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Late Thursday evening, the Legislature’s Joint Finance Committee concluded its work on the 2022-23 state budget. The budget bill now heads to both houses of the Legislature for their approval. Like any other bill, it must pass in identical forms in both the Assembly and Senate before it can move on to Gov. Tony Evers

The Committee’s agenda on Thursday included the Wisconsin Economic Development Corporation, shared revenue and tax relief, and general fund tax sections. In light of the $4.4 billion in surplus revenue the state recently learned they would be taking in over the next three years, perhaps it was best the committee left the tax section for last. On party-line votes, the GOP-controlled committee voted to return about $3.4 billion of that surplus to taxpayers through an individual income tax reduction, property tax relief, and setting in motion the elimination of the personal property tax. 

Most notably, the individual income tax rate for the third bracket would be reduced from 6.27% to 5.30%, which would begin in tax year 2021. Individual income tax withholding tables would also be updated to take effect in tax year 2022. 

As part of the committee’s wrap-up action, they also allocated additional funding to K-12 education. This was done to ensure compliance with a federal maintenance of effort requirement so the state can continue to draw down $2.3 billion in federal funding for public education. Funding was provided by general school aids through the equalization formula. Generally, school funding is split between state aid and property taxes. All else being equal, the more the state contributes, the less has to be put on the property tax levy. With this additional investment through the formula, property taxes will be driven down. 

Though the budget still has a way to go before becoming law, this action is a key milestone in that process. It also means we’ve successfully navigated numerous landmines that would have proven problematic for WBA members. Those included harmful tax increases on banks and bank customers and an attempt to disrupt the electronic payment ecosystem. 

Though floor vote dates have not yet been set, the Assembly and Senate will likely vote on the budget in the next two weeks. 

By, Alex Paniagua

Rural broadband expansion, prescription drug price reductions, ag investment, and now marijuana legalization and regulation. The Governor hasn't released his budget yet – so why are these topics making state budget headlines? What happens next? Will the budget be done on time this year? I'll answer these questions and provide you with everything you need to know in this 2021-23 budget primer.  

While Gov. Evers has yet to formally unveil his 2021-23 executive budget, the aforementioned items are some of major policy initiatives he has already begun previewing in advance of the state budget address taking place next Tuesday, February 16. Prior administrations also set the stage like this in years past to get as much play in the press before handing the most important bill of the two-year session to the Legislature for consideration and alteration. Question 1 was the timeliest and has now been answered, but let's go over Wisconsin budget basics and how we got here. 

Background 

The State of Wisconsin's fiscal year runs from July 1 to June 30 and we budget in two-year cycles. The budget is an appropriation schedule for all of the government agencies and quasi-government entities within the executive branch and their programs. Revenue sources for these expenditures include: 

  • State General Purpose Revenue (GPR), derived mostly from individual and corporate income tax, excise taxes, and sales tax.  
  • Program Revenue (PR), derived from user fees, receipts from product sales, reimbursements, and tuition. 
  • Segregated Revenue (SEG), which is a revenue source where dollars are put in a specific fund other than the general fund, i.e.: fuel tax placed in transportation fund. 
  • Federal Revenue (FED), which is exactly how it sounds – dollars received by a state agency from the federal government for a specific purpose.  

All told, including bond revenue for UW and state building projects, the most recent two-year budget was $83.5 billion all funds. 

We are currently operating in the waning months of 2019-21 budget. Therefore, a new budget will theoretically have to be passed and signed into law for the start of fiscal year 2022 on July 1. Theoretically? More on this later. 

From the Legislature's perspective, February 16 is the first big milestone in the 2021-23 budget process. But for the Governor, it is the culmination of months of planning and development. Back on June 5, 2020, the Governor gave his budget marching orders to state agency heads, who in turn came back with their agency budget requests last September. From there, the State Budget Office and the Governor's team have been crafting budgets and policy for each agency which will all be packaged into the executive budget we get to see for the first time next Tuesday night. The highest-profile bill each session, the executive budget is where the Governor gets to showcase and attempt to pass his top priorities. 

