Financial Management in The Public Sector

Financial Management
in the Public Sector

Financial Management
in the Public Sector
Tools, Applications, and Cases
XiaoHu Wang
M.E.Sharpe
Armonk, New York
London, England
Copyright © 2006 by M.E. Sharpe, Inc.
All rights reserved. No part of this book may be reproduced in any form
without written permission from the publisher, M.E. Sharpe, Inc.,
80 Business Park Drive, Armonk, New York 10504.
Screen shots reprinted by

permission from Microsoft Corporation.
Library of Congress Cataloging-in-Publication Data
Wang, XiaoHu, 1962-

Financial management in the public sector : tools, applications, and cases
/ by XiaoHu Wang.
p. cm.
Includes bibliographical references and index.
ISBN 0-7656-1677-7 (cloth : alk. paper)
1. Finance, Public. 2. Finance, Public—Accounting. 3. Budget. I. Title.
HJ141.W36 2006
352.4—dc22 2005024995
Printed in the United States of America
The paper used in this publication meets the minimum requirements of

American National Standard for Information Sciences
Permanence of Paper for Printed Library Materials,
ANSI Z 39.48-1984.
BM (c) 10 9 8 7 6 5 4 3 2 1
For my wife, Yan
Contents
List of Illustrations xiii

Preface and Acknowledgments xvii
Part I. Tools for Financial Planning
1. Revenue Forecasting 3
Learning Objectives 3
Concepts and the Tool 4
Simple Moving Average (SMA) 4
Exponential Smoothing (EXS) 5
Transformation Moving Average (TMA) 8
Regression Against Time (Regression) 9
A Quasi-Causal Forecasting Model 10
Determining Forecast Accuracy 11
A Case Study 13
Step 1: Cleaning the Data 14
Step 2: Choosing the Forecasting Technique 15
Step 3: Forecasting 16
Step 4: Monitoring Forecasting Performance 16
Exercises 17
2. Resource Development Analysis 21

Defining the Issue: Revenue Shortage 22
Estimating Revenue Shortage 23
Developing Revenue Options 27
Assessing Revenue Options 30
Making Decisions 32
vii
viii CONTENTS
A Case Study 32
Step 1: Defining the Issue 34
Step 2: Estimating Revenue Shortage 34
Step 3: Developing Revenue Options 37
Step 4: Assessing Revenue Options 38
Step 5: Making Decisions 39
Exercises 39
3. Cost Estimation 42
Cost Classification 43
Total Cost Estimation 45
Average Cost Estimation 48
A Case Study 48
Step 1: Determination of Personnel Costs 49
Step 2: Determination of Operating Costs 49
Step 3: Determination of Capital Costs 50
Step 4: Determination of Total Program Cost 51
Step 5: Determination of Average Cost 52
Exercises 52
4. Cost Comparison 55
A Case Study 59
Step 1: Estimation of Project Costs 59
Step 2: Determination of Present Value of Cost (PVC) 59
Exercises 61
5. Incremental Cost Analysis 63

A Case Study 66
Step 1: Examining Each Cost Item 67
CONTENTS ix
Step 2: Determining Incremental Cost (or Marginal Cost,

If Necessary) 67
Exercises 67
6. Cost-Benefit Analysis 70
Introduction to Cost-Benefit Analysis 70
Issues in Cost-Benefit Analysis 72
A Case Study 75
Step 1: Formulating the Question in Cost-Benefit Analysis 77
Step 2: Determining the Benefit 77
Step 3: Determining the Cost 78
Step 4: Determining the Discount Rate 78
Step 5: Calculating the Net Present Value 78
Exercises 79
Part II. Tools for Financial Implementation
7. Financial Performance Monitoring 85

Determining Monitoring Indicators 86
Detecting Unacceptable Performance 90
Understanding the Causes and Taking Action 92
A Case Study 94
Step 1: Determining and Accessing Individual
Financial Indicators 94
Step 2: Detecting Unacceptable Performance 95
Step 3: Understanding Causes of Underperformance 95
Step 4: Developing a Monitoring Report 96
Exercises 96
8. Cash Management: Determining the Optimal Cash Balance 99

x CONTENTS

Creating a Cash Budget 100
Determining the Optimal Cash Balance 102
A Case Study 106
Step 1: Data Collection and a Review of the Data 106
Step 2: Use of the Miller-Orr Model 107
Step 3: Conducting the Analysis 108
Exercises 109
Part III. Tools for Financial Reporting and Analysis
9. Financial Reporting and Analysis: The Statement of Net Assets 115

What Information Is in the Statement of Net Assets? 116
The Accounting Process 118
Principles that Govern Accounting Practices 121
A Case Study 122
Step 1: Reviewing and Analyzing this Year’s Statement
of Net Assets 123
Step 2: Comparing with Last Year’s Statement 123
Step 3: Searching for Solutions and Taking Actions 125
Exercises 126
10. Financial Reporting and Analysis: The Statement of Activities 128

What Information Is in the Statement of Activities? 129
Accounting Bases 133
A Case Study 134
Step 1: Examining the Statement of Activities 134
Step 2: Comparing with Last Year’s Statement 134
Step 3: Searching for Solutions and Taking Action 135
Exercises 136
CONTENTS xi
11. Financial Reporting and Analysis: Fund-Level Statements 137

Governmental Funds 138
Proprietary Funds 141
Fiduciary Funds 141
A Case Study 142
Step 1: Reviewing the Fund Statements 142
Step 2: Comparing with Last Year’s Statements 142
Step 3: Analyzing the Issues 143
Step 4: Searching for Solutions 145
Exercises 146
12. Financial Condition Analysis 148

What Is Financial Condition Analysis? 148
Determining Measures in FCA 150
Identifying Any Warning Trend of Deteriorating
Financial Condition 153
Specifying the Relationship 155
Explaining the Relationship 157
FCA Report Writing 158
A Case Study 158
Step 1: Defining the Scope of the Analysis 159
Step 2: Determining Measures and Collecting Data 160
Step 3: Identifying Warning Trends 162
Step 4: Specifying the Relationships 163
Step 5: Explaining the Relationships 165
Step 6: Taking Action to Improve Financial Condition 167
Exercises 168
Appendix: Exercise Answers 173

Index 187
xii CONTENTS
List of Illustrations
Tables
1.1 Forecasting Example One 4

1.2 Forecasting Example Two 8
1.3 Incremental Changes in TMA 9
1.4 Franchise Taxes in City of Sunburn 12
1.5 Incremental Changes of Franchise Taxes in City
of Sunburn 12
1.6 Utility Taxes in Sunnytown, Florida 14
1.7 Comparison of MAPEs 16
1.8 Revenues of the Past Five Years 17
1.9 Licenses, Permits, and Fees in Sun Lake 19
1.10 Franchise Taxes in Sunbelt 19
1.11 Franchise Taxes from BellSouth in Sunbelt 20
1.12 Miscellaneous Revenues 20
2.1 Example of Estimating Expenditure Growth 26
2.2 Two Possible Spending Scenarios 27
2.3 Applicability of Revenue Options According to Activity Type 31
2.4 Applicability of Revenue Options According to Time Frame 31
2.5 The Decision-Making Matrix for Revenue Options 33
2.6 Estimated Expenditure Next Year in Woodbury 35
2.7 Expenditure Saving Estimate If Woodbury Leaves 36
2.8 Revenue Shortage Estimate If Woodbury Leaves 37
2.9 A Sales Tax Example 40
2.10 A User Charge Example 40
2.11 An Example of Expenditure Estimation 41
3.1 Cost Estimation for the Northenville COP Program 51
xiii
xiv LIST OF ILLUSTRATIONS
4.1 Estimated Cost of the Maintenance Option 60

4.2 Estimated Cost of a New Swimming Pool 60
4.3 Cost Estimates for EOP and PMS 62
5.1 Incremental Cost Analysis 65
5.2 Incremental Cost Analysis (Continued) 66
5.3 Cost Comparison in Incremental Cost Analysis 68
5.4 Incremental Costing Exercise 69
6.1 CBA for Garbage Pickup Options 72
6.2 Present Value of Benefits for QTS 78
6.3 Present Value of Costs for QTS 78
6.4 Cost-Benefit Analysis for Two Public Infrastructure Projects 80
7.1 Operating Surplus (or Deficit) of the Past Three Years 92
7.2 Revenues, Expenditures, and Surplus (Deficit) in the
Current Year 93
7.3 Expenditure by Function 93
8.1 Expected Cash Receipts by Source in January 100
8.2 Expected Cash Disbursements by Function in January 101
8.3 Cash Budget 101
8.4 An Example of Computing Variance of Daily Net
Cash Flow 104
8.5 Cash Flows and Balances of Riverside 107
8.6 Cash Flows of Selected Days 110
8.7 Monthly Cash Flows: Bridgetown Foundation 110
9.1 Statement of Net Assets: The City of Evergreen, Florida,
for the year ending December 31, 2004 119
9.2 Asset and Liability Allocations: The City of Evergreen,
Florida, as of December 31, 2004 124
9.3 Statement of Net Assets Comparison: The City
of Evergreen 125
10.1 Expenses in the Statement of Activities: The City
of Evergreen, Florida, for the year ending December 31, 2004 130
10.2 Expenses, Program Revenues, and Net (Expenses) Revenues
in the Statement of Activities: The City of Evergreen, Florida,
for the year ending December 31, 2004 131
10.3 Expenses, Program Revenues, Net (Expenses) Revenues, and
General Revenues in the Statement of Activities: The City of
Evergreen, Florida, for the year ending December 31, 2004 132
LIST OF ILLUSTRATIONS xv
10.4 Comparison of Net (Expenses) Revenues and General

Revenues: The City of Evergreen, Florida, for the year
ending December 31, 2004 135
11.1 Balance Sheet of the General Fund, December 31, 2004:
The City of Evergreen 140
11.2 The Statement of Revenues, Expenditures, and Changes
in Fund Balance, the General Fund, December 31, 2004:
11.3 The General Fund Revenues and Expenditures in 2004:
11.4 The Revenue and Expenditure Comparison:
The General Fund in the City of Evergreen 144
11.5 The Millage of Local Real Property Taxes for Citywide
Services: The City of Evergreen 145
12.1 Socioeconomic/Organizational Factors in FCA 154
12.2 Population and Revenues 155
12.3 Interpretation of the Correlation Coefficient 157
12.4 Population, Revenues, and Revenue Per Capita 158
12.5 CAFR Data for the City of Lucille 161
12.6 Operating Ratio and Own-Source Revenue Ratio 162
12.7 What May Affect the Operating Ratio? 163
12.8 What May Affect Revenues? 164
12.9 What May Affect the Own-Source Ratio? 164
12.10 Expenditure Data 169
12.11 City of Lucille’s Additional Financial Data for the
Past Five Years 170
Figures
6.1 VTM Diagnostic Process 76

6.2 QTS Diagnosis 77
8.1 The Miller-Orr Model 103
9.1 Example of an Accounting Journal 120
9.2 Example of an Accounting Ledger 121
9.3 The Accounting Equation with a Transaction 122
12.1 The Impact of Assessed Values on Budget Solvency 165
xvi LIST OF ILLUSTRATIONS
12.2 The Impact of Population on Budget Solvency 166

12.3 The Impact of the Millage on Budget Solvency 167
Excel Screens
1.1 Simple Moving Average 6

1.2 Exponential Smoothing 7
1.3 Regression Against Time 10
4.1 Calculating Present Value 57
4.2 Calculating Annualized Cost 58
8.1 Calculating Variance of Net Cash Flow 105
12.1 Calculating Correlation Coefficients 156
Preface and Acknowledgments
I always ask a few questions before buying a book. What is the book about?
Why did the author write it? How are important topics covered? I use this
preface to answer some questions that may be in the mind of a possible reader.
Why Did I Write this Book?
I wrote this book because I want the reader to use it, not just read it. This is a
book about application. It is about using what is learned. During my decade-
long teaching experience on financial management and budgeting, I have
learned that two things really stimulate student learning. One is an instructor’s
interest in student learning. Another, more important factor, is application of
the materials. If students know they will use what they learn, they are more
interested in learning it. This book emphasizes the application of budgeting
and financial management tools in the real world. Its goal is to familiarize
students with the application of analytical tools to resolve financial manage-
ment and budgeting issues.
How Are Applications Emphasized in this Book?
The book uses a case study approach to illustrate the application of financial
management and budgeting concepts and tools. Each chapter starts with a
discussion of a tool (or tools) and related concepts, with examples. It then
presents a factual case study to demonstrate the use of the tool(s). The chap-
ter ends with a list of exercise questions. This presentation method is the
result of my longtime experience teaching analytical techniques, which of-
ten require repetitive examples, cases, and exercises for student learning and
application. This method stresses the importance of the case study. The case
study allows students to understand the conditions under which a tool can be
properly used. It also stimulates student interest and learning by relating the
tools to a real-world scenario. Each case study here presents a step-by-step
guide to application. A case starts with a presentation of a decision-making
xvii
xviii PREFACE AND ACKNOWLEDGMENTS
scenario in which a tool can be applied, and then demonstrates its applica-
tion in solving the problem, step by step. The exercises reinforce student
understanding of the tools. Exercises also allow students to experience pos-
sible variations of a tool.
Microsoft® Excel spreadsheet software is used as an example in assist-
ing students in financial calculation. Financial calculation is a critical part of
budgeting and financial management, but is often ignored by textbooks. Since
the processes of many calculations are complex, the use of computer soft-
ware or financial calculators is necessary. Excel is a popular and powerful
software program for financial calculation. This book provides step-by-step
examples of Excel programming for many tools. The use of Excel can save
students time in calculating and enables the instructor to teach calculation-
sophisticated tools that they couldn’t teach otherwise.
What Is Covered in this Book?
The material is covered in three sections: financial planning, financial imple-

mentation, and financial reporting and analysis. In the financial planning
section, the focus is on how to project and develop financial resources (Chapter
1: Revenue Forecasting; Chapter 2: Resource Development Analysis), and
on how to plan and improve resource use (Chapter 3: Cost Estimation; Chap-
ter 4: Cost Comparison; Chapter 5: Incremental Cost Analysis; Chapter 6:
Cost-Benefit Analysis).
The focus in the financial implementation section is on tools to detect and
correct undesirable financial operations, and on tools to ensure continuation
of normal financial activities (Chapter 7: Financial Performance Monitor-
ing). Tools to monitor cash flows are also covered in this section (Chapter 8:
Cash Management: Determining the Optimal Cash Balance).
In the financial reporting and analysis section, the material stresses how
to use financial information to analyze and improve the financial condition
of an organization. This section highlights the two most important financial
reports in state and local governments: The Statement of Net Assets (Chapter
9) and The Statement of Activities (Chapter 10). It also presents financial
reporting at the fund level (Chapter 11). The last chapter discusses the tool to
evaluate the financial condition of a government (Chapter 12).
What Were the Criteria for Selecting Topics to Cover?
First, a topic must be important in public financial management and bud-

geting. Financial managers are frequently asked to forecast revenues, evaluate
revenue potentials, compare and evaluate costs, monitor financial performance,
PREFACE AND ACKNOWLEDGMENTS xix
manage cash flows, and conduct financial analysis. These topics are included
in the book. Second, a topic must be analytical in nature, which means that a
technical solution is needed and financial calculation is involved. Therefore,
simple subjects such as drafting a budget request, determining budget line-
item classifications, or preparing a spreadsheet of revenue (or expense) sum-
mary are not included.
Although the book does not provide comprehensive coverage of all tools
in public budgeting and finance, the analytical processes covered in the book
should be generic enough that the reader can relate and develop a good knowl-
edge on analytical tools used in public budgeting and financial management.
Who Should Use the Book?
The book can be used as a supplementary textbook in a public budgeting or

a public financial management course. It can supplement a textbook that
mainly covers theories. It can also be used as a main textbook for a public
financial management course that focuses on application of budgeting and
financial management tools. Teachers of analytical techniques courses can
also consider it as recommended reading. Finally, it can be used by financial
and budget personnel in governments, or anyone who is interested in gov-
ernmental finance.
What Is the Math Requirement for the Reader?
As the calculations can be performed using Excel, the math requirement for
the reader is minimal. A reader can readily understand the materials and
exercises with a basic knowledge of high school algebra.
Acknowledgments
I am very grateful to many people for their support, encouragement, and

suggestions. First, I want to thank the people I worked with at M.E. Sharpe
for their support: Harry Briggs, Elizabeth Granda, and Jennifer Morettini. I
thank my previous and current colleagues at the University of Central Florida
for their support and encouragement. I especially thank Lynda M. Dennis,
who read through a draft of this book and provided many valuable sugges-
tions. I also thank the students in my financial management courses for their
feedback, and Jeff Tu for providing research assistance. Finally, special thanks
are reserved for my wife, Yan, whose love and support are an everlasting
source of inspiration for me.
xx PREFACE AND ACKNOWLEDGMENTS
REVENUE FORECASTING 1
PART I
TOOLS FOR FINANCIAL PLANNING

CHAPTER 1
Revenue Forecasting
Learning Objectives
After studying this chapter, you should be able to
• Use forecasting tools presented in this chapter

• Determine forecast accuracy
• Apply the most accurate tool for forecasting
Why forecast revenue? Revenue forecasting helps financial planning. Be-

cause revenue determines service capacity, accurate revenue forecasting al-
lows for a good understanding of an organization’s ability to provide services.
Forecasting is also a process through which managers learn about their com-
munities and organizations. For example, how much of a community’s resources
can be used to provide services in demand? How capable is the organization of
collecting these resources? A poor forecast—a large gap between the forecast
and actual revenues—warrants a close look at a community’s resource poten-
tials and an organization’s revenue collection efforts.
Who does forecasting? It is often the responsibility of budget offices or
central management offices. Sometimes, individual agencies that have their
own resources, such as businesslike enterprise functions in many govern-
ments, also forecast their revenues.
What forecasting tools are available? A variety of qualitative and quanti-
tative tools are used in revenue forecasting. The Delphi technique is perhaps
the most popular qualitative tool. It is a process in which a group of experts
are individually questioned about their perceptions of future events that will
affect the revenue flows. Each expert gives a forecasting figure and presents
a rationale, and then an outside party summarizes these forecasts and ration-
ales and comes back to the experts with more questions. The process contin-
ues until a collective forecast is reached.
Quantitative forecast tools vary from simple smoothing techniques to
sophisticated causal modeling. It should be noted that mathematical
3
4 TOOLS FOR FINANCIAL PLANNING
Table 1.1
Forecasting Example One
Year 1 2 3 4 5 6 7 8
Revenues ($) 12.00 14.00 17.00 13.00 17.00 14.00 16.00 ?
sophistication is not a guarantee of forecast accuracy. In this chapter we in-

troduce quantitative tools that are simple to understand and easy and inex-
pensive to use. They are also the proper techniques for most revenue sources
in governments.
Concepts and the Tool
Before forecasting, several things need to be determined. First, the forecast

subject—what is being forecast—must be decided. Is a tax, a fee, or a user
charge being forecasted? Is the forecast for the whole organization/jurisdic-
tion, or just a part of it? Second, a forecast horizon—the length of the fore-
cast—must be established. Should revenue be projected for the next month,
the next year, or the next five years?
Third, the forecaster must become familiar with forecasting techniques in
order to select one that is proper for the forecasting need. This selection
involves a comparison of the forecast accuracies of different techniques in
order to choose the most accurate one. In this chapter, we study several fore-
casting techniques that have proven effective, simple to understand, and in-
expensive to apply. They are simple moving average (SMA), exponential
smoothing (EXS), transformation moving average (TMA), regression against
time, and a quasi-causal technique. We can use Microsoft® Excel™ spread-
sheet software to help us in these calculations. Excel is a spreadsheet pro-
gram that can be used to perform quantitative and financial calculations. It is
very popular and easy to use. If you are not comfortable with it, take a look
at an introductory guide to the software. You should be ready in no time.
First, let us look at an example. The historical revenue information for a
hypothetical organization over the last seven years is shown in Table 1.1.
Using this information, forecast the revenue of the eighth year.
Simple Moving Average (SMA)
Using the simple moving average (SMA) technique, we calculate the arith-
metic average of revenues in previous forecast periods (“years” in this case)
and use it as the forecast. To do so, we need first to determine the number of
forecast periods in calculation. Let us say that we want an average of the

previous five years, then the forecast for the eighth year is (17.00 + 13.00 +
17.00 + 14.00 + 16.00)/5 = 15.40. Similarly, a six-year average is (14.00 +
17.00 + 13.00 + 17.00 + 14.00 + 16.00)/6 = 15.17.
SMA is very simple to understand and easy to use. But it has a major
drawback—it weighs all previous revenues equally in averaging. In other
words, it treats the revenue from ten years ago as if it is as important as last
year’s revenue. Common sense says that we should place more weight on the
more recent revenue. It is like predicting the outcome of a ballgame. A team’s
more recent performance should carry more weight in prediction. A team
that won recently is the favorite to win again. But that is not the case for
SMA. SMA assigns the same weight to all data in averaging. In the above
example, each figure in the five-year average is assigned a weight factor of
one-fifth. We will come back to this point later in this chapter.
We can use Excel to calculate SMA. The following is the Excel program-
ming to calculate SMA.
Step 1: Open up a new Excel file. Notice that a sheet is designed for data
input in columns and rows. Columns are named by letter; rows
are named by number. A particular cell can be located by using a
letter and a number such as A1, B2, and so forth. Now, input the
revenue data in Column A as shown in Excel Screen 1.1.
Step 2: Click “Data Analysis” under the “Tools” function. (Note: You
may need to “Add-In” the data analysis function in “Tools.” To
do that, go to “Tools” function, select “add-in” and click “Analy-
sis ToolPak.”)
Step 3: Select “Moving Average” in the “Data Analysis” window.
Step 4: Select Column A as your “Input Range.”
Step 5: Enter 5 in “Interval,” as we used five periods in the above example.
Step 6: Select Column B as your “Output Range.”
Step 7: Click “OK.” You should see the forecast SMA figures in Col-
umn B.
Excel will provide you with three forecasting figures based on the selec-
tion of five different periods. The average of the first five figures is 14.60.
The average of the second five figures is 15.00. The forecast of the most
recent five figures is 15.40.
Exponential Smoothing (EXS)
The exponential smoothing (EXS) technique assigns different weights to data

of different periods. It allows us to assign larger weights to the more recent
Excel Screen 1.1 Simple Moving Average
data. In the above example, we can give a large weight, say 40 percent (or
0.40), to the most recent revenue, 16.00; we can assign the other 60 percent
to the average of the previous six years, which is (12.00 + 14.00 + 17.00 +
13.00 + 17.00 + 14.00)/6 = 14.50. Therefore, the forecast is (0.40)(16.00) +
(0.60)(14.50) = 15.10.
Realize that the sum of the weights needs to be 1.0 (0.4 + 0.6), or 100
percent. In this example, we use a six-period average. You can choose a three-
period average with the same assignment of weights. The average is (13.00 +
17.00 + 14.00)/3 = 14.67. So, the forecast is (0.40)(16.00) + (0.60)(14.67) =
15.20. Forecasters call the weight 0.40 a smoothing constant, or α (alpha is
Greek letter a), and they use the following equation in forecasting:
Ft+1 = α At + (1 – α) Ft
In the equation, t is the current period and t +1 is the next period. Ft+1 is
the forecast for the next period. At is the actual revenue of the current period.
Ft is the average (or smoothed) revenue of previous periods. The Excel data
analysis package has a function for EXS. The programming is similar to that
of SMA.
Excel Screen 1.2 Exponential Smoothing
Step 1: Input the revenue data in a column of an Excel spreadsheet as

shown in Excel Screen 1.2.
Step 2: Click “Data Analysis” under the “Tools” function.
Step 3: Select “Exponential Smoothing” in the “Data Analysis”
window.
Step 4: In the “Exponential Smoothing” window, make sure you
highlight eight cells (one more than the original seven years
of revenue) in your data column as your “Input Range.” This
is important, as you are forecasting the revenue of Year 8.
Step 5: The “Damping Factor” in Excel is 1 – α. In the above
example, we type in 0.60 (1 – 0.40).
Step 6: Select eight cells of the column adjacent to your data as the
“Output Range.”
Step 7: Click “OK.”
Excel provides a series of smoothed revenue forecasts: 12.00, 12.80, 14.48,

13.89, 15.13, 14.68, and 15.21. Notice that Excel defines Ft as “smoothed”
revenue, not “average” as in our previous calculation, so the forecasts are a little
different. In fact, the Excel forecast for Year 8 is (0.40)(16.00) + (0.60)(14.68) =
Table 1.2
Forecasting Example Two
Year 1 2 3 4 5 6
Revenues ($) 10.00 13.00 14.00 17.00 19.00 ?
15.21. This forecast is a little different from our previous forecast of 15.20, but
both are correct. We just need to be aware of different Ft values used.
How to determine α? The values of α go from 0 to 1. The value of 1
indicates that the most recent revenue is used as the forecast; the value of 0
suggests that the most recent revenue is not considered in forecasting. We
also know that a larger α indicates a larger weight assigned to the most re-
cent revenue data. However, there is no rule on what α is best. A good method
of selecting α is by trial and error, in which you try different αs (from 0 to 1)
for a revenue and select the α that gives the most accurate forecast. Later in
this chapter, we will learn about a tool to determine the most accurate fore-
cast method. The tool can be used to determine the α.
Like SMA, EXS is also simple to understand. However, it has a major
drawback. Let us look at the example in Table 1.2.
What is the forecast for Year 6? A cursory review tells us it has a very
good chance of being larger than 19.00. Why? Because the data show an
upward trend—the revenues have been increasing each year. So history has
been repeated again and again, and there is no reason to believe that it won’t
repeat this time. Now, let us use EXS with α = 0.80 (a very large weight on
the latest figure 19.00) and a three-period average. The forecast is
(0.80)(19.00) + (0.20)[(13.00 + 14.00 + 17.00)/3] = 18.13.
We have a forecast figure smaller than 19.00. Very likely, we have
underforecast—the forecast is smaller than the actual. This happens because
EXS averages past data in their smoothing. For the same token, if we have a
downward trend—the revenues have been getting smaller over time—EXS
will overforecast. The forecast is larger than the actual (if you don’t believe
me, try EXS on downward data). An important point is that, when revenues
show trends of increase or decrease over time, EXS may not provide the
most accurate forecast. We will have to look at other techniques for accurate
forecasts of revenue trends.
Transformation Moving Average (TMA)
A trend occurs when the revenue shows a distinctive direction over time. A
positive trend is upward: the revenue gets larger over time. On the other
hand, a negative trend shows a downward direction over time.
Table 1.3
Incremental Changes in TMA
Year to year Increment ($)

1 to 2 13.00 – 10.00 = 3.00
2 to 3 14.00 – 13.00 = 1.00
3 to 4 17.00 – 14.00 = 3.00
4 to 5 19.00 – 17.00 = 2.00
In TMA, we take the trend into consideration by computing incremental

changes over time. Let us use the data in Table 1.2 to illustrate this tech-
nique. The incremental changes are shown in Table 1.3.
We then need to average the increments to get an average increment. In
this case, it is (3.00 + 1.00 + 3.00 + 2.00)/4 = 2.25. The forecast revenue in
Year 6 is the most recent actual, 19.00 in Year 5, plus this increment, which is
19.00 + 2.25 = 21.25. TMA is a very simple technique. In general, it is more
accurate than SMA and EXS for trend data.
Regression Against Time (Regression)
Like TMA, regression is a trend technique. In regression, a relationship is

established between revenue and forecast periods (years, months, and so forth)
in the following fashion:
Forecast revenue = a + b (forecast period)
In the equation, a is baseline revenue. It means the revenue without any

forecast period (i.e., the forecast period is equal to 0). b is the revenue incre-
ment in response to the change in forecast period. It indicates the revenue
change from one period to another. Also, in regression language, forecast
revenue is designated by Y and the forecast period is designated by X. Hand
calculation of a and b is difficult, so we will use Excel. Let us use the data in
Table 1.2.
Step 1: Input “Year” in Column A and “Revenue” in Column B in an

Excel data sheet as shown in Excel Screen 1.3.
Step 2: Go to “Tools” and select “Data Analysis.”
Step 3: Select “Regression” in the “Data Analysis” window.
Step 4: In the “Regression” window, select the “Revenue” column to
be Y and the “Year” column to be X. Then select an output range
below the original data.
Step 5: Click “OK.” The Excel output is shown in Screen 1.3.
Excel Screen 1.3 Regression Against Time
The Excel output presents three boxes of results—regression statistics,

ANOVA (analysis of variance), and coefficients and their related statistics.
All we need is the last box, which gives coefficients of intercept and X vari-
able. The coefficient of intercept is a; the coefficient of X variable is b. In our
example, a is 8.00 and b is 2.20, so the regression model is that forecast
revenue = 8.00 + 2.20 (Year).
The equation basically means that the revenue has a baseline of 8.00 and
an annual increase of 2.20. So the forecast is 8.00 + 2.20(1) = 10.2 for the
first year, 8.00 + 2.20(2) = 12.4 for the second year, 8.00 + 2.20(3) = 14.6 for
the third year, and so forth. Therefore, the forecast for the sixth year is 8.00 +
2.20 (6) = 21.20.
Regression forecasting may be more accurate for trend data than SMA
and EXS, but it is more expensive to use. It often requires computer support.
It can be technically and conceptually challenging for forecasters. Also, no
evidence shows that it is more accurate than TMA for trend data.
A Quasi-Causal Forecasting Model
So far we have studied SMA, EXS, TMA, and regression techniques. All of
these techniques use historical revenue information in forecasting. For
instance, in the example in Table 1.2, we used historical data of the past five
years to predict the revenue of Year 6. The techniques that use historical data
of revenue in forecasting are called time-series forecasting techniques, and
the historical data are called time-series data.
In some cases, however, time-series revenue data simply do not exist, or
the data exist but have limitations that significantly affect their utility. For
example, data may be missing for certain years in the past. Two revenue
sources may be merged in the past to create a new revenue category. Tax rate
or tax base may have changed significantly in the past to reflect a new rev-
enue need. Under these circumstances, the use of time-series data in fore-
casting is either impossible or improper. We need to consider other tools.
If we can identify several predictors that are highly associated with rev-
enue, we can use these predictors in forecasting. For example, if we know
the tax base and tax rate of a specific tax, then the tax revenue is the product
of tax base and tax rate. Tax base and tax rate are predictors of tax revenue. If
we use T for tax revenue, B for tax base, and R for tax rate, then
T=B×R
In a local property tax example, suppose that total assessed taxable prop-
erty value (i.e., tax base) in a city is $10,000,000 this year, and that the city’s
property tax rate is $5 for every $ 1,000 assessed taxable value (i.e., the
millage = 5). The forecast property tax revenue for this year is
$10,000,000 × 5/1,000 = $50,000.
This tool may be accurate for short-period forecasting (one to three years).
It probably is more accurate for revenues whose predicators can be con-
trolled to some degree. For example, in the above example, if local property
tax rates are determined by a local government, forecasters in that govern-
ment will know the rates for the forecast period, and the forecast could be
more accurate because of reduced uncertainty in forecasting.
Determining Forecast Accuracy
How accurate is our forecast? To answer this question, we can use two mea-
sures: the absolute percentage error (APE) and the mean absolute percentage
error (MAPE). These measures estimate the difference of the forecast from
the actual revenue. A smaller actual-versus-forecast difference indicates more
accurate forecasting.
/ F − A/
APE =
A
Table 1.4
Franchise Taxes in City of Sunburn (in thousands)
Year 1 2 3 4 5 6 7
Revenues ($) 14,305 15,088 15,256 16,748 17,554 18,625 ?
Table 1.5
Incremental Changes of Franchise Taxes in City of Sunburn

(in thousands)
Year 1 2 3 4 5
Revenue ($) 14,305 15,088 15,256 16,748 17,554
Increments ($) 783 168 1,492 806
F is the forecast revenue; A is the actual revenue. / / is the absolute sign,

and any number coming out of it is positive. APE is the forecast-actual dif-
ference in percentage. A smaller APE indicates a more accurate forecast.
APE is simple to understand and easy to use, but it does not tell the direction
of forecast error: whether it is an underestimate or overestimate. Let us look
at an example. The actual revenue receipts for franchise taxes in the city of
Sunburn are shown in Table 1.4.
Let us say that we want to forecast the revenue at Year 7 (next year). But
before forecasting, we want to know the accuracy of different forecasting
techniques so we can use the most accurate one. We first scan the data and
find an upward trend. So we limit our selection to trend forecasting tech-
niques: TMA or regression. Now, if our goal is to choose a more accurate
technique, which is better—TMA or regression?
First, let us compute APE for TMA. We know that, to get APE, we need
both the actual revenue and the forecast revenue. We know the actual rev-
enue at Year 6 was $18,625, and we also know the increments before that
year, shown in Table 1.5.
The TMA forecast of Year 6 revenue, with the two most recent increments,
is $17,554 + ($806 + $1,492)/2 = $18,703. So APE for TMA is: APETMA =
| $18,703 – $18,625 | /$18,625 = 0.0042, or 0.42 percent.
Now, let us get the APE for the regression forecast. The regression equa-
tion with the revenues for the first five years is (use Excel for calculation):
Revenue = $13,343 + $816 (Year). So the forecast at Year 6 is $13,343 +
$816(6) = $18,239, and then APERegression = | $18,239 – $18,625 |/$18,625 =
0.0207, or 2.07 percent.
APETMA is smaller than APERegression. We can say that TMA is more accu-
rate for this revenue. But, should we choose TMA to forecast? Not quite yet.
To increase the reliability of our results, we need to get MAPE. MAPE is the
average (or mean) of multiple APEs.
First, let us look at the MAPE for TMA. In the above example, we used
the revenues from the first–five years to forecast the revenue at Year 6 and
then to compute the APE. We can call that figure APETMA1. Similarly, we can
also use the revenues from the first–four years to forecast the revenue at Year
5, which was $16,748 + ($1,492 + $168)/2 = $17,578, and then compute
another APE—let us call it APE TMA2. APE TMA2 = | $17,578 – $17,554 |/
$17,554 = 0.0014, or 0.14 percent. Therefore, MAPE(TMA1 + TMA2) = (0.0042 +
0.0014)/2 = 0.0028, or 0.28 percent.
We can use the same reasoning to compute MAPE(TMA1 + TMA2 + TMA3) and
more MAPEs, depending on data availability. Similarly, we can calculate
MAPE for regression. Using the first four revenue data to forecast the rev-
enue at Year 5, we have the following regression forecast: revenue = $13,475
+ $750(year). So, the forecast is $13,475 + $750(5) = $17,225. APERegression 2
= | $17,225 – $17,554 |/$17,554 = 0.0187, or 1.87 percent. Since APERegression 1
is 0.0207 (see the APE calculation above), the MAPE for regression is
MAPE(Regression 1 + Regression 2) = (0.0207 + 0.0187)/2 = 0.0197, or 1.97 percent.
Because MAPE(TMA1 + TMA2) is smaller than MAPE(Regression 1 + Regression 2), we
can say that TMA is a more accurate tool and should be used in forecasting
the franchise tax in the city.
A Case Study
Sunnytown (population 50,259), Florida, has experienced rapid growth over

the past decade. The general fund revenue has grown for the last decade
from $6.7 million to $24.7 million. However, annual revenue growth has
slowed recently from 20 percent a decade ago to an average of under 5 per-
cent for the past several years. During this time, the intergovernmental rev-
enue from the state and the federal government has grown but become
increasingly unstable. Moreover, the town’s fiscally conservative leadership
has been unwilling to raise property taxation significantly.
The service demand increase and revenue growth decrease have given
impetus to the need for enhanced forecast accuracy, particularly in the utility
taxes, which have ranged between 15 percent and 18.5 percent of general
revenue over the past ten years.
Local officials have found utility taxes difficult to predict in absolute and
relative terms, particularly when compared with local property taxation. To
forecast utility taxes, the finance director has relied on his own judgment,
using data from the past five years, in consultation with other financial offi-
cials. The MAPE for utility taxes for the ten-year period was 9.1 percent. To
Table 1.6
Utility Taxes in Sunnytown, Florida
Year Revenues ($)
1 842,387
2 1,665,430
3 1,863,296
4 2,063,103
5 2,905,717
6 2,994,785
7 3,281,836
8 3,766,661
9 3,907,110
10 4,063,555
11 ?
the finance director, forecast errors within plus or minus 5 percent are ac-
ceptable. This makes the city’s forecast performance in utility taxes signifi-
cantly below par by its own benchmark. The annual actual utility tax receipts
for the past ten years are shown in Table 1.6. What are the forecast utility
taxes for the next year (Year 11)?
Step 1: Cleaning the Data
Certain events can significantly impact revenues. A new assessment of tax-

able properties changes the property tax base and property tax revenues. A
water rate change does the same to water fee receipts. The annexation of a
neighborhood can also increase a city’s revenue base. These events may
change revenues at certain times significantly, creating a so-called data
outlier—obvious deviation from the mainstream revenue trend. In forecast-
ing, these outliers often lead to inaccurate forecasts; therefore they need to
be “cleaned” before forecasting.
Quite often, through reviewing the data we can easily spot an outlier (oth-
erwise, why call it an outlier?). A drastic change (increase or decrease) in
revenue deserves an investigation. If a change is temporary, such as adoption
of a special rate in a particular year, then the revenue needs to be justified on
a regular rate basis. If a change is permanent or long-term, then we should
consider exclusion of data prior to the change in forecasting.
Our utility data shows a dramatic increase from $842,387 in Year 1 to
$1,665,430 in Year 2 (a 97.7 percent increase!). A review of the record shows
a utility rate increase during that year from 6 percent to 10 percent. The utility
tax has remained 10 percent since then. To clean the impact of the outlier, we
can either exclude $842,387 from our forecast, or justify the revenue on a 10
percent rate basis by multiplying a modifier. In this case, the modifier justifies
the revenue on a 6 percent rate basis to a 10 percent in the following way:

modified revenue = actual revenue × modifier. Using our data, this comes to
$842,387 × (10 percent/6 percent) = $1,403,978.
Step 2: Choosing the Forecasting Technique
Two factors should be considered in selecting forecast tools: forecast accu-

racy and cost. The former is more important. First, an acceptable accuracy
range should be established (e.g., a MAPE of 5 percent). Notice that it is
more difficult to accurately forecast some revenues than others. In general,
economy-sensitive revenues, such as sales taxes, fees, and user charges, are
more difficult to forecast than property taxes. There should be a consider-
ation to adopt different acceptable accuracy ranges for different revenues.
Cost should also be considered in selecting a technique. In general, a
mathematically sophisticated technique is costly because it requires com-
puter support and training. An ideal forecast technique provides acceptable
accuracy with technical simplicity.
All techniques in this chapter are relatively simple and inexpensive.
So, forecast accuracy is the only factor in our selection of forecast tech-
niques. Let us use MAPE to determine the forecast accuracy of the tech-
niques. To compute MAPE for SMA, let us consider three-year averages
against actuals. The latest three-year average, for project revenue in Year
10, is ($3,907,110 + $3,766,661 + $3,281,836)/3 = $3,651,869. Then,
APE(Term 7,8,9) is $3,651,869 – $4,063,555/$4,063,555 = 10.13 percent.
Similarly, APE(Term 6,7,8) is$3,347,761 – $3,907,110/$3,907,110 = 14.32
percent, and APE(Term 5,6,7) is $3,060,779 – $3,766,661/$3,766,661 = 18.74
percent. Therefore, the MAPE for SMA is (10.13 + 14.32 + 18.74)/3 = 14.40
percent. Notice that the utility revenues show an upward trend and SMA
consistently underestimates them by a relatively large scale. This proves again
that SMA is not an accurate tool for trend data.
We can use Excel in EXS forecasting. When a = 0.8, the APE for Year 10
is APE10 = $3,856,903 – $4,063,555/$4,063,555 = 5.09 percent. APE9
is$3,656,073 – $3,907,110 /$3,907,110 = 6.43 percent. APE 8
is$3,213,722 – $3,766,661/$3,766,661 = 14.68 percent. So MAPEEXS is
(5.09 percent + 6.43 percent + 14.68 percent)/3 = 8.73 percent.
Suppose that we consider three increments in TMA forecasting. To fore-
cast the revenue in Year 10, we have three increments: $3,907,110 –
$3,766,661 = $140,449; $3,766,661 – $3,281,836 = $484,825; and $3,281,836
– $2,994,785 = $287,051. Therefore, the forecast is $4,211,218. APE10
is$4,211,218 – $4,063,555/$4,063,555 = 3.63 percent. Similarly, APE9
is 3.75 percent and APE8 is 2.08 percent. MAPE is 3.15 percent.
Table 1.7
Comparison of MAPEs
Technique MAPE (in %)

SMA 14.40
EXS (α = 0.8) 8.73
TMA 3.15
Regression 4.34
In regression forecasting, we can use the data of the first nine years to fore-
cast the revenue in Year 10 and then compare it with the actual revenue in that
year to get APE. Using Excel, we know that the regression equation with the
data from the first nine years is revenue = $976,464 + $334,750 (year). The
forecast revenue in Year 10 is $976,464 + $334,750(10) =) $4,323,964. The
APE10 is $4,323,964 – $4,063,555/$4,063,555 = 6.41 percent. APE9 is
3.38 percent, and APE8 is 3.24 percent. MAPE is 4.34 percent.
The MAPE comparison in Table 1.7 reveals that TMA is the most accu-
rate forecasting tool for the utility taxes. Either TMA or regression satisfies
the city benchmark of a 5 percent forecast margin.
Step 3: Forecasting
In this step, we use the selected technique, TMA, to forecast the revenue of
the next year (Year 11). With three increments, the utility taxes forecast for
the next year are $4,063,555 + ($156,445 + $140,449 + $484,825)/3 =
$4,324,128. We can use this figure to forecast the utility taxes in Year 12,
which are $4,324,128 + ($260,573 + $156,445 + $140,449)/3 = $4,509,950,
and also forecast the revenue further into the future.
Step 4: Monitoring Forecasting Performance
The performance of a selected forecasting technique should be monitored

over time. The forecast accuracy can be significantly compromised if a rev-
enue pattern changes. In general, revenue is affected by two factors. First,
socioeconomic and demographic changes can affect the size and the trend
of a revenue. Second, policies or decisions regarding public service deliv-
ery and management inevitably affect revenue bases and collection capac-
ity. A decision to increase service capacity requires enhanced revenue sources.
To monitor forecast performance, we need to repeat the above three steps
every year after a fiscal year ends and when the actual revenue figures be-
come available.
Table 1.8
Revenues of the Past Five Years
Year 1 2 3 4 5
Revenues ($) 10 12 15 13 16
Exercises
1. Review Key Terms
Delphi technique
Forecast subject
Forecast horizon
Forecasting techniques
Simple moving average (SMA)
Exponential smoothing (EXS)
Smoothing constant or α
Underforecast
Overforecast
Transformation moving average (TMA)
Revenue trend
Upward trend
Downward trend
Incremental changes
Regression against time
Time-series forecasting
Quasi-causal forecasting model
Revenue predictors
Absolute percentage error (APE)
Mean absolute percentage error (MAPE)
Data outlier
Steps in revenue forecasting
2. Calculations
Table 1.8 shows the time-series data of certain revenues.
1. Use SMA, with an average of three years, to forecast the revenue in

Year 6. Use your calculator to forecast, and then use Excel to con-
firm the result.
2. Use EXS, with α = 0.8, to forecast the revenue in Year 6. Use your
calculator to forecast, and then use Excel to confirm the result. (Note
that the Excel result is a little different from your hand calculation
for the reason specified in the text, but they should be very close.)
3. Use TMA, with consideration of three increments, to forecast the
revenue in Year 6. Use your calculator to forecast first, and then use
Excel to confirm the result.
3. Calculations
1. The revenue from a water/sewer charge can be expressed as T = C ×

R, where T is total annual revenue from the water/sewer charge, C is
the total annual water/sewer consumption (in thousands of gallons),
and R is the rate of service charge. Assuming that the total annual
water/sewer consumption is 568,790 (in thousands of gallons) and
the rate of the service charge is $10.50 per thousand gallons, what is
total annual revenue?
2. If a revenue can be expressed as total annual forecast revenue =
10.40 + 5.50 (the year in forecast). What is the forecast revenue in
Year 10? What is the forecast in Year 11? What is the difference in
revenue between Year 10 and Year 11?
3. If a forecast is 35.00 and the actual figure turns out to be 40.00,
what is the APE of this forecast? Suppose that another forecast of
the same revenue with the same forecasting technique but different
forecast periods is 46.00, and the actual figure is 42.00, what is the
APE for this second forecast? What is the MAPE for the above two
forecasts?
4. Forecasting Licenses, Permits, and Fees in the

City of Sun Lake, California
Table 1.9 presents the historical information of licenses, permits, and fees in
the city of Sun Lake, California.
1. Use SMA (from the receipts of the last three years), EXS, and TMA
(consider three incremental changes for your computation) to fore-
cast the revenue in Year 8.
2. If we know that the receipt of licenses, permits, and fees in Year 8
was $23,210,218, which of the above forecasting techniques is most
accurate?
3. Use the most accurate method to forecast the receipts of licenses,
permits, and fees in Years 9, 10, and 11. Use the Year 8 actual figure
Table 1.9
Licenses, Permits, and Fees in Sun Lake
Year Revenues ($)

1 13,717,979
2 14,369,907
3 16,232,768
4 15,693,711
5 17,684,099
6 18,276,037
7 20,289,136
8 ?
Table 1.10
Franchise Taxes in Sunbelt
Year Revenues ($)

1 12,442,000
2 12,427,000
3 13,091,000
4 13,743,000
5 14,306,000
6 15,089,000
7 15,257,000
8 16,749,000
9 17,655,000
instead of the forecast figure. Also consider three incremental changes

in forecasting.
4. Use Excel to build a regression model. Use this model to forecast
the receipt of licenses, permits, and fees in Year 8. Is this a more
accurate method than SMA, TMA, or EXS?
5. Forecasting Franchise Tax in Sunbelt
Franchise taxes are levied on businesses that gain a franchise right of doing
business in a jurisdiction’s territory. The data in Table 1.10 are franchise tax
revenues in the city of Sunbelt, Florida, from Year 1 to Year 9.
During forecasting, you are informed that BellSouth’s (the local telephone
service provider) current franchise contract with the city ends in Year 11.
The city will seek a 10 percent franchise tax increase from the previous year
basis from BellSouth in Year 12 (as the result of a change in the tax base).
The franchise tax receipts from BellSouth during the last nine years are shown
Table 1.11
Franchise Taxes from BellSouth in Sunbelt
Year Revenues ($)
1 3,727,000
2 4,100,000
3 3,927,000
4 4,435,000
5 5,722,000
6 6,036,000
7 5,950,000
8 6,700,000
9 7,062,000
Table 1.12
Miscellaneous Revenues
Year Revenues ($)
1 4,250,656
2 5,138,322
3 5,188,121
4 4,555,235
5 5,151,239
6 8,968,142
7 10,742,718
8 8,249,782
9 10,783,255
10 7,556,219
in Table 1.11. Forecast the franchise tax revenues of Years 10 to 12. Write a
report on your forecast.
6. Forecasting Miscellaneous Revenue
Table 1.12 shows a city’s miscellaneous revenues for the last ten years. An
investigation reveals that the drastic increase from Year 5 to Year 6 was due to
a new reclassification of the city’s “fines and forfeitures.” About 20 percent of
the miscellaneous revenue was not included before Year 6. Before forecast, the
finance director told you that he would rather underestimate than overestimate
this revenue, as overestimation leaves the city no room for spending flexibility.
The director even suggested that he would take 95 percent your forecast. What
is your strategy to deal with this forecasting conservatism? What is your fore-
cast of the city’s miscellaneous revenues for the next year?
7. Forecast Revenues of Your Choice
Forecast the three largest revenues from a government of your choice.

