Actual Revenue Compared to Budget
- Analysis of Performance
- Metric Definition
- Why Is This Important?
- City Organization Impact on Performance
- Benchmark Information
Analysis of Performance
Governmental fund revenue exceeded its budget by $28.6M. Sales and Use Tax is $18.8M over budget, excluding rebate incentives. The City budgeted for a 1.3% growth in sales tax for 2014; however, growth by year end was 8.7%. Property taxes came in $0.2M over budget and were $0.6M more than 2013. Revenue sharing from Larimer County Open Space tax (sales tax based) exceeded budget by $0.8M. Interest earnings exceeded budget by $1.1M. Heavy construction and growth activities are contributing to Capital Impact Fees being $5.0M higher than budgeted and Building Permits and Review Fees are $2.2M higher than budget.
Enterprise Fund revenue also exceeded its target by $16.5M, which is nearly all be attributed to Utility Impact Fees driven by construction and growth activities. Included in that total is a special payment from Fort Collins-Loveland Water District per a newly signed agreement. Wastewater is seeing fewer customers using sub-meters than had been projected, resulting in its being $1.8M over forecast. Light and Power operating revenues are lower than budgeted by $1.7M and are less than the same periods last year by $0.6M. The lower revenue in Light & Power is in contrast with an average rate increase of 2% 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.