monitoring and oversight of the CIP
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Preparing and Adopting Multi-Year Capital Planning (2006)
Background Capital assets are the foundation for providing
services The procurement, construction, and maintenance are
critical activity of the government and require careful planning
An important component of an entities economic development program and strategic plan
Essential to the future financial health if an organization
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Preparing and Adopting Multi-Year Capital Planning (2006)
Recommendation That governments prepare and adopt a
comprehensive multi-year capital plan The plan identifies and prioritizes expected needs
based on a strategic plan Should cover at least three years, preferable five or
more
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Preparing and Adopting Multi-Year Capital Planning (2006)
Recommendation CIP should include:Identify needsDetermine costsPrioritize capital requestsDevelop financing strategies
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Incorporating a Capital Project Budget in the Budget Process (2007) Background Once a multi-year CIP has been adopted, the next
step is to incorporate the CIP into the budget Recommendation The first year of multi-year capital plan should be
adopted by governing body Estimated cost, funding sources and operating
impact included in the operating budget Distinguished Budget Presentation Award
The American Society of Civil Engineers (ASCE) estimates that the U.S. has a $2.2 trillion infrastructure backlog and 1 in 9 of the nation's bridges are rated as structurally
deficient.
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Public school enrollment is gradually increasing yet national spending on school construction declined to $10 billion in 2012.
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ASCE report indicates that pavement deficiencies affect 38% of vehicle miles
traveled on interstates and 30% vehicle miles traveled on non-interstate arterials.
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• Federal or State Mandates: Consent Decree, ADA Requirement, or new regulatory requirements
• Urgent Need: Public health, safety or security threat; Infrastructure failure; degradation of service; legal mandate
• Planning Priorities: Direct implementation of Regional, Comprehensive, Small Area, and Neighborhood Plans
• Policy Priorities: Specific policy direction approved by the City Council
• Business Priorities: Implements department plan/policy; Addresses Business Plan Horizon Issues; tangible improvement to service delivery
Priority Ranking Weighting PriorityCriteria Factor Factor ScorePublic Health & Safety 1.50 0.00Employee Health & Safety 1.25 0.00Regulatory Mandate 1.50 0.00Frequent Problems 1.25 0.00Ability to Finance 1.00 0.00Cost of Project 1.00 0.00Generates Revenue 1.20 0.00Generates Cost Savings 1.20 0.00Ongoing Operation Costs 1.00 0.00Age or Condition of Existing 1.00 0.00Public Benefit 1.10 0.00Public Demand 1.25 0.00Synergy with Other Projects 1.10 0.00Strategic Goal 1.05 0.00Comprehensive Plan Component 1.05 0.00
Total Score 0.00
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Austin, Texas Prioritization Criteria
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CIP Committee: Centralized and Interest-Based Approach
• Involve Key Stakeholders:– Leaders, Neighborhood and Citizen Groups– Project Managers and Planners – Finance Experts– For Larger CIP Governments consider two tiers acting as two filter
stages for project evaluation and ranking– .– Tier 1- director level or agency head, legislative and executive branches– Tier 2- below director and agency head level, neighborhood and citizen
groups• Create Collaborative Environment• Focus on Interests and Not Positions:
– Allow for Creative Alternatives– Focus on Big Picture– Set Standing Meetings and Milestones
FiltersTier 2 Tier 1
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Cost Benefit Analysis
• Which costs and benefits? – Initial costs and operation and maintenance costs over
asset life cycle – Debt service costs– Cost of fringe benefits and post-retirement benefits– Cost escalation/inflation– Intangibles
• Cost/Benefit ratio; Investment to generate future cost savings; mitigate penalties or fines
• Analytic Techniques– Return on investment– Net present value– Internal rate of return– Pay back period
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CIP Review and Approval
• CIP Planning and Implementation: Annual schedule, timing of CIP development relative to operating budget development
• Identify and Prioritize New Capital Projects: Key Stakeholders, Community and Citizen Input
• Approval Authority: Use of Centralized approval authority comprised of broad and diverse stakeholders upfront is advisable particularly for referenda initiatives
• Capital Budget: Addition of new capital projects i.e. urgent requests or new mandates may take priority in first year of CIP (capital budget)
• Operating Budget: Capital Projects may have Operating Expenses implications that will need to be factored in the budget process
• Reporting and Monitoring: Important particularly for referenda projects and build trust with citizens
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CIP Committee Process Overview
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Financing Plan Options
• Capital Reserve (Pay-As-You-Go): Develop policy committing to annual appropriation i.e. % of depreciation and/or inflation indexed
• Capital Funds: Fund balance assignments targeted for capital and investment income on unrestricted cash
