►
Description
Mayor William Peduto & Office of Management and Budget Director Sam Ashbaugh present the 2015 city operating budget and five-year plan to the Intergovernmental Cooperation Authority.
A
Thanks
for
being
here,
you
know,
we've
been
through
a
lot
these
past.
I
guess
now
going
on
well
almost
10
years
in
the
city's
financial
crisis,
there
have
been
a
lot
of
times
where
there
have
been
difficult
votes,
a
lot
of
difficult
times
for
city
employees.
Residents
businesses
as
we
try
to
solve
the
financial
crisis
today
is
the
beginning
of
the
end
of
pittsburgh's
financial
distress.
A
A
A
We're
overhauling
our
entire
budget,
we're
stripping
it
down
and
then
building
it
back
up
through
the
preliminary
forecast,
and
you
can
see
it
in
the
chart.
Our
office
of
management
and
budget
together
with
the
controller's
office,
the
council
budget
office
act,
47
and
ica
have
identified
that
our
projections
will
basically
eat
away
from
our
surplus
and,
at
the
same
time,
strip
us
down
to
the
point
where
we're
not
able
to
operate
the
city's
budget.
A
7.3
million
dollars
reduction
in
the
real
estate
tax
revenues
because
of
the
miscalculation
on
the
millage
rate
and
4.4
million
less
in
projected
revenues
from
other
sources
and
finally,
we're
creating
a
fiscally
responsible
solution
to
finally
solve
our
problem
through
the
shared
sacrifices
on
the
expenditure
side.
Looking
at
23.3
million
dollars,
this
includes
the
actions
that
were
taken
at
the
end
of
december
2013
to
lower
the
assumption
on
investment
returns.
A
That's
created
an
eight
million
dollar
gap
in
what
we
need
to
fund
our
pension
funds.
That
increase
will
increase
to
11.4
million
dollars.
Our
health
benefits
are
increasing
2.7
million
dollars.
Our
debt
service
is
increasing
2
million
dollars.
Our
public
safety
premium
pay
something
that
we
have
never
fully
funded.
We've
never
funded
all
the
police
officers
that
we
put
into
our
budget
and
because
of
that,
we
shift
expenses
at
the
end
of
the
year.
A
We're
going
to
put
our
police
on
the
street
a
five
million
dollar
increase
based
on
truth
and
budgeting,
and
public
safety
equipment
and
other
expenses
that
have
been
hidden
in
the
capital
budget
being
put
where
they're
supposed
to
be
put
in
the
operating
budget
cost
us
an
additional
2.2
million
combined.
That
means
that
we
have
23.2
million
dollars
in
expenses
that
we
haven't
accounted
for.
In
the
past
our
revenue,
we
have
an
11.7
million
dollar
gap
between
what
we've
shown
in
revenue
in
past
budgets
and
what's
really
there
and
what
we're
getting.
A
We
have
7.3
less
million
dollars
from
our
real
estate
because
of
the
miscalculation
in
setting
the
new
millage
back
in
2013,
a
ura
pilot
that
we've
never
received
of
1.5
million
that
we
put
in
our
budget
every
year.
Ems
revenue
that's
fallen
short
by
one
point:
three
million
on
a
consistent
basis,
public
service,
privilege
of
six
hundred
thousand
fines
and
forfeitures
of
five
hundred
thousand
in
non-profit
pilots
of
four
hundred
thousand
combined.
A
These
are
all
the
issues
that
have
created
eleven
point:
seven
million
dollars
in
phantom
revenues;
revenues
that
just
simply
don't
exist
that
are
put
into
our
budget
and,
finally,
the
key
components
of
the
solution:
parking
revenue,
10
million
dollar
increase
from
the
parking
authority.
That
follows
the
plan
that
the
city
council
and
the
controller
created
to
save
our
pension.
That
has
never
come
to
the
city.
