The strength and potential of Athens-Clarke County relies heavily on the development of the Annual Operating and Capital Budget, which echoes within every line the many ways in which city funds are spent, as well as the overall direction of the local government.
The budget development process begins about nine months prior to the beginning of the fiscal year on July 1st. The early process entails setting goals for the fiscal year and reviewing project requests as well as recommendations. Furthermore, Athens-Clarke County departments and constitutional officers then submit Operating and Capital Budget requests to the Manager and Mayor for a comprehensive review. After months of collaboration and evaluation, the Mayor submits a recommended budget to the Commission for review. The Commission reviews the Mayor’s recommended budget and makes adjustments deemed necessary to strengthen functionality of the local government prior to adopting the budget for the upcoming fiscal year.
As mayor, I would place immediate focus on prioritization and innovation during the budgeting process to ensure the vitality of our local economy. I believe that it is a fundamental principal that local government should work within its means, especially when it is faced with a spiraling economic downturn. Finding ways to pay for basic services, as well as presenting innovative plans to expand revenue are among the mayor’s most important challenges, and I will deliver on these tasks.
Mark my words: I will not fold under the common false pretense that raising taxes and cutting services are our ONLY options. I will not settle for a prepackaged plan. I will see that our government works hard to find solutions that will generate the required revenue before making a decision that places excessive burdens on residents.
A hard-hit economy can completely destroy a city, state, or even an entire country. With the state of Georgia being hit yet again with budget deficits, the threat of reduced local support has become more prominent, which could mean even larger shortfalls for Athens-Clarke County in the coming years. Propositions from the General Assembly, such as SB 346, spearheaded by Chip Rogers, are also targeted at limiting ways that local government can raise revenue. The next mayor of Athens must be ready to face these types of challenges by collaborating closely with local, regional, state leaders to harness innovative ideas designed to bridge gaps in the budget. If we do not strive for solutions to grow our local economy in a proactive manner, we risk falling flat on our face.
I have continually stated for nearly two years that I will serve as a fiscally responsible, accountable, and proactive leader if I am elected. I believe that our investments should lead to productivity and progress, which improves our quality of life and prepares our community for generations to come. I will take the necessary steps to improve how our local government operates by evaluating the system from top to bottom. I will work closely with local officials to spot inefficiencies in the budget, while seeking out solutions to generate required revenue. I will work with the County Auditor and the Public Information Officer to integrate more transparency within our county government, with the goal of eliminating dollars spent unproductively. I will also impose a four-year cap on the Mayor’s salary, especially after years of proposals from the Commission to add nearly forty thousand dollars to make the position “competitive.” Raising the mayor’s salary should not be on the agenda when our citizens are suffering at the hands of general economic uncertainty.
My priorities are aligned with building the quality of life in Athens by first focusing on funding job growth initiatives, public safety, transportation (including alternative modes), environmental impact, and a master plan for increasing future stability in downtown Athens. As of now, our budget could not possibly stretch far enough to see that all of our visions are enacted immediately, but we must work hard to meet these goals, and I believe that we have the strength and the will to do so.
The budget development process begins about nine months prior to the beginning of the fiscal year on July 1st. The early process entails setting goals for the fiscal year and reviewing project requests as well as recommendations. Furthermore, Athens-Clarke County departments and constitutional officers then submit Operating and Capital Budget requests to the Manager and Mayor for a comprehensive review. After months of collaboration and evaluation, the Mayor submits a recommended budget to the Commission for review. The Commission reviews the Mayor’s recommended budget and makes adjustments deemed necessary to strengthen functionality of the local government prior to adopting the budget for the upcoming fiscal year.
As mayor, I would place immediate focus on prioritization and innovation during the budgeting process to ensure the vitality of our local economy. I believe that it is a fundamental principal that local government should work within its means, especially when it is faced with a spiraling economic downturn. Finding ways to pay for basic services, as well as presenting innovative plans to expand revenue are among the mayor’s most important challenges, and I will deliver on these tasks.
Mark my words: I will not fold under the common false pretense that raising taxes and cutting services are our ONLY options. I will not settle for a prepackaged plan. I will see that our government works hard to find solutions that will generate the required revenue before making a decision that places excessive burdens on residents.
A hard-hit economy can completely destroy a city, state, or even an entire country. With the state of Georgia being hit yet again with budget deficits, the threat of reduced local support has become more prominent, which could mean even larger shortfalls for Athens-Clarke County in the coming years. Propositions from the General Assembly, such as SB 346, spearheaded by Chip Rogers, are also targeted at limiting ways that local government can raise revenue. The next mayor of Athens must be ready to face these types of challenges by collaborating closely with local, regional, state leaders to harness innovative ideas designed to bridge gaps in the budget. If we do not strive for solutions to grow our local economy in a proactive manner, we risk falling flat on our face.
I have continually stated for nearly two years that I will serve as a fiscally responsible, accountable, and proactive leader if I am elected. I believe that our investments should lead to productivity and progress, which improves our quality of life and prepares our community for generations to come. I will take the necessary steps to improve how our local government operates by evaluating the system from top to bottom. I will work closely with local officials to spot inefficiencies in the budget, while seeking out solutions to generate required revenue. I will work with the County Auditor and the Public Information Officer to integrate more transparency within our county government, with the goal of eliminating dollars spent unproductively. I will also impose a four-year cap on the Mayor’s salary, especially after years of proposals from the Commission to add nearly forty thousand dollars to make the position “competitive.” Raising the mayor’s salary should not be on the agenda when our citizens are suffering at the hands of general economic uncertainty.
My priorities are aligned with building the quality of life in Athens by first focusing on funding job growth initiatives, public safety, transportation (including alternative modes), environmental impact, and a master plan for increasing future stability in downtown Athens. As of now, our budget could not possibly stretch far enough to see that all of our visions are enacted immediately, but we must work hard to meet these goals, and I believe that we have the strength and the will to do so.
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Shinholser: Budget priorities to determine overall direction
Monday, February 15, 2010
Monday, February 15, 2010