CAPITAL AND OPERATING BUDGETING PRACTICES IN PURE NONPROFIT ORGANIZATIONS

This paper offers new evidence of capital and operating budgeting practices from a group of pure nonprofit organizations, independent religious agencies. It reports results of a telephone survey of chief financial officers of 47 mission agencies (a census of multinational members of a trade association), with questions covering agency objectives, operating and capital budgeting practices, and long-run financial planning practices. Explanatory modelling links usage rates of sophisticated budgeting techniques to agency age, size, and the business education of the chief financial officer.