Hopefully a few of the questions have been answered and you have a sound grasp of where things currently stand. After the budget address and the administration's marketing of the proposal, the spotlight begins to shift to the Legislature, specifically the Joint Finance Committee (JFC). Eight members of each house – 6 majority party members and 2 minority party members – make up the 16-member panel. JFC is co-chaired by Rep. Mark Born (R-Beaver Dam) on the Assembly side and Sen. Howard Marklein (R-Spring Green) on the Senate side. JFC takes possession of the bill and introduces it right away – typically the committee's fastest meeting of the entire session. 

About one month after introduction, the Legislative Fiscal Bureau (LFB) – a nonpartisan legislative service agency and the gold standard for all things state budget – will release a plain language summary of everything in the budget bill. Around the time that document is released, JFC will hold their biennial "roadshow" – typically a set of five hearings – throughout the state to glean input from the public, stakeholder groups, trade association membership, and others. 

Once those steps are complete, the committee will begin tackling each subarea of the budget one by one in executive sessions. These voting sessions are where the Legislature's substitute amendment to the Governor's budget bill is compiled. The LFB prepares budget papers with alternatives for JFC to consider for each area, and members of the committee may bring forward specific motions within the day's subject area(s). Process-wise, JFC usually handles the numerous small, noncontroversial areas first before moving into the larger agencies. The big areas are usually chock full of policy changes, new initiatives, and large dollar amounts where the final decision points all need to be negotiated over several weeks. 

To put a finer point on budget subareas, these are typically state agency budgets. However, numerous agencies house large programs that are all taken up separately. The Department of Corrections is a good example with their large budget, large footprint, and large employee count. DOC gets split up into adult corrections, juvenile corrections, community corrections, and "departmentwide" sections. This is getting into the minutiae, but important to keep in mind when following the budget process closely. 

Timing 

In April, May, and June, JFC normally meets twice a week to approve or deny what ends up being hundreds of decision items. When things are staying on schedule, this process wraps up in early June and the budget bill, as amended by JFC, goes to both houses of the legislature for approval. The budget is enormous, but at the end of the day it is a bill that must go through the legislative process like any other one would.  

In a perfect world, the bill is approved in each house and sent along to the Governor by the end of June so it can be signed and go into effect for the new fiscal year on July 1. However, we do not live in a perfect world and sometimes the JFC process takes longer, or there are squabbles between the two houses that delay final passage of the bill. This scenario is often the one that plays out, even under single-party control of the executive and legislative branches. With power currently split among the branches we also have another situation that could cause a new budget not to be in place by July 1 – a full gubernatorial veto. Luckily, the state continues to operate at the previous budget levels until a new one is signed into law.  

This Year’s Big-Ticket Items and Agencies Impacting the Banking Industry 

In its analysis of the state budget, WBA focuses on agencies and items that have the greatest impact on you, your bank, and the state’s economy. In fact, WBA’s advocacy team reviews the budget line by line and works with legislative leadership and agency heads to educate, inform, and lobby for pro-banking policies. The list of agencies include: 

Department of Financial Institutions 

Office of Commissioner of Insurance 

Office of State Treasurer 

Department of Administration 

Department of Agriculture, Trade and Consumer Protection 

Department of Health Services 

Department of Justice 

Tax Appeals Commission (DOR)  

Wisconsin Economic Development Corporation 

Department of Workforce Development 

Wisconsin Housing and Economic Development Authority 

Department of Revenue 

Department of Safety and Professional Services 

Wisconsin Board of Commissioners of Public Lands 

Department of Transportation 

These are the nuts and bolts of the budget and the process it goes through. Let's briefly go over some of the primary policy proposals the Governor has previewed so far, and what some of the other big-ticket items will be this year.  

Gov. Evers proposing the legalization of recreational marijuana has made the biggest splash so far. While many legislators in the GOP-controlled legislature have slowly come around to the prospect of limited legalization for medical use, full recreational legalization will likely be a bridge too far and is unlikely to become law. 

In his State of the State address, the Governor called for $200 million in funding for broadband infrastructure expansion and consumer subsidies. This proposed amount far exceeds what has been approved in years past, but there is a bipartisan appetite for doing more on the broadband front. 

