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Three B's Budgeting (Bad) economy Banking foundation bank 09 26-12
The document summarizes best practices for budgeting, dealing with economic challenges, and banking controls for community associations. It discusses budget development processes like zero-based and historical trend budgets. It addresses how to plan for a bad economy, including budgeting for bad debts, special assessments, borrowing from reserves, and operating deficits. It also covers financial controls like monthly budget comparisons, bank statement reconciliation, and cash verification.
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Three B's Budgeting (Bad) economy Banking foundation bank 09 26-12
- 1. The 3 “B’s” Budgeting,(Bad?) Economy, Banking Best Practices Foundation Bank September 26, 2012 Catherine Kuhn, CPA- Cagianut & Company, CPA
- 2. Topics Today Budgeting: Process Development Financial Controls/Follow up Economy (Bad) - Effect on Budgeting Banking Best Practices – Cash control
- 3. Handouts-Slides • Powerpoint --www.hoacpa.com • FAQs: – Bad Debts, Contingencies – Cash Verification- Bank Statements • Cedcore/Association Services: Reserve Disclosure • Articles: – WSCAI Journal-- August, 2012 wscai.org – Reserve Law- What’s Changed (Jim Talaga)
- 4. 30,000 foot flyover!- 30 minutes
- 5. Budget Basics What is a budget? • Financial plan for a community association. • Estimate of a community’s revenue and expenses for a specified period of time. • A ratified budget is permission from the membership
- 6. Zero-Based Budgets • Assumes$0.00 as a starting point for all line items • Justifies each line item • Obtains information from other associations, municipalities, or others in absence of historical data • Adjusts for inflation, published increases, or contract amounts
- 7. Historical Trend Budgets •Uses the prior expenses of the Association to predict the expenses for the future • Older Associations have more history, resulting in increasingly accurate budgets • Takes into account seasonal, annual, and multi-annual variations in expenses • Adjusts for inflation, published increases, or contract amounts
- 8. Annual vs. Monthlybudgets • Annual - Enter an annual total and it is distributed evenly throughout the months. • Monthly – Enter budget amounts into each individual month and the New Budget total is calculated from these amounts.
- 9. Board Members: • Arethe primary drivers of the budget process • Must stay in compliance with the governing documents (timelines, ratification, approvals, etc.) • Review the draft budget, and consider the information contained within the draft budget • Are ultimately responsible!
- 10. Budget Process • Draft Budget • Board review & Adoption • Mailing, Meeting & Ratification • Financial controls • Gather Requirements • Draft Budget!
- 11. Timing • Start bynow! (usually sooner) For 12/31 YE • Check governing docs for required timing
- 12. Budget Development • PrimaryDrivers: – The Reserve Study – Current cash position – Last year’s budget performance – Next year’s increases – Trends from prior year’s budget performance
- 13. Reserve Study • Requiredfor Condominiums • New for 2012: required for HOA’s with “significant assets” (75% of gross budget) • January 1, 2012 – New rules (See Legislative Update handout) – Reporting and disclosure standards (See “Association Services/Cedcore”)- This is ANNUAL BUDGET DISCLOSURE – Component requirements – Definitions – Clarifications on borrowing from Reserves – “Google” Washington Condominium Act or Washington HOA Act
- 14. Reserve Study • Annualreserve contributions for the operating budget come directly from the reserve study.
- 15. Budget Development Start with the current year • Begin by pulling your YTD actual expenses for the current year. • Review planned projects for the remainder of the year. • Estimate the remaining income and expenses for the current year. • Consider whether there will be a surplus or deficit- factor into the budget
- 16. Budget Development Start with history • Start a draft with the income & expense history • Update the reserve allocation from the current study • Request and incorporate planned utility increases • Understand contractual increases in existing service contracts • Inquire and include any proposed increases from current vendors for next year
- 17. Supplement with CurrentInfo • Research costs, allocate dollars for any new budget requirements • Solicit bid estimates for planned projects identified by the board • Include committee budget requests received • Incorporate any prior year surplus / deficit • Include contingency dollars for the unexpected
- 18. Getting to Zero! • Increase Assessments ratably each year – Are there increase limits in the documents? – 5%, 10%, CPI • What’s the risk? – Good Business Judgment Rule – Rely on experts.
