Financial Foundation: Getting Started with HOA Budget Basics
A community association budget estimates revenue and expenses for (at least) generally one 12-month period called a fiscal year. It’s the foundation of a community’s financial management and operation. It’s a tool flexible enough to accommodate adjustments mid-year and still achieve its purpose.
A new budget — or an update of the previous budget — must be developed each year because different conditions exist each year:
If the association develops long-term budgets — two to five years out — each will need to be carefully evaluated and adjusted annually.
Many governing documents and state statutes specify deadlines for presenting budgets to association members or obtaining member approval of a proposed budget. If your association operates on a fiscal year that begins Jan. 1, September is often when a budget work session is conducted and a balanced draft budget is developed.
At the simplest level, budgets enumerate expenses and revenues, but with common interest associations, expenses include operating (unrestricted) funds and reserve (restricted) funds. How “restricted” these funds are will depend on governing documents and state statutes. They generally are not restricted in the true sense of the word.
Operating funds are those used to run the association on a daily basis. Usually, operating budgets are for expenses that occur within one fiscal year.
Operating expenses should be budgeted in the months in which they occur (e.g., snow removal in the winter and increased water use in the summer), but the assessments are uniformly billed during the year.
Reserves cover expenses that will arise in the future that an association must save for now (funds held in reserve). While operating funds can be used as needed, reserve funds generally can only be used for designated purposes. Estimating current operations’ expenses is very different from estimating reserves.
Developing a budget is a task board members may assign to the association’s professional community manager or accountant. Even so, boards need to understand what they’re doing, how, and why.
The budget development task can be delegated but not the responsibility for the association’s finances. That belongs solely to board members. They have a fiduciary duty to review, monitor, and follow the budget.
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Daniel Brannigan is CAI's senior director of publishing.