The Governor is also calling for an agriculture package totaling $43 million that invests in several existing programs and would grease the skids for producers and food bank collaboration to help the needy. This is large ask, but there is usually agreement on helping the ag sector. 

Additional investment in mental health services statewide and Medicaid expansion. There has been agreement on the need to do more in the mental health realm in recent years, but not a consensus on how to accomplish that. Medicaid expansion has been a top priority for Democrats for several sessions and Republicans always shoot it down due to existing options, its potential impact on the private insurance market, and ideological opposition to expanding welfare. The amount of federal funding that expansion would allow Wisconsin to capture is becoming increasingly difficult to ignore, though. 

New measures to drive down the cost of prescription drugs and increase transparency for consumers. There has been bipartisan agreement here, especially reforming the role of prescription benefit managers, but not much has been signed into law.  

With the budget dropping in just a few days, we will be entering the most hectic portion of the entire two-year legislative session. I hope this initial breakdown has been helpful.  

By, Alex Paniagua

Reconstruct coronavirus-busted budgets to find new insights, opportunities 

Banking, like many other industries, has a “downturn playbook,” a set of common strategies designed to help individual institutions weather economic dips. However, today’s circumstances are different from every previous recession and depression, both in speed and in the sense that the economic dive is (in large part) voluntary. The novelty has resulted in some very interesting and impressive moves by the Federal Reserve (a new version of QE, MMLF, lending to securities firms, repo operations, etc.), but also an “oldie-but-goodie": slashing the federal funds rate. 

Karen MitchellHowever, interest rates seem more all over the map than they really are, according to Karen Mitchell, senior manager – risk advisory at Wipfli LLP (pictured, right). The pivot point was when rates went down in both August and October 2019, and then the two emergency cuts in April 2020 pushed things over the edge. “Balance sheets have been fairly stable, for community banks especially, with steady loan growth over the past few years which were largely offset by a decline in AFS securities,” said Mitchell. “The banks were in a fairly decent position at the beginning of the crisis.” 

Marc GallDuring the last rising rate cycle, bank cost of funds moved up slowly relative to the Federal Funds rate. Many community banks faced risk to margin compression in a very low rate environment, as asset yields could fall more than liability cost savings would offset. With the rapid decline in market rates, many banks have been quick to drop deposit rates, according to Marc Gall, vice president at BOK Financial Corporation (pictured, right). In addition, alternative deposit funds have become less costly, which will help banks reduce interest expense and minimize margin compression. More banks may turn to brokered deposits, FHLB, or the Federal Reserve’s PPP Liquidity Facility for low-cost funding options. 

Perhaps the biggest risk for bank leadership is getting stuck in the moment. Putting out fires often feels productive and has many rewards—praise from coworkers and customers, and even media attention—but comes at the expense of evaluating long-term concerns and focusing on future opportunities. 

Reconstructing a 2020 budget is an essential exercise to help bank management pay attention to the line items that will lead to long-term success, even as they triage immediate concerns (such as credit quality and margin compression). “You have to figure out what you should be focused on for longer-term success instead of constantly putting out fires,” said Gall. “Spending the time to put together a new budget will force you to think about those other elements that may not otherwise be top-of-mind.” 

Rebuilding Your Budget 

The majority of banks craft budgets in alignment with the calendar year, which means most 2020 budgets are now completely defunct. On the loan side of the balance sheet, PPP and other crisis-relief lending will create a spike in loan balances, intensified by consumers and businesses drawing on existing lines of credit in order to maintain cash flow. 

On the deposit side of the balance sheet, Mitchell says cash will move around based on consumer perceptions of strength and stability. “Just like in the great recession, there could be a flight to quality, so banks that are perceived as being strong may see an influx of deposits,” she explained. In addition, fee income (especially NSF and ATM fees) are likely to fall sharply. 

On the investment side, Gall cautioned against becoming too conservative. “Having excess liquidity on the balance sheet in this environment will ultimately become more and more expensive,” he said. “Even though investment yields have come down, the takeaway is that you need to realize where we’re actually at… We’re in a super-low rate environment.” 

