By Murray Dropkin

This best-selling nuts-and-bolts workbook, now in its moment variation, has develop into the optimal for nonprofit managers and forums who needs to paintings during the funds cycle. The e-book bargains useful instruments and assistance for finishing every one step of the budgeting strategy. Designed to be entire and straightforward to exploit, The Budget-Building ebook for Nonprofits presents every little thing budgeters and nonfinancial managers have to organize, approve, and enforce their very own budgets.Includes new chapters on Zero-Based and Capital Budgeting in addition to a CD with spreadsheets, worksheets and a brand new budget-building software program, the CMS Nonprofit price range Builder, designed that will help you implement the innovations within the publication. The software program comprises an expandable commonplace chart of bills (COA) and may relief in construction, organizing, monitoring and making plans budgets. 

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Extra resources for The Budget-Building Book for Nonprofits: A Step-by-Step Guide for Managers and Boards (The Jossey-Bass Nonprofit Guidebook Series)

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For example, an organization interested in opportunity budgeting would prepare an analysis or projection of various possibilities for expansion that would further its mission or improve its operations. Then, when it became possible to budget for revenue surpluses (or when surplus revenue unexpectedly materializes), the organization would have all the relevant information and research on hand to make the best decisions about using the revenue as opportunities present themselves. Thus, developing an opportunity budget allows the organization to take advantage of any situation that may result in better fulfillment of an organizational goal or objective.

It requires a careful study of alternative ways to perform a particular task or operate a program. For example, an organization trying to prepare a zero-based budget might want to study the cost of running a program with its own staff versus the cost of outsourcing a portion of the work or even the entire program to another entity. Zero-based budgeting can lead to radical change in an organization. This process might lead management to decide to stop a program that turns out to be no longer necessary.

3. 4. 5. Arranging and staffing any early strategic planning sessions with the board Preparing options and recommendations to guide budget development Ensuring that the budgeting schedule is met Reviewing draft budgets and making resource allocation decisions Presenting the recommended budget to the board, explaining its provisions and possible consequences, and answering board questions Depending on the size of the nonprofit and its staff, the ED or president or CEO may delegate many budgeting tasks to the chief financial officer (CFO) or other managers.

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