FINANCIAL STATEMENTS

AND RATIO ANALYSIS

Jeff Goolsby, Shareholder, CPA, MSA

Moore Stephens Lovelace, P.A.

1
 OVERVIEW OF THE SESSION
 A Provide information on how ratios can provide insight
into financial statements
 B Give information about key ratios and what the data
can tell you
 C Provide insight into what management should focus
on in understanding numbers
 D Clarify when ratios are not helpful

 E Overview ready to access ratios available for Florida

Government’s

2
 TRADITIONAL F/S MEASURES –
BALANCE SHEET
• Cash • Payables and Accruals
• Accounts Receivable • Current portion of Debt
• Inventory • Current Liabilities
• Investments • Long-Term Debt
• Current Assets • Total Liabilities
• Total Assets • Retained Earnings
• Total Equity

3
 TRADITIONAL F/S MEASURES –
OTHER STATEMENTS
Income Statement Cash Flows
• Revenue • Cash flows from
• Costs of Goods Sold operations, investing,
and financing
• Gross Margin
• Net change in cash
• Other Expenses
• Activity of PPE,
• Operating Income
Investments, Debt, and
• Net Income Equity

4
 UNIQUE GOVERNMENTAL MEASURES –
ALL STATEMENTS
• Deferred outflows of • Nonspendable fund
resources balance
• Deferred inflows of • Intergovernmental
resources revenues
• Net investments in capital • Cash flows form noncapital
assets financing activates
• Unrestricted Net Position / • Cash flows from capital
unassigned fund balance and related financing
• Restricted Net Position / activities
assigned fund balance

5
WHEN THE NUMBERS DON’T ADD UP

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 VALUE OF INFORMATION
 Gives reader understanding of:
• the size of organization and its activities
• composition of resources and liabilities
• results of operations and impacts on cash
 Generally comparative allowing easy comparison
to prior year
• Generally governmental statements are single year
 Footnotes contain detailed information
• MD&A can provide insight into reasons

7
 STATEMENT USERS
 Creditors
 Bondholders

 Owners

 The Market

 Potential Buyers / Investors

 Competitors

 Management

 Citizens

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 USER FOCUS – THIRD PARTIES
 Liquidityof an entity and its ability to make interest
and principal payments

 Long-term cash flow of the entity as well as the

entities future level of risk and return, which
impacts return on investment

 Ability to provide dividends (public co’s)

 Operational results for comparative purposes

9
 USER FOCUS – MANAGEMENT
 Liquidity
of an entity and its ability to make interest
and principal payments

 Planning– Assessing current financial position and

evaluating potential opportunities

 Asset
Management – Use of assets for efficiency
and best return on investment

 Understanding – How external parties analyze the

entity

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 USE OF FINANCIAL ANALYSIS

Trend / Seasonal Component

How much funding will be
1. Analysis of the entities required in the future?
funding needs Is there a seasonal component?
Analytical Tools Used
Sources and Uses Statement
Statement of Cash Flows
Cash Budgets

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 USE OF FINANCIAL ANALYSIS
Entity Financial Condition

Financial Ratios
2. Analysis of the entities financial
condition and profitability. 1. Individually
2. Over time
3. In combination
4. In comparison

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 USE OF FINANCIAL ANALYSIS

Business risk relates to

the risk inherent in the
operations of the firm.
3. Analysis of the business
risk of the firm. Examples:
Volatility in sales
Volatility in costs
Proximity to break-even point

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 USE OF FINANCIAL ANALYSIS

Management should
consider all three analysis
types; funds needs, financial
Determining the financing condition and profitability
needs of the firm.
and business risk, when
determining the financial
needs of an entity.