CHAPTER 2
Resource Development Analysis
Learning Objectives
• Define a resource development issue

• Estimate revenue shortage
• Develop revenue options
• Assess revenue options
• Determine optimal revenue options
Imagine that your city needs a new police or fire station, a new city hall, a
significant increase in police patrol personnel, or a large increase in payoffs for
employee sick leave. Imagine that the city loses revenues as a result of eco-
nomic decline, or that a major business has decided to relocate and the city will
lose a large revenue base because of the relocation. All these events cause rev-
enue shortage and require the city to explore its financial resources to deal with
the shortage. In this chapter, we study a tool to deal with revenue shortage.
Resource development analysis includes an estimate of revenue shortage—
how much it will be, when it will happen, and how long it will last. It also
requires an analysis of potential revenue sources to cover the shortage. As
opposed to revenue forecasting, which emphasizes how much of the revenue
is available, resource development analysis concerns not only how much
revenue, but also where it comes from.
Resource development analysis (RDA) applies to a fiscal condition where a

significant revenue increase or expenditure cut is needed for a large revenue
shortage foreseeable in the near future. Revenue shortage results from one of
three conditions—a significant expenditure increase, a significant revenue
loss, or both.
21
It is important to note that RDA is necessary for large and persistent rev-
enue shortages that could severely hinder an organization’s service quality
and affect its financial viability. Small, temporary, or incremental revenue
shortages may be dealt with by use of financial reserves or other established
financial practices, and RDA may not be necessary. For example, the short-
age caused by annual employee salary raises to offset inflation can be cov-
ered by allocation of a certain percentage of the budget for the increase, and
no specific justification or analysis is needed. RDA consists of several steps:
• Understanding the issue. In this step, a revenue shortage and possible

causes of it are specified.
• Estimating the amount of revenue shortage.
• Developing revenue options. Possible revenue options to deal with the
shortage are developed.
• Assessing revenue options. Pros and cons of each revenue option are
analyzed.
• Making decisions. Finally, a decision on which revenue option(s) is most
feasible is made.
It is important to note that RDA is a feasibility analysis on revenue op-

tions. RDA is a first step in budget creation, but is not a budget in itself,
which requires further clarification of revenue base, structure, administra-
tion, and collections.
Defining the Issue: Revenue Shortage
Many policy and management actions have financial consequences. Efforts

to improve police response may force more spending on police vehicles or
transportation. Policies to increase student academic performance may lead
to more expenditures to hire better teachers or improve facilities. Actions to
appease resident complaints about high water rates may result in a lower rate
structure that leads to less revenue from that source. Some financial conse-
quences take the form of expenditure increases (e.g., purchase of land, build-
ing, or equipment), while others are reflected as revenue loss (e.g., water rate
cut). Regardless of the form of consequences, they eventually lead to a com-
mon fiscal phenomenon—revenue shortage, which can be broadly defined
as: The Amount of Expenditure (or Expense) – The Amount of Revenue.
The amount of shortage (Expenditure – Revenue) can be measured by its
relative size to the total revenue (or expenditure). For example, if the short-
age is $1 million of $100 million revenue, the shortage is 1 percent (1/100).
Another measure of shortage is the percentage of the shortage in financial
RESOURCE DEVELOPMENT ANALYSIS 23
reserve. A large and continual revenue shortage is a financial warning sign

and necessitates an RDA.
Revenue shortage is the result of revenue loss, expenditure growth, or
both. Causes of revenue shortage are many. First, changes in socioeconomic
environments may cause the shortage. Population increase, especially if it is
rapid, could create high demand for services and therefore rapid expenditure
growth. Population decline could erode the revenue base and result in rev-
enue loss. Economic depression could cause a loss of revenues that rely on
economic growth and property valuation. Second, policy changes could also
lead to a significant decline in revenues or increase in expenditures. A deci-
sion to put more police officers on the street will surely increase police ex-
penditures. Building a new fire station increases expenditures significantly.
Infrastructure improvement and maintenance are other reasons of significant
expenditure increase. A decision to annex a neighborhood can cause expen-
diture growth in the area. Third, large and unexpected events could also drive
up expenditures or reduce revenues. The damage from natural disasters such
as hurricanes could leave a financial hole amounting to billions, so could
man-made disasters such as terrorist attacks. Most of these events cause both
an unexpected expenditure climb and revenue loss.
Some shortages are short term and one time. Others are long lasting. A
shortage caused by tourist decline due to a major hurricane may last a couple
of weeks, while loss of a major business taxpayer could cause a revenue
shortage that lasts for years.
Estimating Revenue Shortage
Estimating revenue shortage is the most critical part of RDA because all
other steps in RDA depend on it. It is also the most technically challenging
because of the uncertainty involved in the estimate. Accuracy of estimation
is influenced by three factors—availability of data necessary for the esti-
mate, integrity of the existing data collection system, and assumptions made
for the estimation. An accurate estimate requires that data are available, that
the data collection system provides reliable data, and that the assumptions
made for the estimate are proper. The ultimate purpose of the estimation is to
minimize the estimation error, defined as the difference between the esti-
mated shortage and actual shortage: Estimation Error = (Estimated Shortage –
Actual Shortage)/Actual Shortage.
A negative estimation error indicates an underestimate of the shortage, and
a positive sign suggests an overestimate. For example, if the estimated short-
age is $5 million and the actual shortage is $6 million, then the estimate error
of this underestimate is –16.67 percent ((5 – 6)/6). It is an intuitive belief that
an underestimate of revenue shortage is more damaging than an overesti-

mate because underestimates leave little room for revenue maneuvering.
There are three integrated elements in revenue shortage estimation. They
are estimations of shortage types, the shortage amount, and the time frame of
shortage. Shortage types include revenue loss, expenditure growth, or both.
The shortage amount concerns the size of the shortage. The time frame of
shortage concerns how long the shortage lasts. Thus, a complete estimate of
revenue shortage can be phrased as, for example, “there will be a $250,000
revenue shortage for the next fiscal year as a result of hiring additional per-
sonnel.” When the type and time frame of shortage are determined, estimat-
ing the shortage amount is key. The following section presents the methods
of estimation. Because revenue shortage is the result of revenue loss, expen-
diture growth, or both, these methods are accordingly classified as methods
of “estimating revenue loss” and methods of “estimating expenditure growth.”
Estimating Revenue Loss
Revenue loss is the amount of revenue decline between two fiscal periods.
For example, if $500 is collected this year and only $400 is available for the
next year, the revenue loss is $100. Revenue loss can be broadly defined as
Revenue Amount Before the Loss – Revenue Amount After the Loss.
Revenue loss occurs when the result of the above calculation is positive.
In the above equation, revenue amount can be simply displayed as a function
of revenue base and revenue rate (Revenue Amount = Revenue Base × Rev-
enue Rate).
Thus, revenue loss is the result of revenue base loss, or a revenue rate cut,
or both. Revenue base is the source of the revenue. For example, a local
property tax base is the assessed value of properties. A retail sales tax base
can be the retail sales value. The base of a utility charge could be the amount
of utility consumption.
Revenue base loss can be the contributing factor to revenue loss. For ex-
ample, in a city where the sales values are forecast to decline by 5 percent in
one year, the revenue decline is also 5 percent when the sales tax rate is
unchanged. If the expenditure level is also kept unchanged, the city will have
a revenue shortage equal to 5 percent of its total sales taxes in one year.
A revenue rate cut can also cause a revenue shortage. The structure of the
revenue rate can be flat or block. A flat rate means the same rate is applied
regardless of the revenue amount. For example, a retail sales tax applies the
same tax rate to all taxable sales regardless of the value of each sale. A block
rate structure can be progressive or regressive. A progressive rate increases
with larger revenue amounts (or higher revenue blocks), while a regressive
rate increases with smaller revenue amounts (or lower revenue blocks). For
example, the federal personal income tax rate has a progressive rate structure
because taxpayers with higher incomes pay a higher rate.
The impact of a cut in a flat rate on revenue loss can be estimated rela-
tively easily. For example, a 10 percent rate cut will transform to the same
percent of revenue loss if the revenue base is unchanged. But for a block rate
cut, revenue loss for each block (each rate bracket) of revenue must be esti-
mated, which can be a tedious task. Statistical estimation may be used.
Let us look at an example to illustrate the estimation process. For a rev-
enue that has a base of $1,000.00 and a flat rate of 10 percent, what is the
total revenue loss if the revenue base decreases by 7 percent and the rate is
reduced to 8 percent? We know that “revenue amount before the loss” is
$100.00 ($1,000.00 × 10 percent). Since the base loss is 7 percent or $70
($1,000 × 7 percent), the new base is $930. Multiplying that by 8 percent, we
get $ 74.40. This is “revenue amount after the loss.” So, revenue loss = $100.00
– $74.40 = $25.60. In fact, of the $25.60 loss, the base loss accounts for
$7.00 (($1,000.00 × 10 percent) – ($930.00 × 10 percent)), and the rate cut
accounts for $18.60 (($930.00 × 10 percent) – ($930.00 × 8 percent)).
Estimating Expenditure Growth
Estimating Purchase Prices (or Cost). The focus of this estimation is on the
purchase prices of expenditure (expense) elements such as personnel, oper-
ating, and capital outlay. For example, if a new fire station is needed in a
newly annexed area in a city, the estimation should be performed on the
spending to hire fire personnel, the possible construction of new fire stations,
the purchase of new equipment, and operations (such as training, uniforms,
and office accessories). Chapter 3 describes the technique of cost estimation
for a variety of cost items.
Estimation Based on Demographics. As expenditure growth is often caused

by increasing public demand for services, and public demand can be mea-
sured by population growth, population growth can be used to estimate the
size of expenditure increase. For example, if we can establish that, for an
increase in population of 100, the expenditure increases by $100,000 ($1,000
per resident). Then if the forecast population grows by 1,000, an increase in
expenditure of $1 million is expected. Similarly, if we know that the average
number of residents served by one fire station, we can forecast when we may
need another station for a growing population.
Table 2.1 shows total expenditures and total population in an urban city
for the past ten years. If the city wants to annex an area that has 4,000 resi-
dents this year, what is the estimated expenditure for the annexation?
Table 2.1
Example of Estimating Expenditure Growth
Total Expenditure
expenditure Expenditure per capita
Year ($) Population per capita ($) growth rate
Ten years ago 162,491,969 168,456 964.60
Nine years ago 162,424,561 169,675 957.27 –0.0076
Eight years ago 173,379,035 172,019 1,007.91 0.0529
Seven years ago 185,168,296 170,780 1,084.25 0.0757
Six years ago 190,753,923 170,307 1,120.06 0.0330
Five years ago 197,103,191 173,122 1,138.52 0.0165
Four years ago 229,163,984 176,373 1,299.31 0.1412
Three years ago 229,551,667 180,462 1,272.02 –0.0210
Two years ago 261,833,073 184,639 1,418.08 0.1148
Last year 258,881,807 188,013 1,376.94 –0.0290
Average 0.0418
Note: The growth rate is the result of percentage growth over the last period. For
example, the growth rate of last year over two years ago was (1,376.94 – 1,418.08)/
1,418.08 = –0.0290.
Both total expenditures and population showed a general trend to increase

over the last ten years. Expenditures per capita have increased from $964.64
per resident ten years ago to $1,376.94 last year, for an average annual growth
of 4.18 percent (or 0.0418) over the last decade. If this growth rate contin-
ues, the city will expect to spend $1,376.94 × 1.0418 = $1,434.50 per resi-
dent this year. So the total expenditures for annexation of 4,000 residents
this year would be $1,434.50 × 4,000 = $5,738,000.
Other demographics, such as income, educational level, and business/resi-
dential composition of population, may also be used to estimate the growth
for certain types of expenditures. For example, a highly educated population
may suggest a strong need for expenditure growth on certain amenities such
as community libraries.
Estimation Based on Comparable Scenarios. This method is particularly use-

ful when little reliable information on purchase prices or demographics is
available. The essence of the method is the development of comparable spend-
ing scenarios. If a city wants to construct and operate a community park, the
expenditures of existing parks can be used in the estimate. If a city wants to
operate an emergency management service (EMS), it can use EMS expendi-
tures of similar cities as an estimation basis. The following example illus-
trates a simple process of estimation.
Table 2.2
Two Possible Spending Scenarios
City A City B
Total expenditure ($) 17,911,569 2,539,480
Population 38,349 42,738
Expenditure per capita ($) 467.08 527.39
Suppose that Community X (population estimate 35,000) wants to know

the total expenditure of becoming incorporated (becoming a city). It has se-
lected two recently incorporated cities (City A and City B) in developing
spending scenarios. These two cities are comparable to Community X be-
cause they are all located in the same geographical region, they are all mainly
residential areas, and they have similar socioeconomic characteristics in resi-
dential income and population. These two cities also provide a list of ser-
vices that Community X intends to provide. The annual spending level of
these two cities is shown in Table 2.2.
If Community X wanted to become City A, the estimated expenditure
would be $467.08 × 35,000 = $16,347,800. If it were to become City B, the
estimate would be $527.39 × 35,000 = $18,458,650.
Notice that this scenario method involves several critical assumptions.
Mainly, it assumes the compared entities provide similar services, and have
similar demographics. Violation of these assumptions leads to an inaccu-
rate estimate.
Developing Revenue Options
Once the amount of revenue shortage is determined, potential sources should

be identified to cover the shortage. A common strategy to deal with revenue
shortage is to cut spending. Spending cuts can effectively reduce revenue
shortage. Nevertheless, it will affect services and people. Also, it is often
politically risky for public officials. The persistent multiple-year spending
cut is particularly difficult, making it impossible to be used as a long-term
strategy to deal with revenue shortage. In this section, we only look into
options of revenue increase.
The choice of revenues to cover a revenue shortage depends on the appli-
cability of these revenues to the shortage. This section briefly introduces
revenue options and their applicability to cover a revenue shortage. This book
is not intended to explain the design detail of each revenue option, which is
part of almost any public budgeting textbook.
Option 1: Increasing Taxes
If the revenue shortage is caused by tax revenue loss or expenditure increase

in supporting governmental activities, the shortage can be covered by a tax
increase. Governmental activities are those that private businesses by them-
selves fail to provide in sufficient quantity or quality. Examples of govern-
mental activities include public safety, education, and interstate highway
transportation. The term “governmental activities” is used to distinguish them
from business-type activities such as provision of utilities, though both can
be provided by a governmental agency.
Both the tax base and the tax rate can be raised. To increase the tax base,
there should be a process of redefining or reassessing the tax base. For ex-
ample, the tax base of the retail sales tax could be broadened to include more
previously exempt items. The same could be done to the personal income
tax. A different choice of assessment methods can increase the assessed value
to collect more property taxes. Technically, raising a tax rate may be easier
than redefining the tax base. Local property tax rates change often. Never-
theless, for a large revenue shortage, small and incremental adjustment of
the tax rate may not be enough. Change of the tax base or developing new
taxes may be necessary.
If increasing existing taxes is not enough to cover the shortage, the estab-
lishment of a new tax can be considered. However, the development of a new
tax requires more work than the adjustment of existing taxes. Establishment
of a new tax can be very costly economically, politically, and legally. The tax
law would need to be approved through a referendum. Additionally, the tax
base and tax rate need to be defined, and the tax collection and enforcement
processes need to be established.
Option 2: Increasing User Charges
If the revenue shortage is caused by the provision of business-type services,

user charges should be considered. Business-type services (activities) are
those that can be exchanged in the market and a price structure can be estab-
lished for providers to at least break even. Provision of public utilities such
as water treatment and electricity is an example. Other examples include
charges for use of public highways (toll roads), and charges for using public
infrastructures.
A revenue design for user charges is similar to a tax design in that it has a
revenue base and revenue rate (i.e., The Revenue Amount = Revenue Base ×
Revenue Rate). For example, a water charge has the following design ele-
ments: The Amount of Water Charge = Water Consumption × Charge Rate.
Therefore, an increase in either the base or the rate will bring in more
revenues. One advantage of user charges, compared with taxes, is that the
payer benefits directly and proportionally from the service supported by the
charge. With taxes, taxpayers often do not benefit directly and/or proportion-
ally from tax-supported services. Because of this, user charges are consid-
ered fair, and perhaps more acceptable to the public than taxes. Therefore, if
either is considered applicable to a revenue shortage, a user charge may be a
more feasible and politically acceptable choice.
Option 3: Borrowing
In U.S. state and local governments, borrowing is desirable when the rev-
enue shortage is caused by an increase in purchasing durable capital assets
such as real estate and equipment. These capital items often have large price
tags and long, useful lives.
Once debt is issued to purchase a capital asset, the payoff of the principal
and interest can be matched to the life of the asset so payers (residents) can
pay as they use or benefit from the capital asset. Therefore, borrowing is
considered a financing method fair to taxpayers.
Bonds can be issued to deal with revenue shortage in governmental activi-
ties and business-type activities. Once a bond is issued to finance govern-
mental activities, it is often supported by the taxing authority, which means
that the repayment of principal and interest is assured by taxing power. This
means that the bond buyer has a claim on the taxes of the issuing unit equal
to their investment in its bonds. Such assurance may not exist for a bond
issued for business-type activities, which can be repaid from the revenue
generated by the activities. The former is called “full-faith-and-credit” (or
“general obligation”) debt, while the latter is called “nonguaranteed” debt
(or a “revenue” bond).
Option 4: Intergovernmental Assistance
Intergovernmental assistance is often in the form of grants and revenue (or

tax) sharing. For local governments, federal grants are sources of revenue to
cover revenue shortages in areas specified by the federal government. Large
and popular federal grants are in the areas of public safety, economic devel-
opment, health and social services, job training, education, and public mass
transportation. Federal fiscal support may also be available during emergencies
or natural disasters such as hurricanes and earthquakes. States also provide grants
to local governments in their jurisdictions. Although intergovernmental assis-
tance is considered an applicable source of revenue in case of revenue short-
age, strict requirements are often associated with acquisition of grants. Un-
certainty is involved in acquiring grants and in their continuation. For ex-
ample, there is always a time lag between applying for a grant and receiving
it. Also, many grants for local governments provide funds only for new rather
than existing services/programs. Many other grants need matched funds
from receiving governments. All these limitations make intergovernmental
assistance less attractive than some other revenue sources to cover revenue
shortage.
Option 5: Use of Financial Reserves
A financial reserve is the accumulated result of a desirable difference be-

tween revenues and expenditures (i.e., revenues > expenditures). Continua-
tion of this difference over a long period of time can accumulate a large
amount of financial resources available to be used in the case of revenue
shortage. The use of financial reserve is always one of the first options to
cover revenue shortage. Nevertheless, if the shortage is long and large, the
existing financial reserve will eventually be depleted and other options will
have to be considered.
Option 6: Making Institutional or Policy Changes
Any institutional change may have a financial impact. One policy that has
been used to deal with revenue shortage at the local level is to develop eco-
nomic incentive packages to attract business in order to enlarge the revenue
base. Besides, efforts in outsourcing and contracting out may reduce expen-
ditures and indirectly help reduce revenue shortages. Nevertheless, institu-
tional changes often take years to have any significant effect, and the impact
of these changes on revenue shortage is likely to be long term.
Option 7: Combination of the Above Options and a Summary
An organization is likely to use more than one option in dealing with revenue
shortage. This approach is particularly useful for a large revenue shortage, or
for a new community that starts levying its own revenues. Tables 2.3 and 2.4
present a summary, based on the applicability of the above options to ad-
dress revenue shortage.
Assessing Revenue Options
Developing revenue options is the first step in assessing the feasibility of

revenue options to cover revenue shortage. Once revenue options are consid-
ered applicable, they should be assessed to select the optimal revenue option
Table 2.3
Applicability of Revenue Options According to Activity Type
Revenue shortage caused by

Governmental activities Business-type activities
Taxes Applicable Not applicable
User charges Not applicable Applicable
Borrowing Applicable Applicable
Intergovernmental aids Applicable Questionable
Financial reserves Applicable Applicable
Institutional/policy changes Applicable Applicable
Table 2.4
Applicability of Revenue Options According to Time Frame
Revenue shortage is
Short term Long term
(< 3 years) (≥ 3 years)
Taxes Applicable Applicable
User charges Applicable Applicable
Borrowing Questionable Applicable
Intergovernmental aids Applicable Not applicable
Financial reserves Applicable Not applicable
Institutional/policy changes Not applicable Applicable
(or options). If possible, always prepare multiple revenue options for the pur-
pose of comparison. Consideration in evaluating revenue options should be
placed on their financial, political, legal, and administrative merits.
In assessing financial merit, financial costs of options should be estimated
and compared. Financial costs include costs of revenue option development
(e.g., the feasibility study), revenue design (e.g., the rate study), and revenue
administration and collection (e.g., registration, assessment, accounting, de-
linquency control/compliance, audit, appeal, and enforcement). The revenue
amount should be estimated to determine whether enough revenue can be
generated from an option. The revenue to cost ratio, which represents the
revenue generated for each dollar of cost (Revenue Generated/Cost), can be
used to assess the cost-effectiveness of a revenue option in generating re-
sources. A higher ratio indicates a more financially efficient revenue option.
The political merit of revenue options concerns whether and how much
political support exists for a revenue option. Although a revenue option may
have high financial merit, lack of popular or political support may make it
impossible to be implemented. There are plenty of cases in which proposals
for tax increases live only to be rejected by citizens or elected officials. To
estimate and understand the level of political support for a revenue option,
an assessment of the possible impact of the option on each governmental
stakeholder (i.e., citizens, elected officials, businesses, and other interest
groups) is needed.
In addition to political feasibility, there are legal and regulatory require-
ments associated with development of revenue options. The law may set lim-
its on tax rate, tax base, and tax exemptions and deductions. The level of
legal compliance related to each revenue option should be assessed. Legal or
regulatory requirements may be placed on a grantee government in order to
receive intergovernmental assistance.
Making Decisions
After assessment, a decision should be made to select a revenue option or

options that are the most feasible. A decision-making matrix can be used to
select the best option or options. The matrix specifies a list of criteria to be
used to evaluate merits of each revenue option. In creating the matrix, each
evaluation criterion is assessed and assigned a numeric score for each rev-
enue option. The scores of all criteria are added to arrive at a total score for
an option, which can be used to determine the most feasible option. Table 2.5
presents a simplified example of the matrix, with three revenue options be-
ing evaluated. More items in each category of financial, political, or legal
merits can be added (or eliminated) to fit evaluation requirements and condi-
tions of each case.
In the case where only a single revenue option is evaluated, the total nu-
meric score can be used as a reference in comparison with an acceptable
score. A value higher than that score indicates the option is acceptable. For
example, on a scale system with 1 being extremely unfeasible and 10 being
extremely feasible, a score of 5 may indicate moderate feasibility. Therefore,
a revenue option scoring higher than the average score of 5 should be con-
sidered acceptable.
A Case Study
Woodbury is a residential community located in an unincorporated area in

Greenfield County, Florida, which is a county of 1,130,367 residents.
Woodbury’s 8,000 residents rely on the county for general government, po-
lice, parks and recreation, environment management (pollution control, en-
vironmental protection, and natural resource conservation), and local
transportation (local road construction and maintenance, traffic engineer-
ing, and street lighting). Woodbury’s community association has a budgeted
Table 2.5
The Decision-Making Matrix for Revenue Options
Ratings: 0 = Extremely unfeasible. . . . .10 = Extremely feasible

Options
1 2 3
Financial Merits
Cost of the feasibility study
Cost of the revenue design study
Cost of administration and collection
Sufficiency of revenue generated
Revenue/cost ratio
Political Merits
Elected officials’ acceptance
General public’s acceptance
Business community’s acceptance
Other interest groups’ acceptance
Legal Feasibility
Compliance with federal legal requirements
Compliance with state legal requirements
Compliance with local legal requirements
Total score
expenditure of $3,680,373 this year, with major spending in administrative

services ($1,710,737), community landscaping and maintenance ($1,305,078),
recreation activities ($199,232), and publication of a community monthly
journal and several newsletters ($71,521).
Woodbury is considered an affluent community in the county. A recent
issue of Realtor Today reports that the median value of residential single-
family homes in Woodbury is $199,000, compared with $176,000 countywide.
Many Woodbury residents believe their community pays more in taxes than
they receive in services from the county. These residents are the force behind
a movement to seek alternative service providers. Woodbury is bordered by
Summertown, a city of 196,235 people, that has a reputation for its beauty
and amiable weather all year long. Summertown has long courted Woodbury
to leave the county and become part of the city. Summertown’s most recent
proposal to Woodbury includes a package that likely would freeze the prop-
erty tax rate for Woodbury residents for three years.
Many officials in Greenfield County are very concerned. They are afraid
that if Woodbury incorporates or is annexed, the county will lose a large
revenue base. Worse, other wealthy unincorporated areas in the county could
follow suit in leaving the county. Steve Loveless, a senior financial analyst
for the county, offered to perform an analysis on the potential revenue loss
for the county if Woodbury leaves.
Step 1: Defining the Issue
Steve thought that, although Woodbury might generate a large amount of

revenue for the county, the county also spends a lot of money in the area.
Therefore, it is still not clear if the county will lose money if Woodbury
leaves. If Woodbury is a net revenue generator for the county, its leaving will
cause the county a revenue shortage. So, the first question in the analysis is
whether or not there will be a revenue shortage for the county as the result of
Woodbury’s leaving. To answer this question, Steve needs to estimate the
expenditure by the county in Woodbury and the revenue generated from the
area. If a revenue shortage would occur, the size of it will be estimated in the
analysis. Finally, an analysis should be conducted to explore potential rev-
enue options for covering the revenue shortage, if it will occur.
Step 2: Estimating Revenue Shortage
How Much Can the County Save in Expenditure

If Woodbury Leaves?
How much does the county spend in Woodbury? The county provides
Woodbury with public services. Private contractors provide water and sewer
services and garbage/solid waste management so these services are excluded
in the county’s analysis. Woodbury will stay in its current fire and rescue and
emergency management services district in the county even after it leaves, so
no expenditure saving is expected from this service for the county.
Steve assumed that Woodbury would make the annexation decision next
year, and he also used a ten-year period in his projection of expenditure
saving and revenue loss. In estimation, Steve first calculated a population
percentage of Woodbury in the county (8,000/1,130,367 = 0.71 percent).
Then he derived the county’s spending in Woodbury by multiplying this per-
centage with the county’s forecast expenditures for next year in general gov-
ernment, law enforcement, culture and recreation, environmental
management, and local transportation.
Steve realized that using population proportion might not be accurate
for local transportation. Woodbury has forty-three miles of paved roadway,
about 2.35 percent of the county total. Using this measure, Steven adjusted
the county’s spending for transportation in Woodbury ($87,124,143 × 2.35
percent) as $2,047,417. Also, the county has a park in Woodbury. Steve
Table 2.6
Estimated Expenditure Next Year in Woodbury ($)
Woodbury estimate Adjusted

Greenfield by population Woodbury
County percentage estimate
General government 178,523,456 1,263,473 1,263,473
Police 372,252,665 2,634,561 2,634,561
Parks and recreation 44,276,096 313,357 1,275,152
Environment management 39,145,829 277,049 277,049
Transportation 87,124,143 616,608 2,047,417
Total 721,322,189 5,105,048 7,497,652
was able to calculate the county’s spending on the park ($753,456), plus an
estimate of expenditures for other recreation activities ($521,696), and there-
fore estimated that the county would spend about $1,275,152 total on “Parks
and Recreation” in Woodbury. After these adjustments, Steve created Table
2.6. The figures in the last column represent his estimate of county spend-
ing in Woodbury.
The estimate shows that the county will spend $7,497,652 in Woodbury
next year. But, if Woodbury left, would the county be able to save all of this
money? Probably not in the short term. For example, it would be difficult
to cut the spending on county personnel even if Woodbury leaves. Some
members of the workforce might be reassigned to other areas. But much of
the savings from personnel would have to come from long-term labor force
attrition or early retirement buyouts. Also, in the short term, it would be
impossible to eliminate the spending on capital outlay (building, land, and
durable equipment) that has already been purchased. Therefore, the short-
term saving from Woodbury’s leaving would most likely come from a re-
duction in operating expenses such as office supplies, utility overhead,
inexpensive office equipment, and other operating expenditures related to
Woodbury. In the county’s operating budget this year, only 20 percent is
for operating expenses, so Steve estimated, if Woodbury leaves next year,
the county will likely save 20 percent of the $7,497,652, which is
$1,499,530. (A detailed discussion on how to calculate the expenditure
change due to a policy or managerial decision can be seen in Chapter 5,
“Incremental Cost Analysis”.)
Nevertheless, the savings can grow over time for the next ten years to
$7,497,652 at the end of the period if the county can cut its Woodbury-re-
lated personnel and capital outlay by 10 percent every year. Ten years is the
average maturity of the county’s current bonds, while 10 percent is an esti-
mate from the county Human Resources office on the attrition rate of the
Table 2.7
Expenditure Saving Estimate If Woodbury Leaves
Year Expenditure saving ($)

1 (next year) 1,499,530
2 2,249,296
3 2,999,061
4 3,748,826
5 4,498,591
6 5,248,356
7 5,998,122
8 6,747,887
9 7,497,652
10 7,497,652
Total 47,984,973
Woodbury-related workforce. Table 2.7 demonstrates the savings over a

ten-year period.
How Much Revenue Does the County Lose If Woodbury Leaves?
The county collects property taxes and utility taxes from Woodbury. The
county also gathers state intergovernmental assistance for Woodbury. The
real property taxes are estimated from the formula Tax Amount = Total Tax-
able Value × Tax Rate × 95 Percent Collection Factor. Woodbury’s total tax-
able value is $2,207,839,560 next year. The tax rate is 0.21234 percent (or
the millage = 2.1234). Assume that only 95 percent of all taxes levied are
eventually collected. The estimated property tax revenue next year in
Woodbury is $2,207,839,560 × 0.21234 percent × 95 percent = $4,453,720.
Utility taxes are levied on the consumption of public utilities that often
include electricity, water, and communication services. It is estimated that
annual utility taxes per household in Woodbury are $289 next year. There are
about 2,500 households in Woodbury. The estimated utility taxes are $289 ×
2,500 households = $722,500 next year.
There are two types of intergovernmental revenues that the county col-
lects for Woodbury: the retail sales tax and the local option gas tax. Both are
state revenue sharing based on the population of an area. If Woodbury leaves,
the county will lose population and its intergovernmental revenue will be
proportionally reduced. It is estimated that the county will collect about
$3,049,880 from Woodbury next year. This is the amount the county will
lose if Woodbury leaves.
The total revenue collected by the county from Woodbury is estimated at
$4,453,720 + $722,500 + $3,049,880 = $8,226,100 for the next year. Since it
Table 2.8
Revenue Shortage Estimate If Woodbury Leaves ($)
Expenditure Revenue Revenue

Year saving loss shortage
1 (next year) 1,499,530 8,226,100 –6,726,570
2 2,249,296 8,472,883 –6,223,587
3 2,999,061 8,727,069 –5,728,009
4 3,748,826 8,988,882 –5,240,056
5 4,498,591 9,258,548 –4,759,957
6 5,248,356 9,536,304 –4,287,948
7 5,998,122 9,822,394 –3,824,272
8 6,747,887 10,117,065 –3,369,179
9 7,497,652 10,420,577 –2,922,925
10 7,497,652 10,733,195 –3,235,543
Total 47,984,973 94,303,018 –46,318,045
is very likely that Woodbury’s population and property values will grow about
3 percent every year for the next decade, this growth has to be used in esti-
mating Woodbury’s revenue after the next year. For example, if Woodbury
leaves, the county’s revenue loss would be $8,226,100 × 1.03 = $8,472,883
in two years. A ten-year estimate of the county’s revenue loss is given in
Table 2.8.
The amount of revenue shortage is the difference between spending sav-
ing and revenue loss. The negative sign indicates a shortage. The result indi-
cates that, if Woodbury leaves the county, the county will lose $6.7 million
next year, but the loss declines over the ten-year period. The total loss for the
next ten years is more than $46 million.
Step 3: Developing Revenue Options
Steve presented the findings to the county administration and commission. A

grim picture of an annual revenue shortage of $2.9 to $6.7 million concerned
officials. The first option seemed to be to persuade Woodbury to stay by
presenting an incentive package similar to the one from Summertown. How-
ever, the concern was the domino effect, that if the county did this for
Woodbury, it would have to do it for other communities in the county, which
could cost the county even more.
A large spending cut is hardly a choice for a county that has already faced
service quality fluctuations and many citizen complaints. So the county has
to explore its revenue potentials. The county relies on two major revenue
sources: taxes and user charges. County taxes include property taxes, utility
taxes, sales taxes (shared with the state and other local governments), local
option gas taxes (shared with the state and other local governments), and
tourist development taxes (levied on tourist-related industries such as hotels,
restaurants, and shops). The county’s user charges include water/sewer treat-
ment charges to some customers that use the county’s treatment facilities,
and charges for the use of the county’s convention center.
Since the revenue shortage would mainly occur in governmental activities
(the county mainly provides governmental services to Woodbury), any in-
crease in user charges was ruled out. Of the major tax revenues, the county’s
share of sales taxes and local option gas taxes was predetermined by the
state, based on an established revenue-sharing formula. Unless the county
had a referendum to increase the tax rate on the top of the current rate, these
two taxes should be excluded as revenue options to cover the shortage. There-
fore, the only options left are to increase in property taxes, utility taxes, and
tourist development taxes.
Step 4: Assessing Revenue Options
Utility taxes generate about 5 percent of total county tax revenues. It will
have to take a significant increase (4.2 percent) to generate enough revenue
to cover the shortage. The utility tax rate in the county is considered one of
the highest in the state. A rate hike will meet substantial resistance from
utility businesses and customers. Also, a higher rate may curb utility con-
sumption, which will eventually offset the revenue increase. After careful
consideration, the utility tax rate increase is ruled out.
The county property tax rate is considered moderate in the state. Because
the total assessed value has increased over the last decade, the county has
been able to reduce the tax rate over years. So, in theory, there is a potential
for an increase in the property tax rate. Also, the collection cost is negligible
for such an increase, as the administrative process already exists. A calcula-
tion shows that a rate increase of 1.35 percent should bring the county an
additional $7 million, which is enough to cover the revenue shortage. Never-
theless, such an increase is considered significant and may face a political
challenge from residents. A substantial amount of persuasion may be needed.
Another resort is the tourist development taxes. Since the taxes are levied
on a limited number of businesses, a rate increase is unlikely to face heavy
resistance from residents. Nevertheless, these businesses already pay a higher
rate than others. A rate increase on top of the current high rate could cause
some businesses to close down, which would reduce the revenue due to a
smaller tax base. Word is out that the tourist industry is lobbying the county
commission to eliminate or reduce the current tourist development taxes.
Three (out of seven) commissioners from the county’s business-heavy districts
are likely to support such a proposal. They only need one more vote to deter
any effort to increase these taxes.
Step 5: Making Decisions
The final analysis indicates that a rate increase in property taxes is the most
likely revenue option. Steve estimated that the rate increase as the result of
Woodbury’s leaving would likely range from 1.350 percent next year to 0.054
percent ten years later. However, the scope of this rate increase is restricted
by the state law and depends on the assessed property value of the county,
which is expected to grow about 3 percent annually during the next de-
cade. If such growth ceases to exist, the county then needs a larger rate
increase. Three weeks after Steve presented his report, three hurricanes
struck his county and the damage to the property was immeasurable. Steve
was forced to readjust his analysis.
Exercises
1. Review Key Terms
Resource development analysis (RDA)

Revenue shortage
Steps in RDA
Elements in revenue shortage estimation
Revenue loss
Revenue base
Revenue rate
Flat rate
Block rate
Purchase price estimation of expenditure growth
Demographics estimation of expenditure growth
Comparable scenarios estimation of expenditure growth
Increasing taxes as a revenue option
Increasing user charges as a revenue option
User charge design (a revenue design for user charges)
Borrowing as a revenue option
Intergovernmental assistance as a revenue option
Use of financial reserves as a revenue option
Institutional/policy changes as a revenue option
Applicability of revenue options for activity type
Applicability of revenue options for time frame
Table 2.9
A Sales Tax Example
This year Next year

Retail sales value ($) 23,902,346 24,567,390
Exemption ($) 12,345,670 16,345,670
Tax rate (%) 7.5 7.5
Table 2.10
A User Charge Example
Consumption
Consumption block Rate (per Consumption this next year
(gallons) 1,000 gallons) year (gallons) (gallons)
0 to 3,000 $7.08 243,578,500 231,349,400
Above 3,000 $9.54 124,760,340 100,760,350
Revenue/cost ratio
Financial, political, legal, and administrative merits of a revenue option
Decision-making matrix
2. Calculation
A state plans to increase the number of items exempted from its retail sales
tax. The tax amount is defined as (Retail Sales Value – Exemption) × Tax
Rate. Table 2.9 shows the expected change.
1. What is the revenue shortage (as the result of revenue loss) if there
is any, based on the information in Table 2.9?
2. If the actual shortage is $345,291, what is the estimation error?
3. Refer to Table 2.9. If the tax rate increases from 7.5 percent this year
to 8.0 percent next year and all other estimations are unchanged,
what is the estimated revenue shortage, if there is any?
4. Refer to Table 2.9. If the tax rate increases from 7.5 percent this year
to 8.0 percent next year and all other estimations are unchanged,
and if the actual shortage is $345,291, what is the estimation error?
3. Calculation
City A is expecting a decline in its residential water/sewer user charges as

a result of population decline. Table 2.10 shows the estimated consump-
tion change.
Table 2.11
An Example of Expenditure Estimation
Year Police expenditure ($) Population

