HomeMy WebLinkAboutFCS-11-187 - August 2011 Interim Internal Financial Statements.Staff Re~p~r~
I~~rc~~nT~~ Finance and Corporate Services 1~eparfinent
DATE OF REPORT: October 7, 2011
REPORT NO.: FCS-11-187
www.kitchenerca
SUBJECT: AUGUST 2011 INTERIM INTERNAL FINANCIAL
STATEMENTS
RECOMMENDATION:
For information
BACKGROUND:
These interim financial statements for the eight months ended August 31, 2011 are provided to
update Council on City expenditures and revenues compared to the 2011 budget and to explain
significant variances. The report includes schedules for Municipal Enterprises as well as
supplementary information related to investment income. This is the second of three such reports for
2011, with the next report scheduled for December results.
REPORT:
Operating Fund -Tax-Base (Schedule 1)
The report includes an asterisk to highlight budget areas with year-to-date variances in excess of
10% and $50,000. Staff has analyzed these variances and, unless noted in the projected year-end
column, the year-to-date amount results from timing differences between actual activity and budget
calendarization. The actual revenue and expenditures for the eight months ended August 31, 2011
have not been adjusted for timing differences, such as unrecorded liabilities, and therefore should be
viewed with that in mind.
The projected year-end deficit is $1.91 million which equates to a negative variance of 1.3% on a
$148 million annual operating budget. Some of the key variances projected to the end of the year
are as follows:
5-1
• Infrastructure Services/Operations - it is estimated that the Operations division will be over
budget by $1.31 million. The primary causes pertain to a harsh winter experienced to date in
2011. There were unexpected forestry maintenance costs as a result of some of the major
storms. The harsh winter is also requiring increased forecasted road maintenance.
• Community Services/Bylaw- parking fine revenue is expected to fall short of budget and staff
costs are up to fill increased vacation time as well as to coordinate seasonal initiatives due to
the harsh winter conditions leading to a projected deficit of $285,000.
• Infrastructure Services/Facilities Management -the expected deficit of $300,000 relates to
hydro costs being higher than budgeted, unbudgeted maintenance costs related to oversight
of former facilities (Bramm and Elmsdale), and lower recoveries from capital projects.
• Infrastructure Services/Engineering -the expected deficit of $112,000 relates to higher than
budgeted electricity costs for street lighting.
• General Expenses -higher than budgeted fuel costs have resulted in a $0.4 million dollar
projected deficit in fleet.
Staff attempt to provide the most realistic estimates based on the information that is known at the
time of preparing the year-end projection, however there are some areas with significant budgets that
are difficult to predict at this time. This uncertainty has the potential to alter the projections
significantly and these areas will continue to be monitored closely. These include the following:
Supplementary taxes and tax rebates/refunds/reductions - with a net budget of $1.0 million,
much of the supplementary billings and rebates/refunds/reductions occur very late in the year
once information has been processed by MPAC. There is currently a projected deficit for tax
write-offs/rebates as a result of vacancy rates being higher than budgeted likely due to the
state of the economy. This area has the potential to deviate substantially from the budgeted
figure.
Investment income -staff has calculated the annual budget for investment income based on
a 5 year history on both rate and average balance. Average short-term investment balances
have been higher than budget throughout the year, suggesting the City will experience a
projected year end surplus of $100,000, but given rates could change within the year, there is
no guarantee of meeting the expected budget.
Gapping -the annual budget for gapping was reduced to $2.0 million for the current year.
Despite this, the current projection is a negative variance of $200,000. This figure is difficult
to predict due to the variable nature of staff changes.
Deficit Mitigation
Reserves are a means for a municipality to protect against events that cannot be predicted or to
help minimize the impacts of costs that can vary significantly in any given year. Normally an
operating deficit would be funded from the tax stabilization reserve. On final budget day 2011, it
was decided that $750,000 would be transferred from this reserve to the tax base operating fund,
resulting in a small balance left available to fund any future projected deficits. It is crucial that the
City maintain swell-funded tax stabilization reserve to fund unforeseen, unbudgeted events
such as a harsh winter.
5-2
As a result of the projected deficit, along with the fact that the Tax Stabilization Reserve Fund is not in
a position to fund a large deficit, management is taking action in the following areas to attempt to
mitigate the amount of the projected deficit at year end:
Corporate Leadership Team will continue the corporate cost mitigation policies kept in place
since the start of the year, similar to those implemented in the past two years which are
intended as guidelines for decision-making in day-to-day work with the goal of reducing
expenses. They cover areas of controllable spending with a specific focus on staff
training/conferences and overtime/on-call wages.
