Budgeting in a Post-Inflation World: A Q&A with Amanda Scanson, Principal at Brady Martz

Rising costs, shifting revenues, and evolving community needs have redefined what it means to manage public funds effectively. Even as inflation stabilizes, local governments continue to face lingering budget pressures — from higher operating costs to competing demands for services. 

To explore how municipalities, counties, and school districts can plan strategically in this “new normal,” we sat down with Amanda Scanson, Principal at Brady Martz, to discuss creative approaches for doing more with less while maintaining transparency, efficiency, and long-term fiscal health. 

Q: How has the post-inflation environment changed the budgeting landscape for local governments? 

Amanda Scanson: Even though inflation has cooled somewhat, its ripple effects are still being felt across the public sector. Many governments are dealing with higher wages, supply costs, and capital project expenses — all while revenue growth slows or levels off. 

The biggest shift we’re seeing is the need for adaptive budgeting. Governments can’t just rely on traditional, incremental approaches anymore. Instead, they’re using more data-driven models to align resources with priorities and make real-time adjustments when conditions change. 

Q: What are some of the most common challenges agencies are facing right now? 

Amanda: I’d say there are three big ones. 

First, balancing rising costs with flat revenues. Inflation has increased the cost of materials and services faster than tax revenues have recovered. 

Second, staffing shortages continue to affect operations, particularly in finance and public works. Governments are having to rethink how they allocate human resources. 

And third, long-term sustainability. Many entities used pandemic relief funds to fill short-term gaps, and those dollars are now gone. The challenge is figuring out how to maintain service levels without relying on one-time funding. 

Q: Given these pressures, what strategies can governments use to stretch limited dollars further? 

Amanda: Creativity is key. Some of the most successful agencies are taking a more strategic approach to prioritization — identifying which programs have the greatest community impact and aligning funding accordingly. 

Another effective tool is shared services. Partnering with neighboring cities, counties, or school districts for IT support, procurement, or payroll can reduce duplication and save money. 

Finally, technology investments can actually drive long-term savings. Automating manual processes in accounting or reporting reduces errors and frees up staff time for higher-value tasks. 

Q: How can finance teams plan for uncertainty in this environment? 

Amanda: Flexibility should be built into every budget. Scenario planning — modeling different “what if” situations — helps governments prepare for fluctuations in revenue or expenses. 

I also recommend maintaining a strong fund balance policy and multi-year forecasting. This helps leaders anticipate future challenges instead of reacting to them. A well-prepared financial plan builds confidence with both governing boards and citizens. 

Q: Are there any opportunities that have emerged from these challenges? 

Amanda: Absolutely. The push to “do more with less” has forced many organizations to rethink how they define success. We’re seeing governments embrace performance-based budgeting, where funding decisions are tied to measurable outcomes. 

It’s also driving more cross-department collaboration — finance working closely with operations, HR, and community development to identify efficiencies. And it’s fostering innovation. Leaders are more open to exploring public-private partnerships, grant opportunities, and alternative financing mechanisms. 

Q: What role does transparency play in building trust during tight budget cycles? 

Amanda: Transparency is critical. When resources are constrained, citizens want to know how and why decisions are being made. Tools like budget dashboards and public engagement sessions can help communicate priorities clearly and show taxpayers where their dollars are going. 

Transparency isn’t just about numbers — it’s about telling the story behind the budget. When residents understand the trade-offs, they’re much more likely to support long-term solutions. 

Q: What final advice would you give to local government leaders heading into their next budget cycle? 

Amanda: Focus on resilience over reaction. Build flexibility into your budgets, invest in your people and technology, and don’t be afraid to rethink long-standing assumptions. 

Even in a constrained environment, there are opportunities to innovate and strengthen financial management practices. The key is staying proactive — not waiting for the next challenge, but preparing for it today. 

Final Note 

At Brady Martz, we partner with government entities to help them plan strategically, operate efficiently, and lead with confidence. From budgeting and financial management to technology, compliance, and long-term planning, our professionals work alongside local leaders to strengthen their organizations and serve their communities effectively. Whatever challenges the future brings, Brady Martz is here to help public agencies move forward with clarity and purpose.