- To: FUS Board and Society Members
- From: Andrew Gussert, FUS COO
- RE: Proposed Budget Fiscal Year 2013-14
- Date: May 16, 2013
Focus and Overview
Over a five year period, we are moving the significant $360,000 annual FUS mortgage payment – approximately $1000 each day – from our capital budget into our operating budget. Where we didn’t even have a line item in 2008, this debt repayment will soon consume over 21% of the total operating budget. The repayment debt line for this coming fiscal year 2013-14 is $270,000, and is slotted at $22,500 each month. The remaining $90,000 payment will come from the capital fund, which has little revenue coming into it.
Funding this planned debt repayment continues to be our main challenge, and propels a certain culture of scarcity within our walls. It is difficult to lay out an ‘aspirational budget’ until this burgeoning problem is adequately addressed. To date, we have not done so. Any answer lies in a combination of major cuts and investing in growth revenue.
In the past, projections for bringing in new members, for increased pledge growth from existing members, and for increased rental of the facility were overestimated or not realized. That projected revenue has not come in during the past five years. We need to envision many smaller sources and increases to make up the difference. There is no silver bullet solution: Only hard work and commitment will dig us out.
We are frugal at FUS, and it may unintentionally breed scarcity. People will invest in a positive plan that highlights our best shared values. They will flee from conversations of flat pledging, stagnant budgets and dwindling capacity. We need to stop the complaints about high mortgage payments or lagging pledge numbers. The budget – and related discussions – needs to become a vehicle to share our best FUS values and aspirations.
Here are the 3 budget documents for review:
The following lists the raw excel spreadsheet cells that make up the budget. For clarity, we’ve stripped out the smaller items, but all of the totals are accurate.
The following narrative gives COO reccomendations, points out the major revenue and expenditure changes, and lists our goals and vision for the next year.
Over the past year, the COO kept a list of tactics and strategies for making a good organizational budget, including a timeline. This informal document is a “in the weeds” explanation of budgeting procedures.
There are also two Governance Documents to look at for the June 2nd Forum
To be voted upon by the Congregation:
Previously passed by the Board, setting limits on Staff and Ministers
Please join us at 12:30 on Sunday, June 2 for the Parish Meeting.
Light lunch will be provided.