 this is what should happen. This is what we think is going to happen. We want to make that as numerical as possible because numerical items are easy for us to then compare. In other words, we say this is what we think should happen. If we can measure it in terms of dollars, that's very concrete. That's easy to measure. Then we say, hey, this is what actually happened at the end of the time period that we had previously budgeted for. And of course, the difference between those two is something that we can then look into and think about and consider why so that we can then make another budget for the next period and move on and on and on in this fashion, hopefully improving, improving and improving. Another major goal of the budgeting process and one that's often overlooked is the motivation of employees through participation. It's often thought that the budget is going to be applied from a top down type of perspective. And sometimes it is, but we want to be careful of that because we really want to have the bottom up type of feedback. We want to make the budgeting process a communication process because it's a really big opportunity for us to have that communication process. We want to be able to have all places within the company be able to give feedback so they feel like they're invested in the plan. They've contributed to the plan. They are part of the goal that has been taken on through the budgeting process and therefore they're personally invested in the outcome. The only way to do that is to really get the feedback from everybody within the budgeting process. So the budgeting process, huge opportunity for communication to help everybody to feel heard. It does not mean, of course, that it's going to be a democratic process and we're all going to take a vote and decide what the budget is, but it does mean that the process of creating the budget should be in a systematic way and the governing of the process should be in the format of how can we get the best information and everybody in the company should hopefully know that the budgeting process is designed with that end goal in mind to get all the information. That's what the budgeting process is for and then, of course, the final decision is made, final decision made by management. Once the budget has been completed, then hopefully everybody feels like they have invested, that they have been communicated with well to that, that they've been able to contribute and that any kind of response to the budget and any decision that has been made has been well communicated hopefully in a way that addresses any consenting viewpoints so that everybody feels invested in the budget and then the implication, the implementation of the budget can happen and management then wants to implement the budget and make sure that the plan is then executed. Once the decision has been made, once the budget is set down and we're moving forward with it, then we want to make sure that the plans of the budget are clearly communicated, the process of making the budget now having been ended, now we're in the implementation of the of the budget and want to make sure that the implementation, the communication of the goals of it are now communicated from management to the employees and in a way that everybody understands what those goals and objectives that everybody has decided and invested in are. So to recap our budget objectives, it should promote future analysis of thought and direction so it has everybody kind of focused on the goals of the company and the goals that are going to be the future orientation. So if there's any question on the day to day type of activities that can happen, they should have some idea we should have some idea of what to do given the overarching vision the overarching goals and objectives of the budget and the company communicates the plan to the organization. So the organization, everybody within the organization hopefully has a good idea of what the budget is, how to act within the budgeting process, what their department is required to do within that budgeting process because those steps have been well communicated, make long-term strategic plans into short-term financial plans. So we want to have an overarching vision, upper management does of course, want to communicate that vision but also want to communicate how we're going to get there on a step by step, year by year, month by month, day by day type of basis so that people within the organization can then see the overarching vision but also what they got to do immediately. They see the road in front of them, how to take each step as they go along the right with the way provides benchmarks for evaluation. We should be able to compare what we do on the budget to what actually happens. That given us feedback on our progress so that we can then make another budget and it motivates employees through participation. It really should be a communal kind of activity. If everybody, if it is, it's a huge benefit, huge opportunity for everybody to feel like they put some feedback into the budget, not necessarily feeling like the budget did everything that they wanted. That's obviously not going to happen but feeling like the process was good, process was geared to get communication, to get feedback and all of that feedback hopefully was addressed and therefore people feel like it was a it was a good process to go through and therefore are invested in the plan and then once the plan is implemented, they will feel invested in carrying out the plan and achieving the goals and objectives of the budget.