David, Irwin T.

English

eGrove (Univ. of Mississippi)

University of MississippieGroveTouche Ross Publications Deloitte Collection1979How to manage long-term debtIrwin T. DavidFollow this and additional works at: https://egrove.olemiss.edu/dl_trPart of the Accounting Commons, and the Taxation CommonsThis Article is brought to you for free and open access by the Deloitte Collection at eGrove. It has been accepted for inclusion in Touche RossPublications by an authorized administrator of eGrove. For more information, please contact egrove@olemiss.edu.Recommended CitationTempo, Vol. 25, no. 1 (1979), p. 49-52How t o manage long-term debt by IRWIN T. DAVID / Partner, National Services Director for State and Local Government The municipal bond market is "big business." Municipal debt is being issued both to provide capital assets and to counteract the impact of inflation. It is being issued at a rate of over $60 billion and 8,000 issues per year. As of 1976, there was $240.1 billion of municipal debt in the marketplace. Yet, very little attention is being given to proper debt management-even after recent fiscal crises brought about by the inappropriate use of debt. What needs to be recognized is that debt management is a sophisticated process that can save a community many dollars in tax money (e.g., lower interest rates, better acceptance in the financial marketplace). Conversely, poor debt management costs money. Given the size of this market, the increased use of debt, and the implications of a Proposition 13 "tax revolt," it surely follows that debt must be issued at the lowest possible cost. What then, is effective debt man-agement? This article will examine: — Long range capital planning. Which capital projects should a governmental unit undertake? — Capital budgeting and appropria-tions. How much money should be available for capital projects in a year, and from what fund sources? — Debt authorization. How much debt can a government unit issue? . . ! — Debt use guidelines. What is the proper use of debt, and what is the debt capacity of a government unit? — The rating agencies. What is the key role that "ratings" play in the cost of debt, and how can govern-ments influence their ratings? — Identification of debt. What com-prises long-term debt? — Bond issuance. How should bonds be issued to assure the lowest overall cost of debt? — Disclosure. What information is required by the rating agencies and potential investors? — Payment of debt. What is "refund-ing," and what are its objectives? — Monitoring, control, and manage-ment of debt. How do the admin-istration and the legislative body of an issuing government control debt use? Municipal debt can be classified in two ways: the maturity of the debt (short-term versus long-term) and the security for the debt (general obligation versus revenue debt). Short-term debt, which is issued and repaid within a year or less, forms a major portion of the municipal bond market. Long-term debt, which is issued to finance construction or purchase of capital (long-lived) as-sets, is the focus of this article. It will perhaps be helpful to define further terms that will be used. Debt may be classified as "general obliga-tion" or "revenue" debt. General obligation means that the bond-holder is assured that payment of principal and interest has priority over any other expenditure from the local government's tax base, and that, if required, taxes will be in-creased to meet such payment. Revenue debt is repaid from the revenues derived from a particular project, such as a health care institu-tion (where revenues are patient fees) or a tollway (where the revenues are tolls paid by users). Less secure than general obligation bonds, revenue bonds bear a higher interest rate. A new form of debt security is the so-called "moral obligation" debt. Such bonds are revenue debt unless there is a danger of default. In that case, the issuing body may be morally obligated to pay the debt. In recent years, there have been two major, well reported cases of misuse of municipal debt, the Urban Development Corporation (e.g., mis-use of moral obligation debt) and New York City (e.g., misuse, by continued "rollovers," of short term debt). There has been some misuse of debt on a smaller scale, but given the large amount of municipal debt issued and outstanding, the cases of misuse (accidental or deliberate) have been miniscule. The impact on the municipal bond market, how-49 How to manage long-term debt ever, of the Urban Development Corporation and New York City has been significant. How is such misuse to be avoid-ed? Here are 10 guideposts. Long-Range Capital Planning Which capital projects should a government unit undertake? Capital assets are by their very nature permanent and expensive. They usually require more than one fiscal year for need evaluation, design, and acquisition. It is important that cap-ital assets fulfill a need, that facilities are available when required, and that funds are available when needed. Effective capital planning cannot be performed for a single fiscal year at budget time or on a "crash" basis. A capital plan, enabling decision makers to prioritize capital needs, must look ahead for three to five years. It should identify such factors as the particular population being served, the total acquisition cost of the assets, the construction period, operating and maintenance costs, alternative facilities to fulfill the pro-gram's need, and alternative forms of financing, such as federal grants or leasing of comparable property. Capital Budgeting, Appropriations How much money should be avail-able for capital projects in a year, and from what fund sources? The annual capital appropriations by the legisla-tive body will determine how much capital is acquired in any year and the source of the funding (e.g., bonds or operating funds). Such appropriations, therefore, can control capital costs, debt issu-ance, and the financial condition of a jurisdiction. Too much capital spend-ing can be as detrimental as too little. Effective legislative decisions on capital budgets require information and the time to evaluate the infor-mation. • The information should include needs, objectives, capital and operat-ing costs, benefits, alternatives, and so on for capital project. • The overall size of the capital