All of this means one thing for 2020 budgets: “Redo them,” said Gall. Keep a copy for comparison purposes, but nearly every line item has changed significantly. The key to bank survival, as with every time of disruption, is to act. “Doing nothing is not a great strategy,” said Gall. “What will help banks through this is making decisions.” 

If making decisions feels impossible because of all the uncertainty, it’s not getting better anytime soon (it’s a Presidential election year, on top of everything else). Get unstuck by thinking of this exercise as forecasting, rather than budgeting. After all, if a weather forecast for the week is 70% right, everybody thinks that’s pretty good! Also, forecasts are designed to be revised as new information becomes available. As Mitchell put it, “budgets are static, but forecasts can be a more dynamic tool.” 

What’s Next?
Both Gall and Mitchell said banks should anticipate changes in consumer behavior in their forecasts. “Don’t use old assumptions about how consumers will behave in the new normal,” Mitchell warned. Two months of sheltering in place has disrupted old habits and formed new ones for most people. For example, banks can expect that the transition to online and/or mobile banking will accelerate. “This will change the landscape of banking, so don’t get left behind,” said Gall. 

5 Questions Bank Leaders Must Answer Now to Reconstruct 2020 Budgets: 

1. What’s our appetite for risk in this environment? 

The bank’s risk appetite throughout the COVID-19 crisis and recovery will determine loan pricing and which markets and/or sectors the bank is ready and willing to serve (for both loans and deposits), as well as how much the bank funds its loan loss provision, according to Gall. 

From an enterprise risk management perspective—the service line Mitchell leads at Wipfli—evaluating the full context of the current environment is key. “Look for the appropriate strategy in context of the risks this situation is presenting,” Mitchell advised. “Risk isn’t always a bad thing. It can be a good thing if you find the opportunities to serve your customers.” 

Banks should evaluate their credit risk, in particular, in the wake of the Paycheck Protection Program. “PPP might create some good opportunities, but the profitability of those loans is different from regular loans,” Mitchell said. 

2. Where can we increase income? 

Recalibrated 2020 budgets should incorporate new sales objectives that reflect today’s market. For example, while rates have been pushed down, banks could potentially make up some of that loss in volume. “There’s so much focus on PPP that it’s a bit lost that mortgage rates are extremely low,” Gall explained. “That could potentially be a nice additional revenue source this year if banks continue to focus on it.” 

3. What do we know about our customers? 

“Evaluate the current situation for your bank, your community, and your customers,” Mitchell advised. “Understand your customers’ experience right now and you might find strategies you wouldn’t normally have seen. You don’t need to stay on defense.” The detailed data banks can glean by being proactive with their struggling customers will also help generate models that can be used to craft stress scenarios, perform sensitivity testing, and conduct non-parallel rate shock scenarios. 

4. What ratio should we use for IRR management? 

Typically, net interest margin is measured as a ratio (cash divided by total assets). Gall recommends measuring return on equity instead. “Otherwise you could be making less dollars, that is, shrinking the bank, in order to get a better ratio,” he explained. “Unless they need to for a capital reason, we’re advocating banks not shrink at this time.” 

Whichever tools and tactics (ratios, models, etc.) the bank uses, Mitchell emphasized the need to avoid taking outcomes at face value. “Keep a critical eye on reviewing the results you’re getting [from current actions],” she said. “You’ll be using tools in new ways, so make sure the results make sense.” 

5. What’s fair for our staff? 

“At many banks, compensation is tied to performance and staff have been working around the clock to serve their customers under adverse conditions,” Gall pointed out. "Making your forecast more achievable for the rate and operating environment you’re in is a fairer way of looking at things.” Adjusting sales and other revenue metrics to be achievable in the current market may also lead to discovering new areas to pursue (see question #2). 

Save the date! Margin Management Workshop, Oct. 6-7 at the WBA Office in Madison

Time is running out! Access WI-specific compensation tool: 
To ensure your bank receives the information you need to take the right compensation strategy, you need competitive data. The 2019 Wisconsin Banking Industry Compensation & Benefits Survey is the largest Wisconsin-specific survey for banks, with salary and benefit information for 117 different jobs. The only way to purchase this information is to participate! Deadline: June 12.

