HomeMy WebLinkAboutFCS-12-108 - 2012 April Variance Report~~~~.~~~
Staff Report
finance and corporate Ser~rices Department
www.kitthenerca
REPORT TO:
DATE OF MEETING:
SUBMITTED BY:
PREPARED BY:
WARD(S) INVOLVED:
DATE OF REPORT:
REPORT NO.:
SUBJECT:
RECOMMENDATION:
Finance and Corporate Services Committee
June 18, 2012
Dan Chapman, Deputy CAO
Ryan Hagey, Director of Financial Planning
All
May 30, 2012
FCS-12-108
2012 April Variance Report
THAT the 2012 April Variance Report be received for information;
THAT staff be directed to provide monthly updates to Council on the indicators listed in Table 1
of Appendix A;
AND FURTHER THAT staff be directed to review the resource requirements associated with
providing monthly indicators, along with the value to Council of receiving the information, after
twelve (12) months.
BACKGROUND:
This is the first report to council regarding the City's financial performance versus the 2012 budget.
The report and attached schedules include information regarding:
tax supported services
rate supported enterprises/utilities, and
supplementary information related to investment income
In addition to providing traditional variance information, this report responds to the following Council
resolution passed on April 23, 2012:
That staff be directed as part of the April 2012 variance report to identify key financial
indicators related to areas of budget volatility which could form the basis of a monthly
update to Council to supplement the three annual variance reports presently provided;
and
That consideration be given specifically to developing indicators related to winter
maintenance, natural gas consumption, golf rounds, parking, and turf maintenance as
part of this review; and further
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That staff identify the resources required to provide these updates to Council as part of
the report.
The indicators are covered in the second section of the report.
REPORT:
Section 1 - Aaril Variance Resort
Results for the tax base as well as the City enterprises up to the end of April are summarized
below. More detailed information is provided in the schedules attached to the report.
Operating Fund -Tax Base (Schedule 1)
Based on results as at the end of April, staff are projecting a $885,000 deficit in tax supported
operations as of the end of 2012. The shortfall is a result of the combination of a number of items
and not one or two significant items. Significant projected variances (over $200,000) are
summarized below. Additional details are provided in Schedule 1 for actual variances that exceed
$50,000 and/or 10% of budget. No extraordinary action is being proposed at this time with respect
to the year-end projection for the following reasons:
the size of the projected deficit is smaller when compared to the same time in recent years
and represents a variance of only 0.6% on a $157M operating expenditure budget;
many seasonal services have not commenced; and
2011 ended with a surplus in excess of projections of $1.15M, which is greater than the 2012
deficit projection
o This amount was transferred to the Tax Stabilization Reserve Fund and would fund
any deficit at the end of the year.
Staff will remain diligent in managing their individual budgets and the Corporate Leadership Team will
continue to monitor the corporate results in order to avoid the potential for a deficit at the end of the
year.
SipnificantProiected Variances (over $200,000)
Community Services Department:
By-law Enforcement -Parking/Noise is projecting a deficit of $250,000 as fine revenues are
failing to meet budgeted levels and wage costs are higher than budget while new officers are
being trained. The fine shortfall was identified as an issue during the 2012 budget process,
but the budget was not adjusted during final budget deliberations.
Planning is projecting a deficit of $273,000 largely due to revenue shortfalls. Site plan
revenues are significantly lower compared with budget and previous year results. As such, a
new position that was approved as part of the 2012 budget has not been filled, but the
savings have been gapped. This means the savings do not accrue to the Planning budget,
but the Gapping budget. As well, sign revenues are also below budget despite increased
enforcement efforts.
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Infrastructure Services Department:
Facilities Management -Building Maintenance is projecting a deficit of $250,000 by the end
of the year even though there is currently a surplus of $172,000. The current surplus is due
to savings in heating costs due to mild temperatures in the winter, but staff anticipate water
costs at splash pads operating over the summer months will exceed budget and neutralize
the surplus in the heating budget. As well a deficit is anticipated in electricity costs which was
identified as part of the 2012 budget, but was not allocated additional funding on final budget
day.
Operations -Administration is projecting a deficit of $300,000 by year end. This deficit is
caused by a number of factors including additional fleet costs, garbage collection costs, and
lower than budgeted recoveries from the Region of Waterloo due to milder winter.
Operations -Road Maintenance is projecting a deficit of $200,000 as more work is being
completed in this area due to favourable weather conditions early in the year.
Operations -Winter Maintenance is projecting a surplus of $734,000 due to favourable winter
conditions over the first third of the year, and assuming a typical winter at the end of the year.
