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Preparing to Access the Capital Markets North Caroli lina a Local al Government Investment Associa iation July 20, 2017 Member NYSE|FINRA|SIPC Preparing to Access the Capital Markets Overview In todays market environment, credit


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Member NYSE|FINRA|SIPC

July 20, 2017

Preparing to Access the Capital Markets

North Caroli lina a Local al Government Investment Associa iation

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 In today’s market environment, credit quality – whether determined by the rating agencies or banks and other investors – has become increasingly important to a successful debt issuance.  When preparing for a debt issuance, an issuer should consider credit related items as part of the pre-transaction and planning process.  Effectively accessing the capital markets is often times the culmination of a three phased approach to planning for and issuing debt: – Phase 1: High Level Strategy and Planning – Phase 2: Develop Plan of Finance – Phase 3: Implement Plan of Finance

July 20, 2017 North Carolina Local Government Investment Association 1

Preparing to Access the Capital Markets – Overview

HIGH GH LEVEL STRATEGY AND P PLANNING DEVELOP PL P PLAN AN OF F FINANCE IMPLEMENT P T PLAN OF F FINANCE

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 Since the financial downturn, the credit quality of a local government has become more important than in previous market environments.  Credit rating agencies, banks and investors have increased the level of due diligence performed on transactions.  A local government should not manage itself exclusively for rating agencies and investors; however, often times good planning and credit strategies are aligned. – Strategic Planning and Goals. – Formalized Management Practices / Policies. – Multi-year Financial Planning . – Economic Development (locally and regionally).

July 20, 2017

Credit Overview

North Carolina Local Government Investment Association 2

2 3 4 5 6 7 8 Perce cent (%)

Cre redit Spreads : 30-Year MMD MMD

AAA BBB

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SLIDE 4

July 20, 2017

Moody’s Investor’s Service GO Rating Methodology

Implemented in January 2014

Category Rating Percent ntag age Short T Ter erm m Control Long T Term Control Economy / Tax Base 30%  Finances 30%   Management 20%   Debt / Pensions 20%  

North Carolina Local Government Investment Association 3

 The information shown above outlines the Quantitative elements of the rating

  • methodology. In addition to these factors, other Qualitative elements are considered in

the ultimate rating outcome.

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SLIDE 5

July 20, 2017

Standard and Poor’s GO Rating Methodology

Implemented in September 2013

Category Rating Percent ntag age Short T Ter erm m Control Long T Term Control Institutional Framework 10%  Economy 30%  Management 20%   Budget Flexibility 10%   Budgetary Performance 10%   Liquidity 10%   Debt and Contingent Liabilities 10%  

North Carolina Local Government Investment Association 4

 The information shown above outlines the Quantitative elements of the rating

  • methodology. In addition to these factors, other Qualitative elements are considered in

the ultimate rating outcome.

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SLIDE 6

July 20, 2017

Moody’s Investor’s Service Utility Rating Methodology

Implemented in December 2014

Category Rating Percent ntag age Short T Ter erm m Control Long T Term Control System Characteristics 30%  Financial Strength 40%   Management 20%   Legal Provisions 10%  

North Carolina Local Government Investment Association 5

 The information shown above outlines the Quantitative elements of the rating

  • methodology. In addition to these factors, other Qualitative elements are considered in

the ultimate rating outcome.

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SLIDE 7

July 20, 2017

Standard and Poor’s Utility Rating Methodology

Implemented in January 2016

North Carolina Local Government Investment Association 6

 The information shown above outlines the Quantitative elements of the rating methodology. In addition to these factors, other Qualitative elements are considered in the ultimate rating outcome.

Risk A k Asses essmen ment t Category Factor Rating Percent ntag age Short T Ter erm m Control Long T Term Control Enterprise Economic Fundamentals 45%  Market Position 25%  Industry Risk 20%  Operational Management Assessment 10%   Financial Debt Service Coverage 40%   Liquidity 40%   Debt and Contingent Liabilities 10%   Financial Management Assessment 10%  

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SLIDE 8

July 20, 2017 North Carolina Local Government Investment Association 7

High Level Strategy and Planning

HIGH LEVEL EVEL STRA RATEG EGY AND ND PL PLANN NNING NG DEVEL EVELOP P PL PLAN N OF FI F FINANCE CE IMPL MPLEMENT EMENT PL PLAN O N OF FINA NANC NCE

