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When it comes to finances, homeowners' associations (HOA) operate like any other corporation or business. HOAs have different accounts set up to pay for different things. A checking account to pay for everyday expenses, and separate savings and investment accounts set aside for future repairs and improvements. While appropriately funded spending and savings accounts are crucial to a well-run association, the savings part of the equation can often get ignored. Some studies estimate that nearly 70% of HOAs in the United States are underfunded and lack the proper savings to pay for major projects or repairs.

Dashboards are not meant to be a substitute for all of the information available to boards, but rather are designed as high-level overviews that combine an array of key indicators on a single page or on sets of pages. This allows them to fit naturally in board books as cover sheets that may appear on top of more detailed reports or online as a toplevel link in an increasingly detailed nest of links, thereby permitting the user to drill down to greater levels of detail as needed. Just as with any logistical or navigational tool, dashboards can help the time-constrained board member employ his or her time more efficiently by using highlighted items in the dashboard as prompts to seek more detailed information residing beneath.

When HUD is no longer involved, there are two schools of thought as to whether the governing documents should be amended. There is the ADo Nothing School.@ The rationale given is that by operation of law, the obsolete references in the articles and bylaws are void; thus, it is unnecessary to amend them.

The difference between total current assets and total current liabilities. It indicates the extent to which short-term debt is exceeded by short term assets.

Managing an association finances and creating budgets that allow a community to preserve market values are key responsibilities for the board of directors, it is essential that a board budget for future repair or replacement of major components in a community reserve fund.

Every director and board member of a nonprofit would like to have a large endowment, reserve cash in the bank, and a surplus at the end of every year. Unfortunately, most of us know that this might be a dream instead of reality. Without these tangible signs of financial strength, how can you know if your organization is financially healthy?

Cooperatively owned and operated businesses face the constant challenge of obtaining sufficient equity capital to properly finance their organizations.

In recent years three important trends have become apparent among grain marketing and farm supply cooperatives. These farmer owned firms have been rapidly investing in infrastructure, reformulating profit distribution and equity strategies, and have pursued consolidation with other cooperatives. This manuscript explores the factors contributing to those trends, the implications for cooperatives leaders, and the impacts on farmer members

When undertaking business on behalf of the co-op, for example training or meetings with external bodies outside of the co-op buildings, members of the coop or members of staff are permitted the following personal expenditure as long as receipts must be provided in all cases:

Accounts for businesses of all kinds, including co-operatives, charities and other non-profit organisations (collectively known as reporting entities) need to follow the requirements of the new financial reporting framework for accounting periods beginning 1 January 2015 (1 January 2016 for small entities1). For unquoted entities2 which are not subsidiaries of quoted entities, this means Financial Reporting Standard 102 (FRS102).3 Small entities may adopt the disclosure exemptions in Section 1A of FRS102 (FRS102 1A).4 As an alternative to FRS102, micro-entities registered at Companies House may adopt Financial Reporting Standard 105 (FRS105)5.