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"There is an increasing need for nonprofit organizations to improve their way of management and operation so that they can optimally use its limited resources to provide better services to its environment. Budgeting is one of a number of important areas of management and operation. The thesis focuses on the use of budgeting as planning and controlling tools in a nonprofit organization. The information required in the development of the thesis is obtained through field study in AIESEC International as well as a study of literatures in the libraries. AIESEC International formulates its year plan prior to the development of annual budget. In such a manner, available resources can be allocated based on the priorities to achieve the organizational goals. In developing its budget, AIESEC International applies participatory budgeting with bottom-up approach. This way, the budget developed may contain a more reliable data as the persons involved are familiar with daily operation. As the budget is developed, it is then reviewed and approved by AIESEC member countries. The development of expenditures budget precedes the development of revenues budget. The targeted revenues are then expected to be balanced the estimated expenditures. The budget structure follows the management structure of AIESEC International, in which it consists of budgets for functional key areas as well as for the regions. AIESEC International allocates its revenues and expenditures to one unrestricted and a number of restricted funds. The revenues are generated from internal and external financial sources. Revenues from internal sources consist of fees collection from member countries, while those from external sources are mostly in the forms of sponsorship, grants and donations from government, private institutions and companies. As an attempt to obtain a better reflection of financial condition, starting in the 1992/1993 financial year, the accrual basis accounting is used as the revenues recognition method, replacing the former cash basis accounting. It can be concluded that AIESEC International has been using the budget as its planning and coordination tools. However, the use of budget as a controlling and performance evaluation tools has not been fully implemented."

"ABSTRACTSkripsi ini bertujuan untuk menganalisis sistem pengendalian internal yang telah diterapkan oleh sebuah lembaga nirlaba di bawah lingkungan perguruan tinggi di Indonesia. Saat awal pendirian Lembaga XYZ merupakan sebuah proyek yang diperuntukkan untuk memberdayakan Usaha Kecil Menengah (UKM) agar mampu bersaing. Namun pada tahun 2015, projek tersebut berubah menjadi sebuah lembaga yang didirikan atas persetujuan Dekan Fakultas. Penelitian ini menggunakkan metode analisis deskriptif sebagai metode penelitiannya dengan menggunakan sumber data seperti hasil wawancara, observasi, dan studi kepustakaan berupa peraturan atau kebijakan tertulis. Analisa dilakukan dengan membandingkan seluruh aspek pengendalian internal COSO (2013) dan peraturan Universitas terkait dengan data yang didapat. Berdasarkan analisis Lembaga XYZ memiliki bentuk pengendalian yang sangat sederhana dan melakukan 31 dari 87 (35,63%) aspek pengendalian internal COSO. Ada 21 dari 43 aspek yang telah berjalan namun belum memiliki kebijakan tertulis.

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ABSTRACTThis study aims at analyzing the internal control system that has been applied by a non-profit institution in higher education environment in Indonesia. nitially, the Institution was merely a project which was intended to empower Small and Medium Enterprises (SMEs) to be able to compete. But in 2015, the project was transformed into an established institution upon approval of the Faculty Dean. This study uses a descriptive analysis method, as well as utilizing data obtained from sources such as interviews, observations and literature studies.. The analysis is done by comparing all aspects of COSO (2013) internal control and University regulations, towards research result. The analysis shows that the Institution has a very simple form of control.  Implementing 31 out of 87 (35,63%) aspects of COSO internal control. There are 22 out of 43 aspects that have been carried out but have no written policies."

"Penunjukkan rumah sakit pemerintah sebagai rumah sakit swadana, memungkinkan rumah sakit mengelola sendiri pendapatan yang diperolehnya. Namun, sebagai sebuah organisasi yang tujuan utamanya bukan untuk mencari keuntungan, tapi untuk memberikan pelayanan kesehatan yang sebaik-baiknya bagi masyarakat luas, rumah 5akit pemerintah tidak dapat mengenakan tarif dengan sekehendak hatinya. Karena itu, usaha yang dilakukan adalah melakukan efisiensi biaya. Zero Base Budgeting merupakan salah satu tehnik penyusunan anggaran yang diharapkan dapat mengatasi masalah tersebut. Penelitian dilakukan untuk melihat penerapan Zero Base Budgeting di rumah sakit, kemungkinan khususnya rumah sakit pemerintah. Hasil penelitian mencakup faktor-faktor yang dapat menunjang penggunaan Zero Base Budgeting, masalah dan kendala yang mungkin dihadapai dalam aplikasi tehnik tersebut, serta beberapa survei yang telah dilakukan di Amerika Serikat terhadap perusahaan - perusahaan yang telah menggunakan Ze=o Base Budgeting agar memperdalam pandangan kita terhadap tehnik tersebut."