Budget Tips to Help Keep You on TrackBy Kay Snowden
Tip #1: Match your budget line items to your organizations chart of accounts
Every accounting system has a chart of accounts which classifies the sources of revenue and the types of expenses you incur. These include salaries and wages, rent, telephone, promotional items like T-shirts, printing, etc. If you use the same categories when you budget, you will be able to monitor your expenses against your budget and more easily generate financial reports to funders and others.
Some contracts and grants may require that you use their categories. In that case, you should establish a clear map from your system to theirs (e.g., office expenses may include telephone, printing and your Internet connection.)
If your systems chart of accounts doesnt fit your needs as a manager, talk to your accountant/bookkeeper about modifying the chart of accounts or creating sub-accounts. Consistent accounts (and a clear understanding of account definitions) can save major headaches when reports are due.
Tip #2: Estimate a pooled fringe benefit rate for staff
Every employee has a specific mix of payroll taxes and benefits. The former includes Social Security, Medicare and unemployment insurance, and the latter includes such benefits as pensions and medical, life and disability insurance. Rather than estimating the cost of the tax and benefit package for each employee, I recommend that you pool the costs for all employees.
Remember that you budget only for the employer share of these costs. You can divide the total fringe cost by the total salary cost to determine a fringe rate” which can be applied uniformly to employees.
If some benefits (like health insurance) are limited to employees who work a certain number of hours, you may want to have two rates, one for full-time or benefit-eligible employees and one for part-time employees who are not eligible for the same benefits. This simplifies the process of budgeting especially for program and/or grant budgets, safeguards confidentiality of an employees choices, and protects your organization against any perception that lower-cost staff are favored in hiring or staff assignments.
Tip #3: Check before you budget to determine the proper classification for part-time personnel
People who work for you generally need to be classified as employees, even if they are part time or temporary. Even if someone who works for you doesnt seem like a regular employee, chances are the government thinks they are. And the federal and state governments have the authority on this one.
There are IRS guidelines (begins on page 3) covering who can be considered an independent contractor and who must be considered an employee. Some states, Massachusetts for instance, have even more stringent tests.
State regulations regarding classification and pay rates are often different than federal requirements.
There are some exceptions to Tip #3:
Tip #4: Dont forget to include indirect costs in your program budgets
Usually an organization that has more than one activity or program will have some administrative or indirect costs which arent easily assigned to specific programs. Typical indirect costs include the cost of your accountant, auditor, property and liability insurance, rent for at least central or support staff and some portion of staff time. You can usually recover a portion of these shared expenses through budgeting for indirect costs charged to programs, subject to the restrictions and requirements imposed by funders.
Tip #5: Be conservative/realistic about your projected revenue
In my experience, small nonprofits are more likely to fall short on the revenue side than to exceed their budgeted expenses. Be sure you identify whether the funds youve budgeted are committed, likely or possible. Its better to tack a newly funded program onto your budget later in the year when its funding is confirmed, than to have to cut back midyear when funds dont come through.
Tip #6: Involve staff at all levels in the budgeting process
Budgeting is planning, and youre much more likely to have your staff on board if you work through your plans together. This is particularly true with program expenses (as opposed to administrative expenses).
Someone else may be able to think of things you hadnt included, or to suggest a different, more effective way of delivering a service. Including others is a great way to increase staff accountability, expand financial understanding and enhance buy-in.
Tip #7: Keep notes to document the assumptions youve made in developing your budget or the source of an estimate
You can use the comment” feature of a spreadsheet, or type your notes in text or keep them in a file. Your budget will almost certainly change between now and the end of the year. Its helpful to be able to refer back to the assumptions on which you based your budget.
Tip #8: Add in a little cushion if at all possible to take into account the unknown
It is advisable to budget for contingency or miscellaneous, which allows you to absorb some unexpected demands or cost increases without upsetting the entire budget.
The less predictable your budget is, the more you need to have this cushion. For established nonprofits with highly predictable personnel costs, a contingency of about five percent of non-salary costs would be appropriate. If you are in a transition period or know that your funding or costs are not very predictable, you might want a larger cushion.
An Important Part of Nonprofit Success
Your nonprofits budget process, its creation and monitoring, is a critical component of its programmatic and financial management. A common complaint among nonprofit managers is that ownership of their organizations financial health is held by too few people. The stress of that burden is heightened when financial projections are unrealistic.
If you keep these tips in mind, aim to be realistic, and involve staff and board in the budget process, you should see benefits to your own health as well as that of your organization.
Kay Snowden is senior organizational development specialist in the Fiscal Sponsorship Program at Third Sector New England, a nonprofit providing management support to build the capacity of individual nonprofits and the sector. Reprinted with permission.