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 USE OF FINANCIAL ANALYSIS

Proper evaluation of
financing needs puts the
Proper determination of an entity in the best position
entities financing needs.
to negotiate with potential
capital suppliers

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TYPES OF RATIO COMPARISONS
• Cross-sectional analysis - comparison of different
entities’ financial ratios at the same point in time;
involves comparing the your entity’s ratios to those of
other entities in its industry or to industry averages

 Benchmarking – entity ratios compared to those of a

key competitor or group of competitors

 Comparison to Industry Averages – use of industry

averages for the analysis of entity’s results

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 Example of Cross-Sectional Analysis

Requires access to financial statements of competitors

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USE AVAILABLE BENCHMARK DATA

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 SOURCES OF INFORMATION
Financial Statements (* free)
• Public Companies – Various Sources*
• Non-profits – Guidestar.org (Form 990’s)*
• Public Debt (Municipal Bonds) – Dacbond, EMMA*
Benchmarks
• BizStats.com*
• Trade associations Published Statistics
• Dunn & Bradstreet’s Industry Norms and Key Stats
• Risk Management Assoc Annual Statement Studies

19
TYPES OF RATIO COMPARISONS
• Vertical Analysis (Common Size) – process of
preparing financials statements as a percentage of
sales or other account category. Allows analysts to
see the composition of different categories of
financial statements.

 In the evaluation of the income statement sales is

commonly used as the reference category.

 Evaluation of the balance sheet incorporates total

assets, liabilities and equity.

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 EMPHASIS FOR MANAGEMENT –
VERTICAL ANALYSIS
• This is simple to do on your own company
• Works really well for certain industries (e.g.,
manufacturing, retail) to allow comparison
• Allows management to focus on areas that go
against the trend
– In a high growth environment; financial
numbers generally go up. This can factor out
growth to isolate variances

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Example 2014 2013 $ Change
Company X – opens
new plant in 2014
Revenue $ 1,800,000 $ 1,000,000 $ 800,000
Costs of Sales (1,404,000) ( 800,000) 622,000
Gross Marin 396,000 200,000 196,000
Marketing Exp 110,000 40,000 70,000
General Admin Exp 190,000 100,000 90,000

Net Income $ 96,000 $ 60,000 $ 36,000

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Using Vertical Anal 2012 2011 $ Change
All Items Divided
By Revenues
Revenue 100% 100% 0%
Costs of Sales ( 78%) 80% (2%)
Gross Marin 22% 20% 2%
Marketing Exp 6.1% 4% 2.1%
General Admin Exp 10.6% 10% 0.6%
Net Income 5.3% 6.0% (0.7%)

Profit would have been $38,000 higher if marketing

was at prior year’s 4%

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 LIMITS OF INFORMATION
• Requires understanding of accounting
policies
• Trending information is limited to
comparative numbers
• Generally, information in footnotes to
understand changes is limited
• Fair value changes can impact
profitability

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RATIO ANALYSIS - DEFINED
 A method or process by which the relationship of
items or groups of items in the financial
statements are computed, and presented.
 Tool for the financial analysis of an entity.
 Method utilized to interpret the financial
statements. Including the identification of an
entities strengths and weaknesses from a current
and historic view point.

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 TYPES OF RATIO COMPARISONS
• Time-series (Horizontal) analysis - evaluation of
the entity’s financial performance over time using
financial ratio analysis

 Comparison of current to past performance, using

ratios, enables analysts to assess the entity’s progress.

 Developing trends can be seen by using multiyear

comparisons.

• The most informative approach - combines

multiple analyses.

26
• Be mindful of
company’s
accounting
policies and the
impact on
ratios
• Ratios can
look much
better under
accounting
policies

27
 RATIO CLASSIFICATIONS
Ratios are generally classified into the follow
groups:
• Short Term Debt Paying and Liquidity ratios
(“STDL”)
• Capital structure/leverage ratios
• Profitability ratios
• Activity ratios

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 STDL RATIOS
Analyze the ability of an entity to pay its debt from
existing current assets, collect receivables quickly,
convert inventory into cash. Better performance is
indicated by ratios that result in lower number of days
or higher number of times per year.