budget and the overall sources of funding must be clear, including the impact that any bond monies to be used will have on the jurisdiction's overall debt structure and capacity. Capital budgets may be enacted in a number of different ways. The spending authority may be granted for an individual project or it may be given to an agency to spend as the agency sees best. The capital bud-get, once appropriated, may remain valid until the projects have been completed; in other cases, the legis-lature must act each year on a capital budget. Debt Authorization How much debt can a government unit issue? A governmental jurisdic-tion (e.g., city, county, state) must have legal authorization to issue debt. Debt authorization thus be-comes a major control over financial condition and debt use. State and local debt, generally, can be autho-rized in one of three ways: citizen approval (a referendum), legislative approval or formula approval (based on total revenue or debt per capita, for instance), or a combination of these. Because a citizen referendum may be required for general obliga-tion bonds, whereas revenue debt often does not require voter ap-proval, public officials often turn to revenue bonds. But while this may avoid public wrath at the polling place, it may also result in higher interest rates and, ultimately, in higher costs to the taxpayers. The legislative body can authorize debt in one of several ways: — Automatically authorize when funds for the capital project are appropriated. — Authorize up to a specified amount, for a specified number of years, for either specific or general purposes. — Authorize to cover all debt requirements for a year or other time period. — Authorize as a function of operat-ing or other revenues. — A combination of the above. No matter how debt is authorized, steps should be taken to assure a periodic review of debt authority by the legislative body (e.g., "sunset" legislation). The legislative body should also be concerned with the types of projects to be built, the extent of the jurisdiction's responsibility, the im-pact of the new debt on the jurisdiction's debt burden as well as on the market for the debt, and both the total cost of the debt and the control of the debt. Debt Use Guidelines What is the proper use of debt, and what is the debt capacity of a government unit? The answers to these questions depend on the guidelines that are established on how such debt is going to be used. • Debt Capacity. Perhaps the most widely asked question about long-term municipal debt is: "How much is enough?" or "How much can I afford to issue?" Too much debt mortgages the future, of course, and may increase the cost of long-term debt. But there is no magic answer as to how much debt is "enough." It will vary with each community, depending upon what a government wants to pay for debt, 50 the type of capital project (such as revenue producing or job creating), the bond rating, and the percentage of budget used for debt service. There are a number of ways to establish limits on debt authoriza-tion, and thus debt use. With the increasing cost of debt, quantitative approaches are becoming popular. Such approaches consider future debt service (e.g., how much will future generations be taxed), future capital needs, the cost of debt, and debt related ratios. One state gov-ernment is considering basing its debt capacity on the same factors that rating agencies use for bonds. • Debt versus Cash. How much should debt be used to finance capital construction? Of course, a government can use 100 percent debt financing for capital construc-tion. However, excessive use of debt will increase the cost of such financ-ing, will overburden future genera-tions, will limit the debt which can be issued, and will under-tax current generations. For many revenue bond issues, the jurisdiction is expected to show its faith in the project by contributing some of its own "equi-ty." But there are no fixed rules concerning the proper balance be-tween debt and equity. One govern-ment has decided that two-thirds of any new construction wil l be financed through debt, and one-third through operating funding. • Bondability While only capital items (long-lived assets) should be purchased with bond money, there are many possibilities within this guideline. For instance, should bond funds be limited to buildings, roads, and other long-lived assets, or can they be used for books, desks, and other furnishings? Actually, what is to be purchased is apt to determine the structure of the bond issue. The average life of the bond issue should not exceed the average life of the assets it purchases, or future genera-tions will be paying for assets they no longer benefit from (e.g., such short-lived assets as automobiles and computers). Rating Agencies What is the key role that ratings play in the cost of debt, and how can governments influence these rat-ings? The volume and diversity of state, local, and public authority bond offerings have prompted the development of municipal bond rat-ing agencies. These examine an issuer's credit and offer opinions to the bond buying public. The higher the rating, the lower the interest that is paid for borrowing money. The two most widely accepted rating agencies are Moody's Investor Services, Inc., and Standard & Poors Inc. (S&P). While there are no set formulae for reviewing bonds, most analysts agree that the important factors in credit rating are the ability to meet principal payments, debt outstanding, the economic and fiscal condition of the jurisdiction, and such judgmental factors as the com-petence of the jurisdiction's man-agement. A recent study of state credit ratings indicated that, from 1972 to 1976, seven states received rating revisions from double-A to triple-A. These improved bond ratings fol-lowed favorable long-range develop-ments that impressed the rating agencies—such as conservative debt policies and sound debt manage-ment, government reorganization and tax reforms, capital projects that would improve long-range economic prospects for the state, and light debt burdens over the long term or increasing debt burdens more than compensated for by expanding state resources. On the other hand, during this same five-year period, seven states had their triple-A general obligation bond rating lowered. The causes