BOK Financial Institutional Advisors is a WBA Gold Associate Member. 
Wipfli LLP is a WBA Silver Associate Member. 

Seitz is WBA operation manager and senior writer. 

By, Amber Seitz

The Wisconsin Bankers Association offers for your use the following consumer education column. Your bank is free to use this as a community column in your local newspaper, a letter to the editor, a press release or in any other way you see fit. The purpose is to give our members an easy-to-use tool for promoting the banking industry to Wisconsin’s communities.

New Year, New Me, right? We’re a few weeks into the new year and you may have dropped your New Year’s Resolution to become financially fit. Don’t despair. It’s still early in the new year and a great time to clean up your financials, adopt better spending habits, and start saving more. Here are a few tips to keep in mind:

Make a budget and stick with it
This almost cliché financial advice is repeated so often for one important reason: it works. Start by tracking your spending, once you’ve tracked how much money you spend over the course of a few weeks, you can look for trends in what you’re spending. These trends help you start planning on how much income goes towards necessities (like rent/mortgage, utilities, groceries), and see areas where you can cut back (rarely-used subscription services, eating out less) and start putting away a portion of your income towards a savings goal. The most important part of a budget is sticking with it, once you start tracking your spending you should make sure to take time every day or every few days to log your spending and compare that to your planned spending.

Deal with any debt
Debt is an extremely stressful thing to deal with but the new year is a time to get a handle on any debt that may have piled up around the holidays. Debt should be something factored into your budget like your electric bill and tracked. Although it may be daunting, contact your creditors to discuss your situation, they may be willing to work with you to put together a repayment plan. If you're carrying debt on multiple credit cards, talk to your local bank about the possibility of consolidating that debt into a single payment so you can close the extra card accounts. No matter what you do, addressing debt instead of ignoring it will help you get a handle on it and make positive progress.

Shop around
Many times people will stick with whatever they find first, be it their internet provider, car insurance, or brand of soup, but that may not be the best deal, especially a few years down the line. There’s nothing wrong with being loyal to a company but just because they’ve been your cable provider for a few years isn’t necessarily a good reason to stay with them and doesn’t ensure that you are getting the best value for what you are paying. Look around to see what other companies are charging for similar services, you may find that your current company is priced competitively or you may find that you can get a better deal elsewhere. One thing to beware of is a cheaper product or service that is cheaper for a reason, make sure you are still getting a similar quality or ask yourself if you are ok with a downgrade.
Making a commitment to financial health and wellness can be a great way to start the New Year on good footing that can last throughout the year and your life.   

An archive of Consumer Columns is available online at www.wisbank.com/ConsumerColumns

By, Eric Skrum

Accurate forecasts and transparency are keys to achieving bank financial goals

With 2017 just around the corner, many banks are deep into their annual budgeting process. However, projecting loan growth and interest rates is not as simple as it used to be, operational costs continue to rise, and interest margins continue to shrink… along with the budget's margin for error. "The cost of operations has continued to increase, and margins are shrinking. The challenge is how to manage and balance those out," said Scot Thompson, president/CEO of Denmark State Bank. Thompson participated in a recent national event hosted by the Conference of State Bank Supervisors and the Federal Reserve, and he says the message on interest rates was clear. "They said this is the new normal," he said. "The question is: what are we going to do today to make sure we can survive tomorrow?"

Despite the variables that will change the budgeting process from bank to bank, the key to generating a successful, actionable budget is combining accurate forecasting and transparency. 

Forecasting

The exact process for forecasting and establishing budget goals often varies by bank asset size. Larger banks ($5-$10B) tend to have a planning and budgeting committee led by the CFO and consisting of the major department heads. At smaller institutions, the CEO or president will be much more involved in the budgeting process. "The key, no matter what your size, is to involve the people in the major categories you're looking at, both income and expense," said Kevin Schalk, partner – Financial Services Practice at Baker Tilly. "These budgets become the goals for those departments, so it's imperative to involve the heads of those departments so you have buy-in on their goals." 