 Immediate Liquidity
 Receivables Liquidity
 Inventory Liquidity
 Operating Cycle
 Other Considerations

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 STDL RATIOS
Immediate Liquidity Ratios Include:

 Working Capital – ($CA – $CL)

 Sales to working capital – (NS/AWC)
 Current Ratio – CA/CL
 Acid/Quick Ratio – (CA-Inv/CL)
 Conservative Acid/Quick Ratio –
(CCE+MS=NAR)/CL
 Cash Ratio – (CCE+MS)/CL

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 STDL RATIOS
Receivables Liquidity Include:

 A/R Turnover – NS/Avg Gross Rec

 AR Turnover in Days – Avg Gross Rec/(NS/365)
 AP Turnover – Avg AP/(COGS/365)

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 STDL RATIOS
Inventory Liquidity Include:

 Inventory Turnover – COGS/Avg Inventory

 Inventory Turnover in Days – Avg
Inventory/(COGS/365)

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 STDL RATIOS
Operating Cycle Ratio:

 Operating Cycle Ratio – AR Turnover in

Days/Inventory Turnover in Days

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 STDL RATIOS
• Other Considerations:

– Lines and Letters of Credit generally disclosed in

the notes to the financial statements and provide
information on short term funding available to an
entity.

– If available obtain the entities short term debt

rating from a commercial source S&P, Moody’s etc.
to evaluate if ratio results are in line with the
rating.

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 CAPITAL STRUCTURE/ LEVERAGE RATIOS

These ratios indicate the long term

solvency of a firm and indicate the ability
of the firm to meet its long-term
commitment with respect to
(i) repayment of principal on maturity or in
predetermined instalments at due dates
and
(ii) periodic payment of interest during the
period of the loan.

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 CAPITAL STRUCTURE/ LEVERAGE RATIOS

• Debt Ratios – these ratios measure the magnitude

of liabilities.

• Income Related Ratios – these ratios provide

insight into how much income exists to protect
creditors.

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 CAPITAL STRUCTURE/ LEVERAGE RATIOS

Debt ratios are:

– Debt ratio – Total Liab/Total Assets
– Debt to equity ratio – Total Liab/Sh Eq
– Debt to tangible net worth – Total Liab/(Sh
Eq-Intang Assets)

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 CAPITAL STRUCTURE/ LEVERAGE RATIOS
Income Related Ratios:
– Times interest earned – EBIT/(Int
Exp+Capitalized Int)

– Fixed charge coverage – (EBIT+1/3 of CY

Operating Lease Rentals)/(Int Exp+Capitalized
Int+1/3 of CY Operating Lease Rentals)

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 CAPITAL STRUCTURE/ LEVERAGE RATIOS
• Other Considerations:

– Pension obligations review the footnotes for

consistency of assumptions with professional
standards (interest rates, compensation increases
etc.).

– If available obtain the entities long term debt rating

from a commercial source S&P, Moody’s etc. to
evaluate if ratio results are in line with the rating.

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 PROFITABILITY RATIOS
These ratios measure the operating efficiency of
the firm and its ability to ensure adequate returns
to its shareholders.
The profitability of a firm can be measured by its
profitability ratios.

Further the profitability ratios can be determined

(i) in relation to sales and
(ii) in relation to investments

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 PROFITABILITY RATIOS

Profitability ratios in relation to sales:

• Gross profit margin – GP/Net Sales
• Net profit margin – Earnings Available to
Owners/Net Sales

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 PROFITABILITY RATIOS
Expense ratios are calculated by dividing the various expenses
by sales:

Material consumed ratio – (Material consumed/Net Sales)x100

Manufacturing expenses ratio – (Manuf. Exp/Net Sales)x100

Administration expenses ratio – (Admin Exp/Net Sales)x100

Selling expenses ratio – (Selling expenses/Net Sales)x100

Operating ratio – (COGS/Net Sales)x100

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PROFITABILITY RATIOS
Profitability ratios in relation to investments
• Return on assets (ROA) – (Net Prof. After
Taxes/Total Assets)x100
• Return on capital employed (ROCE) – (Net Prof.
After Taxes+Int/Capital Employed)x100
• Return on shareholder’s equity (ROE) – (Net
Prof. After Taxes-Pref Div/Ordinary SH Equity or
Net Worth)x100