- 19. 2nd “B” -BudgetConsiderations in a Bad Economy AKA: Things not “According to Plan”
- 20. BAD DEBTS! • Budgetfor bad debts (See FAQ) • You MAY ultimately collect some/all, but you can’t plan on it • Assume the worst, then be pleasantly surprised
- 21. Bad Debt EstimationMethods? • Percent of Assessments? • Specific Identification of troubled accounts (% of total) • Include ALL related costs, even if this can be billed to owner
- 22. Special Assessment? • Needto focus on the long term to avoid these • Personal budgeting- SA’s likely not in these budgets! • Paying for past mistakes not popular with current owners – leads to Delinquent SAs
- 23. Robbing Peter toPay Paul: Borrowing from Reserves • If borrowing occurs, be sure to budget for payback (Condo Act: 2 yr period) • If payback unrealistic – New Reserve Study that is realistic (then, stick with it!) • Is NOT funding a BUDGETED reserve allocation the same as “borrowing”??
- 24. Budgeting for OperatingDeficits: • Shortfall in Year 1 does not go away in Year 2 – budget to repay the short fall or it compounds • “Prior Year Operating Deficit Repayment” – line item
- 25. Excess Operating Funds?(carryover) • Do NOT decrease/refund assessments (in MOST cases) • Build Up Operating Cash Position (next slide) (Goal is ½ to 3 months of average expenses) • Separate line item in Budget – “Prior Year CarryOver” • Offset line item is “Contingencies” (see next topic)
- 26. Operating Cash Position •Determine the Association’s cash position as of the end of the fiscal year • Operating cash position = short term operating fund assets (cash + receivables) minus short term operating fund liabilities (prepaid assessments + unpaid bills) • Short term = 90 days or less. • Reserve cash is not included in cash position calculations
- 27. Contingencies (AKA Murphy’sLaw): • How many associations have perfect budgets? • 3-5% of Overall Budget? • 5- 10% of Variable Costs? • Depends on Association! • If unused, builds up the operating cash position to ½ to 3 months expenses
- 28. Financial Controls &Budget follow-up • Budget comparison is a strong internal control • Monthly budgets need to be meaningful
- 29. Financial Controls &Budget follow-up • Don’t change the budget mid year! • Budget is only an estimate and a tool • BOD may need to spend more in one category and less in another as situation warrants • Exception – Supplemental Budget such as SA
- 30. Board Responsibility: • Readthe financial statements! Balance Sheet Income Statement with Budget Comparisons • Bank statements and reconciliations – ENTIRE Board • Check Register • Accounts Receivable Delinquencies • Ask Questions!
- 31. Compare the ReserveStudy to the Budget • Budgeted allocations being made? • Borrowing from Reserves? • Look for a “Due to/From” Reserves on the Balance Sheet – s/b disclosed if not apparent from the financials
- 32. 3rd “B”- BankingControls • Cash Verification very important – See FAQ handout – Insist on bank statements at least quarterly for ALL bank accounts (This includes CDs) – Entire board should receive bank statements and reconciliations
- 33. Reserves – FinancialControls: • Two Board members authorize all disbursements • Bank Statements and Reconciliations – Board Review • Various banking institutions - $250K FDIC – Unlimited checking coverage ending 12/31/12 • Low risk investments – protect principal
- 34. Summary Budgeting: Process Development Financial Controls/Follow up Economy (Bad) - Effect on Budgeting Banking Best Practices – Cash control
- 35. Cagianut & CompanyBudget FAQ’s
- 36.
- 37. Questions ? Thank you! Cathy Kuhn – [email protected]