2. • What does administration consider
when planning a budget
• What process is available to plan for
a final objective
• What is needed to obtain a final goal
in budgeting

3. • Profit Margins –
– Public -vs- Private
Public profit is not always judged by monetary gain but rather public
support or approval
Private success is judged by profit margins and capital gain
Long term profits -vs- Short term profits are
separated in individual goals set forth by the
administrator of the program.

4. Public
• Organizations such as
FEMA and Homeland
Security operate on public
demand and public safety
within encumbered tax
revenue
Private
• Private sectors operate
on public demands based
on monetary budget
funded by previous profit
gains or private funding

5.  Balance must be
served , in the public and
private sector, to not
develop the mentality
that profit can be bought
for nothing more than
public approval. Profit
must be judged as a
return for the investment
and the investment must
be planned with the
need of society.

6. Funding appropriation
- Taxes
- Grants
- Donations
- Revenue

7. Expenditures must occur with a pro active approach
based on risk management. Risk Management, or
the end result verses the means, plays a tremendous
role in expenditures.

8. Risk
• Probability of loss
Exposure
• Possibility of loss

9. • Quality of financial infrastructure determines the
efficiency of intermediation, the ability of lenders to
evaluate risk and of borrowers to obtain credit,
insurance and other financial products at competitive
terms

10. • P – Planning
• O – Organizing
• S – Staffing
• D – Directing
• C – Coordinating
• O – Operation
• R – Reporting
• B - Budgeting

11. • Planning is an essential step in developing
a function and goal for any budget.
Planning can be short term or long term, a
budget planner needs both.

12. • This can be addressed in two ways:
1. The organization of team functions
or organizational function
2. Relating to time management and
filing.
Both are important considerations of
the administrator in strategic
planning.

13. • This is the first line of advancement for
any budget. The path to a productive
outcome starts with a good foundation with
adequate funding focused on futuristic
goals.

14. • Delegate responsibilities to others
to better enable them to complete
assignments of budgetary
constraints

15. • Manage your future and the future
of your project. Coordination is
nothing more than organization
with a broader view of overall
responsibility. Lack of
coordination is a tier structure
ready to collapse.

16. • Reporting is a huge point in the process.
This step will allow you to continue with
the project, to evaluate cost verses
means, or to scrap the program due to
monetary loss.

17. • Budgeting for a specific goal is essential
for line item budgeting. This is
accomplished through strategic planning.
• Budgeting is not for the light hearted

18. Strategic planning
requires finding problem
areas, identifying causes
for the problems, finding
solutions for the
problems, developing a
solution, based on
several different aspects
of the problem,
identifying obtainable
goals within a specific
time frame and budget,
and executing each
strategic step with
precise skill