  • St

Strat ategic V Vis isio ion

  • Board /

d / Council il C Communic icat atio ion

  • Capital I

Imp mproveme ment Pl Plan an

  • Budget F

Forecasting

  • Finan

ancial ial Po Polic icie ies

  • Benchm

hmark rking

  • Debt C

Capacit ity / / Debt A Affordab dabil ilit ity

  • Fundin

ding A Approac ach

  • LGC C

C Coordin inat atio ion

  • Working G

Group an and F d Fin inancing Sche hedule

  • Cr

Credi dit R Rat atin ing St Strat ategy

  • Post

st I Issu ssuance

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 Establish a strategic vision for your

  • rganization. This may include a series of

internally or externally generated planning documents.  Establish an effective Board / Council communication strategy, working with Staff to further define and implement the vision.  Develop a series of next steps and an implementation plan to achieve the goals established in the strategic vision and planning documents – capital investments are often a major piece of these strategies.  Identify requested capital projects that could help achieve the strategic vision.

July 20, 2017 North Carolina Local Government Investment Association 8

Strategic Vision and Board Communication Strategy

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SLIDE 10

 The development of a multi-year Capital Improvement Plan (“CIP”) includes: – Identifying realistic capital and maintenance needs (not a wish list). – Assigning funding sources for all projects with a balanced approach of pay-as-you-go cash, grants, reserves and debt. – Analyzing potential operating budget impacts associated with planned capital projects. – Revisiting this process at regular intervals. – Adopting a plan at the governing level.

July 20, 2017

Capital Improvement Plan

Admin 10% Police / Sheriff 20% Parks & Recreation 30% Streets & Sidewalks 20% Education 20% 5-Year CIP: U Uses of

  • f Funds

North Carolina Local Government Investment Association 9

GO Bonds 15% Pay-As-You- Go Capital 10% Grants 40% Capital Reserve Fund 10% Installment Financings 25%

5-Year CIP: Sources of F Funds

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SLIDE 11

July 20, 2017 North Carolina Local Government Investment Association 10

 While in the process of developing a long-term Capital Improvement Plan the locality may consider implementing a multi-step CIP Development process in order to achieve a balanced & fully funded CIP that addresses identified capital needs:

  • 1. Identify financial resources available to fund

capital projects.

  • 2. Identify capital needs for the next 5-10

years.

  • 3. Determine funding capacity/affordability.
  • 4. Develop an initial CIP and Funding Plan.
  • 5. Revise CIP to maximize project funding

within identified resources.

  • 6. Finalize and approve the CIP.
  • 7. Revisit CIP on an annual basis.

Capital Improvement Plan Process

Finalize and Approve CIP Revisit/Refine Project Timing, Amounts and Funding Sources Initial CIP Funding Plan Prioritize Capital Projects Identify Financial Resources Available to Fund Capital Projects Determine Universe of Capital Needs Evaluate Debt Capacity / Affordability

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SLIDE 12

July 20, 2017 North Carolina Local Government Investment Association 11

Budget Forecasting

 Development of a long-term budget planning process can be another important element when preparing for to interact with rating agencies and investors.  Elements of the long-term budget planning process can include: – Historic Trend Analyses. – Forward looking projections for key revenue and expenditure line items. – Sensitivity analyses to identify potential cash flow implications of board / management initiatives.

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SLIDE 13

July 20, 2017 North Carolina Local Government Investment Association 12

Develop Plan of Finance

HIGH LEVEL EVEL STRA RATEG EGY AND ND PL PLANN NNING NG DEVEL EVELOP P PL PLAN N OF FI F FINANCE CE IMPL MPLEMENT EMENT PL PLAN O N OF FINA NANC NCE

  • St

Strat ategic V Vis isio ion

  • Board /

d / Council il C Communic icat atio ion

  • Capital I

Imp mproveme ment Pl Plan an

  • Budget F

Forecasting

  • Finan

ancial ial Po Polic icie ies

  • Benchm

hmark rking

  • Debt C

Capacit ity / / Debt A Affordab dabil ilit ity

  • Fundin

ding A Approac ach

  • LGC C

C Coordin inat atio ion

  • Working G

Group an and F d Fin inancing Sc Schedule

  • Cr

Credi dit R Rat atin ing St Strat ategy

  • Post

st I Issu ssuance

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 Financial policies can provide benefits to a number of parties by: – Establishing a policy / decision making framework for staff and elected officials. – Providing comfort to Rating Agencies, Banks and Investors that a local government will mange itself in a responsible fashion. – Offer transparency to citizens /customers.  A Financial Policy and Procedures Document may include: – Cash Management and Investment Policies – Budgeting Policies – Capital Improvement Planning Policies – Tax-Supported and Utility-Supported Debt Policies – Fund Balance Policies