It
sat
at
the
parking
authority
when
we
raised
those
meter
rates
that
money
was
supposed
to
come
to
the
city,
we'll
now
be
receiving.
A
That
money,
elimination
of
75
vacant
positions,
positions
that
we
had
decided
not
to
fill
throughout
the
year.
We
are
going
to
eliminate
them
out
of
the
budget.
Eliminating
75
positions
as
well.
Debt
refinancing
will
be
able
to
save
3.7
million
dollars
this
year
in
a
debt
restructure
by
taking
advantage
of
lower
rates
reduction
in
non-personnel
expenditures,
department
by
department,
we're
cutting
out
items
such
as
office
equipment
and
other
non-personnel
type
of
expenses
to
reduce
the
amount
that
we're
spending
in
government
maximum
compensation
allocations
through
act
47.
A
These
are
the
parts
of
the
plan
that
were
that
were
part
of
going
forward.
So
we
started
with
what
the
act
47
plan
was.
Then
we
took
a
more
fiscally
responsible
position
in
pushing
forward
even
beyond
that,
and
then
an
adjustment
to
the
real
estate
that
recalculates
it
by
increasing
a
half
mill
in
order
to
be
able
to
make
the
gap
of
the
35
million
savings
that
recalculation
ends
up
being
about
20
of
the
solution
of
the
full
35
million
dollars.
A
B
I
think
one
thing
that's
important
to
note
here:
the
key
there's
about
five
key
items
that
represent
the
key
cost
drivers
for
the
2015
budget,
about
11.4
million
dollars
related
to
pension
costs
as
a
the
city
and
the
pension
board
in
2013
lowered
the
assumption
rate
for
investment
returns
and
that
act
alone
created
about
approximately
8
million
hole
in
the
city's
budget
without
identifying
a
corresponding
revenue
increase
in
addition
to
change
in
mortality
rates.
Thankfully,
our
employees
are
living
and
pensioners
are
living
longer,
but
that
also
increase
costs.
B
So
those
two
actions
together
create
11.4
million
dollar
gap
that
we
need
to
address
as
part
of
the
long-term
financial
plan.
As
we
said,
health
benefits
based
on
our
current
plans,
in
effect
we're
projecting
close
to
a
three
million
dollar
increase
over
our
current
2014
budgeted
rates
debt
service.
This
is
based
on
our
current
that
structure
as
it.
It
currently
exists
today,
and
we
are
going
to
look
forward
to
debt
refinancing
to
save
approximately
four
million
dollars
as
part
of
our
new
five-year
plan
going
forward
public
safety
premium
pay.
B
This
is
an
example
of
truth
and
budgeting
that
the
mayor
alluded
to.
I
can
tell
you
for
probably
the
last
couple
years:
we've
never
accurately
budgeted
for
public
safety
premium
pay,
and
so,
as
a
result,
at
the
end
of
the
year,
we
have
to
rob
peter
to
pay
paul
in
a
few
weeks,
we'll
be
submitting
legislation
to
council
to
transfer
approximately
4.5
million
dollars
from
all
other
non-public
safety
departments
to
fund
premium
pay
overages
in
the
public
safety
departments.
B
Every
year
the
budget
staff
would
prepare
their
projections
based
on
operational
needs
and
financial
analysis,
but
they
were
never
allowed
to
adequately
budget
for
police
premium
pay,
and
so
these
types
of
fiscal
illusions
artificially
kept
the
city's
expenditures
lower
than
they
accurately
were.
So
this
is
a
new
day,
for
you
know
how
the
city
approaches,
budgeting
financial
management,
truth
and
budgeting.
B
So
with
the
beginning
with
the
2015
budget.
This
action
is
consistent
with
the
act
47
plan
recommendations,
as
well
as
leading
practices
and
budgeting,
we're
going
to
budget
these
equipment
purchases
in
the
operating
budget
going
forward
and
that'll.