After establishing the budget-creation team, the next step is for management to determine which process works best for their institution. According to Marc Gall, vice president at BOK Financial Institution Advisors, there are two general methods used to generate a bank budget. "One takes the approach of using the strategic plan as a starting point to build the budget and the other is to start fresh with each budget," he said. "So, you can either start with broad numbers and work through it top-down, or you can start with all the pieces and figure out how to put them together." The primary risk with the top-down approach is the potential difficulty in getting buy-in from the staff responsible for achieving the goals set down in the budget if they were not involved in creating those goals. 

Another important step in accurate forecasting is to incorporate trend analysis in order to ensure accurate, achievable budget goals. "There are many times the bank will start with identifying the desire to grow the bank by X percent, but those goals might be too aggressive relative to what they've been able to accomplish historically," Gall explained. He recommends spending more time on the areas where, historically, the bank has the largest variance from previous projections, including interest rates. In addition to creating achievable goals, accurate forecasting also helps with risk management. "The ability to forecast is a guide to mitigate any significant unforeseen issues," Schalk explained. 

Transparency

The second key to building a successful budget is executing it throughout the year, a task which requires buy-in from everyone in the bank. "Everyone needs to have an awareness of looking for efficiencies and looking out for the best interests of the bank," Thompson explained. Frequent, transparent communication of the goals laid out in the budget is the best way to encourage that united effort. "You have to communicate those goals and get buy-in from everyone who is affected," said Schalk. "You need to be transparent and give updates on a quarterly or even monthly basis." That transparency also extends to how compensation and bonuses are tied to achieving budgetary goals. For instance, Gall noted that sometimes a bank may have two mutually exclusive goals – such as ROA and asset growth – so identifying the priority of each goal is critical. "Make sure the compensation structure and bonus goals are truly tied to the results the bank wants to get," he cautioned.

Transparency with staff at every level of the institution is also important, particularly when it comes to the importance of reducing non-interest expenses. "Invite the line staff to come up with ways to do something more efficiently and reduce cost," Gall advised. "Those small changes can have a large impact when taken in aggregate." As with transparency around compensation, all staff need to understand the specific goals of the institution to avoid concentrating on competing initiatives. For example, Schalk cautions against letting intense focus on income generation or expense reduction misdirect the bank. "You don't want to encourage a mix of products that is not in line with what the bank wants on the balance sheet," he said. "On the expense side, reduce repetitive processes versus reducing a person so you don't lose expertise." 

Once management has crafted a well-forecasted budget and communicated its goals throughout the institution, the final key to achieving those goals is frequent recalibration. "Variance to budget reporting is important," said Gall. "Look at those lines early in the year, because if you end up being way off budget early, it'll only get worse as time goes on without it being addressed." Thompson says that's why they reforecast every month. "There are variables that come up that will positively or negatively impact your year-end," he explained. "That's why we look at it on a monthly basis, so we can see where we're heading and take corrective actions throughout the year to have a better result." No matter how carefully planned and well-articulated, the bank's budget should never be so rigid it doesn't allow for adjustments. "In the past, budgets were more of a guide than set in stone, and that's even truer today with all the uncertainty," Schalk explained. 

Ultimately, the budget is a tool for management to use in achieving the bank's longer-term strategic goals. "The budget is a one-year focus that is a component of the strategic plan, which is usually a multi-year vision," said Gall. "However, just like strategic planning, it is important to be flexible. There may be many paths to achieve a single goal." Thompson urged bankers to keep in mind the goal of a budget: to make the organization stronger and better, even if that means making substantive changes. "Bankers like myself really need to look at why we would wait for another bank to buy us to do something that makes long-term sense for the bank," he said. "Is it something we could be doing ourselves right now?

A Bigger Piece of the Pie: Budgeting for Technology Expenses

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One of the biggest challenges banks face during the budgeting process is projecting technology costs. Current estimates from industry experts project 10 to 20 percent increases over what banks are currently spending, but there are a host of variables that can significantly impact that number. "It's a challenge to figure out what you're spending on all aspects of technology," said Gall, citing examples such as core conversions and adding new systems. "You need to make some very broad estimates if you're embarking on something new," he said. 