As there was not a need for staff to be engaged in winter maintenance activities, they were
diverted to other functions within Operations which has caused those areas to be over
budget.
General Expenses:
• Tax Writeoffs & Rebates are projecting a deficit of $200,000 as vacancy rebates, which are
impacted by economic cycles, are higher than normal.
Building Enterprise (Schedule 2)
The Building Enterprise is tracking $400,000 worse than budget as at the end of April, largely due to
decreased revenues in the first third of the year. Building revenues are down $490,000 compared to
budget and correlates with decreased building permit activity at the start of 2012. Expenses are also
less than budgeted, by $90,000, with the single largest reduction being a position within the division
that has been vacant for 2012. There is sufficient funding within the Building Enterprise Stabilization
Reserve Fund to absorb this variance.
Golf Courses (Schedule 3
Overall results at the golf courses for the first four months of the year are very positive, as the
courses were able to open earlier than normal due to the mild weather this spring. This has led to a
surplus at the end of April of $128,000, as actual total revenues exceeded expenses by $123,000
while the budgeted expectation for the same timeframe was a deficit of $5,000.
Parking Enterprise (Schedule 4)
The Parking Enterprise has a deficit of $88,000, which fell short of the budgeted surplus of $50,000
by $138,000. Revenues fell short of budget by $330,000, largely due to delayed opening at the Civic
District garage and lower than budgeted use at the Charles & Benton garage. The revenue shortfall
was somewhat offset by savings in expenses related to the two garages and lower than budgeted
costs for snow clearing due to a mild winter. The overall deficit in Parking is projected to grow to
$350,000 by the end of the year assuming phase one of the Civic District garage comes online in
July and is fully occupied.
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Water Utility and Sanitary Sewer Utility (Schedules 5 and 6
The Water Utility had a surplus of $411,000 to the end of April, which was $522,000 better than the
budgeted deficit of $111,000. Sale of water revenues were down by $262,000 due to less water
usage, but expenses for water supply purchases from the Region were down by $646,000. This
trend is consistent with 2011, where the City's unaccounted for water (unbilled water) percentage
was lower than budgeted. The Region has indicated a similar trend in Cambridge and Waterloo.
The Region has concluded their investigation into this trend, but was not able to determine the cause
for the reduction. Expenses are also lower in administration due to vacancies and in transmission &
distribution due to fewer water main breaks so far this year.
The Sanitary Sewer Utility experienced a deficit of $168,000, which fell short of the budgeted surplus
of $28,000 by $196,000. Sewer surcharge revenues were under budget by $306,000 due to less
water usage, but expenses were also down because of reduced sewer maintenance costs as staff
were redeployed from working on the sanitary sewer system to maintenance work on the storm
sewer system.
Storm Sewer Utilitv (Schedule 7
The Storm Sewer Utility fell short of budgeted expectations by $46,000 by posting a net surplus of
$376,000 instead of the budgeted amount of $422,000. Revenues were up by $101,000 due largely
to unanticipated growth, but expenses were higher by $147,000 mainly due to extra maintenance
work completed in the spring because of the mild winter (see comments in Sanitary Sewer).
Gas Utilitv (Schedule 8)
Gas Delivery's revenue over expenses to the end of March was $6.5M which was $2.2M better than
the budget of $4.3M. Gas consumption overall was lower than budgeted due to mild weather, but
revenues were higher than budgeted because the mix of gas sold in the tiered rate groups differed
from budget to the utility's benefit, and the benchmark transportation rate to date has exceeded
budget. Expenses for Gas Delivery are below budget due to lower sales volume, which is somewhat
offset by higher than budgeted price per unit costs.
Gas Supply posted results that were $333,000 better than the budgeted net revenue of $1 M. Overall
volumes in Gas Supply were less than budgeted, but profitability was slightly better than budget.
Investment Report (Schedule 9)
All investments made were in accordance with the City's investment policy. Short term investment
yields to date have averaged 1.53%, and average short term investment balances have been higher
than the balances for the same time period in 2011. Together these two factors suggest a surplus in
investment revenues for 2012, assuming similar rates and balances for the other eight months of the
year.
Section 2 -Performance Indicators
At the April 23, 2012 meeting, Council directed staff to provide information regarding performance
indicators that could be provided on a monthly basis and would be useful in predicting the financial
performance of the corporation. The intention of these indicators is to provide regular information
updates without requiring a full review of revenue and expenses compared to budget. The motion
from council included some specific areas of interest, but also directed staff to investigate areas of
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historic budget volatility and suggest indicators that could be used to provide more timely feedback
about those specific areas.
