BECAUSE RELIANCE ON GOVERNMENT AND FOUNDATIONS FOR FUNDING DOES NOT PROVIDE A STABLE, PERMENENT SOURCE OF INCOME, THE BOARD OF AN ORGANIZATION MUST PLAN FOR LOCALIZED FUNDING TO PROVIDE A STEADY INCOME SOURCE. AN ANALYSIS OF THE SOURCES OF INCOME AND A COMPARISON WITH OTHER NONPROFIT ORGANIZATIONS IS THE FIRST STEP IN LOCALIZED FUNDRAISING PLANNING. A PROGRAM ANALYSIS FOR THE COMING YEAR IDENTIFIES ISSUES, OBJECTIVES OF PROGRAM EFFORTS, AND ALTERNATIVES FOR THEIR IMPLEMENTATION. THE BUDGET ANALYSIS IDENTIFIES COSTS IN TERMS OF A MAINTENANCE BUDGET (SALARIES, RENT, ETC.) AND A DEVELOPMENT BUDGET (PROGRAMS AND SERVICES WHICH COULD BE OFFERED BY THE ORGANIZATION). NEXT, IDENTIFICATION OF THE KNOWN SOURCES OF INCOME FOR THE COMING YEAR SHOULD ALLOW THE DEVELOPMENT OF A BUDGET WHICH SHOWS THE MAINTENANCE AND DEVELOPMENT EXPENSES AND THE PROJECTED INCOME SOURCES FOR EACH. THE DIFFERENCE BETWEEN TOTAL MAINTENANCE COSTS AND TOTAL KNOWN RESOURCES IS THE GOAL OF THE MAINTENANCE FUNDRAISING EFFORT. THE BUDGET WHICH RESULTS FROM THIS PROCESS SHOULD GO THROUGH AN ORGANIZATIONAL APPROVAL PROCESS. THE ENTIRE PROCESS REQUIRES VOLUNTEERS WHO WILL LEAD THE FUNDRAISING EFFORT. ILLUSTRATIONS, ONE FOOTNOTE, A LIST OF RESOURCES, AND A BIBLIOGRAPHY OF FIVE REFERENCES ARE INCLUDED.