July 20, 2017

Financial Policies

North Carolina Local Government Investment Association 13

0% 5% 10% 15% 20% 25% 30% 2012 2013 2014 2015 2016

Unassigned Fund Balance as a % % of E Expenditures

Unassigned Fund Balance as a % of Expenditures Policy

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 Develop a meaningful peer group to evaluate key financial ratios and economic indicators such as: – Debt and Contingent Liability Ratios – Fund Balance / Liquidity Ratios – Demographic Information – Tax Base / Customer Information  Peer Groups may include – Credit Rating Categories – Population / Customer Ranges – Regional Jurisdictions / Utilities  Resources for benchmarking include: – Credit Rating Agency Publications – Local Government Commission Reports – School of Government / Environmental Finance Center Resources

July 20, 2017

Benchmarking

100 200 300 400 NC 'A' W&S Median NC 'Aa' W&S Median NC 'Aaa'' W&S Median Nat'l 'A' W&S Median Nat'l 'Aa' W&S Median Nat'l 'Aaa' W&S Median Percent

Water r and Sewer r Unre restri ricted Cash h as a % of O O&M

North Carolina Local Government Investment Association 14

0.0 5.0 10.0 15.0 20.0 25.0 30.0 NC 'A' Counties Median NC 'Aa' Counties Median NC 'Aaa' Counties Median Nat'l 'A' Counties Median Nat'l 'Aa' Counties Median Nat'l 'Aaa' Counties Median Percent

Unassigned G General Fund B Balance a as a % of

  • f Revenues
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 Calculate Key Debt Ratios to provide perspective

  • n current debt burden and future capacity.

 Key Tax-Supported Debt Ratios Include: – Debt to Assessed Value. – 10-Year Payout Ratio. – Debt Service vs. Expenditures. – Debt vs. Governmental Revenue. – Debt Per Capita.  Key Utility-Supported Debt Ratios Include: – Debt Service Coverage. – Debt to Net Plant. – Days Cash on Hand.

July 20, 2017

Debt Capacity

North Carolina Local Government Investment Association 15

0.0% 0.5% 1.0% 1.5% 2.0% 2.5% 3.0% 2017 2018 2019 2020 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030 2031 2032 2033 2034 2035

Debt to A Ass ssesse ssed Value

Debt to Assessed Value Policy 0.00x 1.00x 2.00x 3.00x 4.00x 5.00x 6.00x 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030

Debt S Serv rvice C Covera rage

Debt Service Coverage Rate Covenant

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SLIDE 17

 Aggregate annual tax-supported debt service and other capital funding requirements: – Existing Debt Service Payments. – Estimated CIP Debt Service. – Pay-as-you-go Capital. – Operating Impacts of Capital Projects.  Identify Revenue Sources in current Fiscal Year budget dedicated to debt service and capital: – Sustainable General Fund Budget Revenues. – Fund Balance / Reserves. – State Revenues (e.g. Sales Tax, Lottery, etc.). – Federal Revenues / Subsidies.  For Utility-Supported projects, develop a forward looking Pro-Forma Financial model to forecast future revenues, operating / capital expenses and existing / future debt service payments.

July 20, 2017

Debt Affordability

North Carolina Local Government Investment Association 16

  • 5.0

10.0 15.0 20.0 25.0 30.0 2017 2018 2019 2020 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030 2031 2032 2033 2034 2035 2036

Milli lions

Declin ine i in D Debt Servic ice

Existing Debt Service Cumulative Decline 0.0 2.0 4.0 6.0 8.0 10.0 12.0 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021

Milli lions

Utility Revenues vs. Expenditures

Operating Expense Debt Service Revenue

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Types of Credit and Issuance Approaches

Funding Approaches

 Credit Types: – General Obligation Bonds. – Limited Obligation Bonds / Certificates of Participation / Installment Financings. – Revenue Bonds. – Special Obligation Bonds.  Issuance Approaches: – Public Sale (Competitive or Negotiated). – Direct Bank Loan (RFP or Negotiated). – USDA Financing. – State Revolving Loans. – Short Term vs. Long Term Funding.

