Can you pleas write a budget narrative on the organization and discuss the following items?

I need to submit a written report with both a narrative evaluating the financial health of the following organization and its Achieveability. Evaluate three years of financial data providing an appraisal of the strengths and problems. Forecast/predict what is likely to happen within the next two years and why? Philadelphia Childrens Alliance ,321,324 -https://www.guidestar.org/profile/23-2526605 I attached a sample of a budget narrative.
akay_budget_project_narrative__1___1_.docx

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Amanda Kay
Budget Narrative
*Note: A detailed copy of the 2016 budget was not made available for this project. Instead, a greatly
condensed, though still informative summary was provided. A condensed version of the 2016 Actuals and
2017 Budget were added for ease of direct comparison.
In 2016, a deficit of $305,000 occurred despite a budget that planned for $63,000 in profit. As a result of
this deficit, the 2017 fiscal year budget is far more conservative, tightens the belt, and pulls back on
spending in several areas. Additionally, the budgeted income levels for various sources of revenue have
been adjusted accordingly.
A study of revenue from program fees was completed from fiscal years 2002-2010. This study showed
an average growth rate of 4.7% year to year within program enrollment and public support. The
program fees from 2016 to 2017 are budgeted to increase by approximately 10%. This very steep
increase is the result of a new program being added within the Adult Services department in 2016 that is
expected to grow at an accelerated pace during 2017. This growth is possible even with a very limited
growth in salaries, requiring just one additional staff person. This program will not add any significant
expense in the way of rent due to an extremely generous donation of space by the township.
Due to changes in the political atmosphere, a significant increase in the cost of employee benefits is
expected and budgeted for. Though this is a large expense, all of the services provided by Stepping
Stones must be provided by staff who are healthy, so it is well justified by the mission. The majority of
other expenses have been trimmed down just a bit from the previous year to help control the possibility
of another deficit year. Though this may create a squeeze on planning, it should not be significant
enough to have a negative impact on the services being provided.
Expenses were allocated based on a calculation of “person-days” per program for some and square
footage of spaces used for each program for others. A person-day is the calculation of the number of
clients attending each day multiplied by the number of days throughout the year they attend. This
results in a general program distribution of 50% expense to Adult Services, 20% expense to Education,
and 30% expense to Recreation. While this is not a perfect method of allocation, it generally meets the
needs of each area. Though difficult to view through a high-level budget, items such as utilities and
maintenance costs are based on square footage, as well as expenses directly related to the costs of each
building and site. With five sites each operating a different number of programs on the site (zero to five)
for different lengths of time, this calculation is complex and is often defaulted to the 50/20/30% listed
above.
Despite a significant loss from the Adult Service department each year, this program is true to the heart
of Stepping Stones’ programming and mission – to help individuals with disabilities achieve
independence. This deficit is more than made up for with revenue from program fees from the
Education and Recreation departments, and public support from fundraising.
The confidence level of each funding source was determined based on past history with that source,
expected attendance within programs, and definitive contracts. All formal contracts for funding have
been denoted as having 100% confidence levels.
Salary allocations were heavily determined by functional department. Most executive-level
administrators are considered to fall 100% into administration. Other services are divided using the
50/20/30% allocation system in place. While a time study would be the most effective way to develop a
better system of allocation, it has been determined that the cost to perform such a study would not be
worth the savings that might be created by performing one.
Salary calculations follow the salary allocations exactly. Benefits are calculated using a standardized rate
of 21% of salary. Benefits include payroll tax, workers compensation, health/dental/life/disability
insurance plans, 403b savings, and paid time off. It is expected that the cost of these benefits will
continue to increase each year.
Overall, this budget is designed to directly address the shortfall of funds from 2016, as well as help to
add to the funding reserves that are always in place in this organization. With appropriate attention
given to spending habits within each department, and modified expectations of income, this budget
should allow for a successful year financially.

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