were large increasing debt burdens, repeated borrowing to cover general fund deficits, apparent reluctance to increase taxes as much as required to cover operating deficits, uncertain economic prospects, and borrowing to cover defaulted authority loan payments guaranteed by the state. Identification of Debt What comprises long-term debt? Long-term debt is not limited to formal bond obligations. Certain actions by the legislative body could unintentionally—and substantially— take a jurisdiction over its debt capacity. Perhaps the major source of "hid-den" long term debt is pension obligations. When these exceed for-mal debt obligations, they cause enormous fiscal strain on a jurisdic-tion. Indeed, sophisticated investors and rating agencies are beginning to consider such obligations as part of a government's outstanding debt. And as total debt increases, the cost of new bonds could also increase. Bond Issuance How should bonds be issued to assure the lowest overall cost of debt? A number of factors must be considered. • The length or maturity of the bond. This will be determined, in part, by the nature of the underlying asset. The maturity schedule may be "even" (in a 20-year schedule, 1/20 will mature each year), or the prin-cipal payments may be made in varying amounts, according to the cash available from the jurisdiction. 51 How to manage long-term debt • The size and frequency of the offering. For jurisdictions which come to market often, too large or too frequent an offering may affect the salability of the bonds. Thus, size and frequency must be balanced. D The method of sale—competi-tive or negotiated. Most general obligation bonds are sold at com-petitive auction. Generally, competi-tive offerings result in a lower inter-est cost to the jurisdiction. This might not be true, however, when a revenue bond is used to finance a non-familiar asset, such as a hospital. D The source of financial advice. Jurisdictions which do not enter the bond market often will not likely have the expertise to determine the structure of issues, market timing, and how to bring issues to market. At times, those familiar with the market will also need advice. If this advice is provided by an outside financial advisor, it is important that the advisor be independent. He himself should not underwrite the bonds or deal with the bonds in the secondary market. An alternate source of advice is an advisory board consisting of individuals in the juris-diction who understand the capital market. • Cash requirements forecasting. Such forecasting is necessary to determine when bonds should be issued. Disclosure What information is required by the rating agencies and potential inves-tor? Prior to each bond sale, the jurisdiction issues an official state-ment to underwriters, the invest-ment community, and rating agen-cies. This official statement offers information about the jurisdiction (its organization, size, history, demo-graphics), the bond issue (structure, size, term, maturity, legality), and finances (financial statements, other indebtedness, cash flow forecast, pension information). Prior to the 1975 fiscal problems of the Urban Development Corpora-tion and New York City, the official statement was not widely used. Since that time, there have been increased demands to disclose all relevant information for investment decisions. Furthermore, misrepresen-tation or omission of significant information could be construed as fraud and subject the issuer to federal, regulatory, or judicial action. There has not, however, been complete agreement about what should be disclosed. In December, 1976, the Municipal Finance Officers Association did prepare Disclosure Guidelines for Offerings of Securities by State and Local Governments, and many states and local governments have been preparing official state-ments within these guidelines. Federal legislation is also pending which would require "distribution statements" on any new bond offer-ing and annual reports for jurisdic-tions which have outstanding debt. It would also give the Securities and Exchange Commission the authority to revise information requirements as they saw appropriate. No action is anticipated on this legislation in the near future. Payment of Debt What is "refunding" and what are its objectives? The goal of any govern-ment is to repay the principal and interest on outstanding debt in an orderly fashion. This is usually achieved by periodic principal and interest payments. In recent years, however, many bonds have been "refunded" by the issuance of new bonds to replace the existing bonds. This enables a government to reduce its overall interest cost or to revise what might have been unfavorable structural elements in the existing bonds. Bond refunding is quite complex and may be subject to the arbitrage rules of the Internal Revenue Service. In addition, the ability to refund is defined by the structure of the outstanding bonds. Control and Management of Debt How do the administration and the legislative body of an issuing govern-ment control debt use? There are a number of control points built into the overall debt management pro-cess. It is particularly important that debt is"in control"when jurisdictions issue large amounts of debt and go to the market frequently. Thoughtful development of guidelines by the legislative body, careful authoriza-tion, and well thought out appropri-ations offer perhaps the best as-surance that debt is not being used indiscriminately. Some jurisdictions are establishing legislative commit-tees to monitor debt management. Conclusion To provide needed services and to rebuild our cities and states has required significant new capital con-struction. Managing such debt be-gins with effective long-range capital planning and concludes with the repayment of the debt. It is a complex process that calls for overall monitoring, control, and coordina-tion by the issuing jurisdiction. Effec-tive debt management can minimize the cost of debt financing to a government organization. Ineffective debt management not only in-creases cost, it can also negatively impact the jurisdiction's overall fiscal structure. g 52 

How to manage long-term debt

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How to manage long-term debt

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