Allow
us
to
have
a
real
30
million
dollars
in
capital
funding
for
real
infrastructure
and
related
projects
going
forward,
and
so
those
types
of
things
represent.
You
know
the
key
cost
drivers
for
2015.
B
B
B
These
practices
have
been
going
on
for
years,
but
again
they're
going
to
stop
today
and
the
the
way
that
we
would
the
city
would
address.
These
costs
would
basically
be
twofold,
not
adequately
hiring
public
safety
classes
for
police
and
fire.
So,
even
though
we
budget
892
officers,
we
would
never
allow
the
police
bureau
to
get
to
that
authorized
strength
and,
second,
we
would
hold
vacancies
in
other
operating
departments
such
as
public
works
and
building
inspections.
B
and
what
we
found
as
we're
going
through
the
budget
process
for
2015
the
act
47
plan
requires
us
to
genera
establish
a
millage
rate
that
will
generate
128
million
dollars
in
current
year.
Real
estate
revenue
and
the
a
revenue
neutral
millage
adjustment
of
0.5
mills
will
allow
us
to
achieve
compliance
with
the
ak-47
plan
but,
more
importantly,
prevent
drastic
cut
bats
in
core
municipal
services.
B
So,
as
a
result
of
that
seven
million
dollars.
What
that
would
fund,
or
the
consequence
of
not
doing
this
action,
would
be
reducing
the
police
force
by
approximately
75
officers,
closing
five
fire
stations
completely
shutting
three
departments,
city
planning,
building
inspection
and
animal
control
or
eliminating
20
percent
of
the
public
works
such
as
one
of
the
public
works
divisions.
B
In
addition
to
real
estate,
one
of
the
things
we
found
as
part
of
the
budget
development
process,
we
have
what
we
call
a
consensus,
revenue,
forecasting
approach,
and
that
means
we
work
with
city
council's
budget
office,
the
city
controller
act
47
and
the
ica
to
come
together
and
meet
and
discuss
what
our
revenue
projections
are
in
the
in
the
past
revenue
projections.
The
mayor's
office
would
develop
revenue,
projections
that
were
very
rosy.
B
Then
they
would
go
to
city
council
and
then
maybe
those
would
be
changed
and
then,
as
a
result,
you
would
have
revenue
projections
that
were
completely
unrealistic
and
then
you
would
find
yourself
having
to
do
mid-court
year,
corrections
the
next
year
so
as
a
best
practice
as
outlined
in
the
act
47
plan,
all
the
parties
got
together.
Over
the
summer
we
met.
B
But
as
we
found
there
are
a
couple
key
gaps:
approximately
totaling
4.4
million
dollars
compared
to
the
act
47
plan.
Some
of
these,
the
mayor
alluded
to
the
ura
pilot.
Historically,
the
city's
budgeted
1.5
million
dollars
as
payment
lower
taxes,
but
it's
not
realistic
to
us
receive
that
when
we
also
give
the
ura
money
to
support
core
economic
development
every
year,
so
just
having
us
give
the
ura
money
and
then
us
then
pass
it
back
to
us.
Just
doesn't
make
sense.
It's
a
shell
game
that
you
know.
We
want
to
end
going
forward.
B
Ems
revenue,
this,
even
though
ems
charges
were
increased
last
year,
the
revenue
assumptions
that
were
in
the
act
47
plan
fall
short
by
about
1.2
million
dollars.
So,
given
you
know,
things
that
are
going
on
with
the
affordable
care
act
and
hop
the
impact
on
medical
reimbursements,
you
know
our
number.
We
worked
with
act
47
and
we're
confident
that
the
budget
figure
is
accurate,
going
forward
fines
and
for
features.
I
know
there's
an
article
a
couple
days
ago
in
the
paper.
B
The
good
news
is
that
people
are
paying
their
parking
me
or
feeding
the
meters
and
so
they're
we're
not
having
as
less
ticket
revenue
due
to
fines.
