NovDec Cover
THE
BULLETIN
Volume 83 | Issue 6
November/December 2015

Board Reviews ACUI Finances, Sets Priorities for the Future

Overall Net Assets for the Association as of the Audit.A primary responsibility of the Board of Trustees is to oversee and direct the fiduciary priorities of the Association. With the onboarding of ACUI CEO John Taylor, the board has been working to outline financial priorities for the upcoming year. The board also values transparency and seeks to ensure members have a clear picture of how ACUI finances are managed.

The Association’s financial health is in a good state. The Association’s most recent audit, conducted by Stampfli Associates, confirmed an increase in net assets by $377,927 for 2013. In 2016, the Board of Trustees will continue to work with the staff to find innovative ways to build reserves while at the same time developing the necessary programs and services to support members in their campus community building efforts.

The finances of the Association are separated into four funds:

1. The ACUI Education and Research Fund

The ACUI Education and Research Fund Program Team raises money through individual and corporate contributions to fund research and scholarships for the Association. 

2. Regional Funds

Each region has its own account, which is self-funded from regional program income. Since the restructuring took effect in January 2014, all eight regions have had positive net revenue. Additionally, each region has a fully funded reserve and a separately tracked scholarship fund. 

3. Investment Fund

The Investment Fund enables the Association to separately track investment profits before they are allocated to the other funds in accordance with established procedures.

4. Operating Fund 

The Operating Fund is the Association’s general fund. ACUI operates with revenue from a variety of sources including membership dues; registration fees from programs and services; sales from ACUI Procure (the Association’s buying group); management fees from the Campus Safety, Health, and Environmental Management Association (CSHEMA); and corporate involvement. The ACUI Operating Fund is separated into seven cost centers: Association Operations, Conference, Seminars and Institutes, Publications, Corporate Partnerships, Other Programs and Services, and Business Operations.

During the coming months, strategies will emphasize building reserves, strengthening operating funds, and aligning with the new strategic plan. Opportunities for revenue growth in all areas will be pursued. Notably, contracts in which Central Office staff manage other associations have proven to grow revenue while also broadening the diversity of skills available internally. Therefore, this is an ongoing area of focus. Similarly, ACUI will continue to examine programs without a strong financial return and determine if they are still a priority for members. ACUI also has begun a brand review process and in the future will conduct an external review and examine the membership fee structure. Finally, in addition to contributing to the operating reserve and supporting the regions and the Education and Research Fund advancement plan, the board hopes to establish a second reserve fund for major projects.

These priorities will assist in Association in continuing to be innovative in the resources and services provided members. The priorities will also allow the Association to preserve its fiscal health while at the same time finding new ways to diversify financially. 

Questions about ACUI finances can be directed to Mike Coleman, chair of the Board of Trustees Finance Committee, at colemanm@tcc.fl.edu, or Dave Teske, director of finance and administration, at dteske@acui.org.