Recommended Budgetary Alternatives

Recommended Budgetary Alternatives

The district superintendent should consider two alternatives. First, the district superintendent should consider cutting expenses in the budget to cover the $250,000 cut required. The alternative entails examining expenses included in the budget to remove unnecessary expenses through a procedure known as retrenchment (Maher et al., 2020). One way to achieve this alternative is by analyzing the classes offered to identify opportunities to combine them. Combining the two classes can reduce the budgetary needs and requirements, saving the school costs. For instance, the remuneration required for teachers will be reduced when classes are combined. Additionally, combining some classes will cut expenses such as electricity bills and learning stationery. This alternative is the most recommended option for the district superintendent because it is easier to craft and handle. However, there is a need to evaluate the possible negative impacts of cutting down some expenses. There is a need to ensure that budgetary cuts are reasonable to allow smooth learning of operations in the school.

The second alternative the district superintendent can consider entails seeking partnerships to help the school raise additional financing to cater to the deficit. From the scenario provided, the school district does have a partnership with a foundation that provides funding for innovative and supportive programs. This partnership can raise additional funds to support budgetary needs (Zor et al., 2019). For instance, the district superintendent should discuss getting additional funds to cover the deficit with the heads of the foundation. Also, the school can introduce innovative programs to attract more funding from the foundation. Further, the school can transfer some teachers and workers to innovative and supportive programs that the foundation in partnership supports. Notably, this will result in a reduction in expenditure included in the budget in terms of remuneration that could have been otherwise catered for in the budget.

References

Maher, C. S., Hoang, T., & Hindery, A. (2020). Fiscal responses to COVID‐19: Evidence from local governments and nonprofits. Public Administration Review, 80(4), 644-650.

Zor, U., Linder, S., & Endenich, C. (2019). CEO characteristics and budgeting practices in emerging market SMEs. Journal of Small Business Management, 57(2), 658-678.

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Using the same scenario from DQ1, the budget director must present alternatives to the district superintendent for consideration. Describe the other options you recommend so the superintendent and/or board can choose.