So
this
is
basically
just
adjusting
for
you
know
current
projections
and
what's
happening
with
our
actual
revenue,
take
nonprofit
pilots.
These
are
just
based
on
actual
agreements
that
are
currently
in
place.
The
numbers
that
were
in
the
original
plan
were
inflated
by
a
couple
hundred
thousand
dollars.
So
these
are
some
developments,
such
as
dealing
with
the
housing
authority.
B
B
B
B
Elimination
of
75
vacant
positions,
as
every
new
director
has
come
in
the
mayor,
has
asked
us
all
to
take
a
look
at
our
departments
and
identify.
You
know:
where
are
there
opportunities
to
do
more
with
less?
You
know
really
focus
on
what
positions
we
really
need
to
do
the
job
that
that
we
need
in
delivering
core
services
and
meeting
his
priorities.
So
after
all,
the
directors
went
through,
it's
happy
to
say
we're
happy
to
say
that
we
were
able
to
eliminate
75
positions
that
will
actually
increase
our
savings
above
and
beyond
the
act.
B
Another
key
component
is
maximizing
opportunities
for
non-tax
revenue.
A
very
a
good
recommendation
of
the
act
47
plan
was
to
take
a
look
at
all
of
the
licenses
and
fees
and
permits
that
the
city
has
some
of
these
have
been
in
place
for
years
and
so
really
want
to
look
at
each
fee
and
permit
and
understand
what
is
the
current
fee?
What
costs,
if
any,
does
it
cover
and
are
there
opportunities
to
update
those
fees
to
increase
revenue
based
on
the
actual
cost
of
doing
business?
B
B
Just
last
friday
night
we
had
our
first
capital
budget
hearing
at
ammon
recreation
center
in
the
hill
district,
and
we
had
a
number
of
citizens
that
came
out
and
really
spoke
about
what
they
saw
as
key
infrastructure
needs,
whether
it's
you
know,
street
safety
taking
care
of
city's
infrastructure.
Our
street
resurfacing,
you
name.
We
received
about
70
million
dollars
in
requests
from
departments
this
year
for
capital
purchases
and
equipment,
but
we're
able
only
to
fund
about
a
quarter
of
that
this
year.
B
B
Our
five-year
plan
will
maintain
a
healthy
fund
balance
of
a
minimum
of
10
percent
of
general
fund
revenues,
and
so
all
these
actions
taken
together,
you
know,
will
represent
a
solid
plan.
You
know
for
the
city's
future
but,
most
importantly,
it's
consistent
with
the
act,
47
plan
and
its
primary
objectives,
and
I
think
this
slide
here
talks
about
a
number
of
strategic
initiatives
that
are
included
in
the
budget,
and
I
don't
know
if
mayor,
if
you
want
to
talk
about
some
of
these
or
community
development
or
planning.
B
B
B
Also
with
our
new
chief
of
police,
we're
going
to
work
with
chief
mcclay
to
look
at
ways
to
reorganize
the
police
bureau
and
also
dedicate
more
resources
to
crime,
analysis
and
administration,
to
look
for
opportunities
to
align
his
vision
for
the
bureau
as
well,
community
development
and
planning.
I
guess
the
easiest
way
to
say
this-
is
we
want
to
have
a
real
planning
department?
B
The
planning
department's
been
decimated
over
the
last
few
years
and,
as
all
of
you
know,
about
the
mayor's
vision
for
the
city,
we
need
people
that
can
understand
planning
and
data
and
work
with.
You
know:
community
groups,
council
and
others
to
make
that
vision,
a
reality,
and
so
this
budget
will
adequately
fund
a
planning
department
for
the
city,
building,
inspection
and
code
enforcement.
B
Chief
kennedy
is
in
the
process
of
designing
every
organization
of
the
bureau
own
building
inspection
that
will
have
a
number
of
key
components.
One
organizational
redesign
process
improvement.