43
PROFITABILITY RATIOS

Profitability ratios in relation to investments

• Earnings per share (EPS) – (Net Profit
After Tax- Pref. Div)/Number of Eq Shares
• Dividend per share (DPS) – Dividends
Paid/Number of Equity Shares

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GAAP (USER VS USER)
• Accounting
Principles continue
to focus more on
fair value
• Considered more
relevant
information to
markets
• May cloud
decision making

45
 READER FOCUS
Wall Street / Lenders
Investors
Key Metrics Earnings Per Share, Debt Service Coverage
Stock Price, Return on Ratio, Current Ratio,
Equity, Return on Cash Flows from
Assets Operations, Days Cash
on Hand
Fair Value Considered Relevant Disregarded

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 LENDER’S FOCUS
• Debt Service Coverage Ratio:

ITEMS EXCLUDED TYPICALLY ARE (A)

DEPRECIATION AND AMORTIZATION (B)
INTEREST INCOME (C) UNREALIZED GAINS AND
LOSSES & (D) EXTRAORDINARY ITEMS

47
 LENDERS
COMMON DEBT COVENANTS (Goal) FV Consideration
Debt Service Coverage Ratio (Goal: FV impacts adjusted out
cash available to cover debt service) of calculation

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Days Cash On Hand (Goal: measure To degree investments
ability to pay operating expenses with are marked to market
existing cash reserves)

A primary reader of the financial statements largely

ignores fair value when measuring ability to service debt
and stability of entity.

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 THE IRONY OF FAIR VALUE IN LENDING
Standard setting Financial
bodies focus on fair institutions provide Auditor uses fair
value measures in fair value to value in financial
financial auditors statements
statements

Financial institutions adjust financial statements to

remove fair value to focus on cash and cash
generation (Can they pay their loans?)

49
ACTIVITY RATIOS
These ratios are also called efficiency ratios /
asset utilization ratios or turnover ratios. These
ratios show the relationship between sales, cost
of goods sold and various assets of a firm.
There are several ratio groups used to analyze
activities including:
– A/R ratios
– Inventory/stock turnover ratio
– Asset turnover ratio
– Creditors turnover ratio and average credit period

50
ACTIVITY RATIOS

Accounts Receivable Ratios

• AR Turnover – Credit Sales/Avg Receivable
Balance
• Days In Receivables – 365/Turnover Ratio
• AR to Sales – Avg Receivable
Balance/Credit Sales
• AR to Assets – AR/Total Assets

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A/R Key Questions:

1. Do You Know What Your

Average Days in Accounts
Receivable Are?

2. How long would it take to

discover a collection
issue?

3. Do you know what your

industry benchmarks are?

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 EMPHASIS FOR MANAGEMENT – A/R
• The days in accounts receivable should
be actively monitored by management
• Measures how long it takes to collect
payment after the delivery of product or
service
• The important thing to monitor is the trend
line (helps to identify early warnings of
collection problems in the future)

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 EMPHASIS FOR MANAGEMENT – A/R
• The relationship between how often you pay
and how quickly you collect can have a
major “shift” in your cash position
• Most companies have a net 15 or net 30 for
vendor payments. Payroll also occurs on
regular basis
• Every additional day in accounts receivable
represents an investment

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EXAMPLE Sales of $30.0MM
Cash $2.0 MM COS of $27.0MM
Accts Receivable $2.5MM Margin 10%
Days in A/R 30 Days
Vendor Payments 30 Days

What is the impact on cash from going days in accounts

receivable of 30 to 40 days on a permanent basis?

A/R at 40 days would now be ~$3.3MM ($30MM * 40/365).

The Company would have now invested $800K in accounts
receivable reducing the cash balance to as much as $1.2MM.

