An Initiative . Clark County Commission . District E

Accountability.

Fiscal responsibility and transparency. A multibillion-dollar budget, your money, and one simple question: where does it go, and can you actually see it?

This page treats the county's money the way you would treat your own. Every figure is sourced and footnoted, with its date. The headline: the commission oversees a roughly $10.1 billion all-funds budget, of which about $2.1 billion runs day-to-day operations. The fact that the size of your own county budget has more than one answer, depending on who is counting, is itself the transparency problem. Manny's plan is at the end.

Read the initiative → Can you see it?
$10.1B
All-funds budget overseen2
$2.1B
The day-to-day operating slice1
$56M
One-time funds used to balance1
1 of 7
A commissioner's vote on it3
Scroll to begin
The Initiative . Six Parts

Pick a door in.

Read it top to bottom, or jump to what you came for. Every figure is sourced to public records.

Part I

The Money

A roughly $2.1 billion operating budget, funded mostly by your sales and property taxes.
Part II

The 2025 Squeeze

When sales-tax revenue softened, the county used a one-time $56 million transfer to balance the books.
Part III

Can You See It?

Budget books and agendas are online. A plain, line-by-line spending dashboard is not.
Part IV

What The County Controls

Adopting the budget, approving contracts, and setting transparency rules. Not the state's tax ceilings.
Part V

Manny's Plan

Tie spending to outcomes, judge contracts on performance, and publish a real public checkbook.
Part VI

Sources

Every figure footnoted to the county's own budget, the Review-Journal, and state law.
I . The Money

It is your money.

The commission oversees about $10.1 billion. Most people could not tell you that.

Here is a question almost no resident can answer: how big is the Clark County budget? The honest reply is that it depends on what you count. The commission oversees a full all-funds budget of roughly $10.1 billion, the total across every county fund, including operations, capital projects, and large county enterprises like the airport and the public hospital.2 Of that, about $2.1 billion is the operating budget that runs the everyday services people touch: parks, social services, public safety support, and roads.1

And most of it is your money. About 43 percent of the operating budget comes from sales taxes and about 38.6 percent from property taxes.1 That is the whole reason fiscal responsibility and transparency are not abstractions. It is your grocery receipt and your property bill, pooled into one of the largest local budgets in Nevada, and you have every right to know exactly how it is spent.

The first transparency test

If the size of your county budget has two answers, that is the problem in a sentence.

Ten billion or two billion? Both are right. They just measure different things, the full all-funds total versus the day-to-day operating slice. But notice how easily that splits, and how rarely anyone stops to explain it. When a resident cannot get a straight, plain answer to the most basic question, how big is it and where does it go, that is not a math problem. It is a transparency problem.2

Manny's point is simple. The fix is not arguing over which number to print. It is making the whole picture legible to the people who pay for it, so anyone can see the $10.1 billion, the $2.1 billion inside it, and where every part goes, without a finance degree.

The size

$10.1B overseen, $2.1B operating

The commission oversees a roughly $10.1 billion all-funds budget. About $2.1 billion of it is the operating budget that runs everyday services.12

The source

Mostly your taxes

About 43 percent comes from sales tax and about 38.6 percent from property tax. The budget is, overwhelmingly, money collected from residents.1

The exposure

Tied to the economy

Because so much rides on sales tax, the budget rises and falls with the economy. A soft year hits revenue fast, which is exactly what happened in 2025.1

The point

Your right to see it

When the money is yours, transparency is not a favor. It is the baseline. The question is whether the county makes it genuinely easy to follow.

The scale

One of Nevada's largest

Clark County is the biggest county in the state, so its operating budget is among the largest local budgets in Nevada. Big money means big responsibility to manage it well.3

The services

What it actually buys

Parks, social services, public-safety support, roads, and the departments residents deal with. When the budget tightens, these are what is on the line.3

The sensitivity

A soft year hits fast

Because sales tax leads the revenue mix, a slow economy shows up in the county's books quickly, which is exactly what happened heading into the 2025 budget.1

The ownership

You are the shareholder

Think of it the way a business owner thinks of their own books. It is your money, so the standard for managing it should be the one you would use yourself.

II . The 2025 Squeeze

A one-time fix, and a warning.

In May 2025, the county had to balance its budget against falling revenue. How it did that tells you a lot about the difference between a patch and a plan.

