“MICHAEL KEMPS
”Continual growth in staffing and pension obligations are shortening our timeline, tragically pushing our City towards bankruptcy. This situation persists, despite the funding secured by Measure E. The first required action is an immediate one-year hiring and spending freeze, including the elimination of the City Manager’s free spending limits. Proposed one-time disbursements and spending decisions would require review and approval twice monthly. The Financial Advisory Committee (FAC) and City Treasurer would be given a maximum of ninety days to bring proposed resolutions to eliminate nonessential spending. All reasonable options and opinions would be encouraged and considered. I would provide leadership and propose to the Council that we follow the guidance and recommendations of the FAC and City Treasurer, immediately improving our short-term financial trajectory while protecting remaining reserves. Short-term budget adjustments will require recasting and ongoing variance management. Each City Council agenda would contain a mandatory review and update.””

“JENNIFER KING (incumbent)
”With the launch of OpenGov, residents will have unfettered access to the City’s financial information. In contrast to the premise of this question that PVE spends more than it takes in, residents will see that City spending has been consistent with revenue and our reserves are healthy. That said, managing the City’s budget in a fiscally conservative manner is a critical component of the City Council’s mandate, and there is no question that will include the need to address additional long-term infrastructure needs.””

“VICTORIA LOZZI
”The development of a long-term financial plan would be immensely helpful in determining the fiscal health of the City. The plan should allow us to analyze the current financial situation and project different scenarios for the future. As a City Council member, I would embrace the work the Finance Advisory Committee is doing, and direct staff to work with the committee to develop a format that is easy for them to work with and for the Council and our residents to understand. Once developed, I would then enlist the City Treasurer to have the ongoing oversight of the annual budget and long-term plan, acting as a liaison between staff and the City Council. As the City Treasurer and a member of the Finance Advisory Committee, I think good work has been done but much more could be accomplished with full City Council support.””

“KEVIN MCCARTHY
”I am not a finance expert; however, I clearly grasp the concept of establishing priorities and ensuring I have sufficient funds before I write a check. I understand, in addition to budget cuts to a variety of City Departments, including the PVEPD, the City had to expend some reserves to balance the budget between Measure D failing and Measure E passing. However, now that Measure E has passed, if the City is continuing to spend more than its revenue, that is a concern. I would ask for a status briefing to include recommendations from the City Treasurer the Citizens Financial Advisory Committee and concerned residents. Based on those reports and recommendations, I would solicit the support of my colleagues to require staff to develop a plan to balance the budget and to ensure we have a sufficient reserve. The report should include a timeline, strategies and measures of effectiveness .

It is important that decisions not be made in a vacuum and there is no need to reinvent the wheel. Although no two cities are exactly alike, detailed research into best practices of other small cities in similar circumstances should be sought and implemented where appropriate.
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“DAVID MCGOWAN
”Yes, there is a fundamental fiscal problem – currently anticipated annual revenues are not adequate to satisfy expected expenses and needs. As a member of the Financial Advisory Committee, I believe that a deep and detailed analysis needs to be performed on each and every department and this needs to be accomplished ASAP. The City needs to consider all available technology, outsourcing opportunities and methods of accomplishing the City’s stated objectives and service levels. It needs to define a strategy that addresses the growing pension obligations. The City also needs to be cognizant of the future capital requirements and how the necessary funds are going to be accumulated to satisfy those needs.””

“BETTY LIN PETERSON (incumbent)
”All Cities face ongoing, unfunded state and federal mandates, rising pension and health care costs, and rising labor costs. We need to be conservative in our spending, while maintaining service level, and lobby state and federal lawmakers to not put additional burdens on cities. The City will need to look at all options to increase revenue. The Council adopted a new fee schedule last year which helped generate an additional $358k in cost-recovery. We will need to look for other “missed” revenue. Additionally, the City needs to conduct equipment and capital asset inventory to establish our baseline. Once the baseline is established, the Council can look into updating the reserve policy and determine if some money can be better utilized elsewhere, such as pay down pension liabilities. Addressing fiscal challenges will be an ongoing process, the City will need to be diligent and thorough in analyzing all possible solutions.””