Sorenson goldsmith integrated budget model

I need help writing a response to the following 3 student post? A paragraph for each post.

1st Post

Hi Dr. Bebee and cohort,

In the world of finance and budging, administrators face many challenges. The greatest challenge I see is having a budget cut and determining what needs to be cut. As a leader having to determine who or what is needed and what is not is tough. According to Sorenson and Goldsmith (2018) “Implementing an integrated vision, planning, and budget model does not happen overnight. It requires a significant amount of commitment and labor from all stakeholders” (p. 105). An educational leader spends time and resources conducting needs assessments to determine what is needed, what is a priority, what is non-priority, what is not needed and what is waste. Now add in a cut and have to get rid of something. This potentially can result in you being the leader telling an asset (a teacher) “I’m sorry you’re doing a great job but due to the budget need to let you go”. I personally was on the wrong end of that conversation and it was hard. My first teaching job was a charter school and middle of the year I was told due to major budget cuts in the past few months, we have to let you go. The director said it was one of the toughest decisions he has ever had to make. A few weeks later he said that he has fired many people in the past but never has he had to “fire” someone who was doing a great job.

Some budget cuts may be minor of a few hundred to a few thousand dollars. Major cuts have happened and result in thousands of dollars in cuts. Minor cuts may result in saving money on supplies such as paper or pencils. As stated major cuts may result in reducing staff (possibly making a counselor part time or even completely eliminating the position). Trying to provide more for your staff to help with improvement, now you have a budget cut and are tasked with saving money, giving your staff less only make the job and decisions harder.