Facing a projected structural deficit of about $27.8 million in the new budget, plus roughly a $26 million shortfall in the year then ending, all driven by declining sales-tax revenue, the county used a one-time transfer of about $56 million that had been set aside for capital projects, rather than cut current services.1

That was a defensible call. Protecting services in a soft year is reasonable, and the county's finance chief said pausing capital projects gave the county flexibility to keep operations intact.1 But here is the honest part nobody should skip: a one-time transfer is a one-time fix. It plugs this year's hole. It does not solve a structural gap, and county finance staff warned that further revenue declines could force harder choices.1

Patch versus plan

A structural gap is not closed by a one-time transfer. It is only postponed.

When spending grows faster than reliable revenue, you have a structural problem, and moving money from the capital column to the operating column buys a year, not a solution. Do it once in a tough year and it is prudent. Do it every year and it is how a government quietly drifts toward trouble while the books still say "balanced."1

Fiscal responsibility, the unglamorous kind, means matching ongoing spending to ongoing revenue, keeping healthy reserves, and being honest with residents about the difference between a patch and a plan. That is the standard a commissioner should bring to every budget vote.

The county plugged a $56 million gap with one-time capital funds to protect services, while warning that further revenue declines could force more. Based on Clark County's May 2025 budget, via the Review-Journal1
$27.8M
Structural deficit projected1
$26M
Prior-year shortfall1
$56M
One-time funds used to cover it1
2025
The year revenue softened1
The defensible part

Services were protected

Rather than cut programs residents rely on, the county tapped one-time capital money to get through a soft year. In a single tough year, that is a reasonable call.1

The watch-it part

One-time money runs out

The same move cannot be repeated forever. If revenue keeps sliding, the county said, harder choices follow. That is why structural balance matters now, not later.1

III . Can You See It?

Some of it. Not enough of it.

A budget book is not the same as a checkbook you can search.

Give the county credit where it is due. It posts its budget documents online, going back more than fifteen years, including the current budget.2 It publishes meeting agendas, minutes, and video through an online portal, so you can follow what the board votes on.4 And it runs an open-data hub with downloadable county data.5 That is a real foundation, and more than some governments offer.

But there is a gap, and it is the one residents feel. A several-hundred-page budget PDF is not the same as a searchable, line-by-line record of what the county actually spends, the kind of plain checkbook a person could open and follow a single contract or department through. The state of Nevada runs a spending transparency site for state dollars, but that does not cover county spending.2 If you want to trace a county dollar today, you are reading PDFs. That is transparency in theory more than in practice.

What's already public

  • Budget books online, going back more than fifteen years.2
  • Meeting agendas, minutes, and video through an online portal.4
  • An open-data hub with downloadable county data.5
  • Public bids and contract opportunities posted openly.6

What's missing

  • A searchable, line-by-line county spending checkbook.
  • An easy way to follow one contract or department over time.
  • Plain-language summaries instead of a giant PDF.
  • Spending tied publicly to results, not just totals.
Exists

Budget books

The county posts its budget documents online, going back more than fifteen years. Thorough, but a dense PDF, not a search box.2

Exists

Agendas and video

Meeting agendas, minutes, and video are published online, so you can follow what the board actually votes on.4

Exists

Open-data hub

A downloadable county data hub already runs. It is the foundation a real spending dashboard could be built on.5

Missing

A searchable checkbook

The one tool residents would actually use, a plain search of county spending by vendor, department, or contract, does not yet exist. That is the gap to close.

Notice what this list shows. The county is not hiding the ball, it has built a real foundation. The missing piece is the last and most useful one: turning data and PDFs into something an ordinary resident can actually search. That is not a moral failing, it is an unfinished job, and finishing it is squarely within a commissioner's power to push.5

IV . The Levers

What a commissioner actually controls.

Honesty on money matters most of all. A commissioner has real power over the budget and contracts, and almost none over the tax rates the state sets. Here is the line.

The seven-member Board of County Commissioners adopts the budget each year, with the County Manager's office preparing and presenting it.3 The board also approves major contracts, awarded through a purchasing process that state law requires to be fully and openly competitive.6 And every commissioner is bound by Nevada's ethics law and files financial disclosures.7

What the county controls

  • Adopting the annual budget and setting spending priorities.3
  • Approving major contracts and how they are awarded.6
  • Setting transparency, reporting, and audit policy.
  • Adjusting some local taxes and fees, within state caps.8
  • Demanding spending be tied to measurable results.

What it cannot do

  • Set tax rates freely. The state sets the ceilings.8
  • Act alone. A commissioner is one of seven votes.3
  • Control state or federal spending and mandates.
  • Spend its way out of a structural gap forever.1

On taxes specifically, the honest framing is that the state sets the ceiling and the commission acts within it. When the county raised a small sales-tax increment for police in 2015, it took a state authorization first and then a supermajority of the board.8 A commissioner cannot simply raise your taxes on a whim, and should not pretend to be able to cut them without consequences either.

