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Amber Parker

The Power of Full Staff Engagement in Nonprofit Budget Writing

In nonprofits, the annual budgeting process is often seen as a task reserved for the finance team and executive leadership. However, this traditional approach overlooks a crucial resource: the collective expertise and insights of the entire staff. By engaging every department in the budget-writing process, nonprofits can create a more accurate, detailed, and effective financial plan. This inclusive approach fosters staff buy-in, encourages smart spending practices, and ultimately elevates the organization’s financial stewardship in the eyes of the board and donors alike.


Why Full Staff Engagement Matters


  1. Fostering Buy-In and Ownership

When staff across the organization are involved in the budget process, they are more likely to feel a sense of ownership and responsibility toward the organization’s financial health. Engaging the entire staff ensures that everyone understands the nonprofit's financial constraints and goals, which in turn fosters a culture of accountability. Staff members are not just executors of the budget but active contributors, aligning their daily work with the broader financial strategy. This buy-in is critical for maintaining morale and ensuring that all team members are working toward common goals.


  1. Creating a Granular, Accurate Budget

Departmental leaders and their teams are on the front lines of program execution, making them the most knowledgeable about the resources required to achieve their objectives. By involving them in the budgeting process, nonprofits can create a more detailed and accurate financial plan. Each department brings its unique insights into cost structures, potential savings, and necessary investments. This granularity ensures that the budget is not just a top-down projection but a reflection of actual operational needs.


  1. Promoting Smart Spending and Planning Practices

When staff are involved in the budgeting process, they are naturally more attuned to the organization’s financial realities. This engagement promotes a culture of smart spending, where staff members are encouraged to think critically about expenses and to plan strategically for the future. Departmental involvement also helps to identify inefficiencies and opportunities for cost savings that might be overlooked in a more top-down budget process.


The Departmental Approach to Budget Building

To effectively engage the entire staff, nonprofits should adopt a departmental approach to budget building. Here’s how this process can be structured:


  1. Departmental Budget Planning: Each department begins by assessing its needs, goals, and resources for the upcoming fiscal year. Department leaders guide their teams in identifying necessary expenses, potential revenue sources, and areas where costs can be optimized. Departments can create as many back-up worksheets as necessary to devise their final budget numbers. These back-up worksheets can be attached to the main budget so that changes made to them populate the main budget, allowing staff and leadership to see the work and even make modifications to optimize the final product. This phase should be collaborative, with input from all team members to ensure that the budget is comprehensive and realistic.


  2. Bringing Results to Leadership: Once departments have drafted their budgets, department leaders present their findings to the nonprofit’s leadership team. This step is crucial for aligning departmental goals with the organization’s overall strategy. Leadership can review the proposed budgets, provide feedback, and ensure that all departments are working in harmony toward the organization’s mission.


  3. Finalizing the Budget: After the leadership team has reviewed and adjusted the departmental budgets, the final budget is compiled. All backup worksheets and documentation should be included with the final budget when it goes to the board committee and full board for approval. These materials are essential for transparency and for providing context to the board and other stakeholders. Backup documents allow for a deeper understanding of the assumptions and calculations behind the budget, thereby increasing confidence in its accuracy.


  4. Budget Process Timing: A budget process that involves the entire staff will take a little more time. Depending on the complexity of the budget, how the board is engaged in development, and the availability of time and resources, this process can take from a month to 4 months. For example, organizations that I’ve led that had $2 million + budgets with many lines of income and program areas as well as boards meeting every two to every three months, needed four full months to develop a comprehensive budget and complete the approval process. However, the time spent meant that we hit our end-of-year goals within a couple of thousand dollars each time. 


Elevating Board Confidence

A well-organized, comprehensive budget-building process that involves the entire staff does more than just produce an accurate financial plan—it also builds trust and confidence with the board. When board members see that the budget is the result of a thorough, inclusive process, they are more likely to have faith in its accuracy and the organization’s financial management. This confidence is essential for securing board approval and for demonstrating financial responsibility to donors and other stakeholders.



Engaging the entire staff in the budget-writing process is not just a best practice—it’s a strategic advantage. By involving every department, nonprofits can create more accurate, detailed budgets that reflect the true needs of the organization. This inclusive approach fosters buy-in, promotes smart spending, and elevates confidence at all levels of the organization, from staff to the board. As nonprofits face increasing financial pressures and scrutiny, a collaborative budget process is more important than ever for ensuring long-term sustainability and success.


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