Ten years ago 111,575,000 443,611
Nine years ago 122,258,000 455,367
Eight years ago 131,633,000 465,895
Seven years ago 139,379,000 470,553
Six years ago 154,738,000 507,553
Five years ago 160,490,000 512,628
Four years ago 182,975,000 527,291
Three years ago 188,884,000 551,645
Two years ago 203,431,000 579,684
Last year 211,635,000 594,176
1. What is the total estimated amount of the water/sewer user charge

this year?
2. What is the revenue shortage of this user charge as the result of the
consumption decline?
3. If the actual shortage is $275,654, what is the estimation error of the
shortage?
4. Calculation
Table 2.11 shows police expenditures and population figures for the past ten
years. What is the estimated police expenditure per capita for the next year?
5. Application
Numerous policy and management actions have financial consequences that

can lead to revenue shortage. Identify one of these actions from your local
communities and perform an RDA.
CHAPTER 3
Cost Estimation
Learning Objectives
• Calculate total cost, average cost, direct cost, indirect cost, personnel
cost, operating cost, and capital cost
• Perform cost allocation
• Use cost depreciation methods
• Apply average cost to determine efficiency
Cost is a critical concept in the private sector. It helps calculate profit,

which is the difference between cost and revenue. Cost has limited use in
many public agencies because profitability is not the goal of their opera-
tions. Nevertheless, cost is still important to them for several reasons.
First, many public service agencies, including public and nonprofit agen-
cies, provide goods that can be exchanged in the market. Examples include
garbage collection, toll transportation, water and sewer treatments and sup-
ply, and other utility supply. The production of these goods requires a
breakeven (i.e., revenue = cost), and production is inefficient and not viable
if a breakeven or profit is not achieved. Second, cost provides a measure of
efficiency—how well a resource is spent to produce a product. Cost helps
managers determine whether the use of a resource is maximized and waste is
avoided. Cost also interests stakeholders, such as elected officials, and pri-
vate citizens who pay for services. Third, the increasing use of performance-
based budgeting requires availability of performance measures that includes
cost measures. In a performance-based budgeting, decision makers use cost
information to assess program efficiency and make resource allocation deci-
sions. Finally, cost is a useful standard in making privatization or outsourcing
decisions. Advocates of privatization have cited the case of inefficient opera-
tions in the public sector in their argument for contracting out public ser-
vices to the private sector. Part of the argument is that a service should be
42
COST ESTIMATION 43
produced by a sector that is more efficient in using resources. Therefore, the

selection of service providers should be based partly on cost.
Cost is different from expenditure or expense. The terms expenditure or ex-

pense are often associated with the budget cycle, as in “expenditures of the
police department for this fiscal year.” These terms convey a clear sense of
the annual or biennial time frame of a budget cycle. Cost is not necessarily a
budget concept. It does not have to be associated with a particular fiscal
period. Strictly speaking, cost is resource consumption of a product, service,
program, or process for a given time frame.
Cost and expenditure may be different in dollar amounts. Expenditure is
the amount of money spent during a fiscal cycle. However, money spent
does not necessarily translate into cost. For example, the amount spent to
purchase an expensive computer system is the expenditure during the year of
the purchase. If the computer is used for more than one year, only part of the
expenditure should be counted as cost for the year of the purchase.
Two concepts are important for cost estimation: cost objective and cost time
frame. Cost objective concerns the cost of “what.” It can be a program, project,
process, or function. A well-defined cost objective is critical for cost estimation.
Cost time frame concerns the time period for which the estimation is made:
lifetime of a program, annual estimation, or biennial estimation. Both cost ob-
jective and cost time frame should be determined prior to cost estimation.
Cost Classification
Total Cost and Average Cost
Cost is the resource consumed to produce a product or a service. For example,

to provide a police patrol in a community, patrol officers have to be paid and
provided with patrol vehicles and necessary equipment. The payments for po-
lice salaries, vehicles, and weapons are called cost items (or cost elements).
They are resources consumed to produce a product, in this case, police patrol.
Total cost (also called full cost) is the dollar value of all related cost items that
should be assigned to a cost objective. Although this concept is relatively clear,
calculating total cost is rather difficult in the real world. Complete accuracy is
almost impossible to achieve for most public services. In most cases of cost
estimation, assumptions have to be made on the time frame of a cost objective,
on inclusion (or exclusion) of cost items, and on distribution of certain cost
items. We will come back to this point later in this chapter.
If we know the total cost of a police patrol program, and we also know the
total number of patrols conducted, we can compute cost per patrol. This
measure is called average cost (or unit cost).
Average Cost = Total Cost/Quantity
In this equation, quantity (also called “volume”) is a measure of the out-

put of a product or service. Examples of average cost include “cost of mak-
ing a police arrest,” “cost of providing a gallon of water,” or “cost of providing
elementary education to one student.”
Average cost allows us to compare efficiency. For example, we can com-
pare the average cost of two elementary schools. Let us say School A has 500
students with an annual cost of $5 million, and School B has 1,000 students
with an annual cost of $7 million. The average cost is $10,000 per student
($5 million/500 students) for School A, and $7,000 per student ($7 million/
1,000 students) for School B. We can say that School B is more efficient than
School A in this measure.
Why is average cost a measure of efficiency? Notice that, in the above
example, it tells us how much a school spends on each student. We say School
B is more efficient because it consumes less to educate a student.
Direct Cost and Indirect Cost
Some cost items can be directly assigned to a cost objective. For example,
the salary of a police officer in a local police department is a direct cost to the
department. Indirect cost cannot be directly assigned to a cost objective. It
should be allocated to it in some manner. One example is a city manager’s
salary as a cost of the police department. Although the manager is not in-
volved in the daily operation of the department, he or she does contribute to
the planning and management of the department. So the city manager’s sal-
ary is an indirect cost item of the police department and should be distributed
to its cost in an indirect fashion.
The process of distributing cost to goods or services is referred to as cost
allocation. Let us look at a simple example to illustrate this process. Suppose
that the total cost of a purchasing department is $25,000 this year, and we need
to allocate this cost to two service departments: Public Safety and Public Utili-
ties. Let us say that the purchasing department issues a total of 500 purchase
orders (POs) this year. So, the cost per PO is $25,000/500 = $50. In cost allo-
cation, this is called the overhead rate. The $25,000 is the cost pool, which is
the cost that needs to be allocated. The 500 POs, or “the number of POs is-
sued,” is the cost base. Cost base is a very important concept in costing. It is a
measure of an activity that incurs the cost. Later in this chapter, we will show
COST ESTIMATION 45
that the choice of cost base largely determines the cost allocated to a program.
The above example illustrates that overhead rate is determined as follows:
Overhead Rate = Cost Pool/Cost Base
Let us say that, of the 500 POs issued, 300 are for Public Safety and 200
for Public Utilities. The cost allocated to Public Safety is $50 × 300 = $15,000.
Similarly, the cost for Public Utilities is $50 × 200 = $10,000. That is
Cost Allocated to a Program = Overhead Rate ×

Cost Base Shared by the Program
The complexity of cost allocation methods varies. Some methods, such as

activity-based costing, can be quite complicated. Activity-based costing (ABC)
is a method of cost allocation that emphasizes allocation precision. It re-
quires careful study of the process and activities that incur costs so that a
cause–effect relationship can be established between costs and activities. In
the above example, some purchases consume more resources than others do
(the purchase of expensive policing equipment is much more complex than
the purchase of simple office stationery). In ABC, the actual resource con-
sumption of the purchasing department for each service department is mea-
sured and used to distribute the cost of the purchasing department.
Personnel Cost, Operating Cost, Capital Cost
Personnel cost is the cost of providing personnel services. It often includes

salaries, bonuses, and fringe benefits. Operating cost is the cost of sustaining
daily operations. Costs of office supplies are examples. Capital cost refers to
the cost associated with acquisition of long-lived, nonrecurring, and expensive
items. Examples include costs for buildings, lands, and capital equipment.
This classification helps managers in many ways. First, personnel cost is
the largest cost element for many governmental agencies. Reporting it sepa-
rately from other cost elements helps management track it and develop means
to control it. Second, capital items are expensive and long-term in nature,
and their financial impact to an agency is often more than that of an operat-
ing item. Separation of capital costs from other costs improves financial ac-
countability of capital projects.
Total Cost Estimation
Total cost (TC) provides useful information to management. It is important

for a manager to know the cost of providing a service, supporting a pro-
gram, or operating a production process. Also, total cost is necessary for
computing average cost. In the following section, we explain how to esti-

mate total cost.
The key to total cost estimation is to identify all cost items related to a cost
objective, and distribute them in a rational and accurate fashion. Cost items
can be identified through detailing personnel, operating, and capital cost items,
as discussed in the following section.
Personnel Costs
Personnel costs of a particular program include salary, bonuses, and benefits

of employees who work for the program. One way to identify personnel cost
is to use an hourly rate. Consider this example: If an employee makes an
annual salary and benefits of $40,000 and works a total of 2,080 hours a
year, the hourly rate of salary and benefits is $40,000/2,080 = $19.23. If the
employee works 400 hours annually for a particular program, then the
program’s annual personnel cost of this employee is $19.23 × 400 = $7,692.
Realize that, in this example, the hourly rate is the overhead rate, and the 400
hours is the cost base shared by the program. To compute total personnel
cost for the program, we need to include personnel costs of all employees
that are involved in the program.
In this example, we use “working hours” as workload for cost allocation.
Another measure is full-time equivalent (FTE), which converts working hours
into a previously defined work time unit. If FTE is defined as forty work hours
a week, a person who works twenty hours weekly is assigned half FTE.
Operating Costs
Operating costs support and sustain daily operations and service provisions.
They may include costs associated with travel, maintenance of equipment or
buildings, purchases of office supplies, acquisition of inexpensive equipment,
and overhead—electricity, water, and so forth. For example, if a printer costs
$500 a year to maintain (paper, toner, maintenance fees), and if it makes
1,000 copies a year and 300 of them belong to Program A, then the printing
cost for Program A is $150 ($500/1,000 × 300) this year. This is a simplified
example. In reality, as there are numerous operating cost items, cost alloca-
tion for all of them is a huge task (think about how many items there are in an
office). So it is often a good idea to classify operating cost items into several
cost groups and to allocate costs for these groups. Cost groups could be
“stationery expenses,” “equipment,” and “utility expenses.” For example, if
an agency spends $1,000 on stationery this year, if 10 percent of the statio-
nery is utilized by Program A, then the stationery cost for Program A is $100.
COST ESTIMATION 47
Notice that we use a “utilization” rate here to allocate the stationery cost.
Determination of this utilization rate often requires careful observation, good
bookkeeping practices, and accurate human judgment.
Capital Costs
These are costs for the acquisition or construction of fixed long-term assets
such as buildings, land, and equipment. As capital items are used for a long
time, it is necessary to spread the cost over the lifetime of these items. The
effort to distribute capital cost is called cost depreciation. Deprecation deter-
mines the capital cost of any particular time period. There are several meth-
ods of determining capital cost deprecation, including the straight-line
depreciation method shown in this equation.
C−S
D=
N
In the equation, D is the cost allocated during a time period, C is the cost
of the asset, S is the salvage or residual value of the asset, and N is total
number of time periods in the lifetime of usage. Let us say that a police
vehicle is purchased for $30,000. The vehicle will be used for five years. The
residual value of the vehicle after five years is $4,000. Therefore, the annual
capital cost of the vehicle is ($30,000 – $4,000)/5 = $5,200.
Realize that the straight-line method allocates the same amount ($5,200)
each year. In reality, the vehicle will perhaps be used differently over time.
Suppose that it is driven more during the first three years—20,000 miles a
year for the first three years and 10,000 miles a year for the remaining two
years. We want to allocate cost according to the use of the vehicle—more
cost for years of heavy use. How do we do that? As we know, the total cost
for allocation is $26,000 ($30,000 – $4,000), we also know that the number
of total miles during the five years is 80,000 (20,000 miles each year for the
first three years plus 10,000 miles each year for the last two years). So we
know that it costs $0.325 for a mile ($26,000/80,000). For the 20,000 miles
in the first year, the cost is $6,500 ($0.325 × 20,000). This depreciation method
is called usage rate, shown in this equation.
C−S
D= ×u
U
U is total estimated usage units during the estimated time of the asset, and
u is estimated usage units during a particular time period. In this example,
the annual cost for the second or the third year is $6,500 each year. The
annual cost in the fourth or fifth year is $3,250 each year.
Average Cost Estimation
If it costs $10,000 to produce 100,000 gallons of water, the cost for each gallon
is $0.10 ($10,000/100,000). If we know an elementary school spends
$10,000,000 a year for 5,000 students, then the cost for each student is $2,000
($10,000,000/5,000). Average cost (AC) is total cost (TC) divided by quantity.
Average cost is a measure of efficiency. It tells us the resource consumed
in producing one unit of a product or service. For example, if elementary
School A educates a student for $2,000 and School B does that for $1,000,
we know School B is more efficient than School A in this measure. So a
smaller AC indicates a more efficient production.
To calculate average cost, a measure of product quantity is needed. In the
above example, it is the number of students for each school. It should be
realized, though, that many governmental agencies have multiple measures
of product or service quantity. For instance, instead of using the “number of
students” in the above example, the “number of student credit hours” can be
used. So the “average cost per student credit hour” is computed, which is
also an average cost measure. It is possible that, by this measure, School A
is more efficient than School B, because students in School A take more
courses and have more credit hours. So, it is always a good idea to look at
multiple measures to get a complete picture of efficiency when using aver-
age cost comparisons.
A Case Study
The City of Northenville (population 41,200), Illinois, is located close to a

major metropolitan area in the state. The city seldom experiences serious
crimes; but it has recently witnessed an increase of misdemeanor cases. Its
police department has twenty-three employees, including twenty sworn
officers. The police have four main functions—street patrol (including emer-
gency response), crime investigation, internal affairs, and a community-
oriented policing program (COP). The COP program was initiated two years
ago, with a two-year federal grant of $500,000 ($250,000 each year). The
grant expires this year and the city needs to make decision on the continua-
tion of the program. The results of a recent program evaluation indicated the
program had moderately improved citizen perception on safety; but it had no
impact on crime rate.
Chief James Smith is a strong advocate for the COP program. In a
recent budget preparation meeting, he argued that the program was very
popular among citizens. Its elimination or cutback in any form would
face citizen criticism. James suggested that the city make the effort to
COST ESTIMATION 49
renew the grant, or support it from its own financial resources. He also
stated that, since the program had already purchased its equipment in the
first year of its operation, it would cost much less than $250,000 to oper-
ate the program annually.
Edward Nortew, the finance director, disagreed. Edward pointed out that,
although the equipment purchases were made and there was no need to pur-
chase new equipment in the next year, the equipment would be replaced
eventually. He also indicated that some communication equipment in the
COP unit was old and needed replacement very soon. He said in conclusion,
“the true cost of the program is more than $250,000. The city is going to pay
for that sooner or later.”
To determine the true cost of the program and to make a budget decision
related to it, the city manager asked her management analyst, Al Stevens, to
calculate the cost of the COP. Al recently received his MPA degree and was
eager to apply his education. He first requested related information from
James and then used the following steps to develop a spreadsheet of costs.
Step 1: Determination of Personnel Costs
There are four employees currently working for the COP program—three
COP officers and a bookkeeper. An examination of COP financial records
shows that Officer A made an annual salary with benefits of $100,852 last
year. She worked 2,045 hours (including 210 overtime hours). Officer B made
$58,900 in salary and benefits last year. He worked 2,180 hours that included
100 overtime hours.
Officer C works for both the COP program and other programs in the
department. She made $68,450 in salary and benefits last year. Of a total of
2,080 hours, 832 were for COP. The bookkeeper also works for multiple
programs. Her annual salary and benefits were $40,000 for 2,080 hours last
year. It is estimated that she contributed 210 hours to COP last year. From
the information, Al calculated the personnel cost and found that COP cost
the city $191,171 in personnel last year, tallied in Table 3.1.
Step 2: Determination of Operating Costs
COP officers conduct vehicle and bike patrol in two residential communities
of the city. They also organize regular crime watch meetings with commu-
nity advocates. Recently, James assigned the COP unit the responsibility of
conducting an annual citizen satisfaction survey.
Last year, the program spent $12,523 on uniform allowance and bikes,
$5,342 to organize community meetings (renting places, sending flyers, and
paying one outside speaker). COP also spent $5,000 on a citizen survey
conducted by a consulting company. The items that should be allocated to
the program include utilities and office/other supplies. The utility bills (tele-
phone, water, and electricity) of the department were $5,370. The office sup-
plies cost the department a total of $22,597.
To determine the cost base to allocate the utility bills and office sup-
plies, Al conducted interviews with James and several other administrative
officers in the city. It became clear to Al that it was almost impossible to
reach a consensus on how much of the utility bills and office supplies should
be allocated to COP. Al finally decided to use the “number of employees”
as cost base to allocate these two items. His logic was that, since four of
twenty-three officers were working in COP (or 17.40 percent), it was rea-
sonable to assume that 17.40 percent of utility bills and office supplies
should go to COP. Since there is no clear evidence that COP officers spent
differently from non-COP officers, all parties finally agreed with Al on the
use of this cost base. The operating cost was estimated as $27,731, shown
in Table 3.1.
Step 3: Determination of Capital Costs
COP has two capital items—a police patrol vehicle and Electronic Communi-
cation Networking (ECN) equipment. The vehicle was purchased and equipped
two years ago for $55,000. The car has 26,730 miles on it; the annual average
is 13,365 for the first two years. After several calls and an Internet search, Al
found that the average lifetime of police vehicles in the city was five years, and
the residual market value for a five-year-old car of this type was $4,940. Using
the usage rate depreciation method, Al made the following estimation: Vehicle
cost of last year = ($55,000 – $4,940)/66,825 × 13,365 = $10,012. Notice that
Al assumes that annual mileage on the vehicle is the same for the remaining
three years, so total mileages are 66,825 (13,365 × 5). Also, the maintenance
for the vehicle is included in office/other supplies.
The ECN is a communication networking system that is shared by all
sworn officers in vehicle patrol and bike patrol. The system was purchased
five years ago for $1,750,000. The estimated life of the system is ten years,
with annual maintenance of $12,470 in the factory contract. The total cost in
the lifetime of the system is $1,874,700 ($1,750,000 + ($12,470 × 10)). The
system has no residual value.
Al used the “number of patrol hours” as the cost base in the cost alloca-
tion. After examining the department patrol records, he found that the annual
average of patrol hours was 21,900. So the estimated number of patrol hours
for a ten-year period is 219,000. He also knew that COP had 896 patrol hours
COST ESTIMATION 51
Table 3.1
Cost Estimation for the Northenville COP Program
Individual
Salary/ Total Hourly Hours for personnel
benefit ($) work hours rate ($) COP cost ($)
(1) (2) (3) = (1)/(2) (4) (3) × (4)
1. Personnel Cost
Employee
A 100,852 2,045 49.32 2,045 100,852
B 58,900 2,180 27.02 2,180 58,900
C 68,450 2,080 32.91 832 27,380
D 40,000 2,080 19.23 210 4,039
Total Personnel Cost 191,171
2. Operating Cost ($)
Uniform and bikes 12,523
Crime meetings 5,342
Survey 5,000
Utility 934
Office supplies 3,932
Total operating cost 27,731
3. Capital Cost ($)
Police vehicle 10,012
ENC 7,670
Total capital cost 17,682
last year. Using the usage rate depreciation method, he arrived at: ECN cost
shared by COP last year = ($1,874,700/219,000) × 896 = $7,670.
Step 4: Determination of Total Program Cost
Table 3.1 shows the result of cost estimation for different cost items. The
total program cost was $191,171 + $27,731 + $17,682 = $236,584. Al re-
ported this figure to the city manager. He told the city manager that, accord-
ing to his previous experiences, there was a +/– 5 percent error margin in this
type of estimation. So the true cost was between $224,754 and $248,412.
Neither James nor Edward was happy about this estimation. James argued
that Al overestimated some expense items. For example, James said the sur-
vey was used for the entire department, not just for the COP program. The
cost should not have been counted solely toward the COP program. Edward
argued to the contrary. He said Al underestimated the sharing of the ECN
cost for the COP. Edward challenged Al’s use of “patrol hours” as the cost
base. He said Al should have used “patrol miles.” He believed COP’s patrol
miles per officer was far more than that of a non-COP officer.
Step 5: Determination of Average Cost
Nevertheless, the city manager was satisfied with Al’s work. She thought
that the program was at least at breakeven last year. To strengthen her case to
support this program in the upcoming year, she now asked Al to compare the
cost of COP with similar programs in other cities.
Al knew that it did not make sense to compare total costs of COP pro-
grams as these programs vary greatly in size and activities. He needed to
compare the average cost. To calculate the average cost of the COP program,
Al needed to first determine the quantity of product for the program. What is
a product of the program? Patrols? But patrolling is not the only program
activity. The program also organizes crime watch meetings and conducts
citizen surveys. After several days of research, Al finally decided to use popu-
lation as cost base in computing total cost. On average, the COP program
spent $5.7 ($236,583/41,200) for each individual citizen.
Exercises
1. Review Key Terms
Public service agencies

Break-even production
Cost
Expenditure
Cost objective
Cost time frame
Cost items (or cost elements)
Total cost (or full cost) (TC)
Average cost (or unit cost) (AC)
Direct cost
Indirect cost
Cost allocation
Overhead rate
Cost base
Cost pool
Activity-based costing (ABC)
Personnel cost
Operating cost
Capital cost
Cost depreciation
Straight-line depreciation
COST ESTIMATION 53
Usage rate depreciation

Average cost as a measure of efficiency
2. Calculations
1. A public administration department at a state university has a mas-

ter of public administration (MPA) program and a bachelor of pub-
lic administration (BPA) program. The MPA program has 175
students and the BPA has 134 students. The department has a total
indirect cost of $53,340 this year that includes office expenses, util-
ity bills, travel expenses, and other expenses. What is the indirect
cost that should be allocated to the MPA program this year if the
number of students is the cost base?
2. A city manager of a major urban city makes $124,200 in salary and
benefits this year. This amount needs to be allocated to twenty-four
programs in the city’s program budget that includes an economic
development program that promotes employment opportunities and
economic growth of the city. It is estimated that the city manager
works a total of 1,920 hours a year and about 200 of them are asso-
ciated with the economic development department. How much of
the city manager’s salary and benefits should be allocated to the
economic development program this year if the number of work
hours is the cost base?
3. If the purchase price of a computer network is $12,000 and the com-
puter will be used for three years with a residual value of $2,000 at
the end of the three years, what is the annual cost of the network
during this period if a straight-line depreciation method is used?
4. In the above question, suppose that the use of the network follows a
pattern in which the number of hours in use is 2,920 for Year 1,
2,190 for Year 2, and 1,460 for Year 3. All other conditions are the
same. What is the first year’s cost of the network if a usage rate
deprecation method is used?
3. Determining Cost Base
Cost allocation is one of most difficult tasks in total cost estimation. The use
of cost base in cost allocation determines the accuracy of calculation. Two
types of measures are often used as cost base. Measures of resource con-
sumption include measures of time spent (e.g., “the number of hours”) or
manpower used (e.g., “FTE”). Such measures are readily available, so they
are inexpensive to use. However, it should be understood that the cost is
always associated with an activity of providing a product or service. Schol-

ars sometimes call an activity measure “output measure.” Following is a list
of “output” cost bases for distribution of administrative or office expenses.
Accounting cost—the number of invoices processed
Purchasing cost—the number of purchase orders processed
Printer cost—the number of reports produced
Utility—square feet of space assigned
Telephone—the number of calls made
Vehicle—the number of miles used
Identify three administrative or office cost items in a governmental agency.
Develop two possible cost bases for each cost item.
4. Cost of Operations
U.S. state and local governments are required to report expenses of service
functions in a Comprehensive Annual Financial Report (CAFR). Gain ac-
cess to a recent CAFR. Go to the “Financial Section” of the CAFR and look
for the section of “Basic Financial Statements.” Turn to “Statement of Ac-
tivities.” Look for the expenses of programs or functions (often listed as the
first column). As this statement is prepared on the accrual accounting basis,
these annualized expenses can be used to represent the annual cost of these
functions or programs. Work in an Excel file to
1. List the three most expensive functions/program activities of the
“primary government.”
2. Calculate the percentages of each of these function costs in “total
primary government.”
3. Compare the expenses of these functions over last year’s figures to
see the difference (last year’s figures should be available in last year’s
CAFR).
4. Write a statement to describe these expense differences.
5. Find the population statistics in the “Statistical Section” of the CAFR.
The CAFR should have the population of last ten years. If it doesn’t,
you need to call the agency to get the figure. Use it to compute “total
primary government expenses per capita.” Compare it with the num-
ber in the previous year to see the trend. Are the services becoming
more expensive in this government? Extend this analysis to include
the data of the previous three years. Do you observe any trend of
cost change in “total primary government expenses per capita” for
the past three years?
CHAPTER 4
Cost Comparison
Learning Objectives
• Understand the concepts of present value, future value, time value of

money, discount rate
• Apply present value of cost in cost comparison
• Apply annualized cost in cost comparison
Suppose you need a computer that costs $1,000. You can pay $1,000 cash
right now, or a $500 down payment and $600 next year. If you can afford
either option, which one do you take? In this chapter, we learn how to use
cost to compare efficiency of programs or decisions. We learn to use present
value of cost (PVC) and annualized cost in decision making.
In the above example, the total payment of the cash option is $1,000, and
total payment of the down payment option is $500 + $600 = $1,100. It looks
like that the cash option is cheaper. However, it does not make sense to com-
pare these two figures, as the $600 in the down payment option is the pay-
ment next year. In finance, this $600 is called the future value (FV). The
future value is the amount of value realized sometime in the future. To com-
pare these two options, we must place the values of their payments on an
equal footing, which requires us to convert the future value into the value of
the present day—the present value (PV). So the cost comparison question
becomes: how to convert the future value to the present value.
How much is this $600 of the next year worth now? We know it is worth
less than $600. If we were offered $600 now or in the next year, everyone
would take the money now. Economists rationalize this idea that time plays a
role in valuation as the time value of money (TVM). More specifically, TVM
55
tells us that a given amount of payment (or value) becomes less in the future.
Exactly how much less? To convert a future value to a present value, the
following equation can be used.
FV
PV =
(1 + i ) N
In the equation, i is called the discount rate. It is used to discount the
future value. Many people would like to think of it as the interest rate for an
investment. The idea is that, if the money isn’t spent on the computer, it can
be invested and earn interest. So the interest rate determines the discount
rate. We can use the interest rate of short-term federal debts (e.g., treasury
bills) as a benchmark to determine the discount rate. N in the equation repre-
sents the Nth project term in the future (a project term is designated as a year
in this book).
In the above example, suppose that the discount rate is 5 percent, and N is
1 (one year from now), the PV of $600 in the next year with a 5 percent
discount rate is now worth $600/(1 + 0.05)1 = $571.43. So the PV of the
down payment option is $500 + $571.43 = $1,071.43, which is $71.43 more
than the PV of the cash option. This example illustrates the use of the present
value of cost (PVC) to make decisions. The PVC can also be calculated from
the following equation.
C1 C2 C3 Cn
PVC = C 0 + 1
+ 2
+ 3
+…
(1 + i ) (1 + i) (1 + i ) (1 + i) n
In the equation, C0 is cost in this current term, C1,C2,C3 . . . Cn are costs in

project terms 1, 2, 3 . . . n, and i is the discount rate of the term. In our
computer purchase example, the PVC of the down payment option is C0 +
(C1)/(1 + i)1 = $500 + $600/(1 + 0.05) = $500 + $571.43 = $1,071.43.
What is the PVC for a project that costs $500 this year and $600 each year
for the next two years? It is C0 + (C1)/(1 + i)1 + (C2)/(1 + i)2 = $500 + $600/
(1 + 0.05) + $600/(1 + 0.05)2 = $500 + $571.43 + $544.22 = $1,615.65. We
can also use Excel to compute the PV using the following steps.
Step 1: Click “fx” (Paste Function) in the toolbar.
Step 2: Select “Financial” in the Function Category window.
Step 3: Select “NPV” (net present value) in Function Name window.
Step 4: In the NPV window, type interest (or discount) rate, and values.
In our example, we enter 0.05 for “Rate,” and $600 each for the “Value 1”
and “Value 2” boxes. The present value of $1,115.65 is in the “Formula Re-
sult,” shown in Excel Screen 4.1. We then need to add $500, the PV of the
current term, to arrive at $1,615.65.
COST COMPARISON 57
Excel Screen 4.1 Calculating Present Value
Now, let us change our example a little. Let us say that we have the choice
of purchasing Computer A or Computer B. Computer A costs $1,000 cash
now and it can be used for three years. Computer B requires a down payment
of $500 and a future payment of $600 next year. It can be used for four years.
Assume that both computers meet our needs. Which one do we buy?
We know the PVC for Computer A is $1,000 and for Computer B is
$1,071.43. Computer A costs less, but lasts one year less. To compare these
two options, we need to know the annualized cost of each option. The annu-
alized cost of Computer A can be computed from the following equation.
C C C
$1,000 = 1
+ 2
+
(1 + i) (1 + i ) (1 + i ) 3
C represents annualized cost. Assuming a 5 percent discount rate, the
annualized cost is $367.21. This is to say that paying $1,000 now is equiva-
lent to paying $367.21 annually over the next three years. The annualized
cost for Computer B is $302.16, a result of solving for C using the equation
with a 5 percent discount rate: $1,071.43 = C/(1 + i)1 + C/(1 + i)2 + C/(1 +
i)3 + C/(1 + i)4.
Excel Screen 4.2 Calculating Annualized Cost
So, for Computer B, paying $1,071.43 now is equal to paying $302.16

every year over the next four years. The result of the annualized cost com-
parison shows that Computer B costs less than Computer A. The following
steps show how to use Excel to calculate annualized cost.
Step 1: Click “fx” (Paste Function) in the toolbar.

Step 2: Select “Financial” in the Function Category window.
Step 3: Select “PMT” (Payment) in the Function Name window.
Step 4: Choose Rate (5 percent in this case), and Nper (the number of
payments: three for the Computer A option and four for the Com-
puter B option).
Step 5. Type the present value in the PV box. A negative value should
be used for PV, as it is treated as a cost that is being offset. The
example of Computer A is shown in Excel Screen 4.2.
So far our calculations have been conducted using an annual basis. The
previous examples have used annual future value, annual present value, an-
nual discount rate, and annualized cost. In reality, the term of calculation can
COST COMPARISON 59
be biannual, quarterly, monthly, or daily. The discount rate can be annual,

biannual, quarterly, monthly, or daily, depending on the number of time peri-
ods used in calculation. For example, if we know monthly future values, and
want to convert them into present values, we should use a monthly discount
rate, which can be calculated from dividing the annual rate by twelve.
A Case Study
The State University of Greenville, California, has a swimming program for all
eligible students. It is an educational program that teaches students how to
swim safely. The program coincides with school semesters. Every semester,
about thirty spots are open for all registered students. The program is managed
by the school’s athletic department, which is headed by Joan Nelson. The pro-
gram hires one full-time and two part-time instructors. It uses a swimming
pool facility owned by the school. Students in the program meet every Friday.
The swimming pool facility, named Phrog Pool, in memory of John Phrog
who made this facility financially possible, is a forty-year-old facility. Because
of its age, maintenance costs have been quite high. For the past several years
Joan has been trying to keep the budget of Phrog Pool under control. Two days
ago she got a call from the company contracted for the maintenance service of
the building. She was told that the heating system broke and the estimate for
replacement of the system was more than her total supplementary budget. Joan
knew immediately it was the moment to make some decisions.
She had long thought about building a new swimming pool in the same
location. However, the university was facing budget cuts. She knew she would
have to fight an uphill battle for any new building in her department. To get
ready for the upcoming budget season, she wanted a cost comparison of the
current maintenance option and a new swimming pool option.
Step 1: Estimation of Project Costs
She asked the contract company to provide an estimate of the annual mainte-
nance cost for the next ten years, including the current year. The estimate is
shown in Table 4.1.
She also consulted several swimming pool contractors. The cost of con-
structing a new swimming pool and the maintenance cost thereafter is shown
in Table 4.2.
Step 2: Determination of Present Value of Cost (PVC)
Joan understood that, to compare the costs of the two options, she needed to
convert them to PV. To determine the discount rate, she assumed that the
Table 4.1
Estimated Cost of the Maintenance Option
Annual
maintenance cost
Year ($)
0 (the current year) 48,000
1 48,000
2 48,000
3 48,000
4 48,000
5 55,000
6 55,000
7 55,000
8 55,000
9 55,000
Table 4.2
Estimated Cost of a New Swimming Pool
Cost of
construction and
Year maintenance ($)
0 (the current year) 300,000
1 15,000
2 15,000
3 15,000
4 15,000
5 15,000
6 15,000
7 15,000
8 15,000
9 15,000
university could issue bonds for an annual interest rate of 5 percent. Using
Excel, she found that the PVC of the maintenance option with a 5 percent
discount rate is $414,109. The PVC for a new swimming pool with a 5 per-
cent discount rate is $406,617.
In other words, although the initial cost seemed to be high for a new swim-
ming pool ($300,000), the option was in fact less costly over the next ten
years. The university would be better off by $7,491 over this ten-year period.
Although the figure is minor for a ten-year period, Joan argued that, with the
second option, the school would have a relatively new swimming facility
after ten years. With the first option, the school would be left with a very old
swimming pool that desperately needed to be replaced at the end.
COST COMPARISON 61
Most members in the school’s budgetary committee were impressed by Joan’s

finding and showed an intention to approve a budget request for a new swim-
ming pool. However, a member from the university’s School of Business
challenged Joan’s assumption about the interest rate. He said that a 5 percent
interest rate is perhaps too low, as the school does not have a strong credit
history and the revenue that would be used to repay the bond was coming
from very limited resources, such as student activity fees. He argued that a
10 percent interest rate would be a more proper assumption.
With a 10 percent discount rate, the PVC for the maintenance option is
$342,557, compared with the PVC of $386,385 for a new facility. All of
sudden, the maintenance option seemed more attractive. In her budget re-
quest, Joan decided to present PVC results with both 5 percent and 10 per-
cent discount rates to the budgetary committee to make the decision.
Exercises
1. Review Key Terms
Present value
Future value
Time value of money
Discount rate
Present value of cost
Annualized cost
2. Calculations
1. What is the present value of $1,000 one year from now, with an
annual discount rate of 5 percent?
2. What is the present value of $1,000 two years from now, with an
annual discount rate of 5 percent?
3. What is the present value of a stream of future values that include
$200 now, $500 one year from now, $500 two years from now, and
$500 three years from now?
4. What is the annualized cost of $12,000 of computer equipment that
lasts five years with an annual discount rate of 5 percent?
5. Suppose that you borrow a ten-year $100,000 loan to purchase a house
and the annual interest rate is 7 percent, what should be your monthly
payment of principal and interest for the next ten years? (Hint: Use
annualized costing and treat annual payments as monthly payments.)
Table 4.3
Cost Estimates for EOP and PMS
Year EOP ($) PMS ($)
0 (the current year) 1,500,000 750,000
1 100,000 300,000
2 100,000 300,000
3 100,000 300,000
4 100,000 300,000
6. Suppose the length of the loan is twenty years in Question 5 above,

what should be your monthly payment of principal and interest for
the next twenty years?
3. Present Value Analysis
The Education Association of Metro Orlando (EAMO) is a public service
organization that provides after-school services for children. EAMO recently
received a federal grant to improve after-school security for children. The
grant amounts to $2 million and will be received over five years. It is desig-
nated to improve the communication networking system that monitors the
traffic in three school districts. After a comprehensive review of all similar
systems available on the market, EAMO identifies two systems that meet its
specific need. One is EOP (Electronic Operating Patrol) and another is PMS
(Pedestrian Monitoring System). The cost of both systems in the next five
years, including the current year, is listed in Table 4.3.
1. Assuming a 5 percent annual discount rate, what are the PVCs for
EOP and PMS? Which system should EAMO purchase based on
your PVC analysis?
2. Assuming a 10 percent annual discount rate, which system should
EAMO purchase?
3. Assume that the life of EOP is six years and that of PMS is five
years. Which system should EAMO purchase? Why? (Make assump-
tions if necessary and explain them.)
4. Present Value Analysis: Lease or Buy Decisions
One of the many uses of PVC and annualized cost is for making a so-called
“lease or buy” decision. Suppose that the purchase price of a heavy-duty
printer is $19,000, with an annual maintenance cost of $200. And suppose
the same printer can be leased for an annual cost of $2,000, with an annual
maintenance cost of $300. Consider a fifteen–year term for estimation and a
10 percent annual discount rate. Would it be more cost-efficient to lease or
buy? (Explain explicitly any assumption you make.)
CHAPTER 5
Incremental Cost Analysis
Learning Objectives
• Understand fixed cost, variable cost, marginal cost, and incremental

cost
• Apply marginal cost in decision making
• Apply incremental cost in decision making
Let us say that a city of 20,000 residents would like to provide water and
sewer service to an adjacent neighborhood of 1,000 residents. The city’s
water and sewer treatment program has an annual cost of $2.4 million that
includes $500,000 in personnel cost, $1.5 million in operating cost, and
$400,000 in annual capital depreciation of a water treatment facility. The
average annual cost of the service is $2.4 million/20,000 = $120 per cus-
tomer. How much does the addition of 1,000 customers cost the city? Some
may say $120 × 1,000 = $120,000. However, that may be incorrect. By add-
ing 1,000 new customers, do we really expect a proportional increase in
personnel cost, operating cost, and capital cost? Do we plan to hire more
employees as the result of additional customers? Do we need an additional
investment in the treatment facility? Can the current facility accommodate
the additional load?
Suppose that no new investment in the treatment facility is needed, and
the personnel cost also remains the same. Operating cost will increase pro-
portionally with the number of customers. As operating cost per customer is
$1.5 million/20,000 = $75, the annual cost for the additional 1,000 custom-
ers is $75 × 1,000 = $75,000, not $120,000.
In this example, the $75,000 is incremental cost. Incremental cost analy-
sis examines cost changes of alternative decisions. It tells how much cost we
should expect for a specified decision-making option. Incremental cost is
different from total cost and average cost in that it does not consider the cost
63
items that have been incurred in the past. These items, such as personnel and
capital costs in the example, are not affected by any new decisions. They
have occurred, and will not change for any decision. These costs are called
sunk costs. Managers can also use incremental cost to weigh up the cost
associated with a decision against the incremental revenue. In the above ex-
ample, the city profits if the estimated annual revenue from the additional
1,000 customers is more than $75,000.
In previous chapters, we introduced total cost and average cost. These cost con-
cepts are calculated for a given level of product or service quantity. They de-
scribe resource consumption in a static state. They do not reflect any change of
resource consumption in response to the change of production or service level.
Economists use a different set of concepts to assess the cost associated
with the change in product or service quantity. Let us again use the above
example. Personnel cost and capital cost do not increase when the number of
customers increases. They are fixed cost items in this production. Fixed cost
(FC) remains constant regardless of the variation in production quantity.
Operating cost is a variable cost (VC) item, which fluctuates with the varia-
tion in production quantity. Realize that the total cost (TC) is the sum of
fixed costs and variable costs (TC = FC + VC).
It is possible that a fixed cost item changes for a larger variation of quan-
tity. For example, when the number of additional water/sewer customers in-
creases by 2,000, the city needs to hire new staff to handle billing. Personnel
cost becomes a variable cost at this point. So fixed cost is “fixed” only for a
particular quantity range. Sometimes it is difficult to classify a cost item as
fixed or variable. For example, electricity cost is a fixed cost when the use is
for lighting and a variable cost when used for the oven (more cooking, more
consumption). These cost items are called mixed costs.
Incremental cost (IC) is the change in cost due to a production quantity
change or change of decision options. If we use ∆ to represent incremental
change, then IC can be defined as
IC = ∆TC = ∆FC + ∆VC
∆TC is change in total cost. ∆FC is change in fixed cost. ∆VC is change in
variable cost. Sometimes it is useful to calculate incremental cost for unit
change in quantity. This is the concept of marginal cost (MC).
MC = ∆TC/∆Q
INCREMENTAL COST ANALYSIS 65
Table 5.1
Incremental Cost Analysis
Quantity
(number of FC VC TC AC IC MC
students) ($) ($) ($) ($) ($) ($)
1,000 5,000,000 4,000,000 9,000,000 ... ... ...
1,200 5,000,000 4,800,000 9,800,000 8,167 800,000 4,000
∆TC is change in total cost. ∆Q is change in production quantity. In the

above water/sewer example, ∆TC is $75,000 and ∆Q is 1,000. So MC =
$75,000/1,000 = $75. The interpretation is that the cost for serving each
additional water/sewer customer is $75.
Let us look at another example. Suppose that an elementary school has
1,000 students. The fixed cost for running the school includes full-time fac-
ulty and staff salaries and benefits, land, and school building and classrooms,
which total $5 million a year. The variable cost includes utilities, office ex-
penses, and part-time staff salaries and benefits. The variable cost increases
with an increase in the number of students, and each enrolled student incurs
$4,000. The total variable cost for the 1,000 students is 1,000 × $4,000 = $4
million. The total cost, including the $5 million in fixed costs and the $4
million in variable costs, is $9 million.
Let us say the school authority would like to increase student enrollment
to 1,200. What is the cost of adding 200 students? How much more should
the school propose in the budget to cover the cost of the additional 200 stu-
dents? The fixed cost does not change—no new buildings and no new hiring
of full-time faculty and staff are required. The variable cost increases pro-
portionally with new students. So the addition of 200 students will increase
the variable cost to 1,200 × $4,000 = $4.8 million. The total cost for the
1,200-student enrollment is $9.8 million. The incremental cost is $9.8 mil-
lion – $9.0 million = $800,000. The marginal cost is $4,000 (($9.8 million –
$9.0 million)/(1,200 – 1,000)). Therefore, the school should propose an in-
crease of $800,000 in total budget, equal to an average of $4,000 for each
new student. Table 5.1 shows the process of calculation.
Notice that the school should not use the average cost to determine the
budget for the new students. Why? The average cost at the 1,200-student
level is $8,167. It includes fixed costs that do not increase for adding new
students. If the school authority uses the average cost, it will wrongly inflate
the cost for adding new students.
Now, suppose the number of new students increases to 1,500 from the 1,200
level two years from now. To accommodate this increase, some fixed cost items
Table 5.2
Incremental Cost Analysis (Continued)
Quantity
(number of FC VC TC AC IC MC
students) ($) ($) ($) ($) ($) ($)
1,000 5,000,000 4,000,000 9,000,000 9,000 ... ...
1,200 5,000,000 4,800,000 9,800,000 8,167 800,000 4,000
1,500 7,000,000 6,000,000 13,000,000 8,667 3,200,000 10,667
will increase. Suppose that fixed cost increases to $7.0 million. What are the
incremental and marginal costs? Since the variable cost increases to $4,000 ×
1,500 = $6.0 million, the total cost is $13.0 million. The incremental cost for
the additional 300 students is $13.0 million – $9.8 million = $3.2 million. The
marginal cost is $3.2 million/300 = $10,667. Table 5.2 shows the calculations.
A Case Study
One application of incremental cost analysis is in outsourcing or contracting-

out decisions. Spring Park Health Foundation (SPHF) of North Carolina is a
public service organization that provides child health care and family ser-
vices in the metropolitan area of Spring Park, an area of 650,000 residents.
SPHF has undertaken three major projects. A school nurse program provides
school-age children with immediate access to nurses and medication. A com-
prehensive health care program offers a wide range of counseling services to
school children and their families. SPHF also operates an education program
that trains school teachers about health care issues. For example, one recent
training workshop disseminated the latest research results on nutrition.
The foundation had a budget of $7.5 million last year. Eighty percent of
the budget, about $6.0 million, came from the investment income of a trust
fund. A state grant provided $1.3 million (17.3 percent of the total budget).
The remaining 2.7 percent, about $200,000, came from miscellaneous sources,
such as office rental, sale of publications, and a very insignificant charge on
heavy users of school nurses. The state grant is audited and approved on an
annual basis, subject to the results of an annual performance audit on the
foundation’s programs. To satisfy the need for the audit, the foundation has
an evaluation team that consists of three full-time evaluators. Every year, the
team produces a performance audit of the whole foundation and a program
evaluation for each of the three programs. The annual budget of the evalua-
tion is $345,000, which includes $220,000 in personnel services, $50,000 in
office rental, $12,000 in office equipment, $10,000 in transportation, $13,000
in office supplies, and $40,000 in printing and binding.
As a result of declining investment returns in a downward stock market,
the foundation faced a tougher budget this year. One proposal to deal with
the budget decline was to cut back the evaluation team and contract out the
evaluation to a private firm. Nancy Winston, the foundation program coordi-
nator, was responsible for soliciting bids. Of the three firms that participated
in the bidding, one asked for a fee of $450,000 and was immediately re-
jected. The second firm asked a fee of $330,000. The third bidder, a state
university, asked $310,000. Both bidders guaranteed the quality of the re-
ports. Should Nancy accept the lower bid?
Step 1: Examining Each Cost Item
The purpose of this step is to determine the cost change as the result of con-
tracting out. During this step, Nancy found that the following costs would be
eliminated if the evaluation team were contracted out: personnel services, trans-
portation, office supplies, and printing and binding. Since the evaluation team
rents office space from the foundation, the cost reduction would be offset by
the revenue loss of the same amount to the foundation. So this cost would not
be eliminated if the evaluation was contracted out. Also, the evaluation team
owns two computers and uses a network printer. The cost associated with this
equipment would not be immediately saved through contracting out.
Step 2: Determining Incremental Cost (or Marginal Cost,

If Necessary)
Table 5.3 shows the cost comparison of the current in-house operation and
the lower bid contracting-out option. The incremental cost of the contract-
ing-out option is the change in total cost due to the contracting out. The
result in the table shows a $27,000 increase if the foundation contracts out.
Based on the analysis, Nancy decided to reject the proposal of contracting

out. She, however, showed a willingness to reconsider if the university re-
duced its consulting fee to a figure that was significantly less than $283,000.
Exercises
1. Key Terms
Sunk cost
Fixed cost (FC)
Variable cost (VC)
Quantity range
Table 5.3
Cost Comparison in Incremental Cost Analysis
TC for
in-house TC of Incremental
evaluation contracting out cost
team ($) ($) ($)
(1) (2) (2) – (1)
Personnel services 220,000 0 –220,000
Office rental 50,000 50,000 0
Office equipment 12,000 12,000 0
Transportation 10,000 0 –10,000
Office supplies 13,000 0 –13,000
Printing and binding 40,000 0 –40,000
Consulting fee 0 310,000 310,000
Total 345,000 372,000 27,000
Mixed cost
Incremental cost (IC)
Marginal cost (MC)
2. Calculations
Table 5.4 shows the cost information for a product at the 15,000-units level.
1. What are the incremental and marginal costs for producing 5,000
additional units?
2. Suppose that, at a new production level of 30,000, the fixed cost
increases to $4.5 million, what are the incremental and marginal
costs for the additional 10,000 units?
3. Incremental Cost Analysis
A county’s recycling program collected 46,280 tons of recyclable refuse this

year. The cost of the program includes five vehicles that can partly process
the recycles. The county does not have depreciation information for these
trucks. But they estimate annual maintenance costs of up to $10,000 for each
truck. The fuel expense totaled $69,000 this year. The county also hires fifty
workers in the program. The annual personnel expense this year was $1.5
million. Other expenses this year included office expenses of $15,000, over-
head of $189,000, and miscellaneous expenses of $150,000.
Recently, a small nearby city asked the county to provide recycling ser-
vices. The city offered a fixed fee of $6.00 for every ton of recyclable
material pickup. It is estimated that there will be 3,500 tons of pickup during
Table 5.4
Incremental Costing Exercise
Quantity FC ($) VC ($) TC ($) IC ($) MC ($)
15,000 3,000,000 1,500,000 ? ... ...
20,000 ? ? ? ? ?
30,000 ? ? ? ? ?
the next year from the city.

