Monitoring and evaluating actual results against approved budget is one of the important activities that an organization should consider. It guides managers for current and future decision making and it helps formulate the direction of strategic activities. It helps determine problem areas, opportunities, savings and action priorities. Based on the La Salle University- College of Business and Accountancy (CBA) Budget performance for the month of October to December, its actual cost does not exceed its budgeted amount. The positive variance means that the actual cost is better than expected. This is good for an organization. So far, the management is on its right track in achieving their goals. There are other activities not yet incurred. Moreover, the biggest budget as well as the highest amount of actual cost is from the Faculty Development which only have 17% left as of December. This shows that CBA places priority on faculty`s commitment to produce positive results, particularly in the faculty development. The management is focusing on the part on where they think they would be able to attain what they desired for. However, reviewing managements performance through comparing actual results and budget estimates can be critical to effectively monitor and report. It needs careful design of financial reports that is easy to understand, relevant and user-friendly. In having the budgeted estimates, it is better to have an ideal, specific, measurable, and achievable. Regular reporting of detailed information provides decision makers with useful information and so it is encourage to report it regularly. A management with larger number of projects is advisable to summarize such with detailed information. For measuring non-financial performance, it must be linked to critical goals and key drivers on the organization. The managers should focus on the goals that are critical to the success of the organization with the help of balanced scorecard. Balanced Scorecard has four perspectives: Financial, Customer, Internal Business Processes and Innovation and Learning Perspective. This may help to communicate the strategy to all members of the organization by translating the strategy into a coherent and linked set. When financial and non-financial are linked, many of the nonfinancial performance serve as leading indicators of future financial performance. Additionally, management should have its metric as a basis if goals are being achieved. A plan with timescales and designated responsibilities is also needed. Once plan has been implemented and data collected, new basis can be set, comparisons made and new standards set.