Citizen participation in public budgeting processes has been widely advocated by both theorists and practitioners of public administration. Yet there is less agreement on when the public should be brought into the process and how the timing of citizen inclusion affects the outcomes of public agencies. Using survey data about citizen involvement practices utilized by the state departments of transportation (DOTs) across the country, the authors construct citizen input indices for different stages of the budget process and examine the impact of participation on the overall organizational effectiveness. The study results show that citizen participation in the budget process has greatest positive effect on organizational performance at both the early and ending stages of the budget process, namely, the stages of information sharing and program assessment.