Baker Tilly’s Utility University wrapped up with an overview of the Infrastructure Investment and Jobs Act with specific examples for utilities. 

Utility University: The Infrastructure Investment and Jobs Act

A well-designed decision process and strategic plan can help utilities determine how to best apply ARP funding to support infrastructure needs.

Prioritizing utility infrastructure spending: an analytical approach

Nick Dragisich, a managing director at Baker Tilly, has over 30 years of management experience.

Nick has been directly responsible for or involved in numerous organizational management studies, staffing analyses, utility expense and cost analysis studies, fiscal impact studies, as well as in the development of Excel®-based computer models for clients in California, Indiana, Iowa, Kansas, Louisiana, Maryland, Minnesota, Montana, Missouri, Nebraska, New York, North Carolina, North Dakota, South Carolina, Virginia, Washington, and Wisconsin. He joined Springsted Incorporated as a management consultant in 2000 and became the team leader for Management Consulting Services in 2003.

University of St. Thomas – Minneapolis
Master of Business Administration

University of Minnesota – Minneapolis
Bachelor of Science in civil engineering

Registered Professional Engineer in Minnesota and Washington

MSRB Municipal Advisor Series 50 Qualified

Public Sector Financial Management Advisory

Join Baker Tilly Municipal Advisors at the 2022 Water Finance Conference to learn more about how to create a water financing program that works, set affordable rates that fund your projects, do more with your water revenue and help you plan for tomorrow. Be a part of discussions led by our municipal utility specialists:

Cash Reserve Strategies and Policies  
Wednesday, Aug. 17
1 - 1:30 p.m. ET

Presented by:
Doug Baldessari, CPA, Partner, Baker Tilly Municipal Advisors
Nick Dragisich, PE, Managing Director, Baker Tilly

Baker Tilly’s clients often ask about the amount of cash that should be available in their utility funds. Utility funds need sufficient cash to pay current expenses together with principal and interest on outstanding bonds. Cash reserves should be established at a level that will provide for fluctuations in revenues that can result from variable seasonal demands, unforeseen revenue losses, unforeseen expenses, timing differences between receipt of revenues and timing of expenses, emergencies or to cover any shortfalls in the budget. The amount of cash reserves that each fund should have depends on several factors, including:   −	Reserves that are legally required 
 −	Variability of the annual revenue stream
 −	Variability in annual expenses 
 −	Variability in rainfall 
 −	Age and condition of fixed assets 
 −	Anticipated future capital needs
 −	Capital improvement plan 
 −	Asset renewal and replacement 
 −	Regulatory compliance 
 −	Tolerance for risk 
 −	Number of relatively large customers 
 −	Bond rating agency metrics There are few prescribed formulas, and the level of cash reserves varies considerably between utilities. The level of cash reserves should be established based on a careful analysis of the factors above. At a minimum, a utility should have cash reserves to provide 90 days of operating expenses and the next year’s debt service.

State & Local Government

Energy

Doug  Baldessari

Nicholas R.   Dragisich

Power & Utilities

Municipal Advisory

2022 Water Finance Conference

Join Baker Tilly Municipal Advisors at the American Water Works Association (AWWA) Water Infrastructure Conference to learn about trending topics in water infrastructure. Be a part of engaging discussions led by our municipal utility specialists:  Grants, grants, grants – Infrastructure Bill, ARP and affordable rates   Monday, Sept. 12 
1:30 - 2 p.m. PT  Presented by:   Doug Baldessari, CPA, Partner, Baker Tilly Municipal Advisors  Nick Dragisich, PE, Managing Director, Baker Tilly   Utilities have a remarkable opportunity to leverage federal funding from the American Rescue Plan and Infrastructure Bill to support infrastructure projects. This funding includes $55 billion to upgrade water and sewer infrastructure and improve utility system resilience as well as various grant programs. With the largest investment in water infrastructure in U.S. history and so much information available, it may be overwhelming to know where to begin your strategic funding journey. This session will discuss effective strategies for utilities to plan and prepare for infrastructure dollars to meet community needs. It will also cover strategic financially planning and management for utilities and ways to maintain affordable rates.   Developing the resilient utility of the future through administrative operation improvements  Tuesday, Sept. 13 
2 – 2:30 p.m. PT  Presented by:   Jenna Covington, Executive Director/Managing Partner, North Texas Water District  David Eisenlohr, Managing Director, Baker Tilly   Allison LeMay, Manager, Baker Tilly   North Texas Municipal Water District (NTMWD) designs and operates the water, wastewater and solid waste infrastructure critical to public health, economic growth and quality of life for the nearly two million customers it serves. In the spring of 2021, NTMWD appointed a new Executive Director/General Manager, Jenna Covington, to steer the District to its future success. This case study with share the administrative operational changes underway to “stretch” resources and create a road map for operational resiliency.   

Nicholas R. Dragisich

Education

Expertise

Nicholas's latest insights

Utility University: The Infrastructure Investment and Jobs Act

Prioritizing utility infrastructure spending: an analytical approach

Nicholas's upcoming events

Conference

2022 Water Finance Conference

Conference

AWWA Water Infrastructure Conference 2022