MAIN THEME/MESSAGE
There is a fundamental problem with the way the City of Syracuse is budgeting its resources. The City is planning to spend much more than it will bring in — we are on the verge of going broke. There will be vast budget deficits over the next three fiscal years and beyond if we remain on the same course. I estimate these deficits to be $3.7 million in 2001-02, $10.8 million in 2002-03, $14.4 million in 2003-04, and $16 million in 2004-05. My plan is to eliminate these budget gaps while initiating programs and activities to spur development while controlling spending.
I present an integrated, multi-year plan that looks at both revenues and spending for the City and the School District. City issues cannot be separated and addressed by themselves, just as School District issues affect all parts of City life. I pledge to reduce the budget gap by 70% after my first full year in office; 93% my second year; and 100% my third year, placing Syracuse back in the black by 2005.
HOW WILL I GET THIS DONE?
- By Reorganizing Government Service Delivery — there will be a two-tiered structure where the County covers all regional functions and the city, towns, and villages cover the local functions
- By Solid Fiscal Planning— Implementation of multi-year budgeting plan
- By Increased Efficiency — elimination of duplicate services between City and School District (consolidation of administrative and operating costs); increase the productivity of the Grants Management Department; utilize first responder billing for City Fire Department; implement a Joint School Construction Board consisting of School District and City officials, and members of the private sector to utilize the development tools of the private sector (Model after Buffalo program)
WHAT ARE THE NEW INITIATIVES?
- Accelerated capital improvement schedule for school renovation/construction
- Transfer of services to appropriate government entity:
- City parking garages and airport would be transferred to County — they serve a regional function
- Social service delivery to City residents will be taken over by City — elimination of double data collection and monitoring
- Consolidation of the City’s Economic Development and Purchasing Departments with the County
- Implementation of true Community Policing
- Creation of neighborhood schools program
- Development of specific neighborhood plans for each of 26 neighborhoods, not larger sectors
- Hire professional planners for plan development (e.g. Andres Duane)
- Create marketing plans highlighting each neighborhood’s unique characteristics
- Utilization of "Residential Sales Index" — a barometer of how the assessed value of homes compares to market rates; currently, the City receives data from each City transaction and does little with the data — the assessment office will use the information to reflect more accurate assessment values
- Institution of a Property Management Response Team to address vacant housing issues — the team will identify these properties and quickly work to either demolish or rehabilitate the structures — the City will step in and take title to vacant properties immediately (modeled after Rochester’s Homeroom Program)
My multi-year plan is comprehensive and realistic. It accounts for items such as contract negotiations and modest salary increases as well as possible supplemental income from New York State. Syracuse is facing serious financial problems — we need serious financial solutions.