County analysts studied the proposal. They reckoned that, to add 3,500
tons of pickup, the county did not need new vehicles or new hiring. Office
and miscellaneous expenses would also remain the same. But, the fuel con-
sumption and the overhead would increase.
Treating fuel and overhead as variable costs and others as fixed costs,
calculate the incremental cost and marginal cost for the county. Should the
county accept the city’s offer? Discuss in detail the logic of your decision.
Explain explicitly any assumption you make.
Referring to the above problem, suppose that the city wants a two-year deal.
In the second year of the deal, the recycling materials from the city will be
5,000 tons. The county analysis shows that a new vehicle is needed for the
increase. The estimated purchasing price of the vehicle is $30,000, and the
annual maintenance cost is the same, $10,000.
Considering this change, and also treating the fuel and the overhead as
variable costs and others as fixed costs, calculate the incremental cost and
marginal cost for the county. If the city still wants to pay the same rate for the
service, $6.00 a ton, should the county accept the offer? (Note: Use annual
maintenance cost for the vehicle in the calculation.)
5. Incremental Cost Analysis and Zero-Based Budgeting
Incremental cost analysis is a potentially useful tool for zero-based budget-

ing (ZBB). ZBB requires the development of program costs in an agency’s
budget request. The programs need to be evaluated and ranked according to
their relative importance to the agency’s mission. Decision makers then make
funding decisions based on the relative importance of a program and its cost.
Conduct an Internet search on the topic of ZBB to identify an agency, if any,
that claims to use ZBB. Study its ZBB budget to find out whether IC is used,
and if not, discuss how to use it to enhance the budget.
CHAPTER 6
Cost-Benefit Analysis
Learning Objectives
• Calculate the net present value and the benefit/cost ratio

• Understand conditions to which a cost-benefit analysis applies
• Apply the cost-benefit analysis in decision making
If you buy a house that costs $10,000 a year, and you earn revenue of
$15,000 by renting it out, your annual profit is $5,000. You have made a
good financial decision. In economics, a decision that can bring profit is
described as “economically feasible.”
Introduction to Cost-Benefit Analysis
Cost-benefit analysis (CBA) assesses the economic feasibility of a program,

policy, or activity. It rationalizes decision making through careful examina-
tion of a program’s objectives and the costs and benefits associated with the
program. It is useful when decision makers are required to judge the eco-
nomic value of a program or choose one program among several options. For
this reason, CBA can be used to evaluate capital projects in budgeting. This
chapter focuses on the use of CBA in capital budgeting.
The first step in CBA is to predict costs and benefits of a project. As capi-
tal projects often take multiple years, the forecast involves the estimation of
multiple-year costs and benefits in the future. For the purpose of compari-
son, the future value of costs and benefits must be converted to the present
value (review Chapter 4, “Cost Comparison,” for the discussion of present
value and future value). The result of the comparison is net present value
(NPV).
70
COST-BENEFIT ANALYSIS 71
NPV = Present Value of Benefits (or PVB) –

Present Value of Costs (or PVC)
Let us look at a five-year project that costs $1,000 in the first year (the
current year) and $200 every year from the second to the fifth year. Let us
assume a 5 percent discount rate. The PVC for the project is $1,000 + ($200)/
(1.05)1 + ($200)/(1.05)2 + ($200)/(1.05)3 + ($200)/(1.05)4 = $1,709 (review
Chapter 4 for the PVC calculation). Suppose that the project has an annual
revenue of $500 beginning with the first year (the current year), for five
years. Its PVB is $500 + ($500)/(1.05)1 + ($500)/(1.05)2 + ($500)/(1.05)3 +
($500)/(1.05)4 = $2,273. Therefore, the NPV = $564 ($2,273 – $1,709). Simi-
lar to the way PVC is defined in Chapter 4, PVB is defined here as
B1 B2 B3 Bn
PVB = B0 + + + +…
(1 + i ) 1
(1 + i ) 2
(1 + i ) 3
(1 + i ) n
<B0 , B1, B2, B3 . . . Bn are benefits generated by the project in project terms 0,
1, 2, 3 . . . n (B0 is the current term’s benefit), and i is the discount rate of the
project term (the project term is designated in years in this book).
In CBA, a project is economically feasible when its NPV is positive (NPV
> 0), which means that project benefits exceed project costs. If there are two
projects and only one can be funded, and both projects will produce a posi-
tive NPV, then the one that has a larger positive NPV should be chosen.
In addition to NPV, the benefit/cost ratio, defined as PVB/PVC, can also be
used to make the decision. Since NPV = PVB − PVC, when NPV > 0, (PVB −
PVC) > 0, or PVB > PVC, or PVB/PVC > 1. This means that, when the NPV is
larger than zero, the benefit/cost ratio is larger than 1. The benefit/cost ratio
represents the benefit received for every dollar of cost. For example, a ratio of
0.5 means a half dollar benefit is earned for every dollar of cost. Of course,
both benefits and costs are in the form of the present value.
Even if a project is economically feasible, that doesn’t necessarily mean
that it will be funded. Students of American public administration should
know that funding decisions are the result of a political process in which
economic value is only part of the consideration.
Let us look at a simplified CBA example. A city faces an increasing de-
mand for its garbage collection service. Two options have been considered
to improve the city’s garbage collection capacity. Option A requires the pur-
chase of a garbage collection vehicle that needs a three-person crew. The
vehicle will cost $50,000 and each worker will be paid $20,000 a year. The
city would pick up 400 tons of garbage annually, and for each ton of garbage
collected, it would charge a $400 fee. The city would have annual revenue of
$160,000 (400 × $400) from this operation.
Table 6.1
CBA for Garbage Pickup Options ($)
Year Present value of cost Present value of benefit

Option A
0 (the current year) 50,000 + 60,000 = 110,000 400 × $400 = 160,000
1 60,000/(1 + 5%) = 57,143 160,000/(1 + 5%) = 152,381
2 60,000/(1 + 5%)2 = 54,422 160,000/(1 + 5%)2 = 145,125
3 60,000/(1 + 5%)3 = 51,830 160,000/(1 + 5%)3 = 138,214
4 60,000/(1 + 5%)4 = 49,362 160,000/(1 + 5%)4 = 131,632
Total 322,757 727,352
NPV for Option A is 727,352 – 322,757 = 404,595
Option B
0 (the current year) 90,000 + 40,000 = 130,000 300 × $400 = 120,000
1 40,000/(1 + 5%) = 38,095 120,000/(1 + 5%) = 114,286
2 40,000/(1 + 5%)2 = 36,281 120,000/(1 + 5%)2 = 108,843
3 40,000/(1 + 5%)3 = 34,554 120,000/(1 + 5%)3 = 103,661
4 40,000/(1 + 5%)4 = 32,908 120,000/(1 + 5%)4 = 98,724
Total 271,838 545,514
NPV for Option B is 545,514 – 271,838 = 273,676
Option B requires a vehicle for a two-person crew. The vehicle will cost
$90,000 and each worker will be paid $20,000 annually. With this option,
the city’s garbage collection capacity would be 300 tons annually, so the
annual revenue would be $120,000 (300 × $400). Using a five-year period
and a discount rate of 5 percent, which option should be recommended in the
budget request? Table 6.1 shows the CBA analysis for these two options.
Since the NPV of Option A is larger than that of Option B, Option A
should be recommended in the capital budget request.
Issues in Cost-Benefit Analysis
Although CBA is a useful tool, it is not applicable for every project. When it
is applied, it is important to ensure it is done right. In this section, we discuss
some critical issues concerning how to do CBA.
Measuring Benefits
First, a clearly defined and achievable project objective is needed. For example,
a highway project that connects two busy districts in a metropolitan area can
be designed to reduce traffic accidents and save travelers’ time. Time saving is
a clearly defined and achievable objective of the project. The “achievable”

means that designated project results can be empirically observed.
Many projects have multiple project objectives. For example, in addi-
tion to time saving, a goal of the highway project is also reducing traffic
accidents. Both time saving and accident reduction are project objectives.
For multiple objectives, we need to determine whether they are mutually
inclusive—the fulfillment of one affects another. For example, if we de-
termine that a highway with reduced accidents also saves travelers’ time,
then time saving and accident reduction are two mutually inclusive ob-
jectives. Mutual inclusion of objectives indicates that benefits of two
objectives are also mutually inclusive, and that caution should be exer-
cised to avoid double-counting of benefits. On the other hand, if a project
has two mutually exclusive benefits, both should be included in the analy-
sis. For example, an educational program benefits both employees and
business owners. The benefit to employees is mutually exclusive from
that to owners.
Second, an objective should be measurable and quantifiable. Time saving
can be measured by “the amount of time saved for an average traveler daily.”
Accident reduction can be measured by “the number of accidents daily.”
There are different types of measures, such as outputs and outcomes, that
can be used to measure project benefits. Outputs are a project’s direct prod-
ucts or immediate results. An example of an output for a job-training pro-
gram is “the number of people trained” or “the number of training hours
produced.” Outcomes refer to a project’s intermediate or long-term impact
and achievement. An outcome of the job-training program is an increase in
the employment rate or, more specifically, “the percentage of trainees who
are employed again” after a period of time. In general, the relationship be-
tween a project and its outcomes is difficult to observe empirically; therefore
outcomes may be less useful than outputs in determining project benefits.
For instance, can we really credit the training program for the improvement
of the employment rate? Or could the economy and characteristics of the job
market also play a role? Oftentimes, it is difficult to distinguish project im-
pact from other nonproject factors on an outcome.
Third, project benefits must be converted to monetary gain. The benefit of a
garbage collection project can be converted to gains in revenue. A traveler’s
time saving can be transformed into his or her financial gain. This monetary
conversion is critical to CBA. When it is impossible or very costly to measure
benefits in monetary terms, we may apply cost-effectiveness analysis (CEA).
Suppose that we compare two possible highway projects designed to re-
duce the number of traffic accidents. Project A costs $10 million in present
value during a ten-year period, and Project B costs $14 million. The benefit
of the projects is “the number of traffic accidents reduced.” Suppose that

Project A can reduce the accidents by 1,000 counts and Project B by 1,500
counts, then the present value of cost for each accident reduced is $10,000,000/
1,000 = $10,000 for Project A and $14,000,000/1,500 = $9,333 for Project
B. We will choose Project B because it is more cost-effective. In CEA, we
compute a project’s present value of cost for its designated effectiveness.
There is another example of CEA in the exercises below, but a full discus-
sion of this technique is beyond the scope of this book.
Finally, measuring benefits becomes controversial when social values are
considered or human lives are involved. Which project do you prefer—one
that saves one life a year and costs $1 million, or the second one that saves
two lives but costs $10 million? What is the value of human lives? What is
the value of your own life? Another difficult issue in CBA is to determine
benefits and costs to “whom.” A project laying off workers to reduce costs
may be beneficial to an organization, but costly to society.
Estimating Costs
There is a difference between the project cost (accounting cost) and the
opportunity cost. The former is the summation of all the resources con-
sumed by the project during its lifetime. It includes all cost items associ-
ated with producing a product or a service. The estimation of these cost
items is discussed in Chapter 3. What is opportunity cost? Think about the
cost of getting a graduate degree. Is it tuition? Many would perhaps dis-
agree. Many value family time greatly, and if it is lost because of time
spent on an education, then the opportunity cost of the education can be
the value of family time lost. In general, the opportunity cost of a project
is the value of the best alternative forgone because of the project. If the
project cost is the resource consumed for Project A, the opportunity cost
of Project A is the value of the best alternative project forgone because of
Project A.
Choosing the Discount Rate
Discounting is necessary when benefits or costs stretch over several years

in the future. Both benefits and costs must be converted to present value
for comparison. The discount rate, or the opportunity rate of return, ad-
justs costs and benefits to their present values. In theory, the discount rate
of a project is determined by the answer to the question: What is the return
of the best alternative to the current project? If, instead of investing in the
current project, the best investment option of the money will bring a 5
percent increase in value in a short-term government bond fund, then the

discount rate is 5 percent. If the best alternative investment option is a
high-yield cooperate bond that would bring 10 percent interest, the dis-
count rate is 10 percent.
A Case Study
The Public Works Department in Sunny Village, California, has a mechani-

cal shop responsible for maintaining the city’s vehicles. The shop director,
Steven Douglas, has five employees and a budget of $845,000 this year. In
addition to regular check-up and maintenance services, the shop also pro-
vides short classes to city employees on how to efficiently operate cars and
trucks. The goal of the shop is to let no vehicles break down in service. But
breakdowns do happen. When they happen, a diagnostic check-up is per-
formed to find out the possible cause.
The current diagnostic system was purchased five years ago. It is a manual
tester, called Vehicle Testing Monitor 2000 (or VTM 2000). It includes a
communicator that connects a vehicle with a computer screen. A vehicle
consists of several major systems (engine, electric circuit system, fuel sys-
tem, and steering system, etc.). Each system also has accessory parts. If one
part breaks, the whole system fails to work. To find out the problem part, a
mechanic needs to connect the VTM with the vehicle system. If a system
consists of several parts, VTM has to check these parts one by one until the
problem part is identified. Figure 6.1 shows a diagnostic process for a sys-
tem that has three accessory parts.
Steven believes the VTM is slow in diagnosis, and yields a high possi-
bility of replacing good parts. In this year’s budget request, Steven re-
quested a new diagnostic system, Quality Test System (or QTS). QTS
includes an information database, test instrument module, and expert di-
agnostic software system. During a diagnosis, a mechanic first enters a
vehicle’s identification code. After analyzing the meter readouts and prob-
lem symptoms, the expert system identifies the problem part and then gives
repair instructions, shown on a computer monitor. So, instead of a step-by-
step diagnosis for each part at a time by VTM, QTS checks all parts of a
system simultaneously. Figure 6.2 shows how it works for a system that
has three parts.
In a recent budget preparation meeting, Steven presented his case to his
supervisor, Public Works Director Lisa Jones. He estimated that the price
of QTS was $21,400. The estimated operating cost was $280 each year.
The estimated life of the system was six years (including the current year).
He estimated that the benefits of QTS would come from two sources.
Figure 6.1 VTM Diagnostic Process
Yes
Part 1 Replacement
No
Yes
Part 2 Replacement
No
Yes
Part 3 Replacement
First, diagnosis would be quicker, so diagnostic time would be saved. Di-

agnostic time is the time from the beginning of a diagnosis to the discovery
of problem. The VTM’s multiple-step diagnostic process would be replaced
by a single-step process of QTS. Time saving for each diagnosis problem
would differ. For instance, it takes VTM 45 to 60 minutes to test an in-
fected flow, compared to 3 minutes by QTS. For most engine problems,
VTM needs 60 to 120 minutes, compared to 10 minutes by QTS. Steven
estimated that, on average for each diagnosis, VTM would take150 min-
utes, while QTS would take about 30.
The city has ninety vehicles: thirty police cars and sixty trucks. All the ve-
hicles are in relatively good shape. The police cars are replaced every two
years. Only a small number of vehicles need diagnosis. The mechanic shop in
the department does fifty-two diagnoses a year (once a week for fifty-two weeks
a year). Also, on average, a mechanic’s hourly wage and benefits are $12.
The second major benefit comes from accurate diagnosis. QTS is more
accurate than VTM in diagnosis. With VTM, mechanics are more likely to
mistakenly replace a good part. This is called ineffective replacement. With
the new system, the problem part could be identified accurately. Cost for
ineffective replacement is $50 a diagnosis for VTM. This cost for QTS would
be $0. Finally, Steven said, “if we get QTS, we can sell VTM for about $692
in today’s market.” Lisa thought Steven’s analysis was too broad and asked
for a CBA.
Figure 6.2 QTS Diagnosis
Diagnostic Computer Screen
Part 1 Part 2 Part 3
Step 1: Formulating the Question in Cost-Benefit Analysis
First, there is no need to conduct CBA for the existing system VTM. The
decision of purchasing the system was made and the cost associated with
VTM is a sunk cost. To estimate the cost and benefit of QTS, we need to
know the objective of the vehicle diagnostic system. The goal of the
mechanic shop of the Public Works Department is stated as “protection
of the city’s vehicles through efficient and effective maintenance and
repair.” So the CBA question can be formulated as: What are the costs
and benefits of purchasing QTS in maintaining and repairing the city’s
vehicles?
Step 2: Determining the Benefit
First, we need to identify the benefits that should be included in CBA. Three
QTS benefits serve the goal of the mechanic shop—diagnostic time saving,
improved diagnostic accuracy, and residual value of the old system if it is
sold. Second, benefits should be converted to monetary terms. For diagnos-
tic time saving, salary and benefits information are needed. As we know,
QTS saves two hours (150 minutes – 30 minutes) for each diagnosis and, for
fifty-two diagnoses a year, there would be a saving of $1,248 a year (two
hours × fifty-two weeks × $12 per hour). We also know that QTS is more
accurate in diagnosis. By reducing ineffective replacement of parts, the sys-
tem would save $50 on each diagnosis, for an annual saving of $2,600 ($50
× 52). The last benefit is the salvage value of selling the VTM. The market
value is estimated at $692. Table 6.2 presents the PVB calculation for QTS
(refer to Chapter 4 for using Excel in the process of converting the future
value to the present value).
Table 6.2
Present Value of Benefits for QTS ($)
Time Accurate Salvage
Year saving diagnosis value
0 (the current year) 1,248 2,600 692
1 1,135 2,364 0
2 1,031 2,149 0
3 938 1,953 0
4 852 1,776 0
5 775 1,614 0
Total 5,979 12,456 692
Note: Discount rate = 10 percent.
Table 6.3
Present Value of Costs for QTS ($)
Year Purchasing cost Operating cost
0 (the current year) 21,400 280
1 0 254
2 0 231
3 0 210
4 0 191
5 0 174
Total 21,400 1,340
Note: Discount rate = 10 percent.
Step 3: Determining the Cost
The purchase cost of QTS is $21,400 with an annual operating cost of $280.
Table 6.3 shows the process of calculating PVC.
Step 4: Determining the Discount Rate
Lisa believes that if the project is approved, the funding will come from a
capital project fund that is funded by city debts. The city now pays an ap-
proximate 10 percent interest rate for issuing long-term debts. So the dis-
count rate is appropriate at 10 percent.
Step 5: Calculating the Net Present Value
The PVB of QTS is $19,127 ($5,979 + $12,456 + $692). The PVC is $22,741
($21,400 + $1,340). Thus, NPV = PVB – PVC = $19,127 – $22,741 = –$3,614.
For the lifetime of six years, a CBA on QTS shows a NPV of –$3,614.
Since NPV is negative, the funding of QTS does not appear to be economi-
cally feasible. So a decision was made not to fund QTS. Steven argued back.
He said that the number of diagnoses was based on this year’s data. The
number should double to two vehicle diagnoses a week. Would this change
the NPV of the QTS and therefore the funding decision?
Exercises
1. Key Terms
Cost-benefit analysis (CBA)

Net present value (NPV)
Present value of benefits
Benefit/cost ratio
Achievable project objectives
Mutually inclusive project objectives
Mutually exclusive project objectives
Measurable and quantifiable project objectives
Project outcomes
Project outputs
Project (accounting) cost
Opportunity cost
Cost-effectiveness analysis (CEA)
2. Calculations
Table 6.4 shows cost and benefit flows of two public infrastructure projects.
1. Use a 5 percent discount rate to compute the NPV for both projects.
2. Recalculate the NPV for both projects with a 10 percent discount rate.
3. Write a paragraph to discuss the economic feasibility of the two
projects.
3. The Sensitivity Analysis in CBA
In CBA, assumptions must be made about benefits, costs, the discount rate, and
the lifetime of a project. In reality, these assumptions change. For example, in
this chapter’s Sunny Village case study, the discount rate can be lower if the
interest rate of the city’s long-term debt is lower. The change of assumption
Table 6.4
Cost-Benefit Analysis for Two Public Infrastructure Projects ($)
Cost
Year Personnel Operating Capital Benefit
Project A
0 (the current year) 300,000 0 200,000 0
1 150,000 2,000 100,000 0
2 100,000 15,000 25,000 30,000
3 0 21,000 0 150,000
4 0 21,000 0 200,000
5 0 21,000 0 200,000
6 0 21,000 0 200,000
7 0 21,000 0 200,000
8 0 25,000 0 200,000
9 0 25,000 0 200,000
10 0 25,000 0 200,000
Project B
0 (the current year) 500,000 0 125,000 0
1 100,000 12,500 25,000 187,500
2 0 25,000 0 187,500
3 0 25,000 0 187,500
4 0 25,000 0 187,500
5 0 25,000 0 187,500
6 0 25,000 0 187,500
7 0 25,000 0 187,500
8 0 25,000 0 187,500
9 0 25,000 0 187,500
10 0 25,000 0 187,500
inevitably changes CBA results. The type of analysis that examines the impact
of assumption change on CBA results is called sensitivity analysis.
1. Now, assume that the discount rate is reduced from 10 percent to 5

percent, and everything else is unchanged, conduct a CBA for Sunny
Village’s Diagnostic System.
2. Conduct a CBA in which the cost of ineffective replacement increases
to $65, with everything else unchanged.
3. Finally, if the city decides to purchase QTS regardless of the CBA
results, but wants to extend its lifetime of use until a positive NPV is
produced, how long should the city keep QTS?
4. Cost-Effectiveness Analysis
Sometimes it is rather difficult to convert benefits into monetary gains. In the

Sunny Village case, we can choose not to convert the benefit to monetary
terms, but rather, measure the benefit by “the number of vehicles diagnosed
correctly the first time.” With PVC, we can calculate a ratio that indicates
PVC for one correct diagnosis. This is a case of cost-effectiveness analysis.
Here is another example of cost-effectiveness analysis. A school district is
considering two options for a new school. Option A has a capacity to accom-
modate 1,000 students in the first year and an annual increase of 100 thereaf-
ter. The option costs $10.0 million in the first year and $2.5 million annually
thereafter. Option B offers spaces for 300 students in the first year, with an
annual increase of 200 students every year thereafter. The plan costs $7.0
million in the first year and $3.0 million annually thereafter. Consider a seven-
year term and a 5 percent discount rate. Conduct a cost-effectiveness analy-
sis for the options. Which option should the school choose?
5. CBA for Education
Conduct a CBA for obtaining a master’s degree from a public college. Ex-
plain explicitly any assumptions in your analysis.
FINANCIAL PERFORMANCE MONITORING 83
PART II
TOOLS FOR FINANCIAL
IMPLEMENTATION
CHAPTER 7
Financial Performance Monitoring
Learning Objectives
• Determine proper indicators for monitoring

• Detect unacceptable performance
• Detect performance trends
• Develop a complete picture of financial performance
• Identify causes of underperformance
• Take proper actions to improve performance
Imagine that your family has budgeted $400 per month on entertainment,
but when the credit card bill comes, it turns out that $500 has been spent. A
budget monitoring system, balancing the credit card bill in this case, tells
you that you have overspent, and that you need to limit your subsequent
spending to balance the budget.
A financial monitoring system serves three purposes. First, it provides an
ongoing check on the budget. By comparing actual financial results against
budgets, it can be determined how well financial objectives have been
achieved, and whether the budget is realistic. In the above example, if the
family keeps spending more than $400 on entertainment, that is an indica-
tion that the budget of $400 is too low and should be increased.
Second, a monitoring system helps uncover inefficient practices and op-
erations. In the above case, maybe the family spends too much on popcorn
and drinks at the movie because they attend late-afternoon matinees when
they are becoming hungry for dinner. Overspending on snacks could be
avoided by going to the movies in the evening, just after dinner. Of course, a
monitoring system can also discover desirable practices and operations. A
consistent revenue surplus uncovered by a monitoring system may indicate
enhanced efforts in revenue collection, and such efforts should be encour-
aged. Nevertheless, detection of inefficient and undesirable behaviors should
85
86 TOOLS FOR FINANCIAL IMPLEMENTATION
be the focus of a monitoring system, as the costs of such behaviors, if not

corrected quickly, are often high.
Third, and perhaps most important, a monitoring system helps avoid fur-
ther deterioration of financial condition. Imagine that, in the above case, the
overspending goes unnoticed for long enough that you have trouble paying
your entertainment bill. The consequences of such behavior are paying un-
usually high interest or penalties, or in rare cases of personal finance, filing
for personal bankruptcy. Severe financial consequences have occurred in the
case of governments. Orange County, California, made poor investment choices
and filed for bankruptcy in 1994. In 1996, the City of Miami had an enormous
budget deficit that sent the city to the brink of financial insolvency.
Financial performance monitoring is a system designed to detect undesirable

financial performance and provide possible solutions to enhance performance.
Three essential elements are needed in developing an effective financial
monitoring system. They are:
• Indicators that assess financial performance

• Techniques to detect unacceptable financial performance
• Techniques to diagnose causes of underperformance and to provide sug-
gestions for performance improvement
Determining Monitoring Indicators
What Indicators Are Available?
Numerous indicators are used to evaluate a wide range of organizational

objectives and operations. These indicators can be broken down into two
categories: financial indicators, which evaluate an organization’s financial
operations and financial condition, and nonfinancial indicators, which as-
sess elements of an organization’s performance that are not characterized
by financial transactions, financial operations, or monetary success. Ex-
amples of nonfinancial performance indicators include citizen/client satis-
faction measures.
Financial indicators can be further classified into three categories: finan-
cial input indicators, financial process indicators, and financial results indi-
cators. Financial input indicators assess the availability of financial resources
and the level of financial resource consumption. Indicators 1 and 2, defined
below, are in this category.
Indicator 1: Total Revenue or Revenue Per Capita. The variations of total

revenue include total revenue by fund and revenues by source (i.e., taxes,
fees, charges, intergovernmental revenues), which indicate the level of re-
sources available for service provision. The percentage of a particular rev-
enue in total revenue can also be monitored to assess whether an organization
overrelies on the revenue. For example, the percentage of intergovernmental
revenues in total revenue (Intergovernmental Revenues/Total Revenue) can
be used to evaluate how much an organization relies on the revenues from
other governments. Revenue per capita (Total Revenue/Population) demon-
strates the revenue in relation to population, which measures resources avail-
able for each individual resident served. This indicator controls the impact of
population on resources, and is a better measure of resource availability for a
community with a changing population.
Indicator 2: Total Expenditures or Expenditures Per Capita. One variation

of total expenditures is the expenditures by function, such as personnel, op-
erating, or capital expenditures. These indicators assess the level of resources
consumed for service provision. The percentage of a particular expenditure
in total expenditures can also be monitored to identify major expenditure
items. Expenditures per capita (Total Expenditure/Population) measures re-
source consumption for each individual resident.
Financial process indicators are used to address issues in financial opera-
tions, such as cash liquidity, borrowing capacity, operating deficits, pension
liability, and capital outlays. Monitoring financial process indicators is often
tailored to a specific monitoring need. For example, a manager may be con-
cerned about cash liquidity as the result of a recent purchase of an expensive
capital item. Or operation deficits become the center of discussion among
managers due to a recent economic slowdown and erosion of tax bases. Indi-
cators 3 to 6, described below, are process indicators.
Indicator 3: Liquidity. Liquidity evaluates whether an organization has

enough cash and cash equivalents to meet its short-term obligations. In-
sufficient liquidity affects an organization’s financial viability. Excessive
liquidity suggests possible loss of investment opportunity. One common
liquidity indicator is the current ratio (Current Assets/Current Liabilities).
Current assets are cash, cash equivalents, or assets convertible to cash
within one year. Cash equivalents are assets that can be easily converted
to cash. They often include marketable securities, money owed by others
in exchange for goods and services (accounts receivable), and inventory.
Current liabilities are obligations that are expected to be paid within one
year. They mainly include the amount an organization owes to suppliers
for equipment or product purchases and to employees for wages and ben-
efits. In accounting, many of these expenses are reported in payable ac-
counts. A rule of thumb for an acceptable current ratio is 2.0. Any value
smaller should cause concern about liquidity. We will further study current
assets and current liabilities in Chapter 9.
Indicator 4: Net Assets or Change in Net Assets (or Operating Surplus or

Deficit). Assets are what an organization owns, or more formally, the valu-
able resources in an organization. They include current assets described
above and long-term (or noncurrent) assets, such as land, buildings, and
equipment. Liabilities are what an organization owes to others. In addi-
tion to current liabilities, there are long-term liabilities, such as long-
term debts. Net assets are the difference between assets and liabilities.
Positive net assets are often in the form of investment in an asset reserve.
An asset reserve can be used to measure an organization’s financial abil-
ity to withstand financial emergency. Change in net asset is the differ-
ence between total revenues and total expenses for the current year of an
organization. It can be seen as an organizationwide operating surplus (or
deficit). A positive figure indicates an increase in total net assets. A nega-
tive number eats up the asset reserve. We will come back to these con-
cepts in Chapters 9 and 10.
Indicator 5: Fund Equity (Balance) or Fund Operating Surplus (or Deficit).

Operating deficits occur when expenditures exceed revenue in the current
year, which indicates that an organization consumes more than it receives.
Constant recurrence of deficits exhausts an organization’s reserves and puts
its financial viability on the line. Deficits can occur in different funds of an
organization. A fund is an accounting entity that reports its own financial
assets and liabilities and fund balance. Different funds are used to record and
report financial activities of different natures. For example, in a U.S. local
government, the financial activities of a police department are different in
nature from those of a water treatment facility. The former is considered a
governmental activity while the latter is a business-type activity. They are
reported in different funds—likely, the police activities in a general fund,
and the water treatment activities in an enterprise fund. A fund has its own
revenues and expenditures. The difference between revenues and expendi-
tures is the change in fund equity (balance), which can be seen as a fund’s
operating surpluses (or deficits). We can choose to monitor deficits of a par-
ticular fund (such as a general fund). The fund operating deficit can be cov-
ered by reserve. We will discuss funds and fund-level financial statements in
Chapter 11.
Indicator 6: Borrowing Capacity. Debt issuances can be used to finance

capital improvement and occasionally short-term revenue shortages. How-
ever, excessive debts can cause serious financial troubles. How much debt
is too much? One indicator that assesses an organization’s debt capacity
is to compare debt with total assets: the debt ratio (Total Debts/Total
Assets). The larger the debt ratio, the lower the debt capacity. Some lit-
erature suggests that the debt ratio should not exceed a benchmark of 0.5.
Financial results indicators evaluate how efficiently an organization uses
its financial resources and how effectively it produces revenues, earnings,
or profits for its operation. Indicators 7 and 8, described below, are in this
category.
Indicator 7: Asset Allocation Efficiency. One such indicator is total asset

turnover (Total Revenues/Total Assets), which calculates revenue per dollar
of assets. It is an indicator of asset allocation efficiency. For example, a value
of 1.2 shows that every dollar in assets brings $1.2 in revenue. A higher value
indicates more efficient asset allocation, as measured by higher revenue earn-
ing potential. Another similar indicator, fixed asset turnover (Total Revenue/
Total Fixed Assets), computes revenue per dollar of assets invested in long-
term assets such as equipment and properties. This ratio concerns the effi-
ciency of fixed asset allocation. A higher ratio suggests a more efficient
allocation of fixed assets.
Indicator 8: Indicators of Earning and Profitability. Earnings and profits are

not objectives of many public service organizations. Nevertheless, some func-
tions in these organizations produce business-type goods and services that
should be evaluated using earnings or profitability. One such indicator is
return on assets (Change in Net Assets/ Total Assets), which evaluates earn-
ings per dollar of assets. For example, a value of 0.50 indicates that 50
cents of earnings are made for each dollar spent on assets. A higher value
of this ratio suggests a higher earning capacity and higher profitability.
Notice that a negative change in net assets leads to a negative ratio, which
shows net asset loss per dollar of assets. A similar indicator is return on net
assets (Change in Net Assets/Net Assets), which assesses the profitability
of net assets.
What Indicators Should Be Monitored?
Because there are numerous indicators available for monitoring, using all of
them would be too costly and time consuming. Selection of limited indica-
tors is necessary. Consider the following four criteria in the selection.
First, indicators selected should meet monitoring objectives. To ensure

zero deficits, operating deficits and levels of revenues and expenditures should
be monitored. To ensure availability of sufficient cash to meet obligations,
liquidity ratios should be monitored. If we are concerned about the possibil-
ity of resource waste in operations, indicators of asset allocation efficiency
should be monitored. Oftentimes, deficit compliance, liquidity, and asset al-
location efficiency are three major monitoring objectives. Other monitoring
objectives include enhanced borrowing capacity and increased profitability.
Second, indicators selected should address specific monitoring needs. A
surge in inventory might indicate a need to improve an organization’s inven-
tory management. A monitoring of the inventory level becomes necessary.
Consistent complaints from citizens or elected officials about the increase of
a specific tax point out a need to monitor the tax base and tax rate.
Third, indicators selected should meet the requirement of monitoring fre-
quency. Data for some indicators may not be available frequently enough to
meet the requirement of monitoring. Many tax bases and tax rates are changed
annually, which does not meet the requirement of a monthly monitoring. Fi-
nally, costs associated with data collection should be acceptable. Costs are lower
for indicators that exist in the current reporting system and are readily available
for use; cost are higher for new indicators that require effort to collect.
Where Are the Data?
Budgets and financial reports, including the Comprehensive Annual Finan-

cial Report (CAFR) of U.S. state and local governments, are good sources
for annual data. Information on assets, liabilities, fund finances, and cash
flows can be found in CAFRs. CAFRs should also present demographic in-
formation in the “Statistical Section.” A well-documented budget should in-
clude itemized revenues and expenditure data, information on spending
efficiency and effectiveness, and the historical information that demonstrates
the trends of these data. Monthly or quarterly data may be found in a finan-
cial division’s internal reports or financial record books or accounting docu-
ments (i.e., accounting ledgers). Unless required by law, information at this
level of detail is usually not presented in budgets or CAFRs. Efforts need to
be made to retrieve this information in a standardized and systematic way in
order to be included in a monitoring system.
Detecting Unacceptable Performance
This part of a monitoring system detects performance that is out of an

acceptable range, or shows a deteriorating trend. A common detecting
scheme consists of three major steps that include (1) examining indicators,
(2) detecting the performance trend, and (3) developing a complete picture
of performance.
Examining Indicators
The first step is to find out whether a financial indicator is within an accept-
able performance range. To do that, the actual performance of the indicator
should be compared with some form of performance standards or bench-
marks, such as budgeted amounts, state- or nationwide averages, or perfor-
mance of similar organizations.
Let us say that we examine this year’s CAFR, and realize that there is a
general fund operating deficit (the amount that total expenditures exceeded
total revenue) of $150,000. The deficit is covered by our financial reserve
cumulated over years. We have sufficient reserves. But large and continual
deficits would eat up our reserves (assuming borrowing is too costly). To
detect whether this deficit is within our acceptable range, we should com-
pare this deficit with our budget figure. Suppose that we had expected a
$300,000 surplus in our budget. The difference between the budget and the
actual is –$450,000 (–150,000 – 300,000). The negative sign indicates unac-
ceptable performance.
After detecting unacceptable performance, we should look into the pos-
sible cause of the underperformance. If the investigation uncovers a random
error, for example, a once-a-decade purchase of land, then we should move
on. If we find that a systematic error—one that will recur, such as increased
personnel cost—is the cause of the deficit, then a strategy should be devel-
oped to deal with the deficit. A strategy may include efforts to increase rev-
enues and to reduce expenses, or modify budget projections. Finding causes
and taking actions is the subject of a later discussion in this chapter.
Detecting the Performance Trend
Regardless of whether performance is acceptable or not, it is a good idea to

look into the performance trend. The second step of performance detection
involves a study of the trend of the indicator. A trend will tell us whether
unacceptable performance is now recurring, so that the possibility for long-
term deterioration is identified, or, if the current performance is within an
acceptable range, whether it is a continuation of a historical trend. In other
words, a trend can show a sign of deteriorating, improving, or stable perfor-
mance. In the above example, suppose that the data of operating surplus
(deficits) for the past three years is shown in Table 7.1.
Table 7.1
Operating Surplus (or Deficit) of the Past Three Years ($)
Current year Last year Two years ago

Actual –150,000 –100,000 100,000
Budget 300,000 200,000 150,000
Difference –450,000 –300,000 –50,000
Clearly, the trend indicates an increase in a negative actual–budget gap,

suggesting a deteriorating performance trend for the past three years. The
actual–budget gap increased by 900 percent (–$450,000/–$50,000) over the
last three years. This finding indicates a stronger need for improvement than
single-year data suggests.
Developing a Complete Picture of Performance
In this step, a more complete picture of performance is developed. This step

is particularly important when a negative performance trend is detected. It
helps us further understand what went wrong. It can also be seen as a prelude
in understanding why it went wrong. This step involves the examination of
other indicators that are associated with the initial indicator. In our example,
because the deficit is the difference between revenues and expenditures, an
examination of the revenues and expenditures should provide us with more
information about the causes of the deficit.
The deficit can be a result of an unexpected revenue shortfall, overspend-
ing, or both. Table 7.2 shows that $100,000 more revenues were collected
than expected, so a revenue shortfall can be ruled out. The data show that
$550,000 in overspending caused the deficit. They also show that the current
year’s deficit is $150,000/$5,000,000 = 3.0 percent of actual revenue, which
measures the relative size of the deficit. Revenue and expenditure data for
the previous two years can also be analyzed in the same fashion.
Understanding the Causes and Taking Action
Not all underperformance deserves meticulous analysis. Variations from ex-

pected performance may be the result of a random event that has little chance
of recurring. Or, underperformance may be caused by measurement inconsis-
tency, such as a change in the data collection method or definition of an indica-
tor. Random errors, such as typos in data entry, also occur. At other times, the
amount of underperformance is just too small to warrant any significant invest-
ment in investigation. We are not concerned here with cases of underperformance
that are caused by random or insignificant events, but will rather examine
Table 7.2
Revenues, Expenditures, and Surplus (Deficit) in the Current Year ($)
Actual Budget Difference

