Actual Revenue Compared to Budget
- Analysis of Performance
- Metric Definition
- Why Is This Important?
- City Organization Impact on Performance
- Benchmark Information
Analysis of Performance
At the end of Q2, revenue was over target by $22M in the combined governmental and enterprise funds. Governmental fund revenue exceeded its budget by $10.8M. Sales and Use Tax is $5.0M over budget, excluding rebate incentives. This growth represents an increase of $5.3M over the first six months of 2013. The City budgeted for a 1.3% growth in sales tax for 2014; however, at the end of Q2, growth is at 6.5%. Property taxes also exceed budget by $0.7M, partially due to a timing issue; by year end, property taxes are expected to exceed budget by $0.6M. The vast majority of the other revenues exceeding budget are related to construction and other growth activities.
Enterprise Fund revenue also exceeded its target by $11.2M. Continuing the trend from last year, Utility Impact Fees are $9.3M higher than budget due to higher economic construction activities. Of that $9.3M, $2.5M relates to a special payment from Fort Collins-Loveland Water District per a newly signed agreement. Wastewater is seeing fewer customers using sub-meters, resulting in its being $0.9 million over forecast. Last, Light and Power revenues are on target, but are higher than 2013 by $0.9M, in part because of a 2% fee increase effective in 2014.
This metric covers differences from anticipated (budgeted) and actual revenue. Revenue includes taxes, fees, grants, fines, interest earnings, etc. Revenue is separated into Governmental and Enterprise depending on the activity it supports. Governmental revenues are typically taxes, grants and fines used to support police, streets, museum, fire and parks. Examples of Enterprise revenue are fees for energy, water, wastewater and golfing.
Why Is This Important?
Accuracy to budgeted revenue is very important to ensure the City can cover its budgeted expenses while maintaining healthy fund balances. The City strives to do a better job being accurate with our revenue forecasts.
City Organization Impact on Performance
High - The City has direct control over its revenue forecasts. Historical analysis of actual revenue compared to budgeted revenue, along with a good understanding of the economic climate should allow the City to improve the accuracy of its revenue forecasts.
This metric contains no benchmark data because the target for this metric is not influenced by the performance of other cities. External reference points would add no value to the data because the City's goal is always to be as accurate as possible with its own budgeted revenues.