Budget balancing is tiring work

The budget process for 2006-2007 was the most challenging I have dealt with in the seven budgets I have completed as city manager of Auburn.

It did not need to be as controversial as it became. In an attempt to “frame” the issues in the fall of 2005, the city, working with the state comptroller's office, developed a 3-year budget projection for the city. These projections had dire consequences and, of course, generated controversy if the city did not alter certain revenue and expenditure assumptions in subsequent budgets over the next three years.

As a result, my staff recommended a budget retreat, which took place in January soon after two new councilmen took office. I and other staff explained the options to the city council and received suggestions from council that we would incorporate into my proposed budget. It is important to note that although $3.7 million was suggested as a possible deficit in fiscal year 2007 (the proposed budget), this was a worst-case scenario that included no increases in state revenue and no reductions in expenditures. For some reason, the $3.7 million projected deficit figure was the amount always referred to in future news articles, even though I only mentioned it when I projected what would happen if the city did not alter its budget assumptions.