Total revenues 5,000,000 4,900,000 100,000
Total expenditures 5,150,000 4,600,000 –550,000
Surplus or deficit –150,000 300,000 –450,000
Table 7.3
Expenditure by Function ($)
Actual Budget Difference

Personnel 2,900,000 2,500,000 –400,000
Operating 1,100,000 1,000,000 –100,000
Capital 1,150,000 1,100,000 –50,000
Total 5,150,000 4,600,000 –550,000
underperformance that results from recurring fiscal or economic conditions or

systematic practices of poor planning or inefficient operation.
Using the budget deficit example above, the initial observation indicates
overspending of $550,000. A further analysis, shown in Table 7.3, indicates
that 73 percent (–$400,000/–$550,000) of overspending was caused by over-
spending on personnel. After interviewing the human resource director, it
was revealed that there was a significant increase in the insurance cost for
employees.
Data suggest that insurance premiums have increased over the past three
years and that this increase was largely responsible for the budget deficits for
the past two years. Clearly, the increase was not considered in the planning
and budgeting process. If an increase is predicted for next year, the budget
should be adjusted to consider such increases.
In general, except for random factors, underperformance can have three
causes: unpredictable socioeconomic changes, poor planning, and/or ineffi-
cient or ineffective practices in management or operations. Budget deficits
caused by lack of efforts in revenue collection or deteriorating employee pro-
ductivity belong to the last category. Consequently, several approaches can be
developed to deal with such underperformance. First, financial goals, objec-
tives, or standards can be modified to reflect reality in the planning process.
Second, efforts can be made to modify organizational strategies, procedures,
and activities to improve efficiency and effectiveness in management or opera-
tions. Last, invalid or unreliable indicators can be deleted from the monitoring
system. Unrealistic performance standards should be revised.
A Case Study
Linda Ellis is the finance director of Doreen County, Nevada. The county has
a population of 312,000, with total projected revenues of $308 million this
year. Although the largest revenue item is property tax (about 35 percent of
the total revenue), the county has seen an increase in service charges, which
are about 16 percent of total revenues. Part of this increase is due to the
county’s policy that, “wherever possible, the county shall institute user charges
for programs and activities in the County.” The county also has a fiscal policy
of “keeping a prudent level of financial reserves for future unexpected ex-
penses and revenue declines.” The county has always tried to set apart 3 to 5
percent of appropriations for contingency.
The finance department has a financial monitoring system in place. The
system monitors all major financial indicators. Nevertheless, Linda’s monthly
monitoring focuses on a very limited number of indicators of liquidity and
fund balance. She believes that having sufficient cash and cash equivalents
on hand is important and she also knows that it is impossible to follow all
indicators closely, as the county’s resources for record keeping are limited
and only the most important indicators are available on a monthly basis.
Most other indicators are examined during an annual review. In a recent
monitoring analysis, Linda used the following steps.
Step 1: Determining and Accessing Individual

Financial Indicators
One liquidity indicator Linda reviews monthly is the current ratio (Current
Assets/Current Liabilities). The current ratio indicates the short-term assets
available to pay short-term liabilities. For example, a ratio of 2.0 indicates
that there are $2 in current assets for every dollar of the current liabilities.
She uses a benchmark of 2.0, and any ratio lower than that number is a warn-
ing sign that indicates the county may not have sufficient liquidity.
In addition to the current ratio, Linda also reviews different current assets
for possible troubles in asset allocation that could lead to liquidity problems.
The county’s current assets include cash, short-term investments, receivables,
and inventories. In a recent monthly monitoring analysis, Linda noticed a
steady increase in the “receivables” account, which indicates an increase in
what others owe the county. “Receivables” are a current asset account that
typically represents amounts due to the county within 60 days. Although an
increase doesn’t negatively affect the current ratio, it does indicate a slowed
pace of cash inflow. In other words, the more money people owe to you, the
less cash you have. Because the increase in “receivables” suggests slowed
cash inflow and a possible problem in payment collection, Linda’s alert was
up when she noticed the increase.
Step 2: Detecting Unacceptable Performance
The latest monthly report showed a 5 percent increase in “receivables” over

the last month’s figure. Linda thought that it was okay if this was just a one-
time increase that was caused by some customers’ delayed payments. How-
ever, if the increase had been continuing over time, that would be a problem.
She knew that she needed to look at past data to make a determination.
Linda reviewed the monthly averages of the “receivables” account for the
past six months. To adjust the seasonal impact, she also reviewed data for the
same month for the past five years. The data showed a clear trend of in-
crease. For example, the percentage of “receivables” in the current assets
increased from 12 percent to 16 percent over the last five years in the month
of July. A similar increase occurred in most of the other months.
At the same time, Linda noticed a slight decrease in the cash balance. For
example, cash was 59 percent of all current assets five years ago at the end of
July, but was now 56 percent—a 3 percent decrease over the last five years.
To determine that the decrease was caused by the “receivables” increase,
Linda analyzed the data of other current assets and found that little change
had occurred in them over the past five years. After consulting with two
financial specialists on this matter, her final conclusion was that the decline
in cash balance was largely due to the increase in “receivables.”
Step 3: Understanding Causes of Underperformance
The average monthly balance of current assets is $336,000,000 for the past
six months. A 3 percent decrease in cash balance indicates a decrease of
$10,080,000 ($336,000,000 × 3 percent) in cash, and with an annual interest
rate of 4 percent for the safest investment instruments, like treasury bills, this
decrease represents an interest income loss of $403,200 ($10,080,000 × 4
percent) this year.
This would be a significant loss to the county. Linda decided to investi-
gate the causes of the “receivables” increase. She focused on the two largest
revenue resources—property taxes and user charges. No significant payment
discrepancy was found for the property taxes. Most taxes were paid on time.
When analyzing the payment collection for the user charges, Linda noticed a
large and increasing amount in delayed payment for the county’s water and
sewer services. She called the public utility director and was told that an
outdated address database was responsible for that. Apparently, the old
database had not been updated for the past several years as the result of the
budget cut. The database included many old addresses, and payment notices
to these addresses were often returned. The public utility director estimated
that the address error rate was about 5 percent, which was much higher than
a 1 percent benchmark established by the county. The director also told Linda
that the county commission had noticed the problem, and he invited Linda to
attend the next commission meeting, in which the billing address database
was an issue on the agenda.
Step 4: Developing a Monitoring Report
Linda agreed to attend the commission meeting. She is preparing a monitor-

ing report that will be presented at the meeting. In the report, she plans to
present the monitoring results and causes of the problem. In conclusion, she
suggests an immediate update of the address database, and the establishment
of multiple bill payment methods, including mail, the Internet, and in-person
payments, for convenience and speed of payment.
Exercises
1. Key Terms
Purposes of financial performance monitoring

Three elements in financial monitoring
Financial indicators
Nonfinancial indicators
Financial input indicators
Total revenue
Revenue per capita
Total expenditures
Expenditures per capita
Financial process indicators
Liquidity
Current ratio
Current assets
Current liabilities
Net assets
Changes in net assets
Long-term (or noncurrent) assets
Liabilities
Asset reserves
Fund equity (balance)

Fund operating surplus (or deficit)
Funds
General fund
Enterprise funds
Debt ratio
Financial results indicators
Total asset turnover
Fixed asset turnover
Return on assets
Return on net assets
Comprehensive Annual Financial Report (CAFR)
Three steps in detecting unacceptable performance
2. Obtaining Information from the CAFR
The CAFR typically has three sections: an introduction, a financial section,

and a statistical section. The financial section is the most important section
in the CAFR. It includes a “Management Discussion and Analysis” (MD&A),
which gives a description of a jurisdiction’s financial policies and significant
changes in financial conditions over the previous year. This section also in-
cludes a list of financial statements that are used to reveal financial condi-
tions and financial performances of the jurisdiction. Most of the financial
indicators discussed in this chapter can be found in these statements.
The first two statements in the financial section are the Statement of Net
Assets and Statement of Activities. They are organizationwide statements,
presenting financial information for a whole organization. Use a CAFR to
obtain the following indicators:
1. Total assets for the primary entity in the Statement of Net Assets.
2. Total net assets for the primary entity in the Statement of Net Assets.
3. Total revenue for the primary entity in the Statement of Activities
(general revenues plus program revenues).
4. Total expenses for the primary entity in the Statement of Activities.
5. Change in net assets for the primary entity in the Statement of
Activities.
6. Current assets for the primary entity in the Statement of Net Assets
(Total Assets – Noncurrent or Capital Assets).
7. Total liabilities for the primary entity in the Statement of Net Assets.
8. Current liabilities for the primary entity in the Statement of Net As-
sets (Total Liabilities – Noncurrent or Long-Term Liabilities).
3. Calculation of Financial Indicators
Use the information in the above question to compute the following financial
indicators. Discuss briefly the meaning of each indicator.
1. Total revenue per resident. (Note: To find out the population figure,
you may want to check the “Statistical Section” of CAFR, call the
organization, or search the Web.)
2. Total expenditure per resident.
3. The current ratio.
4. The net asset ratio. (Change in Net Assets/Net Assets.)
5. Total asset turnover.
6. Fixed asset turnover. (Sometimes fixed assets are listed as “long-
term assets,” “noncurrent assets,” or “capital assets.”)
7. Return on assets.
4. Historical Comparison of the Indicators
Make an effort to obtain CAFRs for the past three years, and compare the
indicators in Questions 2 and 3 over time. Report your monitoring findings.
CHAPTER 8
Cash Management
Determining the Optimal Cash Balance
Learning Objectives
• Develop a cash budget

• Determine an optimal cash balance
• Use the optimal cash balance in cash management decision making
There are three objectives in cash management. Cash safety refers to

the prevention of loss of cash as the result of poor decision making or
criminal behavior in cash collection, disbursement, investment, and other
cash handling practices. The other two objectives are liquidity and in-
vestment return. A good cash manager maintains a sufficient amount of
cash to meet financial obligations and also earns a large return through
investment. These two objectives often contradict each other. Because a
high level of liquidity requires readily available cash that could other-
wise be invested, higher liquidity often means less investment and there-
fore less investment return. On the other hand, investing a large amount
of cash in the market in order to achieve a good return can compromise
liquidity. In fact, a fundamental challenge in cash management is to seek
an optimal cash balance that meets the daily demand for cash, and earns
a large investment return. Determination of the optimal cash balance is
the focus of this chapter.
To understand the concept of optimal cash balance, think of your own
personal finances. If you have a daily cash income of $500, daily cash spending
of $200, and a balance of $10,000 cash in hand, you keep too much cash.
You are better off investing some of the $10,000. On the other hand, if you
only keep $200 cash in your pocket, you are at risk of running out of cash. So
you want to find a cash balance somewhere between $200 and $10,000 that
provides you with sufficient cash for daily spending and, at the same time,
earns you a good investment return.
99
Table 8.1
Expected Cash Receipts by Source in January ($)
Sources Amount
Property taxes 200,000
Sales taxes 100,000
Licenses and permits 50,000
Fines and forfeits 50,000
Total 400,000
Creating a Cash Budget
The first step to determine the optimal cash balance is to create a cash budget
that includes future cash receipts and cash disbursements. The idea is that if
cash revenues and cash spending for a given time are known, then how much
or how little is left for investment is known. Table 8.1 shows the sources of
future cash receipts in a local government. Monthly cash receipts are forecast.
Effective cash collection is important in managing cash receipts. The ob-
jective of cash collection is to get the cash as quickly as possible and to keep
it as long as possible in order to increase liquidity or investment earnings.
Consider the following approaches to facilitate cash collection.
• Providing multiple payment methods, such as pay in person, pay by

mail, and electronic transfer.
• Ensuring correct addresses by updating the address database and cor-
recting wrong addresses.
• Establishing policies for late payments.
• Using return envelopes addressed directly to a bank lockbox to reduce
travel time of payments.
• Focusing on the payment speed of major taxpayers, service users, and
large revenue sources.
• Having a customer service hotline to answer account balance questions.
Cash disbursements are results of receiving or prepaying services or

products. Table 8.2 shows the cash disbursement plan in the above local
government. Monthly disbursements by disbursement functions are fore-
cast in the plan.
The objective of cash disbursement management is to hold on to cash as
long as possible. A cash payment should be made only when it is necessary
CASH MANAGEMENT 101
Table 8.2
Expected Cash Disbursements by Function in January
Function Amount ($)

Personnel services 250,000
Operating expenses 50,000
Capital outlays 50,000
Total 350,000
Table 8.3
Cash Budget ($)
January February March ...

Balance on the first of the month 50,000 100,000 ...
Expected receipts 400,000 ... ...
Cash available 450,000 ... ...
Expected disbursements 350,000 ... ...
Balance at the end of the month 100,000 ... ...
Note: “. . .” represents any possible hypothetical figures.
and at the last possible moment without penalty for the late payment. Con-
sider the following approaches in managing cash disbursements.
• Keeping the payment deadline in mind.

• Considering payment travel days in the mail.
• Making sure the addresses are correct.
• Calling to ensure receipt of the payments.
• Using secure electronic payment modes to improve payment speed.
After the forecast of cash receipts and disbursements is completed, a cash

budget can be created. Table 8.3 illustrates a cash budget that combines
monthly cash receipts and disbursements of the above local government. It
also includes the cash balance, which is what is left in an organization’s cash
account at the end of the month. Monthly forecasts of cash for the rest of the
year should be made to complete the table.
Clearly, creation of a cash budget requires the forecast of cash flows of
revenues and expenses. Cash flows in the past can be used in the forecast.
Nevertheless, accurate forecasting of cash flows is difficult, as numerous
socioeconomic, demographic, and organizational factors could potentially
affect cash flows. The revenue forecasting techniques introduced in Chapter
1 can be used in forecasting cash flows as well.
After a cash budget is completed and the cash balance is determined, an

investment plan should be developed. An investment plan should include
investment types, investment amounts, and the duration of investments. Safety
is always a major consideration in investing public dollars. Low-risk invest-
ments such as U.S. federal government debts and other guaranteed securities
should be favorite investment instruments in state and local governments.
Short-term (within twelve months) investments include bank savings accounts,
certificates of deposit (CDs), federal treasury bills, and money market mu-
tual funds. Long-term investments (maturity > twelve months) include U.S.
treasury notes and bonds, corporate bonds, and common stocks. In general,
the safer the instrument, the lower the investment return.
Determining the Optimal Cash Balance
How much cash should be invested? An experienced cash manager’s judg-

ment is often as good as any quantitative model. Managers’ intuition and
judgment are often good predictors of cash inflows (receipts) and outflows
(disbursements), and therefore the cash balance. However, some quantitative
models, such as the Miller-Orr model can provide insights about managing
cash balances and developing effective cash management strategies.
Compared with other models, such as the Economic Ordering Quantity
(EOQ), the Miller-Orr model is more flexible in dealing with fluctuating
cash flows and balances. The model determines a cash balance interval
that includes a low cash limit—a point where the cash balance is too low—
and an upper cash limit—an indication that the cash balance is too high. A
return point is used to help managers make investment or cash replenish-
ment (liquidity) decisions. The graph (Figure 8.1) shows how the Miller-
Orr model works.
The lower limit (or minimum cash balance) could be from zero to any
number deemed to be the minimum cash amount. The upper limit is the point
at which the cash balance is more than sufficient and part of the cash should
be invested. If the distance between the lower limit and the upper limit is
defined as the spread, then Upper Limit = Lower Limit + Spread, and the
spread can be derived from the following equation.
1/ 3
 0.75 × B × V 
Spread = 3 ×  
 I 
B is the transaction cost. V is the variance of daily net cash flow. I is the
daily interest rate. ()1/3 is the cube root for the arithmetic in the (). The trans-
action cost (B) is the cost per transaction to covert cash to securities or vice
versa. If a broker is hired, the commission (brokerage) should be included in
CASH MANAGEMENT 103
Figure 8.1 The Miller-Orr Model
Cash balance
Invest this amount
Upper limit
Return point
Lower limit
Time
Replenish this amount of cash

the transaction cost. Rather than hiring an external broker, an organization
could choose to manage its cash internally by using its own personnel, and
then the transaction cost is the cost associated with the hire and use of
these people. Daily interest rate (I) is the daily rate of return on an invest-
ment. In public organizations, where safety is a major concern for invest-
ment, the interest rate for U.S. treasury bills, one of the safest investment
choices, can be used.
The variance of daily net cash flow (V) is used to measure the fluctuation
of cash balance. A larger value of V indicates that a cash flow fluctuates
more. It can be calculated by using daily net cash flow (Daily Deposits –
Daily Withdrawals) for a selected number of days (e.g., 100 days), and by
computing the variance of the cash flow for these days. It is important to note
that the selection of these days should reflect the true fluctuation of cash
flows for an organization at a given time (e.g., a year). If the organization has
different patterns of cash flows in different seasons of a year, then the days
selected should include days in different seasons. Let us first look at a simple
example to illustrate what the variance is, and then use Excel in the calcula-
tion. Let us say that, during the past five days, we have a series of net cash
flows of $10.00 in Day 1, $20.00 in Day 2, –$5.00 in Day 3, $7.00 in Day 4,
and –$10.00 in Day 5. The five-day average is ($10.00 + $20.00 – $5.00 +
$7.00 – $10.00)/5 = $4.40. Table 8.4 includes the statistics needed to com-
pute the variance.
The total of the difference squared is 31.36 + 243.36 + 88.36 + 6.76 +
207.36 = $577.20. Variance is $577.20/4 = $144.30, where 4 is the number
Table 8.4
An Example of Computing Variance of Daily Net Cash Flow
Net cash Difference

flow ($) Average Difference squared
Day (1) (2) (3) = (1) – (2) Square of (3)
1 10.00 4.40 5.60 31.36
2 20.00 4.40 15.60 243.36
3 –5.00 4.40 –9.40 88.36
4 7.00 4.40 2.60 6.76
5 –10.00 4.40 –10.44 207.36
of days minus 1 (5 – 1). Statisticians use the following formula to compute

the variance.
n
∑(X
i =1
i − µ)2
V =
(n − 1)
Xi represents individual cases (like $10.00, $20.00, . . ., in the example),
where i is the representation of the individual case number. For example,
X1 is individual Case 1; X2 is individual Case 2. µ is the average. In our
example, it is $4.40. So (Xi – µ) is the difference between an individual
case and the average. Σ is the summation sign used to calculate the sum of
(Xi – µ)2, which is $577.20 in this example. Finally, n is the number of
cases. The variance can be easily calculated from Excel’s “Data Analysis
Function.”
Step 1: Enter the data in an Excel file.

Step 2: Go to “Data Analysis” under the “Tool” function.
Step 3: Select “Descriptive Statistics” from the “Data Analysis” window.
Step 4: Select the data for the “Input Range” of the “Descriptive Statis-
tics” window.
Step 5: Select an “Output Range” cell located differently from the “In-
put Range.”
Step 6: Click “Summary Statistics” and OK and you will see results
shown in Excel Screen 8.1.
Use the data in Table 8.4 to practice the Excel Data Analysis. You should
be able to determine the variance shown in Screen 8.1. To make cash balance
decisions, you also need the return point, which is the cash balance point
that indicates the amount of the transfer.
CASH MANAGEMENT 105
Excel Screen 8.1 Calculating Variance of Net Cash Flow
Return Point = Lower Limit + (Spread/3).
The decision rules in the Miller-Orr model are: (1) No transaction is needed
if the cash balance falls between the lower limit and the upper limit. (2) If the
cash balance rises to the upper limit, invest cash by the amount of Upper
Limit – Return Point. (3) If the cash balance falls to the lower limit, sell
investments by the amount of Return Point – Lower Limit to replenish cash.
(Review Figure 8.1 to visualize this decision-making process.)
Let us look at an example. Suppose that an agency has a minimum cash
balance of $20,000 (lower limit) required by its bank. Suppose that the vari-
ance of daily net cash flows is $6,250,000, a daily interest rate is 0.025 per-
cent, and the transaction cost is $20. So, the spread = 3 × (0.75 × 20 × 6,250,000/
0.00025)1/3 = $21,600. Lower limit = $20,000. Upper limit = $20,000 + $21,600
= $41,600. Return point = $20,000 + ($21,600/3) = $27,200.
Thus, the agency does not need to do anything if its cash balance fluctuates
between $20,000 and $41,600. Nevertheless, if the cash balance rises to $41,600,
it should invest the cash in the amount of $41,600 – $27,200 = $14,400; if the
cash balance falls to $20,000, it should sell $27,200 – $20,000 = $7,200 of

investment instruments to replenish cash.
A word of caution is warranted here. A cash manager should always use
his or her experience, and combine it with a rational way of thinking in deter-
mining the optimal cash balance. The Miller-Orr model provides such a way
of thinking, but it should not replace human judgment based on careful ob-
servation of cash flow history. Also, the Miller-Orr model should be used on
a trial-and-error basis before it can be fully integrated into a cash manage-
ment and investment strategy. Finally, it is always a good practice to modify
the strategy by frequently calculating new lower and upper limits to accom-
modate changes of cash flows.
A Case Study
William Jackson is finance director of Riverside, a city of 64,560 residents.

The city experienced tremendous revenue growth during the last decade due
to a flourishing local economy and a growing population. However, for the
past two years, there have been signs of a slowdown in revenue growth. On
the other hand, the population growth has already created a large demand for
city services. William and his financial staff are required to explore every
possible means to increase revenues. At a recent Government Finance Offic-
ers Association (GFOA) annual conference, William attended a panel in which
a speaker talked about various investment strategies used in local govern-
ments across the country.
William has noticed the trend of using external markets to earn investment
incomes to offset the impact of revenue decline. He has long thought about
changing the investment strategies of his own city. Riverside invests its cash in
a state investment pool that meets the cash needs of participant governments.
The pool is like a bank that allows a participant government to borrow. The
pool also guarantees a safe return of the city’s cash with interest. Nevertheless,
the interest rate is lower than a comparable market return. What is unclear is
how much more income the city can make if it decides to use the market in-
stead of the cash pool. Is it worth the try? To determine a possible market
return for the investment of the city’s cash, William did the following analysis.
Step 1: Data Collection and a Review of the Data
William first forecast cash flows for the next year. His forecast was largely
determined using last year’s cash flows with minor modifications based on
assumptions of next year’s financial condition. Table 8.5 presents monthly
CASH MANAGEMENT 107
Table 8.5
Cash Flows and Balances of Riverside (%)
Cash Net cash

balance Disburse- flow in
on the 1st Receipts ments the month
January 22,437,583 1,680,014 3,609,873 –1,929,859
February 20,507,724 1,683,064 818,270 864,794
March 21,372,518 1,113,609 1,828,521 –714,912
April 20,657,606 1,606,122 2,051,595 –445,473
May 20,212,133 1,326,972 986,256 340,716
June 20,552,849 983,573 2,979,870 –1,996,297
July 16,187,359 153,870 1,094,120 –940,250
August 15,247,109 1,254,447 810,883 443,564
September 15,690,673 511,129 629,332 –118,203
October 15,572,470 1,562,141 2,660,760 –1,098,619
November 14,473,851 870,592 625,471 245,121
Dcember 14,718,972 12,216,997 4,498,386 7,718,611
Monthly average 18,135,904 2,080,211 1,882,778 197,433
forecasts of cash receipts, disbursements, and cash balances for the next year.
The data show that the city has an average monthly cash balance of
$18,135,904, an average monthly cash receipt of $2,080,211, an average
monthly disbursement of $1,882,778, and an average monthly net cash flow
of $2,080,211 – $1,882,778 = $197,433. A closer look at the data shows cash
receipts surged in December, when the city’s property tax bills were due. Ac-
cordingly, the cash balance surged in January and then decreased every month
until the next January. So, more cash should be available for investment after
the New Year and the amount declines gradually throughout the year.
Step 2: Use of the Miller-Orr Model
But William still needs to know exactly how much cash can be invested.
First, he decided to keep a minimum cash balance of $3,000,000. His logic
was that the figure should cover the average monthly withdrawals, $1,882,778,
and a minimum balance of $1,000,000 in a bank for free banking services.
This is the lower limit in the Miller-Orr model, and any balance lower than
this is considered too low.
To calculate the variance of daily net cash flow, William first used Excel
to determine the variance of monthly net cash flow, $6,432,190,674,028.
Notice that Excel calls it “sample variance.” Because this is such a large
number, Excel may present a 6.43219 E + 12, which means twelve zeros
after the decimal. For calculation purposes, a proximate number, 6,432,190,000,000,

can be used. This is the monthly net cash flow. To get the daily net cash flow,
William divided it by thirty days of a month to arrive at $6,432,190,674,028/
30 = $214,406,355,801.
To calculate the interest rate, William weighed the safety of his invest-
ment very heavily, so he chose a short-term rate of federal treasury bills as
the benchmark, which paid an annual interest of 5 percent at the time. The
daily interest rate is .05/365 = 0.000137. Also, the city uses an investment bro-
ker who charges a $200 fee for each transaction. According to the Miller-Orr
model, the cash spread = 3 × (0.75 × $200 × 214,406,355,801/0.000137) 1/3 =
$1,850,649. Therefore, the upper limit is $3,000,000 + $1,850,649 =
$4,850,649. The return point is $3,000,000 + $1,850,649/3 = $3,616,883.
Step 3: Conducting the Analysis
Several things became clear to William after the analysis. First, the city
does not want to have a cash balance lower than $3.0 million. However,
keeping a balance of about $4.8 million (the upper limit) appears to be
sufficient to meet the cash demand of the city. The city’s current cash bal-
ance, an average of about $18.0 million, is simply too high. Second, if the
city keeps a balance of $4.8 million, it can invest $18.0 million – $4.8
million = $13.2 million. The current annual interest rate in the state invest-
ment pool is 4 percent. So the annual investment income in the state pool
is $13.2 million × 4 percent = $528,000. In comparison, if the city invests
in the federal treasury bills that pay 5 percent interest annually, it can make
$13.2 million × 5 percent = $660,000 annually in interest. That is $660,000
– $528,000 = $132,000 more than the investment earning in the state cash
pool. Third, of course, the above analysis is based on estimated cash flows
that may change. Significant socioeconomic, organizational, or policy
changes could lead to fluctuation in revenues and expenditures and thus
changes in cash flows and cash balances.
Based on the results of the Miller-Orr model and the above analysis, Will-
iam proposed the following cash management strategy. First, the city should
consider withdrawing from the state cash pool, or at least gradually reduc-
ing its investment in the pool. Second, the city should reduce its cash bal-
ance to $3,616,883, the return point, and invest the cash in ninety-day
federal treasury bills. If the cash balance reaches $4,850,649, the city should
CASH MANAGEMENT 109
invest $4,850,649 – $3,616,883 = $1,233,766 in the market (likely in federal

treasury bills); if the cash balance falls below $3,000,000, the city should
sell $3,616,883 – $3,000,000 = $616,883 in investments to obtain needed
cash. Finally, the city should closely monitor the daily cash balance in order
to detect possible liquidity problems. The city should also conduct a thor-
ough review of its cash management and investment strategy every year.
Exercises
1. Key Terms
Cash safety
Liquidity
Investment returns
Cash budget
Cash receipts
Cash disbursements
Cash balance
Optimal cash balance
Investment plans
Low-risk investments
Miller-Orr model
Lower limit
Upper limit
Spread
Return point
Transaction cost
Daily interest rate
Net cash flows
Variance of daily net cash flows
Decision rules in the Miller-Orr model
2. Calculations
Table 8.6 consists of cash flow data for a selected ten days.
1. Calculate the variance of net daily cash flows.

2. Assuming a lower limit of $200, a transaction cost of $10, and an
annual interest rate of 10 percent, what is the upper limit and what is
the return point using the Miller-Orr model?
Table 8.6
Cash Flows of Selected Days ($)
Day Receipts Disbursement
1 50 70
2 90 40
3 80 80
4 100 120
5 70 140
6 50 50
7 80 40
8 130 110
9 60 100
10 110 80
Table 8.7
Monthly Cash Flows: Bridgetown Foundation ($)
Two Last Current

years ago year year
Cash balance (January 1st) 610,000 1,245,000 2,016,770
Receipts 865,000 873,650 871,903
Disbursements 1,050,000 930,000 928,140
Net cash flow, January –185,000 –56,350 –56,237
Cash balance (February 1st) 425,000 1,188,650 1,960,533
Receipts 250,000 250,500 249,999
Disbursements 240,000 240,480 239,999
Net cash flow, February 10,000 10,020 10,000
Cash balance (March 1st) 435,000 1,198,670 1,970,533
Receipts 300,000 303,000 302,394
Disbursements 280,000 282,800 282,234
Net cash flow, March 20,000 20,200 20,160
Cash balance (April 1st) 455,000 1,218,870 1,990,692
Receipts 570,000 575,700 574,549
Disbursements 325,000 328,250 327,594
Net cash flow, April 245,000 247,450 246,955
Cash balance (May 1st) 700,000 1,466,320 2,237,647
Receipts 1,096,000 1,106,960 980,500
Disbursements 320,000 323,200 945,000
Net cash flow, May 776,000 783,760 35,500
Cash balance (June 1st) 1,476,000 2,250,080 2,273,147
Receipts 134,000 135,340 135,069
Disbursements 320,000 323,200 322,554
Net cash flow, June –186,000 –187,860 –187,484
CASH MANAGEMENT 111
Two Last Current

years ago year year
Cash balance (July 1st) 1,290,000 2,062,220 2,085,663
Receipts 280,000 282,800 282,234
Disbursements 508,000 513,080 512,054
Net cash flow, July –228,000 –230,280 –229,819
Cash balance (August 1st) 1,062,000 1,831,940 1,855,844
Receipts 370,000 373,700 372,953
Disbursements 325,000 328,250 327,594
Net cash flow, August 45,000 45,450 45,359
Cash balance (September 1st) 1,107,000 1,877,390 1,901,203
Receipts 285,000 287,850 287,274
Disbursements 315,000 318,150 317,514
Net cash flow, September –30,000 –30,300 –30,239
Cash balance (October 1st) 1,077,000 1,847,090 1,870,963
Receipts 270,000 272,700 272,155
Disbursements 335,000 338,350 337,673
Net cash flow, October –65,000 –65,650 –65,519
Cash balance (November 1st) 1,012,000 1,781,440 1,805,445
Receipts 892,000 900,920 899,118
Disbursements 320,000 323,200 322,554
Net cash flow, November 572,000 577,720 576,565
Cash balance (December 1st) 1,584,000 2,359,160 2,382,009
Receipts 116,000 117,160 116,926
Disbursements 455,000 459,550 458,631
Net cash flow, December –339,000 –342,390 –341,705
Average monthly
Beginning cash balance 936,083 1,693,903 2,029,204
Receipts 452,333 456,690 445,423
Disbursements 399,417 392,376 443,462
Net cash flow 52,917 64,314 1,961
3. Cash Management in Bridgetown
You are a financial analyst in the Bridgetown Foundation—a public service

agency in Chicago that provides specialized mental care services to the poor.
The foundation’s financial resources are mainly from various state and fed-
eral grants and business or individual donations. In a recent financial audit,
an independent auditor suggested the foundation explore the possibility of
investing in the market as an additional revenue source. You are assigned the
responsibility of analyzing the foundation’s cash flows to determine whether
such a possibility exists and, if it does, how much the foundation should
invest and what the investment strategy should be. You pull out the cash flow
information for the last three years as shown in Table 8.7.
1. Create a cash budget for the next year. Use the proper forecasting
techniques (from Chapter 1) and defend your reasoning for your
choice of technique.
2. Assuming a lower limit of $1,000,000, a transaction fee of $200,
and a 5 percent annual interest rate, use the Miller-Orr model to
determine the upper limit and the return point of the cash balance.
3. Do you see any investment opportunities for the foundation’s cash?
If yes, develop an investment strategy for the foundation.
THE STATEMENT OF NET ASSETS 113
PART III
TOOLS FOR FINANCIAL REPORTING

AND ANALYSIS
CHAPTER 9
Financial Reporting
and Analysis
The Statement of Net Assets
Learning Objectives
• Understand key elements in the statement of net assets

• Understand the accounting process
• Use the information in the statement of net assets in financial analysis
Why care about financial information? There are two fundamental rea-
sons for a manager to obtain and understand financial information. One is to
use the information to make managerial and operational decisions. The man-
ager can better plan, manage, and evaluate a service if he or she knows how
much it costs, and that information can be obtained from the financial report-
ing system. Another reason is to demonstrate accountability by keeping stake-
holders informed about the financial condition and operation of the organization.
Stakeholders in government organizations or agencies include citizens, elected
officials, other governments, nonprofit organizations, and businesses. They have
vital interests in government finance as taxpayers, oversight bodies, evalua-
tors, or contractors of governmental services. A manager has a responsibility
to answer their questions about the organization’s finances.
How is financial information reported? When a close friend asks you how
are you doing financially, how do you respond? There are two ways to tell a
financial story. You can reveal how much you earn, but that is not a complete
financial picture, because you also spend. If you make $50,000 and spend
$50,000, you save nothing. If you spend $45,000 instead, you save $5,000.
So another way to report your finances is to use net worth. In the above
example, where does the $5,000 in savings go? It goes to your net worth. We
use the term net worth to measure what you possess or own after taking out
what you owe. Say that you have a house, some furniture, a car, a retirement
115
116 TOOLS FOR FINANCIAL REPORTING AND ANALYSIS
account, a bank checking account, and some cash for a total of $200,000.
Your bills include a mortgage, a car loan, and other payments totaling
$160,000. Your net worth is $200,000 – $160,000 = $40,000.
In finance, net worth is often called net assets. Assets are what you own,
and liabilities are what you owe. The financial statement prepared to disclose
these financial figures is generally called the balance sheet. In U.S. state and
local governments, the balance sheet information for a government as a whole
is reported in the statement of net assets. Nonprofit organizations may use
the name the statement of financial position to disclose their balance sheet
information. On the other hand, the financial statement used to report annual
revenues and expenses is the statement of activities (or operations). Sources
and uses of cash and cash equivalents are reported in the statement of cash
flows. We focus on the statement of net assets in this chapter and the state-
ment of activities in Chapter 10.
What Information Is in the Statement of Net Assets?
Obviously, what you own minus what you owe is what is left. In accounting
language, “what you own” is called assets, “what you owe” is liabilities, and
“what is left” is net assets, so
Assets – Liabilities = Net Assets

Or
Assets = Liabilities + Net Assets
This is the fundamental accounting equation. This equation is true re-

gardless of the types of financial transactions that occur. Your assets are al-
ways equal to the sum of your liabilities and net assets. If they are not equal,
an error(s) must have occurred in your accounting or reporting practices or
calculation processes.
More formally, assets are defined as economic resources available and
liabilities are amounts owed to outside entities and employees. It is impor-
tant to note that the terms assets and liabilities are used as accounting con-
cepts here, not in any other ways. For example, we often say a good reputation
is an “asset” to an organization and a bad reputation is a “liability.” But they
are not accounting definitions.
What types of assets does a public organization have? Assets can be
broken down into current assets and noncurrent assets. In general, current
assets are cash, cash equivalents, or resources that can be converted to cash
within a year or that will be consumed within a year. Noncurrent assets are
long-term assets such as lands, plant, equipment, and long-term invest-
ments over a year. Note that a year is used as a division of assets into
current and noncurrent assets because it represents the length of a business
cycle in many governmental organizations. The following is a list of com-
mon asset accounts.
• Cash or cash equivalents. This category may include bank savings and
checking accounts, short-term certificates of deposit, and other assets
that can be converted to cash quickly and easily.
• Investments. This category includes marketable securities such as stocks
and bonds, real estate, and other investment vehicles.
• Accounts receivable. When an organization provides a product to a cus-
tomer and has not received the payment, the amount is reported as re-
ceivable, which suggests that the payment will be collected in the future.
There can be many types of receivables. Examples include property
taxes receivable and interest and penalty receivable.
• Inventory. This category is for the materials and supplies that will be
used in producing goods or services.
• Prepaid expenses (prepayment, advance payment). These are the pay-
ments for goods or services that have not yet been received. For ex-
ample, if you make an advance payment of $1,000 rent the last day of
this year, but the rent will cover you for the next whole year, this $1,000
is a prepaid expense at the end of this year. Notice that long-term pre-
payment (more than one year) is referred as a deferred charge and is
reported in the long-term asset section of the statement of net assets.
• Long-term assets or fixed assets. These assets are often in the form of
land, plant, building, infrastructure, and equipment.
Liabilities represent obligations of an organization. Organizations typi-

cally have liabilities that will require payments to suppliers, employees, fi-
nancial institutions, bondholders, and other governments. Like assets, a
liability can be classified as a current liability or noncurrent liability. Cur-
rent liabilities will be paid within a short time, often a year, while noncurrent
liabilities are due beyond a year (or a business cycle). The following is a list
of common liability accounts.
• Accounts payable. These accounts show the amount an organization

owes others. There are a variety of payable accounts, such as wage pay-
able and interest payable.
• Long-term debts. These could include an organization’s long-term loans

or leases.
• Deferred revenue. When an organization receives a payment for ser-
vices that it has not yet provided, the payment is reported as deferred
revenue. It is a liability. For example, suppose that a power provider
receives $1,200 for a one-year service contract. At the time that the
money is received, the power provider has not yet provided its service
to the customer. This $1,200 is deferred revenue for the power provider.
Notice that some organizations use unearned revenues for short-term
liability and deferred revenue for long-term liability.
If an organization has more assets than liabilities, it has a positive figure

in net assets. Net assets can be restricted or unrestricted. Restricted net assets
are net assets whose use has been restricted for specified purposes or for the
time of use. For example, net assets could be restricted for the purposes of
paying debts. Unrestricted net assets are net assets whose use has not been
restricted. In U.S. state and local governments, net assets information can be
found in the statement of net assets—the first financial statement in CAFR.
Table 9.1 presents an example of that statement in a hypothetical city of
Evergreen, Florida.
The Accounting Process
Where does the information in the statement of net assets come from? Ac-
counting is the process by which financial data are recorded, processed, and
reported. In an accounting cycle, raw financial information is obtained and
processed to be reported in the final statements. There are four phases in an
accounting cycle, and each phase represents a step to ensure the information
is accurately recorded and presented, so adherence to the accounting cycle is
a means to ensure financial accountability. Below are the phases in an ac-
counting cycle:
Evidence of Transactions → The Accounting Journal →

The Accounting Ledger → Financial Statements and Reports
Evidence of transactions can be receipts of purchases, payments, pur-

chase orders, or anything that indicates that a transaction has occurred.
These pieces of evidence are reported by either the accounting depart-
ment or user departments for initial entries in the accounting system. An
accounting journal is simply a chronological listing of every financial event
Table 9.1
Statement of Net Assets: The City of Evergreen, Florida, for the Year
Ending December 31, 2004 ($)
Assets
Current assets
Cash 1,500,000
Accounts receivable 560,000
Inventory 690,000
Total current assets 2,750,000
Fixed assets
Land 3,000,000
Equipment, net 2,000,000
Total fixed assets 5,000,000
Total assets 7,750,000
Liabilities and net assetts
Liabilities
Current liabilities
Accounts payable 3,000,000
Wages payable 1,300,000
Total current liabilities 4,300,000
Long-term liabilities
Bonds payable 1,000,000
Total liabilities 5,300,000
Net assets
Unrestricted 1,500,000
Restricted 950,000
Total net assets 2,450,000
Total liabilities and net assets 7,750,000
that has occurred in an organization. It is similar to a diary in that events

are listed in the order they occur and as concurrently as possible. A jour-
nal entry often includes the transaction description, transaction dates, re-
lated accounts, transaction amounts, and reference number. Figure
9.1 illustrates the accounting journal record for a transaction in which the
city of Evergreen paid its December 2004 salaries, totaling $50,000, on
January 1, 2005.
Notice that two accounts, wages payable and cash, are used to record this
transaction. In fact, every accounting transaction must be recorded in at least
two accounts. This accounting practice is called double-entry accounting. It
is one way to ensure reporting trueness and accuracy.
Another accounting practice in recording transactions is the use of debit
and credit balances. Use of debits and credits ensures that transactions are
Figure 9.1 Example of an Accounting Journal
City of Evergreen
General Journal, 2005
Reference
Number Transaction Description Account Debits Credits
001(1/1/2005) Pay salaries $50,000 Wages Payable $50,000
Cash $50,000
002(1/1/2005) ... ... ... ... ...

... ... ... ... ... ...
Note: “. . .” represents information of any possible transactions.
reported in such a fashion that they can be traced and checked according to
the following equation.
Amount Debited = Amount Credited
The accounting rules of reporting transactions with debits and credits are:
asset accounts are increased by debits and decreased by credits; liability and
net asset accounts are increased by credits and decreased by debits. In the
above example, cash is an asset account. It decreases by $50,000 because
cash was used to pay the salaries. So it is credited by $50,000. Wages pay-
able is a liability account. It decreases by $50,000 because the amount owed
for salaries decreases. Therefore, we record it on the debit side. As you may
have noticed, the amount debited ($50,000) is equal to the amount credited
($50,000) in this example.
The next phase in the accounting cycle is the use of the general ledger. A
ledger is used to summarize and accumulate the transaction information. Un-
like a journal, which is organized by dates of transactions, a ledger is arranged
by account. For example, we could summarize all transaction information con-
cerning cash under a cash ledger account. A ledger account typically contains
an account name, transaction date, transaction reference numbers, debit
amounts, credit amounts, and balances. Figure 9.2 shows elements of a gen-
eral ledger account with the information from the Evergreen example.
The last phase in the accounting cycle is to present financial informa-
tion in a set of financial statements, including the statement of net assets.
Figure 9.2 Example of an Accounting Ledger
City of Evergreen
General Ledger, 2005
Account 101: Cash

Reference Number Debits Credits Balance
Balance 12/31/2004 $1,500,000
001 (1/1/2005) $50,000 $1,450,000
002 . . .
003 . . .
...
...
Note: “. . .” represents the related information of other transactions.
Remember that the accounting equation is always true for any transaction.
Figure 9.3 demonstrates this with the transaction in the Evergreen example.
Notice that both sides of the equation decrease by $50,000, so the equation
still holds true. All other transactions are recorded in a similar way, and they
are summarized and reported in financial statements.
Principles that Govern Accounting Practices
Accounting practices involve recording and reporting financial information.

