Author: Stacey Berahzer (Page 5 of 6)

SOG Environmental Finance Ctr

Keeping up with Fiscal Year Ends in Georgia

CalendarStacey Isaac Berahzer is a Senior Project Director for the Environmental Finance Center at the University of North Carolina, and works from a satellite office in Georgia.

 

In each of the 12 months of the year, at least one local government in Georgia is ending its fiscal year. The chart below reflects the distribution of fiscal year ends (FYEs) for the 530 municipalities in the state. Some states stamp out this variety by handing down a fiscal calendar to local governments. But, the flexibility in Georgia perhaps speaks to the home rule nature of the state. The relevant Georgia statute says that when a local government is created, “The governing authority shall establish by ordinance, local law, or appropriate resolution a fiscal year for the operations of the local government.”

Since the local governments have control over the FYE, it can be assumed that each one has selected a date that has some advantage to the staff or the community involved. The eight (8) governments that end their fiscal year in August may have a busy summer, but they perhaps they want to be “ahead” of the start of the federal fiscal year in October. Apart from local preference, this staggered approach among the local governments may also have an advantage to some external entities such as third-party auditors. It seems that audit firms that serve local governments may have a more muted “busy season” since all of their clients aren’t reporting on the same schedule. But, might there be other entities for which this approach is less convenient?

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Fund Transfer Workarounds

Stacey Isaac Berahzer is a Senior Project Director for the Environmental Finance Center at the University of North Carolina, and works from a satellite office in Georgia.

Water rate increases can get even more controversial when there is the perception that the related increase in revenue is going to fund government activities other than water service.

With the economic downturn, local governments are having a harder time balancing their budgets and the temptation to draw from utility funds becomes harder to resist. Stories are popping up in the press, such as objections over a 59% (utility) rate increase over a 13-year period, in order to hold millage rates steady in one local government. Several factors play into whether this is an unusually high rate of increase. Inflation is one important factor. In the last ten years, the Consumer Price Index (CPI) measure of inflation rose by more than 25%. The power of compounding involved with annual rate increases over the 13 years is also an important consideration. But, if we compared this increase to, say about 2,000 utilities from six states across the country, would the 59% be an outlier?  Continue reading

The Universe of Stormwater Utilities in Georgia

Stacey Isaac Berahzer is a Senior Project Director for the Environmental Finance Center at the University of North Carolina, and works from a satellite office in Georgia.

Stormwater utilities are an interesting finance tool for addressing nonpoint sources of water pollution, flooding etc. They are enterprise funds within a local government, which means that they are supposed to be self-sufficient. Getting a stormwater utility approved in a community can be controversial, to say the least. But, it has been proven time and time again that one key to success is a proper public vetting process, incorporating all the relevant stakeholders. Georgia boasts some examples of how cutting-corners in the initiating of a utility can be the demise of the whole affair. But, the state can also claim some very well-run utilities that have managed public expectations on the “level of service” practical with the utility fees. Continue reading

Does Governing Structure Determine the Financial Health of a Water Utility?

Stacey Isaac Berahzer is a Senior Project Director for the Environmental Finance Center at the University of North Carolina, and works from a satellite office in Georgia.

Water utilities in the United States operate under a variety of organizational structures and governance models. The possibility of a utility adopting a given financial management option depends largely on the governance model of that utility. Ownership and governance of water utilities fall to state and federal government agencies, tribes, municipalities, counties, districts, authorities, not-for-profit water associations, investor-owned water companies, international and national corporations, individuals, homeowner associations, and more. While there are nuances even within each of these classes, according to the Environmental Protection Agency (EPA), water systems in the United States are almost evenly split between those owned by local governments (48%) and those owned by private organizations (47%).

Generally, in research under the Water Research Foundation’s “Defining a Resilient Business Model” project we have found little evidence that organizational structures have had a significant impact on the financial performance of utilities. However an analysis of detailed data from Georgia and North Carolina did show an interesting pattern where independent authorities/districts were concerned. Continue reading

Multi-year Rate Increases: “Taking the Politics Out?”

Stacey Isaac Berahzer is a Senior Project Director for the Environmental Finance Center at the University of North Carolina, and works from a satellite office in Georgia.

In many states, ask a water utility manager the hardest part of her job and she will probably say it is facing the board/council/commissioners to ask for yet “another” rate increase! But, rate increases should happen “slowly, but surely.” At least under normal circumstances, the recommended practice is to raise rates by a little, but often enough to keep up with the rising costs of managing water resources and running a utility. So, this is, in essence, more bad news for the shy manager… not only should he request rate increases from his governing body, but he should do so often!

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