So
really
you
know,
as
you
may
have
seen
a
couple
months
ago.
Up
until
now,
the
bureau
didn't
even
have
computers,
that's
not
a
way
to
operate
in
this
day
and
age.
B
Another
key
component
that
we're
going
to
look
at
is,
in
addition
to
increased
technology,
is
customer
service.
So,
instead
of
you
know
having
to
come
down
to,
you
know
ross
street
to
get
permits
or
be
able
to
pay
online.
These
are
some
of
the
operational
improvements
that
the
chief
is
going
to
be
working
on
over
the
next
years
to
bring
that
department
into
2015..
B
And,
finally,
I
think
a
key
cornerstone
of
this
is
you
know,
overall,
service,
delivery,
transformation
and
improvement.
A
couple
key
examples
are
working
with
the
department
of
public
works
to
better
utilize
technology,
to
deliver
public
work
services
more
efficiently
and
effectively,
as
well
as
working
with
the
department
of
innovation
and
performance.
B
So
I
think
all
these
things
taken
together
really
show
that
the
city
is
committed
to
maintaining
the
primary
objectives
of
the
act
47
plan,
but
also
making
sure
that
we're
doing
so
with
the
let
through
the
proper
lens
of
truth
and
budgeting
and
getting
away
from
the
games
of
the
past.
And
so
without
that.
I
think,
if
there's
any
questions
or
mayor,
if
you'd
like
to
add
anything
else,
just
take
questions.
A
So
look
at
the
green
line.
The
green
line
shows
you
historically
since
2005
what
the
millage
rate
was
for
in
the
city
of
pittsburgh,
so
we
charged
a
millage
rate
across
the
board
that
stayed
consistent
from
2005
up
until
2013
with
the
reassessments
came,
a
reduction
in
the
millage
rate
from
the
previous
administration
council
isn't
privy
to
the
information
of
having
an
entire
12-person
budget
office,
an
entire
finance
department
and
all
that
information
we
rely
heavily
or
we
relied
heavily
upon
the
information.
A
That's
given
to
us
and
funneled
through
we're
not
going
to
do
that
with
council,
we're
going
to
give
them
the
raw
information
and
show
them
exactly
where
the
miscalculation
was
and
how
we
need
to
correct
it
in
order
to
be
able
to
get
there.
If
you
look
at
the
line
that
black
line,
that
shows
you
the
revenue
that
the
property
taxes
brought
in
from
the
city
of
pittsburgh,
so
looking
at
2005
and
seeing
the
development
occurring
in
the
city,
you
see
that
there's
an
increase
in
revenue
that
occurred
until
2013
when
we
reduced
it.
A
We
are
on
a
trajectory
now
that
goes
down,
meaning
that
we
don't
have
money
to
fix
streets.
We
don't
have
money
to
take
care
of
potholes.
We
don't
have
money
to
hire
police
officers
unless
we
readjust
it
so
that
it
goes
back
to
where
the
calculation
should
have
been.
What
does
that
calculation
look
like?
If
you
look
at
the
very
last
bar?
A
It
is
a
slight
increase
of
a
half,
a
mil
which
doesn't
even
come
close
to
what
the
millage
rate
had
been
before
it's
it
recalculates
it
so
that
the
revenue
stream
from
property
taxes
goes
back
on.
What
does
it
mean
for
the
average
household
for
a
one
hundred
thousand
dollar
home?
It
would
be
about
forty
dollars
a
year
about
three
and
a
half
dollars
per
month.
D
A
A
We
increased
the
the
homestead
exemption
to
be
able
to
provide
an
extra
savings
to
people
who
have
their
primary
residence
in
the
city,
not
just
the
commercial
development,
and
we
have
been
able
to
increase
also
that
the
savings
for
seniors
on
on
a
whole,
the
increase,
will
be
minor
and
will
adjust.
