Editorial: A $569,721 Deficit Demands More Than Silence. 5 Recommendations to Right the Ship

By Suzanne Bellsnyder 
As taxpayers and citizens of the City of Spearman, we deserve a city government that respects the basic principles of fiscal responsibility. So, when the City Manager of Spearman files a proposed $5 million budget for FY 25 - 26 with a $569,721 deficit -- equal to more than 10% of the total budget -- it should raise serious questions about our leadership's planning and priorities. 

For those wondering, a deficit budget means the city plans to spend more than it expects to bring in. That's dangerous whether the budget has been adopted or is still a preliminary draft. In this case, it's a red flag waving clearly on paper. 

Let's be clear: every household and small business in Spearman understands what it means to live within your means. If a family ran its budget like this city, the lights would go out. If a small business did, they'd be bankrupt. City leadership has been kicking the can down the road, and they are considering passing the burden on to taxpayers through higher utility bills and property taxes, as stated by the Mayor, who said that everything should be on the table. 
According to the Government Finance Officers Association: "A government should adopt a structurally balanced budget where recurring revenues are equal to or exceed recurring expenditures." 

A budget this far in the red, without a crisis or emergency to justify it, is not only reckless -- it may also signal deeper structural problems: overspending, poor planning, and a lack of long-term financial discipline. It could even impact our city's bond rating, making it more expensive to borrow money in the future. And let's not forget -- Spearman has failed to complete financial audits for two years. The city's former auditor canceled their contract, and only recently has a new auditor been brought in. Until those audits are complete, we have no clear, public picture of how city funds have been managed. 

So what can be done? If the city will take this crisis seriously, plenty. 

As a former city manager, I have experience with city budgets, including training and certification as a government finance officer. This weekend, I reviewed the city budget and I have a few thoughts on a responsible approach that could be taken to address this looming crisis. 

1. Delay the Splash Pad and Fund It Through Donations. 
The $150,000 matching grant for the Martin Park splash pad doesn't need to be part of this year's budget. The application hasn't even been submitted yet. The city should hit pause and allow the community to fund it through charitable donations. I fully support having a splashpad and I'll volunteer to help lead that effort. In tough times, we need community -- not more burden on families already struggling to make ends meet. 

2. Use Reserves -- Cautiously -- for the Airport Project. 
The $250,000 local match for the $2.5 million airport capital project could be paid from the city's cash reserves. But this should be a one-time exception, not standard practice. Long-term capital projects should be forecasted and budgeted for gradually, not thrown into a single fiscal year with no cushion. If we don't have the revenues to support it, it shouldn't be rushed. 

3. Evaluate Staffing in the Wastewater Department. 
Our new lagoon wastewater treatment plant is far less labor-intensive than the old one, yet staffing levels remain unchanged. Why? This is a clear area where the city could save money within the Enterprise Fund without compromising service. The Enterprise Fund could be balanced by taking a thorough review of this Department and making the necessary adjustment. 

4. Scrutinize the Police Department Budget. 
The police budget has ballooned to nearly $700,000 -- almost double what it was a decade ago. The council should re-examine staffing, overhead, and whether regional consolidation with the sheriff's department, once discussed publicly, deserves renewed attention. 

5. Finally, it's time for the City of Spearman to hire a qualified financial officer. The current city manager has clearly shown he is in over his head -- missed audits, deficit budgets, and no long-term planning are not signs of sound fiscal leadership. We need someone at City Hall whose job is to take a strategic, forward-looking approach to managing the city's finances, helping align our spending with real community needs -- without constantly turning to taxpayers to foot the bill. Hiring a financial officer is not an expense -- it's an investment in accountability, transparency, and smarter government. In a budget this size, it's money well spent. 

Budgeting is more than numbers on a page -- it's a reflection of values. This one tells us our city is willing to ask working families to foot the bill for poor planning. That's not acceptable. 

The city will be conducting workshops on the budget over the next month. Show up. Speak up. Or at the very least, let your council member know that this isn't business as usual -- it's a turning point. The future of our city depends on whether we have the courage to demand better. 
We don't need more silence. We need leadership.