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COLLECTIONS
$2.5 million per
month

PAYMENTS $2.25 million

per month

Lowers
CASH overall
average cash
balance

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 EMPHASIS FOR MANAGEMENT – A/R
• Equally important to compare days in
accounts receivable with and without
the allowance (Gross versus Net)
• The net accounts receivable can mask
that collections have gotten worse or
that more is being reserved

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 ALLOWANCE MASKING OF DAYS
Year One Gross Days in A/R Net Days in A/R

Sales 30,000,000 Same

Accounts Receivable Gross 3,000,000 Same
Allowance (500,000) Same
Days in Accts Receivable 36.5 Days 30

Year Two Gross Days in A/R Net Days in A/R

Sales 30,000,000 Same
Accounts Receivable Gross 4,000,000 Same
Allowance (1,500,000) Same
Days in Accts Receivable 48.7 Days 30

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EMPHASIS FOR MANAGEMENT – A/R
• A significant increase in sales is often
accompanied by a permanent increase in
the average balance of A/R
• The one time “build-up” of A/R represents
an investment of sorts in growth and will
have a one-time impact on cash
• Monitoring of days in accounts receivable
is important during growth periods

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EXAMPLE Sales of $30.0MM Sales of $35.0MM
COS of $27.0MM COS $31.5MM
Margin 10% Margin 10%
Days in A/R 30 Days 30 Days

A/R will have gone up from $2.5MM (30MM * 30/365) to $2.9

Million ($35MM *30/365). There is $400K investment in
accounts receivable from growth.

This assumes that days in A/R would remain at 30 days

despite growth in volume of receivables

60
 EMPHASIS OF MANAGEMENT – A/R
• Be wary of cycles in operations
• Some companies pick the slow season
for the year-end when A/R is at the
lowest. This will artificially lower the
number of days in year-end A/R
(hence, important to monitor peak
seasons as well)

61
 CASE STUDY - HEALTHCARE
• Healthcare is an example of:
– A) An area where benchmarks can be helpful
– B) An area where the metrics differ significantly
between different types of “providers”
• Example for Days in Accounts Receivable
– Hospitals: 45 days
– Nursing Home: 35 days
– Physician Practice: 20 days

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 CASE STUDY - HEALTHCARE
• Examples of Operating Margin
– Hospitals: 2.6%
– Nursing Homes: 8.0%
– Physician Practices: 11%
• Labor Costs – 60% to 65%
– Specific stat that should be tracked and
monitored

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SAMPLE – PUBLIC HOSPITALS (MUNIOS)

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65
ACTIVITY RATIOS

Inventory Ratios
• Inventory Turnover – COGS/Avg Inventory
• Net Sales to Inventory – Net
Sales/Inventory
• Inventory to Net Working Capital –
Inventory/Net Working Capital

66
Inventory Key Points:

1. Do You Know What

Inventory Turnover Is?

2. What is the latest trend

on your cost of sales
margin % and gross
margin %?

3. Do you know what your

industry benchmarks are?

67
 EMPHASIS OF MANAGEMENT - INV
• Gross margin and inventory turnover
are key metrics for manufacturers and
retailers
• There is really good data available that
is specific to the industry (and the sub
industry)

68
 EMPHASIS OF MANAGEMENT - INV
• The trending on these metrics needs
to monitored
• These can also be manipulated as well
– FIFO versus LIFO
– Sale-offs without replenishing inventory
levels equal high turnover but a potential
problem to future

69
Example BizStats Reports

70
 EMPHASIS OF MANAGEMENT - INV
• For management, inventory turns and
margins should be looked at by
product line
• Identify possible obsolete; slow
moving items
• Reprioritize inventory and or location

71
ACTIVITY RATIOS

Asset Turnover Ratios

• Total Asset Turnover – Net Sales/Avg Total
Assets
• Fixed Asset Turnover – Net Sales/Avg
Fixed Assets
• Working Capital Turnover – Net Sales/Avg
Net Working Capital

72
“We’ve been doing great since we redefined
success as a slowing of failure.” Dilbert