Accordingly,
there
will
be
some
people
that
will
pay
more,
but
the
average
cost
for
a
100
000
house
is
three
dollars
and
fifty
cents
a
month
and
the
total
percentage
of
this
part
of
reaching
that
35
million
dollar
structural
change.
D
A
Yeah,
so
those
are
that's
based
on
the
agreements
that
we
presently
have
with
non-profits
for
pilot
payments.
It
doesn't
assume
anything
new
until
we
have
a
new
agreement,
but
let
me
explain
where
we're
at
with
that,
because
it's
pretty
important
for
about
the
past
10
years
we
have
lost
revenue
from
our
major
non-profits.
Our
hospitals
and
our
universities
have
been
paying
us
less
and
less
and
we've
gone
through
it
with
attempts
of
trying
to
tax
education
and
trying
lawsuits
which
have
ended
all
discussions.
All
discussions
with
the
non-profits,
it's
a
non-starter.
A
The
city
of
pittsburgh
has
no
ability,
zero
ability
to
tax
nonprofits
and
a
lot
of
people
in
the
city.
Don't
understand
that
that
the
state
prohibits
us
from
putting
any
type
of
a
requirement
on
non-profits
to
pay,
and
I
think
it's
important
for
people
to
understand
that,
so
we
have
been
negotiating
since
the
beginning
of
the
year,
with
the
the
big
four
upmc
highmark
allegheny
west
penn
university
of
pittsburgh
and
carnegie
mellon
university
for
a
long-term
solution,
we're
not
looking
to
come
back
every
two
or
three
years.
A
We
want
to
look
at
10-year
plans,
but
that
negotiation
is
not
about
paying
the
day-to-day
expenses
of
the
city.
It's
not
about
what
money
can
be
put
into
the
operating
budget.
It's
about
how
they
can
help
us
to
fix
the
big
problems:
the
structural
issues
of
this
city,
our
pension,
our
inability
to
have
an
adequate
capital
campaign,
the
long-term
debt
structure
of
this
city
and
being
able
to
significantly
contribute
to
be
able
to
solve.
A
A
A
But
they
had
been
filled
in
the
past.
These
are
the
positions
we
offered
through
early
retirement
positions
that
had
become
open
because
of
other
people
leaving
positions
that
had
been
open,
possibly
for
a
couple
of
years,
we're
not
using
vacant
positions
in
order
to
hide
money
that
had
been
a
common
practice
in
the
city
budgeting
for
decades,
we
are
putting
together
what
we're
going
to
pay
and
how
we're
going
to
pay
it.
This
is
very
different.
I
got
I've
worked
in
city
hall,
for
this
is
my
20th
year.
This
is
the
first
day.
A
B
Sure,
there's
actually
probably
a
dozen
or
so
premium
pay
premium
pay
codes.
Everything
for
it
varies
by
service,
so
for
police.
Some
of
the,
I
think,
let
me
go
back
to
that
slide
so
for
police,
for
example,
probably
the
biggest
cost
driver
there
is
court
time.
So
when
officers
have
to
go
to
court
based
on
the
union
contract,
there
may
be
certain
minimums
that
they
get
for
being
called
out
to
court
flsa
that
stands
for
the
fair
labor,
fair
labor
standards
act.
B
Basically,
it's
a
very
complicated
department
of
labor
calculation
for
that
governs.
If
you
work
certain
amount
of
days
or
hours
in
a
given
month,
you
may
be
entitled
to
increase
pay
based
on
the
type
of
service
you're
in
police
fire
ems
worked
holidays
for
all
public
safety.
They
don't
work
monday
through
friday.
So
whenever
we
have
holidays,
they
are
able
entitled
to
holiday
pay
based
on
the
union
contracts
fire.
We
have
minimum
staffing
requirements.
B
So
a
lot
of
this
has
to
do
with
callbacks,
historically
and
in
summit
previous
years
we
would
not
hire
fire
classes
and
then
you
would
see
spikes
in
premium
pay
of
in
the
millions
of
dollars.