July 20, 2017 North Carolina Local Government Investment Association 17

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SLIDE 19

July 20, 2017 North Carolina Local Government Investment Association 18

Develop Plan of Finance

HIGH LEVEL EVEL STRA RATEG EGY AND ND PL PLANN NNING NG DEVEL EVELOP P PL PLAN N OF FI F FINANCE CE IMPL MPLEMENT EMENT PL PLAN O N OF FINA NANC NCE

  • St

Strat ategic V Vis isio ion

  • Board /

d / Council il C Communic icat atio ion

  • Capital I

Imp mproveme ment Pl Plan an

  • Budget F

Forecasting

  • Finan

ancial ial Po Polic icie ies

  • Benchm

hmark rking

  • Debt C

Capacit ity / / Debt A Affordab dabil ilit ity

  • Fundin

ding A Approac ach

  • LGC C

C Coordin inat atio ion

  • Working G

Group an and F d Fin inancing Sc Schedule

  • Cr

Credi dit R Rat atin ing St Strat ategy

  • Post

st I Issu ssuance

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SLIDE 20

 Coordinate with the Local Government Commission.  Establish the Working Group.  Developing the Financing Schedule, including Board/Council Approvals.  Develop Rating Agency Strategy.  Sell Bonds / Issue Bank Loan.  Close on Financing and Begin Project Construction.  Post Issuance Continuing Disclosure Requirements.

July 20, 2017 North Carolina Local Government Investment Association 19

Implement Plan of Finance

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SLIDE 21

 Hold LGC Pre-Application Meeting.  Demonstrate Repayment Plan.  Determine Procurement Approach.  Develop Project Construction Schedule.  Determine Design Time Frame, Permits Required, Construction Bids, Guaranteed Maximum Price.  Submit Joint Legislative Committee Letter (if necessary).  Submit Current Audit / Respond to Outstanding Unit Letter (if any).

July 20, 2017 North Carolina Local Government Investment Association 20

Local Government Commission Considerations

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SLIDE 22

 Working group members may include: – Bond Counsel. – Financial Advisor. – Underwriter / Lender. – Underwriter’s Counsel / Lender’s Counsel. – Trustee. – Feasibility Consultant.  Financing Schedule will include: – Project Design, Bid, Construction Schedule. – Board / Council Actions with ample time to educate and discuss with elected officials. – Document Development Timeline. – Sale Date – Closing Date.

July 20, 2017 North Carolina Local Government Investment Association 21

Working Group and Financing Schedule

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SLIDE 23

 Preli liminar ary I Internal C al Credit A Assessment a and Scor

  • recard M

Method

  • dolo
  • logy:

– Conduct an internal credit review evaluating various financial, demographic, and economic factors. – Identify credit strengths and challenges. – Develop a peer comparative group. – Utilize internal rating scorecard models to replicate the rating agencies’ quantitative approach.  Develop lopment o

  • f Credit P

Presentat ation

  • n:

– Develop a detailed credit presentation to serve as a guide for discussion. – Highlight areas of credit strengths and initiatives implemented to offset credit challenges. – Provide rating analysts with key information to conduct quantitative analysis. – Offer perspective for rating analysts that may result in qualitative adjustments that could otherwise go unnoticed.  Rating I Interaction

  • ns:

– Determine preferred rating interaction strategy (i.e. rating calls, site visits, or rating meetings). – Prepare Staff / Officials for rating interactions. – Coordinate logistics of the rating interaction. – Utilize confidential / indicative credit rating strategies when available and appropriate.  Follo low Up Up: – Address immediate analyst questions and observations prior to receipt of ratings. – Coordinate review and publishing of formal credit rating reports. – Continue to develop relationship with rating analyst through regular communication. – Prepare for periodic rating surveillance. An effective rat ating age genc ncy strateg egy will ll assist the he ratin ing an analy lysts with their cr credit an analy lysis suc uch that they are both better info formed about the he credit st strengths and bet etter er armed ed to to serve ve as as yo your advocate te to to the he rating commi mittee.

July 20, 2017 North Carolina Local Government Investment Association 22

Rating Agency Strategy

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SLIDE 24
  • Establish a process and / or policies for

continuing disclosure requirements:

  • Audits.
  • Budgets.
  • Key Financial Information.
  • Material Events.
  • Establish a rating agency surveillance

process.