73
ACTIVITY RATIOS

Accounts Payable Ratios

• Accounts Payable Days – (AP/COGS)x365
• Accounts Payable Turnover – Total Supplier
Purchases/(AP Beginning + AP Ending)/2
• AP Turnover Days – 365/AP Turnover Ratio

74
 EMPHASIS OF MANAGEMENT - AP
• The opposite impact is true on Days in
Accounts Payable. Permanently
increasing the days in A/P will have a
one-time increase in cash
• Be wary of giving up early payment
discounts
• Be careful with critical vendors

75
 BE WARY OF STATISTICS ALONE
• “There are lies, damned lies, and statistics”
Mark Twain
• “Statistics Defined – The science of producing
unreliable facts from reliable figures” Evan Esar
• “There are two types of statistics, the kind you
look up and the kind you make up” Rex Stout
• “60% of the time, it works every time” Ron
Burgandy

76
 CAUTION
• There are no generally accepted rules for
computing ratios.

• Ratios alone do not provide answers, they are a

tool to be utilized with others for the user to
draw a conclusion from.

• An entity’s knowledge of common ratios used to

evaluate an entities financial condition may lead
to the possibility of manipulation of the key ratio
components.

77
 CAUTION
• Large deviations or unexpected results merely indicate
a possible problem.

• Use financial statements dated at the same point in

time.

• Preferable to use audited financial information.

• Results can be distorted if financial data is not

developed in the same manner or if inflation or other
market events occur which could significantly impact
the results.

78
 CAUTION
• Problems Disguised

 Ratios that use multiple financial statement line items

(e.g. Current Ratio –Combines; Cash, A/R, Inventory,
etc.) can disguise poor performance in one.

 Always evaluate ratios that look at single line items

and if the results seem acceptable then utilize those
ratios that combine these with others

 Be wary of small numbers (large % changes)

79
WHEN THE NUMBERS AREN’T GOOD

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FINANCIAL FAILURE?
• If some of the basic ratios appear to be
indicating an entity experiencing problems there
is a group of ratios which have been shown as
indicators of this.
• Caution should be used however, as the results
can only say the results are similar to those of
entities that have failed in the past.
• Ratios alone cannot predict financial failure.

81
FINANCIAL FAILURE?
Univariate Models – use of one variable for
analysis.
• Cash flow to total debt – insufficient cash flows
indicate possible problems
• ROA – low earnings on committed assets
indicates problems making assets work for the
entity
• Debt Ratio – assets financed with too much debt
put the entity in a position where it may not be
able to make interest and/or principal payments

82
FINANCIAL FAILURE?
Other Useful Indicators – these must be
compared to industry standards to determine
the entity results.

• Veritical Common Size % Inventory – failed

entities have less inventory. Commonly due to
poor credit to obtain additional inventory and
sell as much inventory as possible to generate
cash flow.
• Vertical Common Size % Cash – failed firms
have less cash often using credit to “float”
operations.

83
 BENCHMARKING AVAILABLE FOR
FLORIDA GOVERNMENTS
• Florida requires auditors to perform a financial
condition assessment
 Required reporting if the auditor determines there is
a deterioration in financial condition
 Serves as an early warning against Florida’s state
and local governments becoming insolvent

• Available on Florida Auditor General Website

 http://www.myflorida.com/audgen/
FLORIDA AUDITOR GENERAL WEBSITE
 BENCHMARKING AVAILABLE FOR
FLORIDA GOVERNMENTS

Auditor General website has these appendixes

which contain detailed information to understand
and help in your analysis
 AUDITOR GENERAL INDICATOR 1

Change in Net Position /

Beginning Net Position

 Goal is to determine how the government’s position

changed as a result of resource flow

 A decrease would indicate the government’s financial

position is becoming weaker

88
 Unfavorable = Favorable =
Trend Inf ormation Benchmark Comparison Inf ormation
Y1 to Y5 Dif f 95% Y5 Entity -0.05%
Y2 to Y5 Dif f 99% Y5 Bench 0.20%
Y3 to Y5 Dif f -102% Y5 Entity to Bench Dif f -125%