• Private sector and other contributions: Special Tax Improvement Districts, Developer Impact Fees and Utility Connection Fees
• Federal and State Grants: Community Development Block Grants, Transportation, Education, and Public Safety
• Debt, Double-Barreled General Obligation Pledge (Ad Valorem Tax and Other Revenues): Coordinate Voter-Referendum and include Other Revenues i.e. Sales Tax Authorization for Capital Projects, Security Pledge
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Municipal Option Sales Tax for Capital Projects
• Municipal Option Sales Tax (MOST): House Bill 709 passed on April 23, 2004 and allowed the City of Atlanta, Georgia voters to approve one cent sales tax for water and sewer capital projects
• MOST Use of Proceeds: Permissible uses include roads, streets, bridges, water, sewer, storm water, drainage, green space projects, and the issuance of General Obligation Debt
• Sunset Provisions: City Authorized Three Separate 4-Year Authorization Terms each subject to and received Voter Approval/Renewal
• Exportable Revenue: Jurisdictions with a strong tourist and convention base and increased day-time population allow sales tax to mitigate the local rate-payer burden
• Enhance Credit Quality: Pay-As-You-Go financing of MOST provides a substantial funding source for CIP without increasing the user or tax rate burden; provides ability to leverage MOST through a double-barreled G.O. bond pledge if needed which lowers interest rates through full faith and credit language
Presented By:Budget & Research Department
MANAGEMENT TEAMFY 2014-15 BUDGET KICK-OFF MEETING
March 25, 2014Karen Rhodes-Whitley, RTA/C, CPMDirector of Budget & Research
Karen Rhodes-Whitley, RTA/C, CPMDirector of Budget & Research
Capital Planning Best Practices
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Located 20 miles north of Dallas Population of 269,000 Explosive growth since 1980’s Started transition to a mature City Still have plenty of land for commercial development Recently announced Toyota Headquarter will be
relocating to Plano Combined budget of $500M - $100M CIP Approximately 2,200 employees Heavy reliance on property tax and sale tax
Chaparral Bridge (south half) @ Cottonwood Creek - - 200,000 1,000,000 1,200,000
*Computerized Signal System 250,000 250,000 250,000 250,000 1,000,000
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2013 BOND PROGRAM$153,762,000 NEW AUTHORITY
POTENTIAL 2013 REFERENDUM TAX RATE IMPACTISSUANCE OVER FOUR (4) YEARS
NEW DEBT ONLY
Cumulative Year Maximum (4-Year)New Issue Add'l O&M Total Dollar Impact*
$153,762,000 New Authority 4.61 0.45 5.06 $98.41
INCLUDING EXISTING DEBT
Cumulative Year Maximum (4-Year)New Issue Add'l O&M Existing Debt Total Dollar Impact*
$153,762,000 New Authority 4.61 0.45 -2.47 2.59 $50.37
* Average Home Value $243,118: Using 2012 Rates, this Assumes that the General Homestead Exemptions were taken forthe City of Plano (20%)
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Decide early on in the process if you are going to involve citizens in the process
Importance of relationship with Bond Council Process proposition ordinance Set the language – do not limit – make broad statements
• Example – “The Issuance of $11,338,000 general Obligation Bonds for Public Safety Improvements”
Assist with Bond Pamphlet and Video Language Ordering a Bond Election
State of Texas Election Laws City of Plano has to be no earlier than February 10th and no later than March 1st
Remember to notify citizens regarding the operating cost coming on-line Can’t open a Fire Station without firemen
State law says you must produce information in English and Spanish
Important Points to Remember
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Timing of the Election Election year of City Council Members
Promotion of the Bond Referendum Cannot be “for” or “against” Present facts only
Social Media and the part they play Mass Marketing – Pamphlets Budget Video
Important Points to Remember
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Capital Reserve Fund
Philosophy Fund established in 1985-86 $1M transfer from the General Fund Fund maintenance related projects Maintain and preserve infrastructure Considered a Government Finance Officers’
Association “Best Practice”
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Capital Reserve Fund
Historical Analysis $925 million in infrastructure in FY 00 $1.6 billion in infrastructure in FY 12 $1.8 billion in infrastructure by FY 18-est. Methodology uses a 20 year life cycle for buildings
and 45 year life cycle for improvements other than buildings
Since 2000, depreciation value increased an average of 6% annually
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Capital Reserve Fund
Funding Strive to maintain an annual contribution equal to
75% of the annual depreciation of the total assets of the City
Contributions from General Fund, Water & Sewer, rollback taxes, developer revenue and reimbursement from Collin County
Revenue transfer % of depreciation = 51% in FY 13 Projected revenue transfer % of depreciation = 75%
Use of Resources Major renovations, restorations or repairs with an
expected useful life of ten (10) years Replacement cost exceeds ten percent (10%) of the
prorated replacement costs of an asset No project shall exceed forty five percent (45%) of
the prorated replacement costs of an asset Streets, Parks, Water & Sewer, Facilities
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Capital Reserve Fund
Prioritization ProcessA. Safety and securityB. High maintenance costsC. Excessive down timeD. Difficulty or inability to obtain repair parts/materialsE. Energy efficienciesF. Space limitations and overcrowdingG. Technological innovationsH. Aesthetics and general appearanceI. Sustainability