rate setting done the right way north alabama public power association terry mitchell | jackson...
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RATE SETTING DONE THE RIGHT WAY
North Alabama Public Power Association
Terry Mitchell | Jackson Thornton
DisclaimerThe information contained herein is general in nature and based on authorities that are subject to change. Jackson Thornton guarantees neither the accuracy nor completeness of any information and is not responsible for any errors or omissions, or for results obtained by others as a result of reliance upon such information. Jackson Thornton assumes no obligation to inform the reader of any changes in tax laws or other factors that could affect information contained herein. This publication does not, and is not intended to, provide legal, tax or accounting advice, and readers should consult their tax advisors concerning the application of tax laws to their particular situations.
Circular 230 DisclosureThis analysis is not tax advice and is not intended or written to be used, and cannot be used, for purposes of avoiding tax penalties that may be imposed on any taxpayer.
BOARDS SERVE DIFFERENT STAKEHOLDERS
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BOARD
City Government Lenders
Regulatory Agencies
Community
Employees
Utility
Customer
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BOARD MEMBERS SERVE A FIDUCIARY ROLE
• MUST SERVE THE ROLE OF MANAGING RATES FOR CUSTOMERS
• MUST SERVE THE ROLE OF KEEPING UTILITY FINANCIALLY SELF-SUSTAINABLE
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Mission Statement
“Our Utility’s mission is to provide the safest, most reliable and dependable source of energy to our customers at the lowest cost”
Annual Revenue Requirements
• O & M (Budget)• Power Cost (Financial/Power
Requirements Forecast)• Debt Service (Loan Covenants)
• Pilot/Capital Credits (Defined) • CIP (Work Plan) **At Least Annual Depreciation
Must develop financial goals and policies
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Financial Policies and Goals
• Set guidelines that help determine revenue needs to make Utility financially self-sustainable (Take emotions out of Process)
• Provide Board and management with boundaries on important issues
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Cont’d
• Helps to minimize politics on setting rates• Reflects financial stability to lenders/bond
holders• Increase credit value• Strengthens role as a valuable asset to
your city/community
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Financial Policies to Consider
• Rate Policies• Financial Planning Policies
– Debt/Margin Policies– Capital Funding Policies– Reserve Funding Policies
• Financial Forecasting
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Rate Policies• Are rates set based on costs-to-serve?• Do you have plans for annual inflationary
increases?– Try to avoid “Rate Shock”
• Time-sensitive rates• Economic development rates• Line extension policy
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Financial Planning Policies• Budgeting Policies• Debt Coverage Requirements• Margin/Equity Requirements• Capital Project Funding• Reserve Requirements• Financial Forecasting
– Rate Stability
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Why financial goals and policies are required/important
Rate Agency Guidelines• Very strong DSC (Avg. 5 yrs 5.2 times)• Strong cash position• History of taking rate action to meet
financial needs
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Steps To Take• Meet with Board to assist in understanding
and setting financial goals and policies• Set periodic dates to examine goals and
policies to determine their effectiveness• Review your flow of funds statement to
see if the financial goals and policies are meeting the financial needs of your Utility
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Financial goals and policies can:• Provide guides to set the financial needs
(Annual Revenue Requirements) of your Utility
• Minimize the impact of politics on rates• Make your Utility financially self-
sustainable– *Increase credit value
Note: Most important to memorialize the financial goals and policies
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QUESTIONS ???W. Terry Mitchell, Principal
Jackson Thornton Utilities ConsultantsMontgomery, Alabama
334.240.3647
ANSWERS KEYWORD
a. Cash flow from investing 297396
b. Cash flow from normal operations
297399
c. Cash flow from asset sales 297407
d. Cash flow from financing 297408
Text a KEYWORD to 22333 or Submit responses at PollEv.com
Which is not a major component of the annual cash flow statement?