leaving a "window" for interpretation in the future. These steps establish long term goals for an organization and should be realistic and attainable. Specific organizational objectives should then be developed to support the long range goals of the organization. This should be specific, measurable and also attainable. The planning process also involves setting priorities of it's stated objectives. What is going to be done first, and how is it going to be achieved? Involved in any planning process should be measurable results. The body of an organization should know what is working and what is not for the organization. If something is not working into the plan of the organization it should be re-worked or abandoned. For that reason, it is important that the long range plans are reviewed and revised annually if need be. Outside environment effects the plans of the organization almost as much as the internal structure and environment does. The changing needs and costs of services are also major factors to be considered. A good long range plan will span about five years into the future of an organization. Budgeting in a non-profit organization is perhaps the most essential function of the organization. It is part of the planning structure of a non-profit organization and provides the framework for reporting and control. Budgeting makes certain that the organization will have the financial resources to carry out it's programs and plans. It involves estimations of revenues and costs, tradeoffs and decision as to the allocation of resources among competing claims. The person responsible for the budget in a non-profit organization is the Chief Administrative Officer. The fiscal year of a non-profit budget usually runs from July - June. For example, FY 1997-98 would be July 1997 - June 1998. There are three steps in the budgeting process: defining the mission objectives, projecting expenditures based on available revenues, and reporting and co...