These practices rely on accounting principles for guidance and standardiza-
tion. Just like traffic signals are the same in all U.S. cities, uniform account-
ing principles regulate ways that financial transactions are recorded and
reported. The Financial Accounting Standards Board (FASB) and the Gov-
ernmental Accounting Standards Board (GASB) develop so-called Gener-
ally Accepted Accounting Principles or GAAPs. The FASB establishes
accounting and reporting standards for not-for-profit and for-profit organi-
zations, and accounting and reporting standards for state and local govern-
ments are established by GASB. GAAPs are conventions or rules in financial
accounting and reporting. Here is a brief discussion of some GAAPs related
to state and local governments.
Who reports? A reporting entity should be determined in any financial
reporting. A primary government is defined as a state or local government
that has a separate elected governing body and is fiscally independent of
other state or local governments. Governments also use the term component
Figure 9.3 The Accounting Equation with a Transaction
Assets = Liabilities + Net Assets

Cash Wages Payable
–$50,000 –$50,000
units for the entities that are legally separate from the primary government
but have close financial or governing relationships with the primary govern-
ment. Examples of component units include public universities, housing au-
thorities, and retirement systems.
The concept of monetary denominator refers to the fact that all actions
that have a financial element must be monetized. Land and inventories need
to be converted to monetary terms. There is a preference to use objective
evidence and the cost conventions in financial reporting, rather than subjec-
tive estimation. The concept of conservatism refers to the need to consider
risk in collecting revenues and the fact that less than 100 percent of them can
be collected. The going concern concept refers to the assumption that an
organization is going to continue in business for the foreseeable future. The
principle of materiality requires that an auditor report significant (material)
reporting errors.
Finally, the accrual concept requires that organizations recognize all eco-
nomic and financial transactions as they report their financial positions and
operations. That is, revenues are recorded at the time goods and services are
provided regardless of when payment is received; expenditures are recorded
at the time that assets have been consumed or liabilities incurred in the pro-
cess of providing goods and services. We will come back to this concept in
more detail in the next chapter.
A Case Study
Joe Klein is the city manager of Evergreen in Heaven County, Florida, a city
that serves about 5,000 residents. Joe was hired early this year when the
previous city manager retired. The city has a police department, a parks and
recreation department, a public works department, a local library, and an
administrative department. It relies on the county for other local services
such as fire protection, code enforcement, and health and human services.
The financial division in the administrative department prepares the city’s
CAFR. In the past, the previous city manager never bothered to read the
document. He claimed that the CAFR was too long, included too many
numbers, and confused, rather than helped, him. When he had a financial
question, he called the finance director.
Joe is a firm believer that financial management is the center of gover-

nance, and that good financial management practices ensure efficient use of
resources and provide a solid foundation for quality services. He is reluctant
to rely completely on financial personnel for interpretation of financial in-
formation. He believes that his own analysis may tell a different story, and
that with a solid knowledge of the city’s finances, he will have a better idea
of how to improve the city’s services. To do his analysis, he first reviewed the
Management Discussion and Analysis (MD&A) in the CAFR, and then put
out the city’s statement of net assets from the CAFR. His analysis consisted
of several simple steps.
Step 1: Reviewing and Analyzing this Year’s Statement

of Net Assets
First, Joe calculated the percentage for each asset category in total assets as
shown in Table 9.2. By doing this, he found that 19.4 percent of total assets
were in cash and 35.5 percent were current assets. These numbers gave him
an idea as to what assets were available. He also did the same calculation for
liabilities and net assets. He found that liabilities took up a very high per-
centage (68.4 percent) of total liabilities and net assets, which might be a
warning sign that the city’s level of liabilities is too high. He was also con-
cerned that a large amount of net assets was restricted (12.2 percent). To
better understand the meaning of these numbers, Joe compared them with
the numbers from the previous year.
Step 2: Comparing with Last Year’s Statement
The comparison in Table 9.3 shows a few changes from the previous year
that caused Joe concerns. He wrote them down in a note and planned to
discuss them with the finance director.
On assets:
• Cash decreased from the previous year by $500,000. Does it pose a

liquidity problem?
• Inventory increased sharply from $250,000 to $690,000—a whopping
176 percent! (($690,000 – $250,000)/$250,000). What has happened?
Should we do an inventory analysis?
• The value of net equipment decreased from $2,500,000 to $2,000,000.
Does this mean our equipment is aged and needs replacement soon? If
so, how soon?
Table 9.2
Asset and Liability Allocations: The City of Evergreen, Florida,

as of December 31, 2004
Dollars Percent
Current assets
Cash 1,500,000 19.4
Accounts receivable 560,000 7.2
Inventory 690,000 8.9
Total current assets 2,750,000 35.5
Fixed assets
Land 3,000,000 38.7
Equipment, net 2,000,000 25.8
Total fixed assets 5,000,000 64.5
Total assets 7,750,000 100.0
Liabilities
Current liabilities
Accounts payable 3,000,000 38.7
Wages payable 1,300,000 16.8
Total current liabilities 4,300,000 55.5
Bonds payable 1,000,000 12.9
Total liabilities 5,300,000 68.4
Net assets
Unrestricted 1,500,000 19.4
Restricted 950,000 12.2
Total net assets 2,450,000 31.6
Total liabilities and net assets 7,750,000 100.0
• Total assets decreased from $8,050,000 to $7,750,000—a 3.8 percent

decline. We should look at more data to see if there is a trend of total
asset decline.
On liabilities and net assets:
• There was an increase in restricted net assets from $500,000 to $950,000.

As the use of these net assets is restricted, an increase indicates less
flexibility for the city to use these assets.
• Unrestricted net assets decreased from $2,000,000 to $1,500,000. Is
there any indication that this decrease is in a trend?
Table 9.3
Statement of Net Assets Comparison: The City of Evergreen ($)
12/31/2004 12/31/2003
Assets
Current assets
Cash 1,500,000 2,000,000
Accounts receivable 560,000 300,000
Inventory 690,000 250,000
Total current assets 2,750,000 2,550,000
Fixed assets
Land 3,000,000 3,000,000
Equipment, net 2,000,000 2,500,000
Total fixed assets 5,000,000 5,500,000
Total assets 7,750,000 8,050,000
Liabilities and net assets

Liabilities
Current liabilities
Accounts payable 3,000,000 3,000,000
Wages payable 1,300,000 1,050,000
Total current liabilities 4,300,000 4,050,000
Bonds payable 1,000,000 1,500,000
Total liabilities 5,300,000 5,550,000
Net assets
Unrestricted 1,500,000 2,000,000
Restricted 950,000 500,000
Total net assets 2,450,000 2,500,000
Total liabilities and net assets 7,750,000 8,050,000
• There is a $50,000 decrease in net assets from $2,500,000 to $2,450,000.

A closer examination of the causes of this decline is warranted.
Step 3: Searching for Solutions and Taking Actions
Joe then reviewed the CAFR to see whether his above questions were ad-
dressed. In the MD&A, the finance director attributed the total asset decline
mainly to the depreciation of equipment. Nevertheless, none of Joe’s other
concerns were addressed in the analysis. He picked up phone to call the
finance director.
Exercises
1. Key Terms
Net worth
Balance sheet
Statement of net assets
Statement of financial position
Statement of activities
Fundamental accounting equation
Assets
Liabilities
Net assets
Current assets
Noncurrent assets
Cash or cash equivalents
Investments
Accounts receivable
Inventory
Prepaid expenses
Long-term assets or fixed assets
Current liability
Noncurrent liabilities
Accounts payable
Long-term debts
Deferred revenues
Restricted net assets
Unrestricted net assets
Accounting cycle
Accounting journal
Accounting ledger
Double-entry accounting
Debit and credit
Primary government
Component units
Monetary denominator
Objective evidence
Cost convention
Conservatism
Going concern
Materiality
Accrual accounting basis
2. Financial Analysis of the CAFR
Access the CAFRs of three recent years of a government. Refer to the State-
ment of Net Assets to conduct an analysis on assets, liabilities, and net assets
to identify any changes that cause concern about the financial condition of
the government.
CHAPTER 10
Financial Reporting
and Analysis
The Statement of Activities
Learning Objectives
• Understand key elements in the statement of activities

• Understand the concept of accounting basis
• Apply the information in the statement of activities in financial analysis
In Chapter 9, we learned how to evaluate an organization’s financial con-

dition by examining its assets, liabilities, and net assets. Now we discuss
another aspect of financial condition—revenues and expenses. What is the
relationship between net assets and revenues/expenses? Think of your per-
sonal finances. If your revenues are larger than your expenses (i.e., you save)
for a long time, you will accumulate a large amount of wealth over time. Net
assets are cumulative wealth, while revenue and expense information repre-
sents financial performance over a particular time period. A combination of
both net asset and revenue/expense information provides a relatively com-
plete picture of an organization’s finances.
The financial statement that presents revenues and expenses is called the
statement of activities in governmental organizations (or, the statement of
operations, the income statement in many business organizations). Like the
statement of net assets, the statement of activities presents the financial in-
formation for a government as a whole. Fund-level financial information
(Chapter 11) is not presented in the statement of assets or the statement of
activities. It is included in the fund-level financial statements, such as the
balance sheet of governmental funds. The following section presents the key
128
THE STATEMENT OF ACTIVITIES 129
elements in the statement of activities and the accounting bases on which

this statement is prepared.
What Information Is in the Statement of Activities?
Expenses
First, expenses are classified and presented by functions or programs. For

example, a city can present expenses in the major service functions of public
safety, transportation, education, health, and human services. Or it can choose
to present expenses in a more detailed fashion. Public safety can be further
broken down into police, fire protection, emergency rescue, corrections, and
so forth. How detailed the presentation is depends on the needs of the reader
and the cost of data collection. In general, expenses for different types of
services should be presented. If a government also provides business-type
services, such as water/sewer services and utility provision, then the expenses
of these services should be presented separately from governmental activi-
ties. This separation is necessary because the expenses of business-type ac-
tivities can be offset by the revenues generated from these activities, and
such breakeven is not possible in most governmental activities. Additionally,
if a government has component units, the expenses of component units should
be presented in a separate column from expenses of the primary government.
If a government allocates overhead, interest, and other indirect expenses
to direct services, it can also present the allocated expenses in a separate
column. Direct services are those provided to customers, residents, or clients
outside the government. For example, a police department provides services
directly to residents, while a vehicle maintenance division of the government
offers services only to other departments within the government. The ex-
penses in the vehicle maintenance division are indirect expenses and can be
allocated to direct services.
Table 10.1 shows how expense information can be presented. Only pri-
mary government expenses are shown. The percentage of each expense of
the total is also presented. Realize that the percentage information is not
reported in the actual statement of activities; you will have to calculate it
by yourself.
The table shows that the largest expense item is public safety, which ac-
counts for almost half of the total expenses. A distant second is the 14.0
percent spent on transportation, while 13.4 percent is spent on general gov-
ernment, which is mainly the cost of general management, planning, per-
sonnel, and financial management. Governmental activities make up 84.7
percent of spending, and 15.3 percent is spent on business-type activities.
Table 10.1
Expenses in the Statement of Activities: The City of Evergreen, Florida,

for the Year Ending December 31, 2004
Functions/program Expenses ($) Percentage

Governmental activities
General government 420,000 13.4
Public safety 1,500,000 47.7
Transportation 440,000 14.0
Health and human services 300,000 9.6
Total 2,660,000 84.7
Business-type activities
Water 150,000 4.8
Sewer 210,000 6.7
Parking 120,000 3.8
Total 480,000 15.3
Total primary government 3,140,000 100.0
The percentage information is more useful when compared with percentages

from past years. Percentage changes can be identified and analyzed in a his-
torical context to demonstrate trends in spending patterns.
Revenues
The sources of revenue are presented in the statement. In governments, rev-

enue sources include taxes, fees and charges, grants, investment earnings,
and other revenue sources. In general, revenue sources can be classified
into two categories: program revenues and general revenues. Revenues gen-
erated through specific functions or programs are called program revenues.
For example, a city Clerk’s Office could charge a fee for providing a copy
of a record or document. Since the Clerk’s Office performs a general gov-
ernment function, this fee should be presented as program revenue for the
general government. Another example of program revenues is a grant con-
tributed to a specified program or function. A grant designated for public
safety is an example. It should be presented as the program revenue for
public safety. The difference between program expenses and program rev-
enues is net (expenses) revenues. Table 10.2 shows the presentation of net
(expenses) revenues.
It should not be a surprise that governmental activities have a net expense
of $2,268,000, because these services are “governmental” by nature—they
are not designed to generate net revenues. On the other hand, business-type
Table 10.2
Expenses, Program Revenues, and Net (Expenses) Revenues in the
Statement of Activities: The City of Evergreen, Florida, for the Year
Ending December 31, 2004 ($)
Program Net (expenses)
Expenses revenues revenues
Functions/program (1) (2) (2) – (1)
General government 420,000 140,000 (280,000)
Public safety 1,500,000 53,000 (1,447,000)
Transportation 440,000 49,000 (391,000)
Health and human services 300,000 150,000 (150,000)
Total 2,660,000 392,000 (2,268,000)
Water 150,000 180,000 30,000
Sewer 210,000 300,000 90,000
Parking 120,000 60,000 (60,000)
Total 480,000 540,000 60,000
Total primary government 3,140,000 932,000 (2,208,000)
activities produce net revenues of $60,000. Among three business-type ac-

tivities, the parking service is losing money. The city has a total net expense
of $2,208,000, which should be covered by general revenues.
The revenues that are not associated with specific programs or functions
are called general revenues. General revenues include taxes, intergovern-
mental revenues, grants and contributions not restricted to specific programs,
investment earnings, and miscellaneous revenues. General revenues should
also be presented in the statement of activities. Table 10.3 is an example of
such a presentation.
Total general revenues are $2,158,000, and they are $50,000 less than the
net expenses of $2,208,000. As general revenues are often the largest rev-
enue source, it is useful to identify the major sources of general revenues. In
our example, property tax is 57.9 percent ($1,250,000/$2,158,000) of total
general revenues. The revenue collection effort should be concentrated on
this revenue.
If an organization collects revenues from a special source, they should be
reported as a special item. The revenue from sale of public land is an ex-
ample. When resources are transferred from business-type to governmental
activities (or vice versa) without receiving anything in return (i.e., a sub-
sidy), they are called transfers. If an organization has revenues generated
from special items and transfers, it should present total general revenues,
special items, and transfers in the statement of activities.
Table 10.3
Expenses, Program Revenues, Net (Expenses) Revenues, and General

Revenues in the Statement of Activities: The City of Evergreen, Florida,
for the Year Ending December 31, 2004 ($)
Program Net (expenses)

Expenses revenues revenues
Function/Program (1) (2) (2) – (1)
Public safety 1,500,000 53,000 (1,447,000)
Transportation 440,000 49,000 (391,000)
Health and human services 300,000 150,000 (150,000)
Total 2,660,000 392,000 (2,268,000)
Water 150,000 180,000 30,000
Sewer 210,000 300,000 90,000
Parking 120,000 60,000 (60,000)
Total 480,000 540,000 60,000
Total primary government 3,140,000 932,000 (2,208,000)

General revenues
Taxes
Property taxes 1,250,000
Sales taxes 320,000
Franchise taxes 230,000
Grants not restricted for specific programs 260,000
Investment earnings 43,000
Miscellaneous 55,000
Total general revenues 2,158,000
Change in net assets (50,000)
Net assets—beginning 2,500,000
Net assets—ending 2,450,000
Change in Net Assets
The $50,000 difference between general revenues and net expenses is called
change in net assets. In fact, the $50,000 is the difference between total
revenues (program revenues and general revenues) and total expenses
($932,000 + $2,158,000 – $3,140,000). Table 10.3 shows this figure and net
assets at the beginning and the end of the year. The balance of net assets is
$2,500,000 at the beginning of 2004 (see Table 9.3 on p. 125 for the source
of this figure). The balance decreases by $50,000 to $2,450,000 at the end of
2004 as the result of the $50,000 net expenses in operations. As discussed in
Chapter 7 on financial performance monitoring, change in net assets is a
measure of financial results. A decline of $50,000 in net assets shows that
the city’s financial condition is worse than it was at the beginning of the
year by this measure.
Accounting Bases
Suppose that you are a car dealer and you sold a car for $50,000 today, but
the payment won’t be collected until next year. Do you count the $50,000 as
revenue in this year or next year? If you report the revenue in a period when
it occurs, regardless of the payment status, you are using accrual basis ac-
counting. If you record the revenue only when you receive the payment, you
are using cash basis accounting. One advantage of accrual basis accounting
is that it helps accurately calculate earnings (or profit) from operations. This
is why the private sector uses accrual basis accounting in its financial report-
ing. In U.S. state and local governments, the statement of net assets and the
statement of activities are prepared on the accrual basis.
However, sometimes, the purpose of financial reporting in government
is not to determine earnings, but rather to reflect whether sufficient finan-
cial resources are collected timely and legally to meet financial responsi-
bilities and whether net financial resources are available for future use.
This is why the modified accrual basis is used to prepare some fund-level
financial statements in governments. According to the modified accrual
basis, revenues are reported as they become available and measurable, and
expenditures are reported as they become legally obligated to be paid. The
following is a summary of different accounting bases for reporting rev-
enues and expenditures.
Accounting Bases for Reporting Revenues
• The cash basis—the revenue is reported when the cash payment is

received.
• The accrual basis—the revenue is reported when it is earned.
• The modified accrual basis—the revenue is recorded when it is “mea-
surable and available.” “Available” means that it must be collectible
within the year or shortly after it. Sixty days or less after the end of
the year is the time period widely used as a measure of availability.
Note that because taxes levied during this year are expected to be
collected within sixty days after the completion of the current year,
they are considered to be both measurable and available. Therefore,
except the portion that is not collectible within sixty days after the end
of a fiscal year, taxes are considered as revenues under the modified
accrual basis.
Accounting Bases for Reporting Expenses (Expenditures)
• The cash basis—an expense is recorded when cash is paid.

• The accrual basis—an expense is incurred when a resource has been
used in the process of generating revenues.
• The modified accrual basis—an expense occurs when the organization
becomes legally obligated to pay and that the payment will be made.
A Case Study
In the case study in Chapter 9, Joe Klein used the statement of net assets to
learn the city of Evergreen’s finances. In that case, Joe compiled a list of
questions during the review of the statement, and one question concerned
the cause of the $50,000 net asset decline. Since this decline reduced the
city’s financial reserve, it was one of the first concerns to be addressed. To
understand what caused the decline, Joe did the following.
Step 1: Examining the Statement of Activities
Joe first reviewed the city’s revenues and expenses in the statement shown in
Table 10.3. In the review, he realized that public safety accounted for 63.8
percent of total net expenses of governmental activities ($1,447,000/
$2,268,000 = 63.8 percent). He also realized that the parking service, which
should break even as a business-type activity, lost $60,000. On the revenue
side, property taxes accounted for 57.9 percent of total general revenues
($1,250,000/$2,158,000 = 57.9 percent), which may suggest that the city
overrelies on this revenue source. Overreliance on any single revenue source
is dangerous, as any decline of the revenue would significantly reduce the
city’s total revenues.
Step 2: Comparing with Last Year’s Statement
To further understand the cause of the net assets decline, Joe compared the
statements of activities for the past two years. The comparison in Table
10.4 indicates that net expenses changed very little during the period. In
fact, net expenses for the primary government decreased by only $2,000
($2,210,000 – $2,208,000), although the increase in the parking net ex-
pense was a concern. On the other hand, general revenues declined by
$72,000 ($2,158,000 – $2,230,000). A closer examination of this decline
reveals a dramatic drop of investment earnings by $136,000 ($179,000 –
$43,000). This decrease completely wiped out the revenue increases in
Table 10.4
Comparison of Net (Expenses) Revenues and General Revenues: The City

of Evergreen, Florida, for the Year Ending December 31, 2004
Net (expenses) revenues

Function/Program 12/31/2004 12/31/2003
General government (280,000) (260,000)
Public safety (1,447,000) (1,540,000)
Transportation (391,000) (360,000)
Health and human services (150,000) (130,000)
Total (2,268,000) (2,290,000)
Water 30,000 20,000
Sewer 90,000 90,000
Parking (60,000) (30,000)
Total 60,000 80,000
Total primary government (2,208,000) (2,210,000)
General revenues
Taxes
Property taxes 1,250,000 1,240,000
Sales taxes 320,000 330,000
Franchise taxes 230,000 230,000
Grants not restricted 260,000 200,000
Investment earnings 43,000 179,000
Miscellaneous 55,000 51,000
Total general revenues 2,158,000 2,230,000
Change in net assets (50,000) 20,000
grants not restricted ($60,000 = $260,000 – $200,000), and in property taxes

($10,000 = $1,250,000 – $1,240,000).
Step 3: Searching for Solutions and Taking Action
Joe suspected that the investment decline was the result of last year’s bond
market meltdown. His suspicion was confirmed by his conversation with the
finance director. The finance director told him that the city’s investment in a
state investment pool had been largely placed in the bond market. On the
basis of this analysis, Joe decided to make the following adjustments. First,
he asked for a review of the city’s investment policies. The review would be
conducted by the finance department. The purpose of the review was to evalu-
ate investment risks and explore potential new ways of investment. Second,
he asked for a forecast of investment return for the next three years and the
potential revenue shortfall as a result of decline in investment incomes. Third,

he told the finance director to develop a strategy to diversify the city’s rev-
enue sources to avoid possible negative consequences of overreliance on
property taxes.
Exercises
1. Key Terms
Statement of activities
Expenses
Indirect expenses
Direct services
Revenues
Program revenues
General revenues
Net (expenses) revenues
Special items
Transfers
Change in net assets
Accrual basis
Cash basis
Modified accrual basis
2. CAFR
Access the CAFR of a government for the last three years. Refer to the state-
ment of activities to compare changes in expenses, program revenues, net
(expenses) revenues, general revenues, and changes in net assets. Identify
any changes that cause concern.
FUND-LEVEL STATEMENTS 137
CHAPTER 11
Financial Reporting
and Analysis
Fund-Level Statements
Learning Objectives
• Understand the use of funds in governments

• Understand key elements in fund-level statements
• Use the information in fund-level statements in financial analysis
Let us say that you are a working professional and you have two bank
accounts. You use a checking account to handle daily expenses and an in-
vestment account to grow retirement income. Each time you get a check, you
split the money into these two accounts. Why do you use two separate ac-
counts? Because the separation helps you control, plan, and manage your
financial life. Each account serves a different financial goal and requires
different financial strategies and practices in operation. For example, the
purpose of a checking account is the facilitation of daily operations, so con-
venience of banking is necessary. On the other hand, the investment account
is designed to grow income in keeping with long-term investment strategy.
Similarly, governments have different financial operations. As discussed
in previous chapters, they have operations that support governmental activi-
ties, as well as operations related to business-type activities. Governments
may also play the role of trustees or guardians for certain financial resources.
Financial operations of different activities have different goals and require
different strategies and practices. For these and other reasons, governments’
financial operations should be accounted for differently—in separate funds.
This is why governments use fund accounting and reporting. Fund account-
ing and reporting has a unique advantage. When transactions of financial
resources are accounted for in separate funds, monitoring these transactions
becomes relatively easy. So the use of funds serves the ultimate purpose of
137
financial accountability in the public sector. In this chapter, we study impor-

tant concepts in funds, key components in fund-level financial statements,
and how to use fund-level statements in financial analysis.
As introduced in Chapter 7, a fund is a fiscal and accounting entity in which

financial transactions of specific types of activities are recorded and reported.
Two conditions must be met to construct a fund. First, a fund is a fiscal entity
in which assets are set aside for liabilities incurred in supporting specific
activities of the fund. The fund reports its own assets, liabilities, and the fund
balance, which is the difference between assets and liabilities. Second, a
fund is an accounting entity in which the double-entry mechanism must be
used in recording transactions. The accounting equation for a government
fund can be expressed as:
Assets = Liabilities + Fund Balance
Two concepts are important in understanding a fund. One is the account-

ing basis discussed in previous chapters. Another is the measurement focus
of a fund. Measurement focus refers to the subject of reporting, or, what
information is expressed in reporting. Since a fund is an accounting entity, it
needs to specify what information it accounts for. If the accounting and re-
porting of a fund focuses on net assets or incomes, its measurement focus is
the income determination (or the economic resources measurement). If a
fund focuses on the availability of financial resources to support its financial
obligations of providing services, the measurement focus is the current fi-
nancial resource measurement. In general, funds used in U.S. state and local
governments are classified into several fund types that include governmental
funds, proprietary funds, and fiduciary funds.
Governmental Funds
In previous chapters we learned that governments provide public goods, such

as public safety and fire protection, as well as nonpublic goods, such as power,
water, and toll roads. In general, the activities involved in providing public
goods are governmental activities. The financial transactions incurred in sup-
porting governmental activities are accounted for and reported in govern-
mental funds. As you can imagine, because governments are mainly involved
in governmental activities, governmental funds typically track the basic and
major activities of a government.
Because the governmental funds account for basic activities of a govern-

ment, they are concerned with financing these activities on a current basis, and
they stress the availability and accountability of financial resources for occur-
ring current financial obligations. Therefore, governmental funds use a current
financial resource measurement focus, accounting for financial resources (i.e.,
cash and other current assets) used in providing basic government services.
Governmental fund statements report current assets and current liabilities only.
Noncurrent assets and liabilities, which are included in governmentwide state-
ments such as the statement of net assets, are not reported in the governmental
fund statements. The governmental funds use the modified accrual basis of
accounting. Revenues are recognized when they become measurable and avail-
able. Expenses are reported when a financial obligation is incurred and the
payment will be made from currently available financial resources.
The governmental funds include the general fund, special revenue funds,
capital project funds, and debt service funds. The general fund accounts for
most basic services provided by a government and most of its daily opera-
tions. These services and operations are often in areas of public safety, trans-
portation, education, human services, parks and recreation, and general
administration. Any activities not accounted for in any other funds are ac-
counted for in the general fund. Special revenue funds are used to account
for resources that are legally restricted for specific identifiable purposes. For
example, a tax on gasoline consumption specifically restricted to highway
construction and maintenance may be accounted for in a special revenue
fund. Special revenue funds are different from the general fund where rev-
enues are not specifically restricted for certain purposes. Capital project funds
are designed to account for receipts and disbursements of resources used for
financing the construction or purchase of major capital assets. In general,
capital project funds should be used to account for capital projects that are
financed through long-term debts or using accumulated financial resources.
Debt service funds account for the accumulated resources to pay off princi-
pal and interest on long-term debts. The revenues of debt service funds are
often in form of revenues transferred from the general fund or other funds.
Expenditures in debt service funds are payments of principal and interest on
long-term governmental debts.
In general, there are two financial statements for the governmental funds—
the balance sheet and the statement of revenues, expenditures, and changes
in fund balance. The former contains the current assets, current liabilities,
and the fund balance, while the latter reports revenues, expenditures, and
changes in the fund balance. In U.S. state and local governments, individual
fund statements are often combined by fund types to save presentation space.
Tables 11.1 and 11.2 present examples of statements for the general fund.
Table 11.1
Balance Sheet of the General Fund, December 31, 2004: The City of
Evergreen ($)
Assets
Cash 225,000
Accounts receivable 84,000
Inventory 0
Total 309,000
Liabilities
Accounts payable 175,000
Due to other funds 70,000
Total 245,000
Fund balance
Reserved 13,000
Unreserved 51,000
Total 64,000
Total liabilities and fund balance 309,000
Table 11.2
The Statement of Revenues, Expenditures, and Changes in Fund Balance,
the General Fund, December 31, 2004: The City of Evergreen ($)
Revenues
Property taxes 1,150,000
Sales taxes 320,000
Franchise taxes 230,000
Intergovernmental revenues 300,000
Investment earnings 38,000
Fees and fines 24,000
Total revenues 2,062,000
Expenditures
General government 255,150
Public safety 1,317,500
Transportation 311,850
Health and human services 296,900
Total expenditures 2,181,400
Excess (deficiency) of revenues over expenditures (119,400)
Other financing sources (uses)
Transfer in 200,300
Transfer out (100,000)
Total other financing sources (uses) 100,300
Net change in fund balances (19,100)
Fund balances—beginning 83,100
Fund balances—ending 64,000
Proprietary Funds
In governments, financial transactions incurred in providing business-type

goods and services are accounted for in proprietary funds, and reported as
such in the financial statements. Business-type activities are often funded
through user charges that are intended to cover all costs of the activities. As
the purpose of most proprietary-type activities is the determination of net
income, proprietary funds use the income determination measurement fo-
cus. Proprietary fund statements are prepared on the accrual basis and there-
fore revenues are reported when earned and expenses are reported when a
resource has been consumed in the process of generating revenues.
There are two types of proprietary funds. They are enterprise funds and
internal service funds. Enterprise funds are used when resources are pro-
vided primarily through the use of service charges to those receiving the
benefit, or when a matching of revenues and expenses in a break-even fash-
ion is desired. Internal service funds are used to account for services pro-
vided within a government by one branch to another on a cost reimbursement
basis. For example, an internal service fund can be used for the financial
operations of a government-operated print shop that provides printing ser-
vices to other departments or units in the government. The financial state-
ments of proprietary funds include the statement of net assets; the statement
of revenues, expenses, and changes in net assets; and the statement of cash
flows. The last statement is used to identify the sources of cash flows and
how the cash is used.
Fiduciary Funds
The fiduciary funds account for resources that the government possesses in a
trustee or agency capacity on behalf of individuals, other governments, or
private organizations. The fiduciary funds cannot be used to support the
government’s own programs and operations. For example, a government can
act as a trustee holding assets on behalf of employees participating in gov-
ernmental pension plans. A state government can act as a trustee or agency to
collect sales taxes on behalf of local governments. In general, fiduciary funds
use the income determination measurement focus and the accrual basis of
accounting (except for certain pension-related liabilities).
Among fiduciary funds, pension trust funds account for resources held in
trust for employees covered under the government’s retirement pension plans.
Agency funds account for assets held temporarily by a governmental unit as
the agent for individuals, organizations, other funds, or other governmental
units. Investment trust funds account for the assets invested on behalf of other
governmental organizations. Private-purpose trust funds are used to account

for all other trust arrangements under which the principal and income are
held for the benefit of individuals, other governments, and private agencies.
The financial statements of fiduciary funds include the statement of fidu-
ciary net assets and the statement of changes in fiduciary net assets.
A Case Study
In last two chapters, Joe Klein of Evergreen analyzed two governmentwide

financial statements—the statement of net assets and the statement of activi-
ties. Now Joe feels that it is time to look into some specific areas of financial
operations for improvement. The city has a general fund, a Community De-
velopment and Improvement Project Fund (a capital project fund), a Bond
Note Redemption and Interest Fund (a debt service fund), several special
revenue funds, a water/sewer system fund (an enterprise fund), and a parking
system fund (an enterprise fund). Among these funds, the general fund is the
largest, with 66.7 percent of total revenues (General Fund Revenues/(Gen-
eral Revenues + Program Revenues) = $2,062,000/($2,158,000 + $932,000)).
General fund expenditures account for 69.5 percent of total expenses
($2,181,400/$3,140,000). (See Tables 10.3 and 11.2 for the source of these
figures.) The general fund supports the basic services of the city, which in-
clude policing, local road/street construction and maintenance, health and
human services, general administration, and other local services.
Step 1: Reviewing the Fund Statements
Joe started with the balance sheet and the statement of revenues, expendi-
tures, and change in fund balance. To have an overview of revenues and
expenditures, Joe created Table 11.3. It shows that taxes are the major rev-
enue sources for the general fund. About 83 percent of total general fund
revenues are taxes, with the property taxes representing the largest single
revenue source for the general fund (55.8 percent). The table also shows that,
while the city has four major functions that each account for more than 10
percent of total expenditures, the largest funded function is public safety
(60.4 percent).
Step 2: Comparing with Last Year’s Statements
After the overview, Joe realized that the general fund was running a deficit of
$19,100 (See Net change in fund balances in Table 11.2.) The deficit seems
to be caused by overspending revenue by $119,400. This fund deficit caused
Table 11.3
The General Fund Revenues and Expenditures in 2004:

The City of Evergreen
Amount ($) Percentage

Revenues
Property taxes 1,150,000 55.8
Sales taxes 320,000 15.5
Franchise taxes 230,000 11.2
Intergovernmental revenues 300,000 14.5
Investment earnings 38,000 1.8
Fees and fines 24,000 1.2
Total revenues 2,062,000 100.0
Expenditures
General government 255,150 11.7
Public safety 1,317,500 60.4
Transportation 311,850 14.3
Health and human services 296,900 13.6
Total expenditures 2,181,400 100.0
Joe to further examine individual revenue and expenditure items. He pulled

out last year’s statement and compared it with this year’s. The results are
shown in Table 11.4.
The comparison shows several important findings. First, although the rev-
enue increased by $4,000 this year, the expenditure increased by $206,100.
This is a 10.4 percent increase! Expenditure growth in public safety ($172,500)
is the major cause of this spending increase. In fact, about 84 percent
($172,500/$206,100 = 83.7 percent) of the total expenditure increase can be
contributed to the increase in public safety spending. Second, the revenue
increase has slowed in comparison with the expenditure increase. The major
revenue source, the property tax, has only increased by $10,000, or less than
1 percent ($10,000/$1,140,000 = 0.88 percent). Third, the major increase in
revenue came from intergovernmental revenues, which had a 9.1 percent
increase ($25,000/$275,000). However, this revenue source fluctuates over
time and is considered an unreliable revenue source.
Step 3: Analyzing the Issues
The increase in public safety did not come as a surprise to Joe. The city has
experienced a steady increase in misdemeanor cases and in traffic violations
Table 11.4
The Revenue and Expenditure Comparison: The General Fund in the

City of Evergreen ($)
2004 2003
amount amount Difference
(1) (2) (1) – (2)
Revenues
Property taxes 1,150,000 1,140,000 10,000
Sales taxes 320,000 330,000 (10,000)
Franchise taxes 230,000 230,000 0
Intergovernmental revenues 300,000 275,000 25,000
Investment earnings 38,000 60,000 (22,000)
Fees and fines 24,000 23,000 1,000
Total revenues 2,062,000 2,058,000 4,000
Expenditures
Public safety 1,317,500 1,145,000 172,500
Transportation 311,850 300,200 11,650
Health and human services 296,900 270,000 26,900
Total expenditures 2,181,400 1,975,300 206,100
Excess (deficiency) of
revenues over expenditures (119,400) 82,700
Other financing sources (uses)

Transfer in 200,300 150,000
Transfer out (100,000) (225,000)
Total 100,300 (75,000)
Net change in fund balances (19,100) 7,700
and domestic violence. The police chief requested three additional patrol
officers, the related police equipment, and supplementary spending. The chief
eventually got two patrol officers. The increase in public safety appeared to
be the result of this hiring.
Joe believed expenditure growth in the police department would continue
while the city becomes “urbanized.” The question is, how to pay for the
increased service costs? Among the general fund revenue sources, property
taxes have been the largest source of revenues. By analyzing the change in
the property tax rate (the millage), Joe realized the millage for city services
has changed little during the past decade, from 2.296 ten years ago to 2.304
now. In fact, in five of the ten years during this period, the millage declined
Table 11.5
The Millage of Local Real Property Taxes for Citywide Services:

The City of Evergreen
Year Rate
2004 2.304
2003 2.352
2002 2.431
2001 2.215
2000 2.413
1999 2.259
1998 2.492
1997 2.346
1996 2.384
1995 2.296
from the previous year (see Table 11.5). This was probably the result of the
city’s policy of rolling back the property tax. The rollback policy was an
attempt to keep the property tax amount stable when the property tax base
(the assessed property values) changes. In theory, it requires the adjust-
ment of the millage in response to the change of the assessed property
valuation to achieve an equalized effect on the actual property tax amount
paid by the taxpayer. More specifically, during the times of assessed value
escalation, the millage is lowered, and during the times of assessed value
decline, the millage is higher. However, in reality, since property values
often increase, the rollback method hurts the city more than helps it. The
rollback method hurts Evergreen’s finances by limiting its taxation capac-
ity. It won’t allow the city to gain financially at the pace of a blooming
local property market. As the property taxes are the major revenue sources
for Evergreen, this rollback method limits the city’s revenue flexibility and
capacity significantly.
Step 4: Searching for Solutions
Joe believes that if the city does not increase the millage significantly, it will
face a revenue shortage in a few years. But he is not quite sure how much the
revenue shortage will be, and he doesn’t know the political and legal feasi-
bility of raising the millage. He knows that a nearby city has levied a tax on
the consumption of public utilities such as water, power, phone, and cable
services. Joe wants to explore the feasibility of such a new tax in his city, and
decides to conduct a resource development analysis to estimate the revenue
shortage, and develop possible revenue options.
Exercises
1. Key Terms
Accounting equation for funds

Fund balances
Governmental funds
Measurement focus
Income determination (economic resource measurement) focus
Current financial resource measurement focus
General fund
Special revenue funds
Capital project funds
Debt service funds
Balance sheet for funds
Statement of revenues, expenditures, and changes in fund balance
Proprietary funds
Enterprise funds
Internal service funds
Fiduciary funds
Pension trust funds
Agency funds
Investment trust funds
Private-purpose trust funds
The millage
2. CAFR
Access a state or local government’s CAFR for the last two years.
1. Go to the General Fund Balance Sheet (likely included in the Gov-

ernmental Funds Balance Sheet). Compare key assets, liabilities,
and the fund balance for the past two years. Point out any change
that causes concern.
2. Go to the Revenues, Expenditures, and Changes in Fund Balances—
General Fund section (likely included in the Revenues, Expendi-
tures, and Changes in Fund Balances—Governmental Funds section).
Compare key items of revenues and expenditures and fund balance
for the past two years. Specify any change that causes concern.
3. Go to the Statement of Net Assets—Proprietary Funds. Compare
key accounts of assets, liabilities, and net assets for the past two
years. Specify any change that causes concern. If a jurisdiction has
multiple enterprise funds, which is very likely, you could add up the
items in all of the funds or select one or two of the largest funds for
your analysis.
4. Go to the Revenues, Expenditures, and Changes in Net Assets—
Proprietary Funds section. Compare key items of revenues, expen-
ditures, and change in net assets for the past two years. Specify any
change that causes concern. If a jurisdiction has multiple enterprise
(or internal service) funds, you could add up the items in all of the
funds or select one or two of the largest funds for your analysis.
5. Go to the Statement of Cash Flows—Proprietary Funds. Compare
the key sources of cash flows for the past two years. Specify any
change that causes concern. Again, if a jurisdiction has multiple funds
in this fund category, you could add up the items in all of the funds
or select one or two of the largest funds for your analysis.
6. Go to the Statement of Fiduciary Net Assets. Compare key accounts
of assets, liabilities, and net assets for the past two years. Specify
any change that causes concern. If a jurisdiction has multiple fidu-
ciary funds, you could add up the items in all of the funds or select
one or two of the largest funds for your analysis.
7. Go to the Statement of Changes in Fiduciary Net Assets. Compare
key accounts of additions, deductions, and net assets for the past
two years. Specify any change that causes concern. Again, if a
jurisdiction has multiple fiduciary funds, you could add up the
items in all of the funds or select one or two of the largest funds
for your analysis.
CHAPTER 12
Financial Condition Analysis
Learning Objectives
• Know what financial condition analysis is

• Determine measures to assess financial condition
• Identify any warning trend of a deteriorating financial condition
• Specify relationships in financial condition analysis
• Explain relationships in financial condition analysis
• Write a financial condition analysis report
Why do you see a doctor? You are either sick or go for a regular physical
checkup. If you are sick, the doctor often asks you a few questions about
your symptoms, does some lab tests, and then prescribes medicines or rec-
ommends further treatments. In this process of diagnosis and treatment, the
doctor identifies the causes of the problem and, more important, develops a
strategy to improve your health.
Doing a financial condition analysis is like seeing a doctor. Heads of an
organization have concerns or want to know about its health; they want to
know what factors influence its health and what to do to improve it.
What Is Financial Condition Analysis?
Financial condition analysis (FCA) is a thorough evaluation of the financial

health of an organization. Using FCA, you want to determine the financial
condition of your organization, but more important, you want to determine
what you can do to improve it. Therefore, the ultimate purpose of FCA is to
identify the factors that impact financial condition and to provide recom-
mendations to improve the financial condition.
148
FINANCIAL CONDITION ANALYSIS 149
What are the differences between FCA and the analysis of financial
statements discussed in the previous three chapters? Perhaps the most sa-
lient difference is that FCA stresses the importance of socioeconomic and
organizational factors in analysis, while analysis of financial statements
has a narrower focus on the financial information. FCA considers socio-
economic and organizational factors the causes of financial condition.
What are the differences between FCA and the financial performance
monitoring discussed in Chapter 7? Financial monitoring is conducted
more frequently than FCA. Monitoring can be conducted daily or monthly
on a very limited number of selected factors. FCA is a more thorough
assessment process that requires more time and resources for data collec-
tion and analytical design; it may not be conducted as often as financial
monitoring.
When to conduct FCA? FCA may be performed at the beginning of a
fiscal period, when a budget is developed, or at the end of the period,
when a financial report is prepared. It can also be conducted during a
financial crisis, emergency, or distress. Finally, it can be part of an
organization’s strategic planning process in which financial condition is
assessed to examine the organization’s financial capabilities to support
its mission and goals.
Who conducts FCA? FCA can be performed by an organization’s inter-
nal management team, its independent auditors, or outside consultants.
The internal approach has the advantage of ready accessibility to informa-
tion, while outside consultants or auditors may be more objective in analy-
sis and presenting critical recommendations.
How difficult is FCA? FCA can be rather complex. The FCA modeling
process could be complicated. Measures and data may not be available. In
general, the difficulty level of an FCA is determined by three factors. First,
the scope of FCA determines analytical complexity. Financial condition
has four dimensions, defined as cash solvency, budget solvency, long-run
solvency, and service solvency. An analysis can focus on any single di-
mension or combinations of dimensions. Obviously, an FCA that exam-
ines all four dimensions of financial condition is more complex than an
FCA limited to one dimension. Second, the availability of measures and
data also affect the difficulty of the analysis. If measures or data are not
available or not accessible, surrogates or replacements must be found and
used. Third, FCA requires the specification and testing of how financial
condition is affected by socioeconomic/organizational factors. The pro-
cess of specification is called FCA modeling, which can be a rather com-
plex process. The complexity is augmented by a lack of quality theories in
the FCA literature.
Determining Measures in FCA
After the scope of the FCA is determined, necessary measures need to be

developed and related data should be collected. Since the purpose of FCA is
to identify socioeconomic/organizational factors that affect the financial con-
dition, measures of financial condition and socioeconomic/organizational
factors need to be developed.
Measuring Financial Condition
Financial condition is defined as the ability of an organization to meet its

financial obligations. During the process of providing goods and services, an
organization incurs financial obligations in the form of expenses, expendi-
tures, or debts. All of these obligations must be paid sooner or later. If the
organization can pay these obligations without incurring much financial hard-
ship, we say that the organization’s ability to pay is high and the organization
is in good financial condition.
The ability to pay is commonly called solvency in finance. There are four
levels of solvency. Cash solvency is the ability to generate sufficient cash to
pay for current liabilities. Budgetary solvency refers to the ability to generate
sufficient revenues to pay expenditures or expenses. The ability to pay for
long-term obligations is the concept of long-run solvency. Finally, service
solvency refers to the ability to pay for the existing level and quality of ser-
vices now and in the future.
How to measure financial condition? A good financial condition measure
should satisfy at least three criteria. First, a measure must assess a specified
element of financial condition (i.e., measurement validity). For example, a
revenue/expenditure ratio is a valid measure for budgetary solvency, which
assesses the sufficiency of revenues to cover expenditures. It is not a valid
measure for cash solvency, because not all revenues are in the form of cash.
Second, the elements used in formulating a measure should be consistent
and objective (i.e., measurement reliability). If the unit of a measure is the
general fund (i.e., general fund revenues, general fund expenditures, the fund
balance of the general fund), this unit should be used consistently. Changing
the unit will lead to measurement inaccuracy and, worse, incorrect results
for the FCA. Finally, the measure and supporting data should be affordable
to obtain (i.e., measurement affordability). The cost of obtaining measures
and data should always be considered in selecting measures. Everything else
being equal, the less costly measure is always a better measure.
Based on these criteria, in this chapter a list of example measures is
developed to assess financial condition. Effort is made to select only two
measures for each dimension of financial condition. Two ratios are used to
measure cash solvency. The cash ratio relates cash, cash equivalents, and
marketable securities to current liabilities. The ratio indicates the extent of
assets available to pay off current liabilities. A higher ratio indicates a better
level of cash solvency.
Cash and Cash Equivalents + Marketable Securities