Part of the challenge with projecting technology costs is the variance between what customers see and what the bank needs to invest in on the back-end. Schalk explained that technology is divided into two components: customer-facing and behind-the-scenes. "The larger spend I see is the non-customer-facing pieces like cybersecurity and risk management," he said. "Some smaller institutions may be able to avoid the higher-end customer-facing pieces, but absolutely need the risk and cybersecurity platforms."

One way to bring costs down is to determine the right timing for your institution – not every bank needs to buy technology as soon as it is released into the market. "Technology is needed, but you have to balance it out," said Thompson, pointing out that new technology becomes less expensive as it works its way through the market. "The timing of when it's right for you as a bank will be different."

By, Amber Seitz

Events

Marketing Planning examines the process to develop a comprehensive strategic marketing plan. The course reviews research that helps a bank marketer assess their customers and trade area opportunities and how to integrate the information into a situation analysis. It covers activities from the discovery phase to setting objectives, creating action plans and developing the related budget.

Learning Outcomes and Objectives:

  • Understand the importance of customer and market research
  • Clarify the need for market segmentation and product focus
  • Define the structure for marketing objectives and goals
  • Understand the sequence for creating vision, mission, values and a competitive advantage
  • Identify the best structure for documenting the marketing plan

Audience: This is a foundation course to develop skills and best practices for preparing a marketing plan. It is designed for employees interested in taking an active role in the management of bank marketing. This is an entry-level course for anyone planning to work in a marketing department at a financial institution.

Price: $300

In this comprehensive webinar, Excel expert David Ringstrom, CPA, teaches you how many Excel functions and features can be used to create adaptable and easy-to-maintain budget spreadsheets. David explains how to separate inputs from calculations, build out a separate calculations spreadsheet, create both an operating and a cash flow budget, transform filtering tasks, preserve key formulas, and more.

David demonstrates every technique at least twice: first, on a PowerPoint slide with numbered steps, and second, in the subscription-based Microsoft 365 (formerly Office 365) version of Excel. David draws your attention to any differences in the older versions of Excel (2019, 2016, 2013, and earlier) during the presentation as well as in his detailed handouts. David also provides an Excel workbook that includes most of the examples he uses during the webcast.

Microsoft 365 is a subscription-based product that provides new feature updates as often as monthly. Conversely, the perpetual licensed versions of Excel have feature sets that don’t change. Perpetual licensed versions have year numbers, such as Excel 2019, Excel 2016, and so on.

Covered Topics

Accessing free downloadable budget templates that can be customized as needed.
Avoiding the complexity of nested IF statements with Excel’s CHOOSE function.
Building operating budgets quickly based on detailed supporting schedules that provide an audit trail.
Crafting formulas to compute gross margins, projected sales, commissions, and related amounts.
Employing the SUMIF function to sum values related to multiple instances of criteria you specify.
Improving the integrity of budget spreadsheets by isolating all inputs to a single worksheet.
Improving the integrity of spreadsheets by using SUMIF to look up values in a more flexible fashion than VLOOKUP.
Improving the integrity of spreadsheets with Excel’s VLOOKUP function.
Learning how the Table feature empowers you to improve the integrity of Excel spreadsheets.
Mastering the IFERROR function to display alternate values in lieu of a # sign error.
Navigating directly to inputs by using Excel’s Name Box, and then returning to the previous location in the workbook via the Go To commmand.
Preserving key formulas using hide and protect features.

Who Should Attend
Practitioners seeking to build budget spreadsheets that can be updated effortlessly and contain easy-to-follow supporting calculations.

Presenter
David H. Ringstrom, CPA, is an author and nationally recognized instructor who teaches scores of webinars each year. His Excel courses are based on over 25 years of consulting and teaching experience. David’s mantra is “Either you work Excel, or it works you,” so he focuses on what he sees users don’t, but should, know about Microsoft Excel. His goal is to empower you to use Excel more effectively. To learn more about David, you can view his LinkedIn profile and follow him on Facebook or Twitter (@excelwriter).

Registration Options

“Live” Web connection – $265
6-month “OnDemand” website link only – $295
CD-ROM and e-materials only – $345
Live plus OnDemand website link – $365
Premier Package: Live, OnDemand link, and CD-ROM plus – $395