I suppose one of the positives about being an aging executive financial advisor is that I’ve seen many budgeting and planning frameworks, techniques, and processes. However, one of the weakest areas of the annual and/or continuous business planning process is Repairs & Maintenance. I think most managers give up by looking at last year’s numbers and adding a growth rate to that total. However, there is a better way.
In this brief article, I’ll share a process I teach that is especially useful in the nonprofit arena, where extensive physical infrastructure is in place.
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