To determine the areas of greatest budget volatility, staff reviewed the year end variance reports for
the past two years and the projected results for April 2012 to determine what areas have caused the
most significant variances compared to budget. All areas of volatility are included in Appendix A.
Table 1 includes areas of historic volatility for which an indicator is proposed to be provided to
Council on a monthly basis. Appendix A also includes information about areas of volatility for which
no indicator is proposed, along with a rationale for this recommendation.
For tax supported operations, all of the areas with a variance greater than $200,000 have been
identified, along with any suggestion for a potential indicator that could be provided to Council on a
monthly basis to identify possible trends in actual performance versus budgeted performance. The
threshold of $200,000 was chosen as it is the amount used for highlighting significant variances in the
reports to council, and represents approximately 0.2% of the net tax levy.
For enterprise funded operations, all areas were reviewed and indicators are being proposed for all
enterprises with the exception of the storm water utility. Storm water revenues and operating
expenses are generally stable, so no indicator is being proposed for that utility.
Regarding the resource requirements to prepare these indicators, it is estimated that approximately
20 hours of staff time would be required each month. Most of the information required to produce the
indicators is already being collected in some format, but would require some preparation to produce it
in a consistent format before sending it to council. Staff will track the amount of time required to
prepare the indicators each month and will report back to Council at the end of the 12 month trial
period.
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:
Not applicable
ACKNOWLEDGED BY: Dan Chapman, Deputy CAO (Finance and Corporate Services)
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Appendix A -Proposed Performance Indicators
Table 1 -Areas of Budget Volatility and Proposed Performance Indicators
(Items specifically requested by Council have been noted with a *)
Area of Budget Volatility Proposed Indicator Rationale
Indicator
~~. -~
Investment Income Average Interest Investment income is determined by
Rate & Balance investment rates and balances.
By-law Fines # of Tickets Issued The # of tickets issued directly correlates
to fine revenue.
* Winter Control # of Snow Events The # of snow events directly correlates
to the costs of winter control.
Fuel Fuel Price & Fuel price correlates with fuel costs and is
Fuel Consumption the most variable component of this
bud et area.
* Sportsfields, Parks & Trails # of Hours Booked The # of hours booked on sportsfields
on Sportsfields has a correlation with revenues, which
have been the most variable component
of this bud et area.
Site Plan Revenues # of Building The # of building permits has some
Permits correlation with site plan revenues as
both are related to new develo ment.
Building # of Building The # of building permits has a
Permits correlation with revenues, which have
been the most variable component of this
bud et area.
* Golf # of Rounds Played The # of rounds played has a correlation
with revenues, which have been the most
variable com onent of this bud et area.
* Parking # of Monthly The # of monthly parkers has a
Parkers correlation with revenues, which have
been the most variable component of this
budget area.
Water & Sanitary Water Sales to The amount of water sales to customers
Customers (in m3) has a correlation with both revenues and
expenses in these budget areas.
Storm Water None None proposed as revenues and
ex enses are enerall stable.
* Gas Heating Degree Heating Degree Days has a correlation
Days with both revenues and expenses in
these budget areas.
1-19
Sample of Monthly Indicator Report to Council
As an example of what would be included in the monthly report to Council, staff have prepared
a sample of one indicator. Please note that the numbers included in this example are
completely fictitious.
I Relationship: As number of rounds played increases, net revenues should increase. I
Exception: Rounds played for people with memberships would not impact on green fee
revenues, but could impact other revenues such as concession sales.
# of Rounds Played
12,000 -
10
000
,
8
000 r - • ~ ~
,
6
000 r
i
,
4
000 ,. ~ ~
~
,
2
000 `~ ~
, ",`V~j ~
Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec
-~ Budget - - 3,000 5,000 7,500 8,500 9,000 10,000 6,500 3,000 - -
~-Actual - 1,000 5,000 6,500
The number of golf rounds played exceeded budget in April which is consistent with all previous
months.
Areas of Budget Volatility That Met Threshold But No Indicator Proposed
In addition to the indicators proposed in Table 1, there were some areas of volatility that met
the threshold, but no indicator is being suggested. The reasoning and the areas of volatility are
as follows:
1. No indicator readily available
a. Gapping
b. Supplemental Taxes
c. Turf and Rinks Maintenance
2. Variance not due to variability, but because of insufficient budget
a. Water -Facilities Management
b. Electricity -Facilities Management
3. Variance caused by a number of factors and no single indicator correlates
a. Kitchener Memorial Auditorium Complex (KMAC) & Arenas
b. Operations Admin -City Work
c. Operations Admin -Region Work
1-20