Cash Ratio =
Current Liabilities
Another ratio of cash solvency is the quick ratio. Compared with the cash
ratio, the quick ratio is a more lenient measure, because it includes noncash
assets, such as receivables, as assets to pay off current liabilities. A higher
ratio indicates a better level of cash solvency.
Cash and Cash Equivalents + Marketable Securities + Receivables

Quick Ratio =
Current Liabilities
Budgetary solvency can be measured by the operating ratio, which as-

sesses the sufficiency of revenues to cover expenditures. A higher value of
the ratio indicates a better level of budgetary solvency.
Operating Ratio = Total Revenues

Operating Ratio = Total Expenditures (Expenses)
Another measure of budgetary solvency is the own-source ratio, which

indicates the level of revenue that comes from a government’s own sources,
such as taxes, charges, fees, and other revenues. Since these revenues are
considered more stable and controllable by the government than revenues
from intergovernmental financial assistance, a higher own-source ratio indi-
cates a higher level of budgetary solvency.
Own-Source Ratio = Revenues of Own Sources

Total Revenues
Two measures can be used for long-run solvency. The net-asset ratio as-
sesses the extent of a government to withstand financial emergencies during
economic slowdowns, loss of major taxpayers, and natural disasters. A higher
ratio indicates a better state of long-run solvency.
Net Asset Ratio = Total Net Assets

Total Assets
Another measure of long-run solvency is the long-term debt ratio, which

assesses an organization’s ability to pay off its long-term debts. A higher
ratio of this measure indicates a worse level of long-run solvency.
Long-Term Debt Ratio = Total Long-Term Debt

Long-Term Debt Ratio = Total Assets (or Total Revenues)
Service solvency can be assessed by net assets per capita, which indi-
cates the level of net assets in relation to population. A higher ratio indicates
a better level of service solvency.
Net Assets Per Capita = Total Net Assets

Population
Another measure of service solvency is long-term debt per capita, which

assesses the level of long-term debt for each resident. A higher ratio indi-
cates that a government carries more long-term debt per capita and suggests
a deteriorating state of service solvency.
Long-Term Debt Per Capita = Total Long-Term Debt

Population
Measuring Socioeconomic/Organizational Factors
There are a large number of socioeconomic/organizational factors that influ-

ence financial condition. Including all of them in an FCA is impossible or
very costly. Selection of proper factors is critical. In addition to the above-
mentioned principles of measurement validity, reliability, and affordability,
two other criteria should also be considered in selecting socioeconomic/or-
ganizational factors in an FCA.
First, a theoretical cause-effect relationship must be developed to indicate
how a socioeconomic/organizational factor impacts financial condition. For
example, since population growth can result in more taxpayers and therefore
more revenues, inclusion of population (a demographic factor) in an FCA
that uses revenues in measuring financial condition is justifiable. On the other
hand, the relationship between the number of school-age children in the city
and revenues is rather difficult to develop, therefore the number of school-
age children should not be included in the FCA. This criterion is called the
theoretical justification of measurement. It is the most important measure-
ment selection criterion in FCA.
The second criterion in measurement selection is that a measure is better

if it is more controllable by public officials. “Controllable” means that a
measure is sensitive to policies or managerial operations or other human
actions of the organization. For example, a city may find that the residents’
income level improves financial condition (i.e., higher-income residents are
larger taxpayers). However, it is rather difficult for the city to improve resi-
dents’ incomes quickly and it often takes years, therefore the city may not be
able to use income growth to improve financial condition quickly. On the
other hand, if a city finds that higher educational levels among city financial
employees also improve its financial condition (a higher educational level
suggests a higher level of professionalism), the city can relatively quickly
improve its financial condition by hiring people with higher education de-
grees. This measurement selection criterion is called measurement control-
lability. It should be considered in order to make the result of a FCA more
meaningful for decision or policy making. In general, organizational factors
have higher measurement controllability than socioeconomic factors.
Table 12.1 presents a list of possible socioeconomic/organizational mea-
sures that can be used in FCA. The list is by no means an exhaustive one. It
only serves as an example of possible measures in FCA. Other measures are
available and should also be considered.
Identifying Any Warning Trend of Deteriorating

Financial Condition
After financial condition measures are developed and related data are col-
lected, we should examine the data to identify any possible warning trend of
deteriorating financial condition. This step requires an examination of at least
three periods of data for a specified financial condition measure. A three-
period continuing deterioration of a measure constitutes a financial warning
trend. For example, if the cash ratio for the past three years was 0.75, 0.60,
and 0.55 respectively, this downward turn indicates a continuing deteriora-
tion of the measure and constitutes a financial warning trend. The Chart-
Wizard function in Excel spreadsheet software is a good graphing function
that provides a visual representation of a warning trend.
It is important to note that, although a warning trend provides a strong
reason to conduct an FCA, it is not the only reason. The fluctuation (rather
than continuation) of a financial condition measure may also deserve a close
look. Sometimes, management may simply want an FCA to explore the pos-
sibilities of a continually improving financial condition or to gain insight as
to the financial condition or financial capacity of the organization.
Table 12.1
Socioeconomic/Organizational Factors in FCA
Measure Description or examples

Socioeconomic factors
Population The number of residents
Income Median or mean household income, or median or

mean personal income
Property values Total assessed property values, or total taxable

property values
Education level The average number of school years completed by

residents
Age Median or mean resident age
Employment rate Percentage of employed population to total

employment-eligible population
Commercial development The number of businesses, the value of commercial
or business activities property, or the number or value of new businesses
during a certain period
Organizational factors
Budget management Budgetary systems and practices on budget
formation, implementation, and evaluation
(e.g., tax rates)
Cash management Systems and practices in managing cash (e.g.,
availability of mandated cash management policy)
Investment management Systems and practices in investment (e.g., availabil-
ity of periodic review of investment policies)
Fallback management Systems and practices in upholding and using
financial reserves (e.g., availability of mandated
“rainy day fund”)
Accounting and reporting Accounting and reporting systems and practices
(e.g., use of cost accounting)
Internal control Systems and practices in decentralizing budgeting
and procurement (e.g., availability of a decentralized
procurement system)
Professionalism and Qualification or behaviors of financial personnel
leadership (e.g., mean years of education of financial
personnel)
Note: This table is derived partly from the Ph.D. dissertation of Lynda M. Dennis,
“Determinants of Financial Condition: A Study of U.S. Cities,” University of Central
Florida, 2005.
Table 12.2
Population and Revenues
Year Population Revenues ($)

Five years ago 173,122 198,837,119
Four years ago 176,373 265,927,499
Three years ago 180,462 249,374,988
Two years ago 184,639 265,884,544
One year ago 188,013 272,805,096
Specifying the Relationship
At the beginning of this chapter we said that the purpose of FCA is to find
out the factors that impact financial condition. In this section, we discuss
how to identify the impact. A basic principle in logic is that in order to say
that Event A impacts Event B, both events must first be related. In other
words, to prove that a factor impacts financial condition, this factor and our
financial condition must be related. There is a relationship between the fac-
tor and financial condition. Although a relationship doesn’t mean the impact
actually occurs, it does serve as a necessary condition for the impact to hap-
pen. In other words, without the relationship, the impact cannot happen.
Statisticians have developed tools to assess relationships. They call these
tools measures of associations (association is a synonym for relationship).
One measure of association is the correlation coefficient. Let us look at an
example as to how to use this statistic in FCA. Table 12.2 shows a city’s
population and revenues for the last five years.
To obtain the correlation coefficient for the relationship between popula-
tion and revenues, we can use the following steps in the Excel spreadsheet
program:
Step 1: Input the data in an Excel spreadsheet.
Step 2: Click “Data Analysis” under the “Tools” function.
Step 3: Select “Correlation” in the “Data Analysis” window.
Step 4: Select the population and revenue data in the “Input Range” (if
your input range includes the variable names “population” and
“revenues,” then check the “Labels in the first row”).
Step 5: Select an “Output Range” that does not overlap with the data.
Step 6: Hit “OK.” (See Excel Screen 12.1 for the programming and the
output.)
The Excel output is a correlation coefficient matrix with “population”
and “revenues” being presented as both columns and rows. The correlation
Excel Screen 12.1 Calculating Correlation Coefficients
coefficient between them is the figure in the cross cell of “population” and
“revenues.” In this case, it is 0.755. What does that mean? Two pieces of
information are needed in interpreting a correlation coefficient—its direc-
tion and magnitude. A positive value of a coefficient indicates that both
factors move in the same direction. In other words, when the value of one
factor increases, the value of the other increases too. A negative value of a
coefficient indicates that the factors move in opposite directions. The mag-
nitude of a relationship is measured on a scale from –1.000 to 1.000. A
zero (0) would mean no relationship between the two factors, while 1.000
indicates a perfectly positive relationship and –1.000 a perfectly negative
relationship. Table 12.3 can be used as reference in explaining the correla-
tion coefficient value.
In our example, since the correlation coefficient is 0.755, we say that the
relationship between population and revenues is a strong positive relation-
ship, or that they are strongly positively associated. The establishment of this
relationship provides evidence that population may impact revenues. Notice
that the diagonal elements of the correlation matrix are 1.000. This is be-
cause a factor is perfectly positively associated with itself.
Table 12.3
Interpretation of the Correlation Coefficient
Correlation coefficient value Interpretation

0 No relationship
Larger than 0 but smaller than 0.500 Weak positive relationship
From 0.500 to 0.699 Moderate positive relationship
From 0.700 to 0.999 Strong positive relationship
1.000 Perfect positive relationship
–1.000 Perfect negative relationship

From –0.700 to –0.999 Strong negative relationship
From –0.500 to –0.699 Moderate negative relationship
Smaller than 0 but larger than –0.500 Weak negative relationship
Now, as an exercise, you may want to input the total expenditure data in
Table 2.1 on page 26 in the Excel file. Run a correlation analysis. The corre-
lation coefficient between population and expenditures should be 0.934, and
that between revenues and expenditures should be 0.884.
Explaining the Relationship
With a correlation coefficient, we can tell if a relationship exists, and if it

does, how strong it is. Nevertheless, we still don’t know the exact form of the
relationship. For example, we know that population and revenues are strongly
associated, but we can’t tell how much revenue will be brought in if the
population increases by, say, 1,000. So, after a strong relationship is identi-
fied, the next step in FCA is to further explore the exact form of the relation-
ship. Realize that the exact form of a relationship is important for making
meaningful policy or management recommendations in FCA.
Many methods can be used to identify the exact form of a relationship.
One easier method is the use of per capita statistics. Let us use the data in
Table 12.4 as an example.
The exact form of the relationship between population and revenues can
be described as one resident on average brings in about $1,386 in revenues.
If FCA indicates the government needs to have $2,000,000 in revenues to
improve its financial condition to a certain degree in the next year, it will
need to bring in an estimated 1,443 residents ($2,000,000/$1,386).
When per capita statistics are not available, the growth rate and percent-
age can also be used in specifying the exact form of a relationship. For ex-
ample, if we know that a 1 percent increase in the tax rate will bring in
$1,000,000 in tax revenues, and if $2,000,000 in revenues is needed to
Table 12.4
Population, Revenues, and Revenue Per Capita
Revenue
Population Revenues ($) per capita ($)
Year (1) (2) (2)/(1)
Five years ago 173,122 198,837,119 1,149
Four years ago 176,373 265,927,499 1,508
Three years ago 180,462 249,374,988 1,382
Two years ago 184,639 265,884,544 1,440
One year ago 188,013 272,805,096 1,451
Average 1,386
improve financial condition to a certain degree, then the tax rate should be
increased by 2 percent.
Notice that, in our analysis, we examined the impact of one socioeco-
nomic/organizational factor on financial condition at a time. For example, in
the above case, we examined the impact of population on financial condi-
tion. In reality, it is very likely that more than one factor impacts financial
condition. For instance, it is possible that both population and household
income affect financial condition at the same time. When two or more socio-
economic/organizational factors are considered simultaneously in FCA, this
requires the use of advanced tools that are beyond the scope of this book.
FCA Report Writing
The purpose of an FCA report is to make recommendations to improve fi-

nancial condition. The report should first present the rationale of the FCA,
describe the existing financial condition, and discuss the process of analysis.
It should present the key findings by specifying any important socioeco-
nomic/organizational factors that influence financial condition.
It should discuss possible policy/management options that can improve
financial condition. These options may be classified as those that have an
immediate impact on financial condition and those that may impact financial
condition in the future. If needed, the cost and benefit of each option can be
examined and presented to specify the feasibility of each option.
A Case Study
The city of Lucille (population 313,611) is located in a major metropolitan

area in the southeast United States. The city provides a wide range of public
services to its citizens, such as policing, fire protection, parks and recreation,
city road/street construction and maintenance, library services, and many

other municipal services. Lucille is located within the boundaries of Osorio
County. The county provides services in the areas of correction, court ser-
vices, property assessment, county road/street construction and maintenance,
and many other county-level services.
In a recent management meeting, City Manager Wendy Higgins told Fi-
nance Director Jeff Bolling that a recent issue of PA Times published the
results of a survey that indicated that about 67 percent of U.S. cities had
experienced difficulty in collecting sufficient revenues to pay for their ser-
vices. In other words, three out of five cities said they had a budget solvency
problem. Wendy wants to know where Lucille stands in budget solvency.
Wendy knows that the city’s Finance Department conducts an annual FCA.
But, the analysis has always focused on cash solvency—whether the city has
enough cash to meet its short-term financial obligations. Jeff explained that
budget solvency is different from cash solvency in that it reflects different
aspects of financial condition. Wendy then asked Jeff to prepare an FCA on
the budget solvency of the city that focuses on two specific questions: What
is the city’s current budget solvency status? And what can be done to im-
prove budget solvency, if needed? She wanted to see the analysis in a week
so she could present it to the city commission in a budget workshop.
Step 1: Defining the Scope of the Analysis
Jeff knew the scope of the analysis would be limited by several factors and
he discussed these factors with Wendy to ensure that she understood these
limitations. First, the analysis would focus on budget solvency only. There
would be no attempt to address issues of long-term solvency and service
solvency, which could be done later if needed. Also, there would be no need to
repeat the analysis on cash solvency, which is always conducted at the end of a
fiscal year. The main results of last year’s cash solvency analysis can be seen in
the CAFR. Second, the analysis would focus on governmental funds only. No
attempts would be made to address the issues in other funds. This is because
the data of governmental funds are readily available, and the majority of the
city’s expenditures are for governmental activities. The city’s governmental-
activity expenditures are 67 percent of the total primary government expenses.
Third, the analysis would be limited by available measures and data. As
the analysis is needed in a short time, only measures and data available in the
CAFR would be used. There will be no time and budget to collect data be-
yond the city’s possession, which may be needed in a more comprehensive
analysis in the future. Fourth, the analysis would be guided by the financial
condition literature and experiences of city financial personnel. The latter is
particularly important, as the current literature is often not specific enough

for the financial environment faced by the city. Last, any recommendation
made in the analysis would be valid for a time frame of no more than three
years. Anyone who attempts to use the recommendations longer than that
should repeat the analysis with the latest data.
Step 2: Determining Measures and Collecting Data
Jeff decided to use two indicators to measure budget solvency. The first was
the operating ratio (Total Revenues/Total Expenditures), which assesses
the extent of revenues to cover expenses. The revenues include program
revenues and general revenues. A higher ratio indicates a higher budget
solvency. More specifically, a ratio of 1.000 indicates all revenues are used
to cover all expenditures. A ratio greater than 1.000 indicates revenues
exceed expenditures, and a ratio less than 1.000 suggests a deficit of rev-
enues over expenditures.
The second was the own-source ratio (Revenues from Own Sources/Total
Revenues), which measures the proportion of total revenues that comes from
the city’s own revenue sources. A higher ratio indicates less reliance on vul-
nerable intergovernmental revenues and a higher level of budget solvency.
Jeff also collected information about the following socioeconomic/
organizational factors that could influence budget solvency. (1) Assessed prop-
erty values can affect budget solvency by affecting the property tax revenues—
one of the largest revenues of the city. Assessed value increases should lead
to an increase in tax revenues, and therefore improve the operating ratio and
the own-source ratio. (2) Population fluctuation may influence both revenues
and expenditures, and thus budget solvency. Population increase can provide
more revenues through increased taxes and fees; population increase may
also lead to increased spending to support more public services. (3) Income
per capita in the city may also affect budget solvency. Increases in income
may suggest an increase in the tax base that results in improved budget sol-
vency. But, such increases may also suggest an increased demand for a high
quality of public services, which leads to higher spending and potentially
deteriorating budget solvency. (4) A higher unemployment rate may suggest
a bigger need for public assistances and services, which could negatively
affect budget solvency. (5) As far as the property tax rate, the millage can
influence the amount of revenue collected. Given the size of assessed prop-
erty values, a higher millage produces a larger amount of property taxes and
a higher level of budget solvency. Jeff collected the data for expenditures,
revenues, and all five socioeconomic/organizational factors for the last ten
years from the city’s CAFR, as shown in Table 12.5.
Table 12.5
CAFR Data for the City of Lucille
Assessed Income Unem-

Own-source property per capita ployment The
Year Expenditures ($) Revenues ($) revenues ($) values ($) Population ($) rate millage
1 157,849,000 177,879,000 153,481,000 9,448,376,000 280,699 20,156 0.064 9.384
2 166,754,000 185,672,000 159,381,000 9,544,867,000 280,587 21,193 0.052 9.397
3 171,030,000 194,113,000 165,786,000 9,727,654,000 286,320 22,624 0.044 9.342
4 182,867,000 199,831,000 169,593,000 9,923,234,000 289,790 23,914 0.038 9.304
5 188,981,000 211,625,000 179,369,000 10,700,406,000 290,920 25,277 0.033 9.144
6 201,735,000 224,660,000 192,115,000 11,734,986,000 293,920 26,355 0.028 9.056
7 211,261,000 243,258,000 209,501,000 12,842,257,000 296,720 27,304 0.026 8.931
8 223,353,000 256,644,000 223,012,000 13,841,329,000 303,447 27,458 0.026 8.816
9 234,769,000 270,847,000 236,197,000 15,744,435,000 309,104 28,784 0.036 8.691
10 263,139,000 285,705,000 249,941,000 16,748,134,000 313,611 30,099 0.044 8.734
(this year)
FINANCIAL CONDITION ANALYSIS
161
Table 12.6
Operating Ratio and Own-Source Revenue Ratio
Operating Own-source
Year ratio revenue ratio
1 1.127 0.863
2 1.113 0.858
3 1.135 0.854
4 1.093 0.849
5 1.120 0.848
6 1.114 0.855
7 1.152 0.861
8 1.149 0.869
9 1.154 0.872
10 1.086 0.875
(this year)
Step 3: Identifying Warning Trends
How is the city’s budget solvency? Is there a warning trend in budget sol-
vency? To answer these questions, Jeff used the data in the above table to
compile data for the operating ratio and the own-source ratio for the past ten
years, as shown in Table 12.6. Notice that the operating ratio for this year is
1.086, which is the ratio of this year’s revenues ($285,705,000) to expendi-
tures ($263,139,000). This year’s own-source ratio, 0.875, is calculated from
this year’s own-source revenues ($249,941,000) divided by total revenues
($285,705,000).
The operating ratio shows the city had sufficient revenues to pay its bills
for the past ten years. Jeff used the value of the ratio 1.000 (Revenues =
Expenditures) as the benchmark to evaluate and explain the operating ratio.
The ratio has been greater than the benchmark, which indicates a satisfying
status of budget solvency in that indicator. The own-source ratio shows that
more than 85 percent of the city’s revenues came from its own sources, higher
than the national average of about 70 percent for local governments. This mea-
sure shows that the city does not appear to overrely on intergovernmental rev-
enues. As intergovernmental revenues can fluctuate over time and are not
considered a reliable source of revenues, absence of overreliance on intergov-
ernmental revenues suggests a satisfying status of budget solvency for the city.
Nevertheless, two issues concern Jeff. First, the operating ratio has fluctu-
ated over the last five years. This year’s ratio (1.086) is particularly low in
comparison with those of previous years (the average of the past ten years is
1.124). Thus, there may be a need to stabilize the ratio. Second, although the
own-source ratio is higher than the national average for local governments, it
is still lower than that of cities with populations greater than 100,000 in the
Table 12.7
What May Affect the Operating Ratio?
Correlation with
operating ratio
Assessed property values 0.114
Population 0.072
Income per capita 0.086
Unemployment rate –0.307
The millage rate –0.266
Note: The figures are correlation coefficients.
state. It is also lower than several adjacent cities that have socioeconomic
characteristics that are similar to Lucille’s. These concerns indicate there is
still room for improvement in the city’s budget solvency. Jeff then decided to
continue the analysis to explore possible ways to improve the budget sol-
vency of the city.
Step 4: Specifying the Relationships
In this step, Jeff wanted to specify the impact of socioeconomic/organizational

factors on budget solvency. The socioeconomic/organizational factors include
assessed property values, population, income per capita, the unemployment
rate, and the millage. Among them, the millage is considered an organiza-
tional factor, as it can be determined by the city’s policymakers. All of the
other factors are considered socioeconomic factors.
The Operating Ratio
Using the data in Table 12.5, Jeff first ran a correlation analysis of socio-
economic/organizational factors with the operating ratio. Table 12.7 shows
the result.
According to our rule of thumb to judge the relationship, none of these
relationships is strong (i.e., greater than 70 percent or less than –70 per-
cent). None of these factors appear to influence the ratio directly. However,
since the operating ratio is the division of revenues by expenditures (i.e.,
Revenues/Expenditures), one way to improve the ratio is to increase rev-
enues. So Jeff decided to examine factors that could influence revenues.
Table 12.8 shows the correlation between revenues and the socioeconomic/
organizational factors.
The results show that revenues are strongly and positively associated with
Table 12.8
What May Affect Revenues?

Correlation
with revenues
Population 0.988
Unemployment rate –0.537
The millage –0.985
Note: The figures are correlation coefficients. Strong relationships are highlighted in
bold.
Table 12.9
What May Affect the Own-Source Ratio?

Correlation with the
own-source ratio
Population 0.704
Unemployment rate 0.063
The millage rate –0.721
Note: The figures are correlation coefficients. Strong relationships are highlighted
in bold.
assessed property values, population, and income levels, which suggests that
an increase in these factors leads to the increase in revenues and, therefore,
the improvement of the operating ratio. The result also shows that the mill-
age is strongly and negatively associated with revenues. Revenue increase is
associated with millage decline. This bewildering relationship is the subject
of a later discussion in this chapter.
The Own-Source Ratio
Jeff then ran a correlation analysis to assess the possible influences of socio-
economic/organizational factors on the own-source ratio. Table 12.9 presents
the results.
The result shows that the own-source ratio is strongly and positively asso-
ciated with assessed property values and population. Increase in assessed
property values and population could lead to improvement of the own-source
ratio. The millage is strongly and negatively associated with the ratio. In-
crease in the millage is associated with decline of the own-source ratio.
Figure 12.1 The Impact of Assessed Values on Budget Solvency

leads to leads to
Assessed Value Increase ➞ Revenue Increase ➞ Improved Budget Solvency
In sum, the findings indicate that 1) increase in assessed property values

and population may result in the improvement of the city’s budget solvency
through increase in revenues, 2) increase in income may also lead to im-
provement of its budget solvency through the improvement of the operating
ratio, 3) nevertheless, the increase in the millage is associated with a decline
in budget solvency. A further explanation of this relationship is needed.
Step 5: Explaining the Relationships
In order to make recommendations, Jeff wants to further explain the rela-

tionships between budget solvency and assessed property values, popula-
tion, income, and the millage. He wants to know exactly how much these
factors impact budget solvency (i.e., the exact form of these relationships).
Assessed Property Values
First, the relationship between assessed property values and budget solvency
can be simply specified in Figure 12.1.
In the current year, the city has assessed property values of $16,748,134,000
and collected $285,705,000 in tax revenues. In other words, the city collected
$0.0171 in revenue for every dollar of assessed value (i.e., $285,705,000/
$16,748,134,000 = 0.0171). This revenues/assessed value ratio has been con-
sistent for the past two years. The city has experienced a real estate boom
recently. It is expected that assessed property values will continue to grow at
an annual rate of about $700,000,000 in the next year. This would bring the
city an additional $11,970,000 ($700,000,000 × 0.0171) in revenue. As an ex-
ample to illustrate exactly how assessed value affects budget solvency, this
revenue increase would improve the operating ratio of the year by 0.046 (i.e.,
Additional Revenues/Expenditures = $11,970,000/$263,139,000 = 0.046).
Notice that this is the impact of increased assessed property values without
considering other factors that also influence budget solvency.
Population
Population growth can affect budget solvency in two simultaneous ways.

Population growth increases the city’s revenues because people pay taxes,
fees, charges, and other revenues. On the other hand, population growth
Figure 12.2 The Impact of Population on Budget Solvency
Revenue Increase
Population Growth Budget Solvency
Expenditure Increase
creates additional demand for city services, which increases expenditures.

The impact of population on budget solvency can be simply specified in
Figure 12.2.
Using the data for this year, Jeff calculated that the revenues from each
resident (revenues per capita) were $911.02 ($285,705,000/313,611) and the
expenditures for each resident (expenditures per capita) were $839.06
($263,139,000/313,611). The difference is $71.96 in net revenue. The posi-
tive figure indicates that the city may gain net revenue by bringing in more
people. In other words, population growth may bring more revenues than
expenditures to the city. How much does the net revenue affect budget sol-
vency? Jeff predicts a population growth of 3,500 in the next year, which
will generate $251,860 ($71.96 × 3,500) in additional net revenue. In this
example, the revenue increase would improve the operating ratio for the cur-
rent year by 0.000957 ($251,843/$263,139,000). Jeff notes that this is only
the impact of increased population without considering other factors that
also influence budget solvency.
Personal Income
Personal income affects budget solvency in several ways. Income increases

can prompt more personal consumption of fee- or charge-based city ser-
vices and products. Therefore, personal income growth increases the city’s
revenues in fees or charges. Also likely is that the increase in personal
income leads to increased real estate consumption (i.e., upgrade of homes,
purchase of new homes or more expensive homes, purchase of lands, etc.).
The correlation coefficient between income and assessed property value is
0.930. So the increase in personal income may be reflected in the increase
in assessed property values. Because of this, the impact of increased per-
sonal income on budget solvency is already reflected in the impact of as-
sessed property values on budget solvency. Thus Jeff decided not to further
demonstrate this impact in his analysis in order to avoid confusion or pos-
sibility of overestimation.
Figure 12.3 The Impact of the Millage on Budget Solvency
Assessed Property Values
Property Tax Revenues Budget Solvency

(Rollback)
The Millage
The Millage
Finally, the millage appears to affect budget solvency negatively. Decrease

in the millage is associated with increases in revenues and an improved own-
source ratio. The negative relationship between the millage and revenues is
caused by a city policy called “property tax rollback” in which the millage is
adjusted for assessment of property values. According to this policy, if a
significant increase in assessed property values occurs, the millage will be
lowered to reduce the taxpayers’ burden, which results in a direct negative
relationship between assessed property values and the millage (the correla-
tion coefficient is −0.970 for the past ten years). This negative relationship
explains the negative relationship between the millage and the city’s rev-
enues and the own-source ratio. More specifically, during the past ten years,
when the assessed property values increased, the millage often declined. Fig-
ure 12.3 demonstrates the impact of the millage on budget solvency.
Exactly how much of the millage change is associated with budget sol-
vency? During the past ten years, revenues had an annual 5.42 percent in-
crease in the city, while the millage had a 0.80 percent annual decline. If the
same percentage of millage decline is expected for the next year, the revenue
increase will be $15,485,211 ($285,705,000 × 5.42 percent). Then, the oper-
ating ratio will improve by 0.0589 ($15,485,211/$263,139,000). Again, this
relationship is established without considering other factors that also influ-
ence revenues.
Step 6: Taking Action to Improve Financial Condition
A week later in a staff meeting, Jeff summarized the findings and recom-
mended actions to improve budget solvency. He recommended that the oper-
ating ratio should be stabilized at an average of 1.100 for the next five years.
This ratio ensures that revenues are sufficient to fund the existing level of
services and the continual accumulation of the city’s financial reserve. He
also recommended an increase in the own-source ratio from the current 0.875
to 0.900 for the next five years in order to withstand the impact of any pos-
sible decline in intergovernmental assistance.
Jeff recommended several strategies to achieve these budget solvency
goals. First, the city should continue its efforts to provide a family-friendly
environment in order to attract more working people. Second, the city
should maintain a quality of life environment that ensures the healthy
development of the local economy and real estate market. Third, the city
should stress its existing economic development strategies that attract
employers that can bring high-paid jobs to the community. Fourth, the
rollback policy related to the property tax rate significantly limits the
city’s capacity to increase revenues. A review of this policy may be nec-
essary. Jeff argued that any significant increase in assessed property val-
ues would be offset by the rollback policy. The impact of the policy would
be particularly salient during economic downturns, when the city’s
economy-sensitive revenue bases would be in decline. As assessed prop-
erty values are less sensitive to cyclical changes in the economy, prop-
erty tax revenues might be one of a few revenue options the city has to
use to survive bad economic times. Any measure that eases the rollback
policy to give the city flexibility in property tax rates, assessment, and
collection should be considered.
Exercises
1. Key Terms
Financial condition analysis (FCA)

Purpose of FCA
Scope of FCA
FCA modeling
Financial condition
Solvency
Cash solvency
Budgetary solvency
Long-run solvency
Service solvency
Measurement validity
Measurement reliability
Measurement affordability
Cash ratio
Table 12.10
Expenditure Data (in thousands of dollars)
Public General
Year safety government Total
1 94,367 11,222 157,849
2 100,034 9,831 166,754
3 105,669 10,910 171,030
4 112,433 11,001 182,867
5 117,023 10,234 188,981
Quick ratio
Operating ratio
Own-source ratio
Net asset ratio
Long-term debt ratio
Net assets per capita
Long-term debt per capita
Socioeconomic/organizational factors
Theoretical justification of measurement
Measurement controllability
Warning trends
Correlation coefficient
Interpretation of correlation coefficient values
Exact form of relationship
2. Calculation
Table 12.10 shows expenditure data for the past five years in an urban city.
1. Compute the correlation coefficients for these factors.

2. Prepare a paragraph interpreting the results.
3. Application
In the case study, we examined the budgetary solvency in the city of Lucille.
Now the city manager wants an analysis of all four dimensions of FCA—
cash solvency, budgetary solvency, long-run solvency, and service solvency.
Only data from the past five years are available for analysis. Table 12.11
presents additional data from the city’s CAFR.
170
Table 12.11
City of Lucille’s Additional Financial Data for the Past Five Years ($)
Cash Marketable Current Net Total

Year Cash equivalents securities Receivables liabilities assets assets
1 960,000 96,263,000 105,915,000 25,472,000 59,409,000 981,077,865 2,279,434,717
2 565,000 129,429,000 91,403,000 31,899,000 58,956,000 1,059,432,173 2,322,398,266
3 2,517,000 151,978,000 67,676,000 0 52,258,000 1,144,044,291 2,366,171,605
4 465,000 150,846,000 31,427,000 0 72,594,000 1,235,414,000 2,410,770,000
5 777,000 209,026,000 54,316,000 3,005,000 73,549,000 1,334,081,000 2,456,209,000

(this year)
TOOLS FOR FINANCIAL REPORTING AND ANALYSIS
Conduct an FCA to examine the cash solvency, budgetary solvency, long-

run solvency, and service solvency of Lucille.
4. Application
Using any CAFR that you select, conduct an FCA.

Appendix
Exercise Answers
Chapter 1. Revenue Forecasting
2. Calculations
1. Forecast for Year 6 = (15 + 13 + 16)/3 = 14.67.

2. Using the average of the data of the first four years, we have (10 +
12 + 15 + 13)/4 = 12.50. Forecast for Year 6 = (0.8 × 16.00) + (0.2 ×
12.50) = 12.80 + 2.50 = 15.30. The result from Excel should be
15.45.
3. The average of the last three increments is [3 + (–2) + 3]/3 = 1.33.
Forecast for Year 6 = 16.00 + 1.33 = 17.33.
3. Calculations
1. Total revenue = 568,790 × $10.50 = $5,972,295.

2. Forecast for Year 10 = 10.40 + 5.50(10) = 65.4. Forecast for Year 11
= 10.40 + 5.50(11) = 70.9. Forecast revenue difference between Year
10 and Year 11 = 70.90 – 65.40 = 5.50. Note that this is b (or rev-
enue increment) in the regression model.
3. APE (for the first forecast) = | 35.00 – 40.00 |/40.00 = 0.125, or 12.5
percent. APE (for the second forecast) = | 46.00 – 42.00 |/42.00 =
0.0952, or 9.52 percent. MAPE = (12.5 percent + 9.5 percent)/2 =
11.0 percent.
4. Forecasting Licenses, Permits, and Fees in the city of Sun

Lake, California
1. Forecast with SMA = $18,749,757. Forecast with EXS (α = 0.8) =

$19,847,140. Forecast with TMA = $20,289,136 + ($1,990,388 +
$591,938 + $2,013,099)/3 = $21,820,944.
173
174 APPENDIX: EXERCISE ANSWERS
2. APE 1 (forecast for Year 8): SMA = $18,749,757 – $23,210,218/

$23,210,218 = 19.2 percent. EXS = $19,827,140 – $23,210,218/
$23,210,218 = 14.5 percent. TMA = $21,820,944 – $23,210,218
/$23,210,218 = 6.0 percent. APE 2 (forecast for Year 7): SMA =
$17,217,949 – $20,289,136 /$20,289,136 = 15.1 percent. EXS =
$18,079,157 – $20,289,136 /$20,289,136 = 10.9 percent. TMA =
$18,957,127 – $20,289,136/$20,289,136 = 6.6 percent. MAPE
for: SMA = (19.2 percent + 15.1 percent)/2 = 17.2 percent, EXS =
(14.5 percent + 10.9 percent)/2 = 12.7 percent, TMA = (6.0 percent
+ 6.6 percent)/2 = 6.3 percent. So, TMA is the most accurate method.
3. Forecast for Year 9 = $23,210,218 + [($23,210,218 – $20,289,136)
+ ($20,289,136 – $18,276,037) + ($18,276,037 – $17,684,099)]/3 =
$23,210,218 + ($2,921,082 + $2,013,099 + $591,938)/3 =
$23,210,218 + $1,842,040 = $25,052,257. Similarly, forecast for
Year 10 = $25,052,257 + $2,258,740 = $27,310,997. Forecast for
Year 11 = $27,310,997 + $2,340,620 = $29,651,617. Realize that
the increment increases from $1,842,040 to $2,340,620, which may
not be accurate. So, a simple remedy is to use $1,842,040 for all three
forecasts, which yields: forecast for Year 9 = $23,210,218 + $1,842,040
= $25,052,257, forecast for Year 10 = $25,052,257 + $1,842,040 =
$26,894,297, forecast for Year 11 = $26,894,297 + $1,842,040 =
$28,736,337.
4. Using Excel, forecast = $12,469,511 + $1,034,895(Year). Forecast
for Year 8 = $12,469,511 + $1,034,895(8) = $20,748,671. APE 1 for
regression = $20,748,671 – $23,210,218 /$23,210,218 = 10.6
percent. You can also compute MAPE for the regression. To do that,
you need to formulate a regression equation by using data for the
first six years to forecast the revenue in Year 7, which is forecast =
$12,776,367 + $919,823(Year). So, the forecast for Year 7 =
$12,776,367 + $919,823(7) = $19,215,128. APE 2 for regression =
$19,215,128–$20,289,136/$20,289,136 = 5.3 percent. MAPE =
(10.6 percent + 5.3 percent)/2 = 8.0 percent. Regression is more
accurate than SMA and EXS, but less accurate than TMA.
5. Forecasting Franchise Tax in Sunbelt
First, let us forecast revenues for Year 10 and Year 11. Since this is trend
data, TMA is a proper tool. Using TMA, we have: forecast for Year 10 =
$17,655,000 + [($15,257,000 – $15,089,000) + ($16,749,000 – $15,257,000)
+ ($17,655,000 – $16,749,000)]/3 = $17,655,000 + ($168,000 + $1,492,000
+ $906,000)/3 = $17,655,000 + $855,333 = $18,510,333. Forecast for Year
11 = $18,510,333 + $855,333 = $19,365,666.
APPENDIX: EXERCISE ANSWERS 175
Now, let us forecast the revenue for Year 12, temporarily assuming that
there is no 10 percent contract increase of revenue from BellSouth. Forecast
for Year 12 = $19,365,666 + $855, 333 = $20,220,999.
Let us also forecast the revenue from BellSouth with an assumption that
there is no 10 percent contract increase. Using TMA, we have: forecast for
Year 10 from BellSouth = $7,062,000 + [($7,062,000–$6,700,000) +
($6,700,000–$5,950,000) + ($5,950,000–$6,036,000)]/3 = $7,062,000 +
$342,000 = $7,404,000. Forecast for Year 11 from BellSouth = $7,404,000
+ $342,000 = $7,746,000. Forecast for Year 12 from BellSouth = $7,746,000
+ $342,000 = $8,088,000
Now, a 10 percent contract increase of the revenue from BellSouth for
Year 12 will bring an additional 10 percent × $8,088,000 = $808,800, which
should be added to the forecast for Year 12. So, the forecast for Year 12 (with
the 10 percent BellSouth contract increase) = $20,220,999 + $808,800 =
$21,029,799.
6. Forecasting Miscellaneous Revenue
Since the city reclassified this revenue in Year 5, we should use data after that
time. A quick review of the data from Year 6 to Year 10 does not indicate a
clear trend, with two years of increase (Years 7 and 9) and two years of
decline (Years 8 and 10). An application of SMA on the latest three years’
data yields a forecast of $8,863,085 (($8,249,782 + $10,783,255 +
$7,556,219)/3). Your response to the finance director might go something
like this:
“I have decided to use this figure as a forecast basis, and take it to the
financial officials of the city for their input on any significant socioeconomic
or organizational changes in the city that could influence this revenue. I will
make adjustment for the forecast based on these inputs. With regard to the 95
percent underestimation, it is the finance director’ right to take whatever per-
centage he or she wants. But, it is my obligation as a forecasting professional
to give the most accurate figure I can come up with.”
Chapter 2. Resource Development Analysis
2. Calculation
1. Revenue this year = ($23,902,346 – $12,345,670) × 0.075 =

$866,751. Revenue next year = ($24,567,390 – $16,345,670) × 0.075
= $616,629. Estimated revenue shortage = $866,751 – $616,629 =
$250,122.
2. Estimation error = ($250,122 – $345,291)/$345,291 = –27.56 percent.

