Okay, it is budget time here where I work. My role during budget is to aggregate the input from various department heads and craft a budget for the division that I then present to our VP. He then has to absorb the input, evaluate it with all rationale, and present it to the President who makes the final decision of acceptability. What is wrong with this picture?
Here are some of the parameters that I have to work with. (1) Our department promotional efforts are run and budgeted in another division. We just create the draft text of the various pieces and then let the “professionals” take over. (2) Special events for donors used to be run in a different department. We are now taking over those events – but have to hold the line on expenditures. (3) Technology for the Division is budgeted in a different division under a different VP. However, I get to meet with them to “negotiate” what I can plan (have) for next year.
The whole process is so convoluted that it makes it almost impossible for good analysis to see if we are spending resources where we should. True success (or failure) is almost impossible to measure accurately.
A rant and a thought for the day.