As part of the budget process, staff is reviewing existing capital for the potential to transfer
funds into the operating fund. Normally any unexpended capital funds would be transferred
to the capital pool to fund new capital projects through the annual budget cycle. A thorough
review of these balances has been done in each of the last two years as the economic
downturn also required specific efforts to avoid year end deficits. It is expected that the
closeouts to happen this year will be sufficient to address the current projected deficit.
It is believed that the work done to date to mitigate the projected deficit will be successful in providing
results in line with the budget for the tax based operations as a whole when the December 31St
results are brought forward in March.
Building Enterprise (Schedule 2)
Building permit activity is up compared to budget primarily as a result of two factors. Interest rates
were projected to increase in the second quarter which would have resulted in fewer building permit
applications. Interest rates have not changed in 2011. Developers are fast tracking their permit
applications in an effort to beat the deadline for the new school board development charges for non-
residential. There have been a number of vacancies in the division causing a reduction in direct
expenses. The enterprise is currently in a surplus position of $896,000. Any net surplus or deficit
from the operating fund will be transferred to the Building Enterprise Reserve Fund.
Golf Courses (Schedule 3)
The Golf Courses are $21,000 ahead of budgeted net revenue year to date, primarily due to extreme
cost saving measures undertaken by management and staff. After the 2011 budget was set, a
decision was made to contract out Canteen operations. This will result in significant differences
between actual and budget in Canteen Operations for the remainder of the year.
Parking Enterprise (Schedule 4)
Both revenues and expenses are lower than budget in the Parking Enterprise due to the late opening
of Charles & Benton Parking Garage. Snow removal costs were also higher than budget due to the
harsh winter in early 2011. The enterprise is currently in a surplus position of $1,731,000 compared
to a budget of $2,118,000.
5-3
Water Utility and Sanitary Sewer Utility (Schedules 5 and 6)
Consumption in the Water Utility and Sanitary Sewer Utilities are both slightly lower than the YTD
budget targets. The Water Utility is experiencing profits as a result of water purchases being lower
than budget. The Region is investigating why all municipalities in the Region are noting that their
water purchases are trending lower than expected compared to consumption. Therefore this trend
may not continue. Miscellaneous revenue is higher than budget as there is a one-time refund from
the Region for Breslau water main leak, otherwise miscellaneous revenues would be down due to
less external recoveries for work performed. Water transmission & distribution costs are up due to an
increase in the number and complexity of main breaks due to the harsh winter. Overall the Water
Utility is $1,340,000 ahead of plan.
Year to date, the Sanitary Sewer Utility fell short of budget by $448,000. Sewer surcharge revenues
are down as a result of slightly lower water billings, however the cost of sewage processing exceeds
target due to high inflow and infiltration based on the wet spring. Capital closeouts of excess funds in
certain capital projects have lead to a lower transfer to capital amount which has partially offset the
above. Sewer maintenance expenditures are slightly higher than budget due to an early thaw which
allowed repairs and maintenance to start earlier than planned.
Storm Sewer Utility (Schedule 7)
The Storm Sewer Utility is ahead of plan by $204,000. The transfer to capital is lower than budget
due to the return of capital funds based on construction tender results in 2011.
Gas Utility (Schedule 8)
Gas Delivery is currently experiencing an increase in gross profit as a result of higher than expected
consumption and lower than expected transportation costs. The renegotiation of the Union Gas
Contract has lead to expenses being lower relative to prior year and budget.
Other Programs are experiencing higher than budget revenues primarily in the financing program
and the rental water heater program. The new customers in the RWH program are leading to higher
installation and parts costs and higher depreciation than planned.
The Supply Company revenues and expenses are higher than budget as a result of increased
consumption. Market rates for gas are also higher than budget. The supply program operates on a
break-even basis. Rates are set in an effort to return the program to this position over time.
Investment Report (Schedule 9)
Higher average short term investment balances in 2011 versus 2010 have lead to investment income
being ahead of budget. This trend is not projected to continue as historical trends show cash
balances start to decrease in the latter part of the year. Rate increases in quarters 3 & 4 were built
into the budget and are now unlikely.
5-4
Staff Re~p~r~
I~~rc~~nT~~ Finance and Corporate Services 1~eparfinent w~+w.kitthenerca
ALIGNMENT WITH CITY OF KITCHENER STRATEGIC PLAN:
This reporting falls within the Efficient and Effective Government plan foundation area of the
Strategic Plan.
It helps support the financial goal of ensuring openness and transparency of city finances.
FINANCIAL IMPLICATIONS:
Financial implications are discussed above and detailed in the attached schedules.
COMMUNITY ENGAGEMENT:
N/A
ACKNOWLEDGED BY: Dan Chapman, DCAO, Finance and Corporate Services
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