3. Revenue this year = ($23,902,346 – $12,345,670) × 0.075 =
$866,751. Revenue next year = ($24,567,390 – $16,345,670) ×
0.080 = $657,738. Estimated revenue shortage = $866,751 –
$657,738 = $209,013.
4. Estimation error = ($209,013 – $345,291)/$345,291 = –39.47 percent.
3. Calculation
1. Revenue this year = ($243,578,500 × 7.08/1,000) + ($124,760,340

× 9.54/1,000) = $2,914,749.
2. Revenue next year = ($231,349,400 × 7.08/1,000) + ($100,760,350
× 9.54/1,000) = $2,599,207. So, the revenue shortage = $2,914,749
– $2,599,207 = $315,542.
3. Estimation error = ($315,542 – $275,654)/$275,654 = 14.47 percent.
4. Calculation
You need to first calculate the police expenditure per capita for the past ten
years, then use these figures to compute police expenditure per capita growth
rate (use the example in Table 2.1 for reference). You should arrive at an
average growth rate of 4.0 percent. Last year’s police expenditure per capita
was $356.20 ($211,635,000/594,176). The estimated police expenditure per
capita for the next year is $356.20(1.040) = $370.40.
Chapter 3. Cost Estimation
2. Calculations
1. Overhead rate = $53,340/(175 + 134) = $172.62 per student. Cost

allocation to the MPA program = $172.62 × 175 students =
$30,208.74.
2. Overhead rate = $124,200/1,920 = $64.69 per hour. Cost allocation
to the economic development program = $64.69 × 200 hours =
$12,937.50.
3. Annual network cost = ($12,000 – $2,000)/3 = $3,333.33.
4. The total of network working hours is 6,570 (2,920 + 2,190 +
1,460), and the total of work hours in the first year is 2,920. The
network cost in the first year = ($12,000 – $2,000)/6,570 × 2,920 =
$4,444.44.
3. Determining Cost Base
Here are examples of three administrative or office cost items and the related
measures. You can come up with your own. The first cost item is a manager’s
salary and benefit. The measure of time spent is “the number of hours spent
by the manager.” The measure of output is “the number of reports produced
by the manager” or “the number of directives issued by the manager.” The
second cost item is the electricity bill. The measure of time spent is “the
number of work hours.” The measure of output is “the number of products or
services provided by an agency.” The third cost item is office expenses. The
measure of manpower used is “the number of workers.” The measure of out-
put is “the number of products produced by an agency.”
4. Cost of Operations
The following information was obtained from a city’s CAFR.
1. In the last year, the three most expensive functions were police,
wastewater, and fire.
2. In the last year, police expenses were $82,247,630 (20.2 percent of
total). Wastewater expenses were $60,340,070 (14.8 percent of to-
tal). Fire protection expenses were $46,395,168 (11.4 percent of to-
tal). The total expenses were $407,204,348.
3. Two years ago, police expenses were $73,354,220 (20.1 percent).
Wastewater expenses were $60,673,007 (16.7 percent). Fire protec-
tion expenses were $36,513,281 (10.0 percent). The total expenses
were $364,196,770.
4. There was an increase in total expenses by $43,007,578 ($407,204,348
– $364,196,770) during this period. This was an 11.8 percent
($43,007,578/$364,196,770) increase, which means that city services
were 11.8 percent more expensive. The police expenses increased by
$8,893,410 ($82,247,630 – $73,354,220). The fire expenses grew by
$9,881,887. The wastewater expenses declined by $332,937. Of the
total increase of $43,007,578, 20.0 percent ($8,893,410/$43,007,578)
was attributed to the increase in the police expenses, and 23 per-
cent ($9,881,887/$43,007,578) was due to the increase in the fire
expenses.
5. The expenses per capita were $2,089 last year and $1,895 two years
ago. The increase was $194, 10.3 percent. This suggests that the
city’s residents may eventually have to pay more for city services.
Chapter 4. Cost Comparison

2. Calculations
1. PV = $1,000/(1 + 0.05) = $952.38.
2. PV = $1,000/(1 + 0.05)2 = $907.03.
3. PV = $200 + $500/(1 + 10 percent) + $500/(1 + 10 percent)2 + $500/
(1 + 10 percent)3 = $200.00 + $454.55 + $413.22 + $375.66 =
$1,443.43. (Your Excel calculation should confirm this result.)
4. You need to solve for C in the following equation: $12,000 = C/(1 +
5 percent) + C/(1 + 5 percent)2 + C/(1 + 5 percent)3 + C/(1 + 5
percent)4 + C/(1 + 5 percent)5, and C = $2,771.70. You should use
Excel to solve this question.
5. The question actually asks how much you have to pay monthly
for the next ten years to make up $100,000 in today’s value (PV).
You should use Excel to solve for C in the following equation:
$100,000 = C/(1 + 7 percent/12) + C/(1 + 7 percent/12)2 + C/(1 +
7 percent/12)3 + . . . C/(1 + 7 percent/12)119 + C/(1 + 7 percent/
12)120. Refer to the example of annualized cost in the text for the
calculation process and Excel programming. In Excel’s paste
function (fx), choose the “PMT” (payment) function, and make
sure to convert the annual interest rate (7 percent) to a monthly
rate by dividing it by twelve. C = $1,161.06.
6. You need to solve for C in the following equation: $100,000 = C/(1
+ 7 percent/12) + C/(1 + 7 percent/12)2 + C/(1 + 7 percent/12)3 + . . .
C/(1 + 7 percent/12)239 + C/(1 + 7 percent/12)240. With the use of
Excel, you should get C = $775.27.
3. Present Value Analysis
1. When the discount rate is 5 percent, the PVC for EOP is $1,854,595,
and the PVC for PMS is $1,813,785. So, PMS is less costly and
should be recommended for purchase.
2. When the discount rate is 10 percent, the PVC for EOP is $1,816,987,
and the PVC for PMS is $1,700,960. Again, PMS is less costly and
should be recommended for purchase.
3. When the discount rate is 5 percent, the annualized cost of each
option is: EOP (for six years’ use) = $365,388, and PMS (for five
years’ use) = $418,939. So, EOP is less costly and should be recom-
mended for purchase. This conclusion is based on the assumption
that there is no cost for EOP in the sixth year, and that there is no
salvage value for both systems after their lifetimes.
4. Present Value Analysis: Lease or Buy Decisions
The PVC for the buy option is $20,673. The PVC for the lease option is
$19,243. So, the printer should be leased. The same conclusion should be
reached with the annualized cost analysis.
Chapter 5. Incremental Cost Analysis
2. Calculations
1. TC (quantity = 15,000) = $3.0 million + $1.5 million = $4.5 million.

FC (quantity = 20,000) = $3.0 million. VC (quantity = 20,000) =
($1.5 million/15,000) × 20,000 = $2.0 million. TC (quantity = 20,000)
= $3.0 million + $2.0 million = $5.0 million. IC (quantity = 20,000)
= $5.0 million – $4.5 million = $500,000. MC (quantity = 20,000) =
$500,000/(20,000 – 15,000) = $100.
2. Similarly, FC (quantity = 30,000) = $4.5 million. VC (quantity =
30,000) = $3.0 million. TC (quantity = 30,000) = $7.5 million. IC
(quantity = 30,000) = $7.5 million – $5.0 million = $2.5 million.
MC (quantity = 30,000) = $250.
FC (quantity = 46,280) = $1,500,000 personnel cost + $15,000 office ex-

penses + $150,000 miscellaneous + $50,000 vehicle maintenance =
$1,715,000. VC (quantity = 46,280) = $69,000 gasoline + $189,000 over-
head = $258,000. TC (quantity = 46,280) = $1,715,000 + $258,000 =
$1,973,000. VC (quantity = 49,780) = $258,000/46,280 × 49,780 = $277,512.
TC (quantity = 49,780) = $1,715,000 + $277,512 = $1,992,512. IC =
$1,992,512 – $1,973,000 = $19,512. MC = $19,512/3,500 = $5.57. Because
the city is willing to pay $6 per ton, higher than $5.57, the county should
accept the offer. The $6 is called “marginal revenue” in economics. If mar-
ginal revenue is larger than marginal cost, there is profit.
The recyclable materials increase from 3,500 to 5,000 tons. That is a 1,500-
ton increase. The total quantity for the second year is 49,780 + 1,500 = 51,280.
Because the purchase price of the vehicle is $30,000 and the maintenance
cost is $10,000 per year, FC (quantity = 51,280) = $1,715,000 + $30,000 +
$10,000 = $1,755,000. VC (quantity = 51,280) = $258,000/46,280 × 51,280

= $285,874. TC (quantity = 51,280) = $1,755,000 + $285,874 = $2,040,874.
IC = $2,040,874 – $1,992,512 = $48,362. MC = $48,362/1,500 = $32.24.
Because the county’s marginal cost, $32.24, is larger than what the city is
willing to pay, $6.00, the county should reject the city’s demand for the addi-
tional service unless the city is willing to pay a fee equal to or higher than the
marginal cost.
5. Incremental Cost Analysis and Zero-Based Budgeting
It would be surprising if you were to find any use of incremental costing in

ZBB. This is precisely one of several reasons that ZBB fails. Many govern-
ments simply do not have capable individuals or the technical capacities re-
quired to warrant the success of ZBB.
Chapter 6. Cost-Benefit Analysis
2. Calculations
1. When the discount rate is 5 percent, the NPV for Project A =

$158,650, and the NPV for Project B = $522,639.
2. When the discount rate is 10 percent, the NPV for Project A =
–$73,454, and the NPV for Project B = $271,219.
3. The above analysis shows that, at the 5 percent discount rate level,
both projects are economically feasible. However, Project B has
higher economic value than Project A. At the 10 percent level, Project
B is economically feasible, and Project A is not. The results indicate
that Project B is a better choice than Project A economically.
3. The Sensitivity Analysis in CBA
1. When the discount rate is 5 percent, the NPV is –$1,692, less than
that at the 10 percent level, but still negative. Sometimes, it is infor-
mative to calculate the discount rate when the NPV is zero (the in-
ternal rate of return).
2. When the cost of ineffective replacement increases to $65, the NPV
is positive and the purchase becomes economically feasible. In
reality, the cost of ineffective replacement changes quite often, so
a sensitivity analysis should be applied. In fact, when the discount
rate is 10 percent, the NPV (when the cost of ineffective replace-
ment = $20) = –$11,088; the NPV (when the cost of ineffective
replacement = $50) = –$3,614; the NPV (when the cost of ineffec-

tive replacement = $65) = $122; the NPV (when the cost of ineffec-
tive replacement = $100) = $8,838. So if the cost of ineffective
replacement increases to $65, the NPV becomes positive.
3. An extended life increases the benefit. When the discount rate is 10
percent, the NPV (if the estimated project life = five years) = –$3,614;
the NPV (if the estimated project life = six years) = –$1,600; the
NPV (if the estimated project life = seven years) = $295. So, if the
lifetime of the new system is extended to seven years, the NPV be-
comes positive.
4. Cost-Effectiveness Analysis
With a seven-year term and a 5 percent discount rate, the PVC per student for
Option A is $22,689,230/1,600 = $14,181. The PVC per student for Option
B is $22,227,076/1,500 = $14,818. Option A is more cost-effective (i.e., it is
less expensive to educate each student).
Chapter 7. Financial Performance Monitoring
2. Obtaining Information from the CAFR
The following information was found in a city’s CAFR:
1. Total assets for the primary entity: $1,563,967,486.

2. Total net assets for the primary entity: $928,959,123.
3. Total revenue for the primary entity (General Revenues + Program
Revenues): $395,973,195.
4. Total expenses for the primary entity: $407,204,348.
5. Change in net assets for the primary entity: –$11,232,153.
6. Current assets for the primary entity (Total Assets – Noncurrent As-
sets): $576,876,178.
7. Total liabilities for the primary entity: $635,008,363.
8. Current liabilities for the primary entity (Total Liabilities – Noncur-
rent Liabilities): $149,320,759.
3. Calculation of Financial Indicators
1. Total revenue per resident: $395,973,195/194,913 = $2,032.

2. Total expenditure per resident: $407,204,348/194,913 = $2,089.
3. Current ratio: Current Assets/Current Liabilities = $576,876,178/

$149,320,759 = 3.86 (if the rule of thumb is 2, the liquidity of city
appears to be in good shape by this measure).
4. Change in Net Assets/Total Net Assets = –$11,232,153/$928,959,123
= –0.012.
5. Total asset turnover: Total Revenue/Total Assets = $395,973,195/
$1,563,967,486 = 0.25.
6. Fixed asset turnover: Total Revenue/Fixed Assets = $395,973,195/
($248,284,554 + $738,806,754) = $395,973,195/$987,091,308 = 0.40.
7. Return on assets: Change in Net Assets/Total Assets = –$11,232,153/
$1,563,967,486 = –0.007.
The city’s negative change of net assets should cause concern. Financial
monitoring of this indicator should be performed. The current ratio shows
the city is in good standing in liquidity. The total asset turnover indicates that
every dollar of the city’s assets brings a quarter in revenue.
4. Historical Comparison of the Indicators
An examination of CAFRs for the past three years shows that the city had net
asset increases two years in a row prior to this year’s decline. The concern
over the net asset decline of this year is alleviated a little. Nevertheless, the
net asset change should be closely monitored. The analysis also shows that
the change in the current ratio is in the territory of a normal change. The
measure of the expenditure per resident indicates that city services have be-
come more expensive for the past three years.
Chapter 8. Cash Management
2. Calculations
1. Using Excel, you should easily have: variance of net daily cash flows
= $1,410.
2. Spread = 3 × (0.75 × 10 × $1,410/0.000274)1/3 = $1,014. Lower limit
= $200. Upper limit = $1,214. Return point = $200 + ($1,014/3) = $538.
3. Cash Management in Bridgetown
1. To create a cash budget, you need to forecast monthly cash receipts

and disbursements for the next year. A scan of the monthly cash
flow data of the last three years does not show a clear trend for most
of the months. For example, the January receipt data of the past
three years are $865,000, $873,650, and $871,903—the cash flow
increases and then declines. Because there is no trend discovered in
cash flows, you can use SMA in forecasting the cash receipts and
disbursements for the next twelve months. You can then calculate
net cash flows for every month by using forecast receipts minus
disbursements: –$99,196 in January; $10,007 in February; $20,120
in March; $246,468 in April; $531,753 in May; –$187,115 in June;
–$229,366 in July; $45,270 in August; –$30,180 in September;
–$65,390 in October; $575,428 in November; and –$341,032 in De-
cember. The foundation also has a forecast average cash balance of
$2,302,777.
2. The variance of monthly net cash flow with the above data is
$79,744,304,424. Dividing it by thirty (the number of days in a month),
we have the “variance of daily net cash flow”: $2,658,143,481. From
other information given, the spread = 3 × (0.75 × 200 × $2,658,143,481/
0.000137)1/3 = $428,323. Lower limit = $1,000,000. Upper limit =
$1,428,323. Return point = $1,142,774
3. The foundation has a forecast average cash balance of $2,302,776.
The Miller-Orr results indicate that the foundation can invest some
of this money. One possible investment strategy suggested by the
model is that the foundation always keep a minimum cash balance
of $1,000,000, and, if the cash balance falls below it, replenish cash
by an amount of $1,142,774 – $1,000,000 = $142,774. If the cash
balance exceeds $1,428,323, the foundation should invest by the
amount of $1,428,323 – $1,142,774 = $285,549.
Chapter 12. Financial Condition Analysis
2. Calculation
1. The correlation coefficients are: –0.196 between public safety ex-

penditures and general government expenditures, 0.995 between
public safety expenditures and total expenditures, and –0.248 be-
tween general government expenditures and total expenditures.
2. First, the data show that public safety expenditures are strongly
positively associated with total expenditures. An increase in pub-
lic safety expenditures leads to the increase in total expenditures.
Second, there is a weak negative relationship between public safety
expenditures and general government expenditures. In other words,
the increase in public safety expenditures appears associated with
the decrease in general government expenditures. This result may

suggest that general government activities compete resources with
public safety activities.
3. Application
Analysis on Cash Solvency
Is there any warning trend in the cash ratio or the quick ratio? The values of
the cash ratio for the past five years have been 3.42, 3.76, 4.25, 2.52, and
3.59. The values of the quick ratio have been 3.85, 4.30, 4.25, 2.52, and 3.63.
Both indicators show that the city appears to have high liquidity. No clear
trends are identified from this data, except that the ratios in Year 4 (2.52 for
both the cash ratio and the quick ratio) appeared to be significantly lower
than those of other years. Cash and cash-related assets were particularly low
in that year, which deserves a close examination.
A correlation analysis has been conducted to specify the relationships
between the cash ratio and assessed taxable values (the correlation coeffi-
cient = –0.33), population (–0.27), income per capita (–0.28), the unem-
ployment rate (–0.43), and the millage (0.33), and between the quick ratio
and assessed taxable values (–0.57), population (–0.54), income per capita
(–0.48), unemployment rate (–0.57), and the millage (0.60). No strong rela-
tionship has been discovered. The cash solvency appears to be impacted by
factors other than those included in this study. Further identification and ex-
amination of these factors are needed. The status of cash solvency in the city
appears good now. However, the need for a good model to predict cash sol-
vency will become more urgent when cash solvency deteriorates.
Budgetary Solvency
Budgetary solvency was discussed in the case study in this chapter.
Long-Run Solvency
The values of net asset ratio have increased for the past five years: 0.43, 0.46,
0.48, 0.51, and 0.54, which indicates that the city’s long-run solvency by this
measure has improved during that time. However, until information about
other long-run solvency measures (such as the long-term debt ratio) becomes
available for analysis, it is difficult to develop a complete picture of long-run
solvency for the city.
The net asset ratio is strongly associated with assessed taxable values (the
correlation coefficient = 0.99), population (0.99), and income per capita (0.98),
which suggests that the increased values of these factors may improve the
city’s long-run solvency. Nevertheless, the positive relationship between the
net asset ratio and the unemployment rate (0.86) is puzzling. Since only five
years of data are analyzed, this relationship could be spurious. This finding
needs to be reexamined when more data become available.
Service-Level Solvency
The values of net assets per capita have increased for the past five years:
$3,337.90, $3,570.50, $3,770.20, $3,996.80, and $4,253.90. The city’s ser-
vice-level solvency by this measure has improved during this time. The net
assets per capita appear to be associated with all of the socioeconomic/orga-
nizational factors in this study. But again, since only five years of data are
used for analysis, these findings need to be reexamined when more data be-
come available.
Index
Absolute percentage error (APE), 11, Cash collection, 100

13–14, 15–16 Cash disbursements, 100–101
Accounting cycle, 118–21, 122f Cash flow, 101, 102–9, 116, 141
Accounting equation, 116, 138 Cash management
Accounting journal, 118–20 case study, 106–9
Accounting ledger, 118, 120, 121f concepts/tool, 100–106
Accounts payable, 117 daily interest rate, 102–9
Accounts receivable, 117 data analysis, 108
Accrual, 122 data collection, 106–7
Accrual basis accounting, 133, 134 data review, 106–7
Achievable project objective, 72–73 decision-making, 105–6, 108–9
Activity-based costing (ABC), 45 Excel spreadsheet, 103–6, 107–8
Administrative merit, 31, 32 exercises, 109–12, 182–83
Agency funds, 141 investment plan, 102–9
Assessed property values, 160–68 investment return, 99
Asset reserve, 88 key words, 109
Assets, 87, 88, 89, 90, 116–17, learning objectives, 99
123–25 liquidity, 99
net assets, 88, 89, 132–33, 151, 152 lower limit, 102–9
Average cost (AC), 44, 48, 52, 64 low-risk investment, 102
Miller-Orr model, 102–6, 107–8
Balance sheet, 116, 139, 140t net cash flow, 102–9
Baseline revenue, 9–10 optimal cash balance, 99, 102–9
Benefit/cost ratio, 71–72 return point, 104–9
Block revenue rate, 24–25 spread, 102–9
Bonds, 29 steps, 106–9
Borrowing, 29, 31t, 89, 90 transaction cost, 102–9
Breakeven production, 42 upper limit, 102–9
Budgetary solvency, 150, 151, 159–68 variance of daily net cash flow, 103–9
Business-type activity, 28–29, 31t, 88, Cash ratio, 151
129, 130–31 Cash receipts, 100–101, 106–7
Cash safety, 99
Capital assets, 29 Cash solvency, 150, 151
Capital cost, 45, 47, 50–51, 64 Change in fund equity/balance, 88
Capital project fund, 139 Change in net assets, 88, 89, 132–33
Cash balance, 99, 101, 102–9 Comparable scenario estimation, 26–27
Cash basis accounting, 133, 134 Component unit, 121–22
Cash budget, 100–102 Comprehensive Annual Financial Report
Cash/cash equivalent account, 117, (CAFR)
119, 120 cost estimation, 54
187
188 INDEX
Comprehensive Annual Financial Report Cost comparison (continued)

(CAFR) (continued) interest rate, 56, 61
financial performance monitoring, 90, 91, key terms, 61
97–98 learning objectives, 55
fund-level statements, 146–47 lease-buy decisions, 62
Management Discussion and Analysis present value of cost (PVC), 56, 59–61,
(MD&A), 97, 125 62
statement of activities, 136 present value (PV), 55–60, 70, 77
statement of net assets, 118, 119t, 122–25, project cost estimation, 59, 60t
127 steps, 59–61
Conservatism, 122 time value of money (TVM), 55–56
Correlation coefficient, 155–57 Cost conventions, 122
Cost, 43 Cost depreciation, 47
Cost allocation, 44–45, 46–47, 50–51, Cost-effectiveness analysis (CEA), 73–74,
53–54 80–81
Cost base, 44–45, 46, 50–51, 53–54 Cost estimation
Cost-benefit analysis activity-based costing (ABC), 45
achievable project objective, 72–73 average cost (AC), 44, 48, 52, 64
benefit/cost ratio, 71–72 breakeven production, 42
benefit determination, 77, 78t capital cost, 45, 47, 50–51, 64
benefit measurement, 72–74, 80–81 case study, 48–52
case study, 75–79 Comprehensive Annual Financial Report
concepts/tool, 70–75 (CAFR), 54
cost determination, 78 concepts/tool, 43–48
cost estimation, 74 cost classification, 43–45
discount rate, 74–75, 78, 79–80, 81 efficiency measure, 44, 48
introduction, 70–72 exercises, 52–54, 176–77
issues, 72–75 expenditure, 43
learning objectives, 70 expenses, 43
measurable/quantifiable project objectives, fiscal year, 43
73 full-time equivalent (FTE), 46, 53–54
mutually exclusive benefits, 73 key terms, 52–53
mutually inclusive objectives, 73 learning objectives, 42–43
net present value (NPV), 70–72, 78, 79, 80 operating cost, 45, 46–47, 49–50, 54
opportunity cost, 74 overhead rate, 44–45, 46
outcome measure, 73 personnel cost, 6, 45, 49, 64
output measure, 73 public service agencies, 42–43
present value of benefit (PVB), 71–72, 77, quantity/volume, 44
78t steps, 49–52
present value of cost (PVC), 71–72, 74–75, straight-line depreciation, 47
78t, 81 total cost (TC), 43–44, 45–47, 49–51, 64
project/accounting cost, 74 usage rate depreciation, 47, 51
question formulation, 77 utilization rate, 46–47
sensitivity analysis, 79–80 Cost groups, 46–47
steps, 77–79 Cost item, 43–44, 67
Cost comparison Cost objective, 43, 44
annualized cost, 57–59 Cost pool, 44–45
case study, 59–61 Cost time frame, 43
concepts/tool, 55–59 Credit balance, 119–20
decision-making, 61, 62 Current assets, 87, 88, 116–17, 123–25
discount rate, 56–60, 61 Current financial resource measurement,
Excel spreadsheet, 56–58 138
exercises, 61–62, 178–79 Current liabilities, 87–88, 117
future value (FV), 55–59, 60, 70, 77 Current ratio, 87, 88
INDEX 189
Daily interest rate, 102–9 Financial condition analysis (continued)

Data outlier, 14 long-term debt ratio, 152
Debit balance, 119–20 measure determination, 150–53, 154t, 160,
Debt ratio, 89, 152 161t
Debt service fund, 139 measurement, 150–53, 154t, 155
Decision-making millage, 160–68
cash management, 105–6, 108–9 modeling, 149
cost comparison, 61, 62 net asset ratio, 151
incremental cost analysis, 63–64, 67 net assets per capita, 152
resource development analysis (RDA), 32, operating ratio, 151, 160–68
33t, 39 own-source ratio, 151, 160–68
Deferred charge, 117 personal income, 160–68
Deferred revenue, 118 population, 160–68
Delphi technique, 3 purpose of, 148
Demographics estimation, 25–26 quick ratio, 151
Direct cost, 44–45 relationship explanation, 157–58, 165–67
Direct services, 129 relationship specification, 155–57, 163–65
Discount rate, 56–60, 61, 74–75, 78, report development, 158
79–80, 81 scope of, 149, 159–60
Double-entry accounting, 119 socioeconomic/organizational factors,
Downward trend, 8 152–53, 154t, 160–68
solutions/action, 167–68
Economic Ordering Quantity (EQQ), 102 solvency, 150, 151–52, 159–68
Economic resource measurement, 138 steps, 159–68
Efficiency, 44, 48, 89, 90 theoretical justification of measurement,
Enterprise fund, 88, 141 152
Evidence of transactions, 118 warning trend, 153, 162–63
Exact form of relationship, 157–58 Financial merit, 31
Expenditure, 43, 129–31, 132t, 134 Financial performance monitoring
Expenditure by function, 87, 93 asset allocation efficiency, 89, 90
Expenditure per capita, 87 asset reserve, 88
Exponential smoothing (EXS), 4, 5–8, borrowing capacity, 89, 90
10–11 business-type activity, 88
case study, 94–96
Federal grants, 29–30 change in fund equity/balance, 88
Fiduciary funds, 138, 141–42 change in net assets, 88, 89
Financial Accounting Standards Board complete performance picture, 92, 93t
(FASB), 121 Comprehensive Annual Financial Report
Financial condition analysis (CAFR), 90, 91, 97–98
assessed property values, 160–68 concepts/tool, 86–93
case study, 158–68 current assets, 87, 88
cash ratio, 151 current liabilities, 87–88
Comprehensive Annual Financial Report current ratio, 87, 88
(CAFR), 160, 161t, 169, 170t, 171 data sources, 90, 97
concepts/tool, 148–58 debt ratio, 89
correlation coefficient, 155–57 earning/profitability indicators, 89
data collection, 160, 161t enterprise fund, 88
defined, 148–49, 150 exercises, 96–98, 181–82
exact form of relationship, 157–58 expenditure by function, 87, 93
Excel spreadsheet, 155–57 expenditure per capita, 87
exercises, 168–71, 183–85 financial indicators, 86–89
key terms, 168–69 financial input indicators, 86–87
learning objectives, 148 financial process indicators, 86, 87–89
long-term debt per capita, 152 financial result indicators, 86, 89
190 INDEX
Financial performance monitoring Fund-level statements

(continued) accounting equation, 138
fixed asset turnover, 89 agency funds, 141
fund equity/balance, 88 balance sheet, 139, 140t
fund operating surplus/deficit, 88 capital project fund, 139
general fund, 88 case study, 142–45, 145t
governmental activity, 88 Comprehensive Annual Financial Report
indicator availability, 86–89 (CAFR), 146–47
indicator determination, 86–90, 94–95 concepts/tool, 138–42
indicator examination, 91 current financial resource measurement,
indicator selection, 89–90 138
key terms, 96–97 debt service fund, 139
learning objectives, 85–86 economic resource measurement, 138
liquidity, 87–88, 90 enterprise fund, 141
long-term assets, 88 exercises, 146–47
long-term liabilities, 88 fiduciary funds, 138, 141–42
monitoring frequency, 90 general fund, 139, 140t
net assets, 88, 89 governmental funds, 138–40
nonfinancial indicators, 86 income determination, 138
operating surplus/deficit, 88, 91–92 internal service fund, 141
performance trends, 91–92 investment trust funds, 141–42
purpose of, 85–86 issue analysis, 143–45, 145t
remedial action, 92–93, 95–96 key terms, 146
report development, 96 learning objectives, 137–38
return on assets, 89 measurement focus, 138
return on net assets, 89 pension trust funds, 141
revenue by source, 87 previous statement comparison, 142–43,
revenue per capita, 87 144t
steps, 94–96 private-purpose trust funds, 142
total asset turnover, 89 proprietary funds, 138, 141
total expenditure, 87 solutions/action, 145
total revenue, 87, 89 special revenue fund, 139
total revenue by fund, 87 statement of cash flow, 141
underperformance causation, 92–93, 95–96 statement of changes in fiduciary net assets,
underperformance detection, 90–93, 95 142
Financial reporting. See Fund-level statement of fiduciary net assets, 142
statements; Statement of activities; statement of net assets, 141
Statement of net assets statement of revenues, expenditures, and
Financial reserves, 30, 31t changes in fund balance, 139, 140t
Financial statement, 118, 120–21, 122f statement of revenues, expenses, and
Fiscal year, 43 changes in net assets, 141
Fixed assets, 117 statement review, 142, 143t
Fixed asset turnover, 89 steps, 142–45, 145t
Fixed cost (FC), 64–66, 68–69 Fund operating surplus/deficit, 88
Flat revenue rate, 24–25 Future value (FV), 55–59, 60, 70, 77
Forecast horizon, 4
Forecast period, 4–5, 9–10, 11 General fund, 88, 139, 140t
Forecast subject, 4 Generally Accepted Accounting Principles
Franchise tax forecasting, 19–20 (GAAPs), 121–22
Full-faith-and-credit debt, 29 General obligation debt, 29
Full-time equivalent (FTE), 46, 53–54 General revenue, 130–31, 132t
Fundamental accounting equation, 116 Going concern, 122
Fund balance, 138, 139, 140t Governmental Accounting Standards Board
Fund equity/balance, 88 (GASB), 121
INDEX 191
Governmental activity, 28, 29, 31t, 88, Marginal cost (MC), 64–66, 67, 68, 69
129, 130–31 Materiality, 122
Governmental funds, 138–40 Mean absolute percentage error (MAPE),
11–13, 15–16
Income determination, 138 Measurable/quantifiable project objectives,
Incremental changes, 9, 12–13, 15 73
Incremental cost analysis Measurement affordability, 150
case study, 66–67, 68t Measurement controllability, 153
concepts/tool, 64–66 Measurement focus, 138
cost comparison, 67, 68t Measurement reliability, 150
cost item examination, 67 Measurement validity, 150
decision-making, 63–64, 67 Measures of association, 155
defined, 63–64 Millage, 160–68
exercises, 67–69, 179–80 Miller-Orr model, 102–6, 107–8
fixed cost (FC), 64–66, 68–69 Miscellaneous revenue forecasting, 20
incremental cost (IC), 64–66, 67, 68, Mixed cost, 64
69 Modified accrual basis accounting, 133,
key terms, 67–68 134
learning objectives, 63–64 Modifier, 14–15
marginal cost (MC), 64–66, 67, 68, 69 Monetary denominator, 122
mixed cost, 64 Monitoring frequency, 90
quantity range, 64 Mutually exclusive benefits, 73
steps, 67 Mutually inclusive objectives, 73
sunk costs, 64
total cost (TC), 64 Net assets
variable cost (VC), 64–66, 69 change in, 88, 89, 132–33
zero-based budgeting (ZBD), 69 per capita, 152
Indirect cost, 44–45 ratio, 151
Indirect services, 129 See also Statement of net assets
Institutional/policy change, 30, 31t Net cash flow, 102–9
Interest payable accounts, 117 Net (expense) revenue, 130–31, 132t
Interest/penalty receivable, 117 Net present value (NPV), 70–72, 78, 79, 80
Interest rate, 56, 61, 102–6 Net worth, 115–16
Intergovernmental assistance, 29–30, 31t Noncurrent assets, 116–17
Internal service fund, 141 Noncurrent liabilities, 117
Investment, 102–9 Nonfinancial indicators, 86
Investment account, 117 Nonguaranteed debt, 29
Investment return, 99
Investment trust funds, 141–42 Objective evidence, 122
Operating cost, 45, 46–47, 49–50, 54
Lease-buy decisions, 62 Operating ratio, 151, 160–68
Legal merit, 31, 32 Operating surplus/deficit, 88, 91–92
Liabilities, 87–88, 116, 117–18, Opportunity cost, 74
123–25 Optimal cash balance, 99, 102–9
License/permit/fee-revenue, 18–19 Outcome measure, 73
Liquidity, 87–88, 90, 99 Output measure, 54, 73
Long-run solvency, 150, 151–52 Overforecast, 8
Long-term assets, 88, 117 Overhead rate, 44–45, 46
Long-term debt, 118 Own-source ratio, 151, 160–68
Long-term debt per capita, 152
Long-term debt ratio, 152 Pension trust funds, 141
Long-term liabilities, 88 Personal income, 160–68
Lower limit, 102–9 Personnel cost, 45, 46, 49, 64
Low-risk investment, 102 Political merit, 31–32
192 INDEX
Population, 160–68 Resource development analysis (RDA)

Prepaid expense accounts, 117 (continued)
Present value of benefit (PVB), 71–72, 77, revenue rate, 24–25, 28–29
78t revenue shortage, 21–24, 31t, 34–37
Present value of cost (PVC), 56, 59–61, 62, revenue to cost ratio, 31
71–72, 74–75, 78t, 81 steps, 22–32
Present value (PV), 55–60, 70, 77 tax amount, 40
Primary government, 121–22 tax increase, 28, 31t
Private-purpose trust funds, 142 user-charge increase, 28–29, 31t, 40
Program revenue, 130–31, 132t user-charge revenue design, 28–29
Progressive block rate, 24–25 Restricted net assets, 118, 123–25
Project/accounting cost, 74 Return on assets, 89
Property taxes receivable, 117 Return on net assets, 89
Proprietary funds, 138, 141 Return point, 104–9
Public service agencies, 42–43 Revenue amount, 24, 28–29
Purchase price/cost estimation, 25 Revenue base, 24–25, 28–29
Revenue bond debt, 29
Quantity range, 64 Revenue by source, 87
Quantity/volume, 44 Revenue forecasting
Quasi-causal forecasting model, 4, 10–11 absolute percentage error (APE), 11, 13–14,
Quick ratio, 151 15–16
accuracy determination, 11–13, 15–16
Referendum, 28 baseline revenue, 9–10
Regression against time, 4, 9–10, 12–13, case study, 13–16
16 concepts/tool, 4–13
Regressive block rate, 24–25 cost determination, 15–16
Resource development analysis (RDA) data cleaning, 14–15
administrative merit, 31, 32 data outlier, 14
block revenue rate, 24–25 Delphi technique, 3
borrowing, 29, 31t downward trend, 8
business-type activity, 28–29, 31t examples, 4, 8
case study, 32–39 Excel spreadsheet , 4, 5, 6, 7–8, 9–10,
comparable scenario estimation, 26–27 15–16
concepts/tool, 21–32 exercises, 17–20, 173–75
decision-making matrix, 32, 33t, 39 exponential smoothing (EXS), 4, 5–8,
defining the issue, 22–23, 34 10–11
demographics estimation, 25–26 exponential smoothing (EXS) averages, 8
exercises, 39–41, 175–76 forecast horizon, 4
expenditure growth estimation, 25–27, 41 forecasting, 16
financial merit, 31 forecasting techniques, 4–11
financial reserves, 30, 31t forecasting technique selection, 15–16
flat revenue rate, 24–25 forecast period, 4–5, 9–10, 11
governmental activity, 28, 29, 31t forecast subject, 4
institutional/policy change, 30, 31t franchise tax, 19–20
intergovernmental assistance, 29–30, 31t incremental changes, 9, 12–13, 15
key terms, 39–40 key terms, 17
learning objectives, 21 learning objectives, 3–4
legal merit, 31, 32 licenses/permits/fees, 18–19
political merit, 31–32 mean absolute percentage error (MAPE),
purchase price/cost estimation, 25 11–13, 15–16
revenue amount, 24, 28–29 miscellaneous revenue, 20
revenue base, 24–25, 28–29 modifier, 14–15
revenue loss, 24–25 overforecast, 8
revenue options, 27–32, 37–38 performance monitoring, 16
INDEX 193
Revenue forecasting (continued) Statement of activities (continued)

quasi-causal forecasting model, 4, 10–11 key terms, 136
regression against time, 4, 9–10, 12–13, 16 learning objectives, 128
revenue trend, 8–10, 16 modified accrual basis accounting, 133,
simple moving average (SMA), 4–5, 6, 134
10–11, 15 net (expense) revenue, 130–31, 132t
smoothing constant, 6–8 previous statement comparison, 134–35
steps, 14–16 program revenue, 130–31, 132t
tax base, 11, 14 revenue, 130–31, 132t, 133
tax rate, 11 solutions/action, 135–36
time-series data, 11 special item, 131
time-series forecasting, 11 statement information, 129–33
transformation moving average (TMA), 4, statement review, 134
8–9, 10–11, 12–13, 15–16 steps, 134–36
underforecast, 8 transfers, 131
upward trend, 8, 15 Statement of cash flow, 116, 141
Revenue loss, 24–25 Statement of changes in fiduciary net
Revenue per capita, 87 assets, 142
Revenue predictors, 11 Statement of fiduciary net assets, 142
Revenue rate, 24–25, 28–29 Statement of financial position, 116
Revenue sharing, 29 Statement of net assets
Revenue (statement of activities), 130–31, accounting cycle, 118–21, 122f
132t, 133 accounting journal, 118–20
Revenue to cost ratio, 31 accounting ledger, 118, 120, 121f
Revenue trend, 8–10, 16 accounting principles, 121–22
accounting process, 118–22
Sensitivity analysis, 79–80 accounts payable, 117
Service solvency, 150, 152 accounts receivable, 117
Simple moving average (SMA), 4–5, 6, accrual, 122
10–11, 15 assets, 116–17
Smoothing constant, 6–8 balance sheet, 116
Socioeconomic/organizational factors, case study, 122–25
152–53, 154t, 160–68 cash/cash equivalent account, 117, 119, 120
Solvency, 150, 151–52, 159–68 common asset accounts, 117, 120
Special item, 131 common liability accounts, 117–18, 120
Special revenue fund, 139 component unit, 121–22
Spread, 102–9 Comprehensive Annual Financial Report
Statement of activities (CAFR), 118, 119t, 122–25, 127
accounting bases, 133–34 concepts/tool, 116–18, 119t
accrual basis accounting, 133, 134 conservatism, 122
business-type activity, 129, 130–31 cost conventions, 122
case study, 134–36 credit balance, 119–20
cash basis accounting, 133, 134 current assets, 116–17, 123–25
change in net assets, 132–33 current liabilities, 117
Comprehensive Annual Financial Report current statement review/analysis, 123, 124t
(CAFR), 136 debit balance, 119–20
concepts/tool, 128–34 deferred charge, 117
defined, 116, 128 deferred revenue, 118
direct services, 129 defined, 116
exercises, 136 double-entry accounting, 119
expenses, 129–31, 132t, 134 evidence of transactions, 118
general revenue, 130–31, 132t exercises, 126–27
governmental activity, 129, 130–31 financial statement, 118, 120–21, 122f
indirect services, 129 fundamental accounting equation, 116
194 INDEX
Statement of net assets (continued) Tax amount, 40

fund-level statements, 141 Tax base, 11, 14, 28
going concern, 122 Tax increase, 28, 31t
interest payable accounts, 117 Tax rate, 11, 28
interest/penalty receivable, 117 Theoretical justification of
investment account, 117 measurement, 152
key terms, 126 Time-series data, 11
learning objectives, 115–16 Time-series forecasting, 11
liabilities, 116, 117–18, 123–25 Time value of money (TVM), 55–56
long-term debt, 118 Total asset turnover, 89
long-term/fixed assets, 117 Total cost (TC), 43–44, 45–47, 49–51,
materiality, 122 64
monetary denominator, 122 Total expenditure, 87
net assets, 116–18, 123–25 Total revenue, 87, 89
net worth, 115–16 Transaction cost, 102–9
noncurrent assets, 116–17 Transfers, 131
noncurrent liabilities, 117 Transformation moving average
objective evidence, 122 (TMA), 4, 8–9, 10–11, 12–13,
prepaid expense accounts, 117 15–16
previous statement comparison, 123–25
primary government, 121–22 Unearned revenue, 118
property taxes receivable, 117 Unrestricted net assets, 118, 124
restricted net assets, 118, 123–25 Upper limit, 102–9
solutions/action, 125 Upward trend, 8, 15
statement information, 116–18, 119t Usage rate depreciation, 47, 51
steps, 123–25 User-charges, 28–29, 31t, 40
unearned revenue, 118 Utilization rate, 46–47
unrestricted net assets, 118, 124
wage payable accounts, 117, 119, 120 Variable cost (VC), 64–66, 69
Statement of revenues, expenditures, and Variance of daily net cash flow, 103–9
changes in fund balance, 139, 140t
Statement of revenues, expenses, and Wage payable accounts, 117, 119, 120
changes in net assets, 141 Warning trend, 153, 162–63
Straight-line depreciation, 47
Sunk costs, 64 Zero-based budgeting (ZBD), 69
XiaoHu Wang is associate professor of public administration at the Univer-
sity of Central Florida (UCF). He has degrees in public administration, eco-
nomics, and business administration. Prior to his employment at UCF, he
worked as a budget analyst for a number of governmental institutions. Wang’s
teaching and research focus on financial management and performance man-
agement in the public sector. His research has been published in the most
prestigious academic journals in public administration and public finance.

Financial Management in The Public Sector

Uploaded by

Document Informationclick to expand document information

Copyright:

Available Formats

Financial Management in The Public Sector

Uploaded by

Document Information

Original Title

Copyright

Available Formats

Share this document

Share or Embed Document

Sharing Options

Did you find this document useful?

Is this content inappropriate?

Copyright:

Available Formats

Financial Management in The Public Sector

Uploaded by

Copyright:

Available Formats

Financial Management

in the Public Sector

Screen shots reprinted by

Library of Congress Cataloging-in-Publication Data

Wang, XiaoHu, 1962-

Printed in the United States of America

The paper used in this publication meets the minimum requirements of

List of Illustrations xiii

Part I. Tools for Financial Planning

2. Resource Development Analysis 21

5. Incremental Cost Analysis 63

Step 2: Determining Incremental Cost (or Marginal Cost,

Part II. Tools for Financial Implementation

7. Financial Performance Monitoring 85

8. Cash Management: Determining the Optimal Cash Balance 99

Concepts and the Tool 100

Part III. Tools for Financial Reporting and Analysis

9. Financial Reporting and Analysis: The Statement of Net Assets 115

10. Financial Reporting and Analysis: The Statement of Activities 128

11. Financial Reporting and Analysis: Fund-Level Statements 137

12. Financial Condition Analysis 148

Appendix: Exercise Answers 173

1.1 Forecasting Example One 4

4.1 Estimated Cost of the Maintenance Option 60

10.4 Comparison of Net (Expenses) Revenues and General

6.1 VTM Diagnostic Process 76

12.2 The Impact of Population on Budget Solvency 166

1.1 Simple Moving Average 6

Why Did I Write this Book?

How Are Applications Emphasized in this Book?

What Is Covered in this Book?

The material is covered in three sections: financial planning, financial imple-

What Were the Criteria for Selecting Topics to Cover?

First, a topic must be important in public financial management and bud-

Who Should Use the Book?

The book can be used as a supplementary textbook in a public budgeting or

What Is the Math Requirement for the Reader?

I am very grateful to many people for their support, encouragement, and

TOOLS FOR FINANCIAL PLANNING

After studying this chapter, you should be able to

• Use forecasting tools presented in this chapter

Why forecast revenue? Revenue forecasting helps financial planning. Be-

Forecasting Example One

sophistication is not a guarantee of forecast accuracy. In this chapter we in-

Concepts and the Tool

Before forecasting, several things need to be determined. First, the forecast

Simple Moving Average (SMA)

forecast periods in calculation. Let us say that we want an average of the

Exponential Smoothing (EXS)

The exponential smoothing (EXS) technique assigns different weights to data

Excel Screen 1.1 Simple Moving Average

Excel Screen 1.2 Exponential Smoothing

Step 1: Input the revenue data in a column of an Excel spreadsheet as

Excel provides a series of smoothed revenue forecasts: 12.00, 12.80, 14.48,

Transformation Moving Average (TMA)

Incremental Changes in TMA

Year to year Increment ($)

In TMA, we take the trend into consideration by computing incremental