During declining revenue, community college leaders may be unable to balance their budgets effectively. Community college managers who fail to balance budgets negatively impact a college's financial sustainability. Grounded in Burn's transactional leadership theory, the purpose of this qualitative single case study was to explore strategies community college managers use to balance their budgets in an environment of declining revenue. Data were collected from eight semistructured community college manager interviews and company documents: enrollment data, budget data, performance-based funding model data, and the strategic plan. Thematic analysis was used to analyze the data. Four themes emerged: (a) budget alignment with strategic planning; (b) vacancy savings; (c) enrollment-driven and performance-based funding models; and (d) alternative revenue streams, including strategic partnerships and grants. A key recommendation is for community college managers to collaborate to align and integrate budgeting processes with their institution's strategic plan. The implications for positive social change include the potential for better responsiveness to community needs through a more skilled workforce. The identified strategies could improve the economic outlook where the colleges are located, thereby fulfilling these colleges' primary mission. [The dissertation citations contained here are published with the permission of ProQuest LLC. Further reproduction is prohibited without permission. Copies of dissertations may be obtained by Telephone (800) 1-800-521-0600. Web page: http://bibliotheek.ehb.be:2222/en-US/products/dissertations/individuals.shtml.]