  • Review investment of bond proceed options
  • Project Draw Schedule.
  • Allowable Investments.
  • Investment Strategy.

July 20, 2017 North Carolina Local Government Investment Association 23

Post Issuance

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SLIDE 25

July 20, 2017 North Carolina Local Government Investment Association 24

Implement Ongoing Process

HIGH LEVEL EVEL STRA RATEG EGY AND ND PL PLANN NNING NG DEVEL EVELOP P PL PLAN N OF FI F FINANCE CE IMPL MPLEMENT EMENT PL PLAN O N OF FINA NANC NCE

  • St

Strat ategic V Vis isio ion

  • Board /

d / Council il C Communic icat atio ion

  • Capital I

Imp mproveme ment Pl Plan an

  • Budget F

Forecasting

  • Finan

ancial ial Po Polic icie ies

  • Benchm

hmark rking

  • Debt C

Capacit ity / / Debt A Affordab dabil ilit ity

  • Fundin

ding A Approac ach

  • LGC C

C Coordin inat atio ion

  • Working G

Group an and F d Fin inancing Sc Schedule

  • Cr

Credi dit R Rat atin ing St Strat ategy

  • Post

st I Issu ssuance

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Richmond Office

One James Center 901 East Cary Street 11th Floor Richmond, VA 23219

Charlotte Office

Independence Center 101 N. Tryon Street Suite 1220 Charlotte, NC 28246

Raleigh Office

Glenwood Plaza 36905 Glenwood Ave. Suite 390 Raleigh, NC 27612

July 20, 2017

Ted Cole

Senior Vice President 804-697-2907 tcole@investdavenport.com

Mitch Brigulio

Senior Vice President 704-644-5414 mbrigulio@investdavenport.com

Chazzo Habliston

Associate Vice President 704-644-5413 chabliston@investdavenport.com

North Carolina Local Government Investment Association 25

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SLIDE 27

Municipal Advisor Disclosure

The U.S. Securities and Exchange Commission (the “SEC”) has clarified that a broker, dealer or municipal securities dealer engaging in municipal advisory activities outside the scope of underwriting a particular issuance of municipal securities should be subject to municipal advisor registration. Davenport & Company LLC (“Davenport”) has registered as a municipal advisor with the SEC. As a registered municipal advisor Davenport may provide advice to a municipal entity or obligated person. An obligated person is an entity other than a municipal entity, such as a not for profit corporation, that has commenced an application or negotiation with an entity to issue municipal securities on its behalf and for which it will provide support. If and when an issuer engages Davenport to provide financial advisory or consultant services with respect to the issuance of municipal securities, Davenport is obligated to evidence such a financial advisory relationship with a written agreement. When acting as a registered municipal advisor Davenport is a fiduciary required by federal law to act in the best interest of a municipal entity without regard to its own financial or other interests. Davenport is not a fiduciary when it acts as a registered investment advisor, when advising an obligated person, or when acting as an underwriter, though it is required to deal fairly with such persons. This material was prepared by public finance, or other non-research personnel of Davenport. This material was not produced by a research analyst, although it may refer to a Davenport research analyst or research report. Unless otherwise indicated, these views (if any) are the author’s and may differ from those of the Davenport fixed income or research department or others in the firm. Davenport may perform or seek to perform financial advisory services for the issuers of the securities and instruments mentioned herein. This material has been prepared for information purposes only and is not a solicitation of any offer to buy or sell any security/instrument or to participate in any trading strategy. Any such offer would be made only after a prospective participant had completed its own independent investigation of the securities, instruments or transactions and received all information it required to make its own investment decision, including, where applicable, a review of any offering circular or memorandum describing such security or instrument. That information would contain material information not contained herein and to which prospective participants are

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  • perational or financial conditions or companies or other factors. There may be time limitations on the exercise of options or other rights in securities/instruments transactions. Past performance is not necessarily a guide

to future performance and estimates of future performance are based on assumptions that may not be realized. Actual events may differ from those assumed and changes to any assumptions may have a material impact

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presentation and/or calculation of any projections or estimates, and Davenport does not represent that any such assumptions will reflect actual future events. Accordingly, there can be no assurance that estimated returns or projections will be realized or that actual returns or performance results will not materially differ from those estimated herein. This material may not be sold or redistributed without the prior written consent of Davenport. Version 1.13.14 CH | MB | TC

July 20, 2017 North Carolina Local Government Investment Association 26