So
there's
almost
like
an
equilibrium
for
in
the
fire
department,
where
you
need
to
maintain
staffing
at
a
certain
level.
Otherwise,
premium
pay
will
go
through
the
roof
in
ems,
it's
really
a
function
of
again
it's
a
24
7
operation
and
they
need.
B
You
know
certain
certain
amount
of
minimum
staffing
and
also
the
fact
that
they're
working
on
holidays,
so
those
are
kind
of
examples
of
key
drivers
and
to
your
point
I
mean
a
question
about
why
it
wasn't
budgeted.
Basically,
the
administration
at
the
time
instructed
the
staff
not
to
budget
appropriately,
and
I
could
tell
you
I
mean
in
a
previous
life.
B
I
worked
for
the
government,
finance
officers
association
and
what
one
of
the
things
I
did
was
teach
other
public
finance
officials
about
budgeting
and
financial
management
practices,
and
these
are
some
of
the
gimmicks
that
governments
would
use
to
get
through
a
budget
every
year.
But
that's
not
the
type
of
you
know.
Now
that
I'm
in
a
leadership
position,
and
also
frankly,
due
to
the
expectations
that
the
mayor
has
for
us-
that's
not
the
type
of
budget
we
want
to
have
for
the
city
going
forward.
Let.
A
I
mean
my
entire
time
in
city
government
has
always
been
dealing
with
a
city
that
was
on
the
brink
of
bankruptcy
and
then,
basically,
looking
at
that
wall
of
bankruptcy-
and
I
don't
know-
I
know
a
lot
of
the
people
in
this
room-
covered
it
back
in
the
day
when
we
had
to
close
all
the
polls
lay
off
100
police
officers
shut
down
the
rec,
centers
and
everything
else,
because
we
failed
to
plan.
What
we
have
right
now
is
an
opportunity
to
solve
the
problem.
I
mean
we
can
solve
this.
A
But
if
you
can
spread
it
out
and
share
it
in
a
way
that
there
isn't
too
much
of
a
hit
for
anyone
and
at
the
end
of
the
term
finally
solve
a
problem
that
has
been
lingering
for
20
years,
then
you've
got
to
take
that
step.
You've
got
to
do
it,
it's
about
the
long-term
financial
health
of
this
city,
and
if
we
can
get
through
these
next
five
years,
we
can
guarantee
to
a
generation
ahead
of
us
that
they
won't
inherit
the
problems
that
we've
had
to
solve.
C
A
I
respect
councils
and
I
I
think
it's
really
working
with
one
by
one,
each
council
member
and
if
certainly
they
have
different
ways
that
they
want
to
be
able
to
approach
that
part
of
the
35
million
we'd
be
certainly
open
to
to
look
at
it.
However,
they
also
have
to
realize
that
there
was
a
miscalculation
that
was
done
by
the
previous
administration.
A
However,
we
work
in
a
democratic
function
of
government
and
the
final
vote
of
the
budget
is
left
up
to
council,
so
if
their
will
is
to
make
those
cuts
somewhere
else
or
raise
taxes
somewhere
else,
in
order
to
do
so,
and
they
feel
that
that
is
less
of
an
impact
in
solving
a
35
million
dollar
problem,
we'll
certainly
work
with
them.
In
order
to
be
able
to
see
it
done,
however,
our
long-term
look
at
this-
is
it's
not
one
year
it's.
A
This
will
affect
us
every
year
and
it
won't
be
a
one-time
revenue
hit
that
will
solve
the
city's
financial
problem.
That's
just
continuing
the
nonsense
that
got
us
into
this
situation,
so
we'll
be
looking
to
them
to
come
up
with
a
long-term
solution.
If
they're
not
willing
to
be
able
to
look
at
this
as
part
part
small
part,
but
a
part
of
the
solution.