Be nchm ark
Tre nd: Favorable Inconclus ive
Com paris on:
Overall Rating: Favorable
 AUDITOR GENERAL INDICATOR 2

Unassigned and Assigned Fund Balance /

Unrestricted Net Assets
 Declining results suggest there could be difficulty in
maintaining a stable tax base or revenue structure

 Deficits may indicate financial emergency

90
 AUDITOR GENERAL INDICATOR 3
Unassigned and Assigned Fund Balance /
Total Expenditures

 Decreasing percentages over time may indicate

budgetary issues that may lead to future budgetary
problems

91
 AUDITOR GENERAL INDICATOR 4
Cash & Investments /
Current Liabilities
 Decreasing percentages may indicate that the
government has overextended itself in the long run and
may have difficulty raising the cash needed to meet its
current needs

92
 AUDITOR GENERAL INDICATOR 5
Cash & Investments /
Total Expenditures
 Denominator is operating expenses for a proprietary fund

 Decreasing percentages may indicate that the

government has overextended itself in the long run and
may have difficulty raising the cash needed to meet its
current needs

93
 AUDITOR GENERAL INDICATOR 6
Current Liabilities /
Total Revenues
 Denominator is operating revenues for a proprietary fund

 Increase percentages may indicate liquidity problems,

deficit spending, or both

94
 AUDITOR GENERAL INDICATOR 7
Long-Term Debt /
Population

 Increasing percentages may indicate a decrease in level

of flexibility in how resources are allocated and
decreasing ability to pay long-term debt

95
 AUDITOR GENERAL INDICATOR 8
Excess of Revenues Over Expenditures /
Total Revenues
 Decreasing surpluses or increasing deficits may indicate
that current revenues are insufficient

96
 AUDITOR GENERAL INDICATOR 9
Operating Income (Loss) /
Total Operating Revenues
 Decreasing income and increasing losses may indicate
that current revenues are not supporting current
expenses

97
 AUDITOR GENERAL INDICATOR 10
Intergovernmental Revenues/
Total Revenues
 Proprietary funds use Operating Revenues as the
denominator

 Percentages increasing over time indicate a greater risk

assumed to increased dependence on outside revenues

98
 AUDITOR GENERAL INDICATOR 11
Unassigned and Assigned Fund Balances/
Total Revenues
 Proprietary funds use unrestricted net assets / total
operating revenues

 Decreasing results may indicate a reduction in the local

government’s ability to withstand financial emergencies
and / or its ability to fund capital projects

99
 AUDITOR GENERAL INDICATOR 12
Total Revenues/
Population
 Decreasing trends indicate that the local government
may be unable to maintain existing service levels with
current resources

100
 GUIDANCE AVAILABLE TO UNDERSTAND
MEASURES AND RATIOS

Auditor General website has these appendixes

which contain detailed information to understand
and help in your analysis
 AUDITOR GENERAL INDICATOR 13
Debt Service/
Total Expenditures
 Increasing trends indicate that the cost of providing
services is outpacing the ability to pay for them

102
 AUDITOR GENERAL INDICATOR 14
Total Expenditures/
Population
 Increasing trends indicate that the cost of providing
services is outpacing the ability to pay for them

103
 AUDITOR GENERAL INDICATOR 15
Accumulated Depreciation/
Depreciable Capital Assets
 Increasing trends indicate that capital outlay is
inadequate increasing deferred replacement or
maintenance costs

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AUDITOR GENERAL INDICATOR 16 / 17
Pension Plan Funded Ratio

&

OPEB Funded Ratio

 A declining trend suggest that there is inadequate
funding that may increase future tax burden

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 AUDITOR GENERAL INDICATOR 18
Millage Rate
 Millage rates approaching statutory limits may indicate
that the government has a reduced ability to raise
additional funds

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MANAGEMENTS USE OF RATIOS

107
QUESTIONS
Jeff Goolsby jgoolsby@mslcpa.com

108