So where is the real leverage? In the budget and the contracts. Those are voted on by the board, in public, every year. A commissioner who shows up prepared, asks whether the budget is structurally balanced, presses on whether contracts deliver, and pushes to publish the spending, moves the things the office actually controls. That is not glamorous. It is the difference between a seat that manages the money and one that just occupies the chair.

V . Manny's Plan

Spend it like it's your own. Show the receipts.

Outcomes over announcements. Open books over PDFs.

Manny is a candidate, not yet a commissioner, so these are his proposals, not actions he can take today. He is a businessman, and his standard for public money is the one any owner uses: tie spending to results, judge contracts on performance, and make the whole thing easy enough to see that you do not need a lawyer to follow a dollar.

Step 1

Tie spending to outcomes

Every major expense should map to a measurable result. Not a line item and a hope, but this much, for this outcome, reported against a target.

Step 2

Contracts on performance

Review county contracts on whether they actually deliver and at what cost, on performance and effectiveness, not on relationships.

Step 3

A public checkbook

Push for a searchable, plain-language spending dashboard so any resident can follow a county dollar without digging through a giant PDF.

Step 4

Match spending to revenue

Treat one-time fixes as one-time, keep reserves healthy, and be honest with residents about the difference between a patch and a balanced plan.1

And one more, the simplest: be reachable. Manny answers his own phone at 702.277.1072. Accountability is not only a dashboard. It is a commissioner you can actually ask a hard question and get a straight answer from. A fair word on limits, though: a commissioner is one of seven votes and cannot rewrite state tax law. The promise here is a standard, applied to every budget and every contract.

The Yardstick

How you would check the work.

Accountability is the easiest word to say and the hardest to prove. Here is what it would actually look like, year over year.

Structural balance . ongoing spending matched to ongoing revenue No gimmicks . one-time fixes counted as one-time Outcomes . spending tied to measurable results Contracts . reviewed on performance, in the open Checkbook . a searchable public spending dashboard live Reserves . a healthy cushion for the next soft year Audits . findings published and acted on Vendors . top contracts named and justified Plain words . a budget a resident can actually read Reachable . a commissioner who answers the phone Growth check . spending not outpacing revenue

None of these require a single new tax. They require discipline and openness, the two things a commissioner can bring to the table on day one. The scoreboard is whether a resident can see, in plain terms, that their money is matched to results.2

The Standard

What good stewardship requires.

Bigger than any one budget vote. This is the test Manny would hold every dollar and every contract to.

Principle 01

Match spending to revenue

Ongoing costs covered by ongoing income. One-time money for one-time needs. That is the whole definition of a balanced plan, not a balanced press release.1

Principle 02

Money tied to results

Every major expense should answer a simple question: what did it buy, and did it work. Spending without a measurable outcome is just spending.

Principle 03

Contracts on merit

Awards and renewals judged on performance and price, in open competition, not on who knows whom. The law requires open bidding; the standard is keeping it honest.6

Principle 04

Open by default

If a resident has to file a request to see how their money is spent, it is not really transparent. The standard is a public record anyone can search.

Principle 05

Reserves for the storm

A healthy cushion means a soft revenue year does not become a crisis or a tax hike. Saving in the good years is the quiet half of responsibility.1

Principle 06

Reachable

A commissioner you can actually reach with a hard question. Accountability is not only a dashboard. It is a phone that gets answered.

Principle 07

Audit and follow up

Independent review of where money went, and the discipline to act on what it finds. An audit nobody reads is a checkbox, not accountability.

Principle 08

Plain language

Budgets and contracts explained in words a resident can read, not buried in a several-hundred-page PDF. Clarity is part of transparency.

The Right Questions

What a commissioner should be asking.

Accountability starts with the questions you put on the record. These are the ones Manny would ask at every budget and every contract vote.

On the balance

Is this balanced for real, or for a year?

How much of the budget leans on one-time money, and what is the plan when that money is gone. A real balance does not need a yearly rescue.1

On a contract

What are we getting, and did the last one deliver?

Before a renewal, the performance record. Before an award, the open comparison. Not the relationship, the result.6

On a program

What did this dollar actually buy?

Every major line tied to a measurable outcome and reported against it, so spending can be judged on results, not intentions.

On the public

Can a resident find this without help?

If the answer requires a records request or a finance degree, it is not transparent yet. The test is whether an ordinary person can follow the money.

On reserves

How big is the cushion?

What reserves does the county hold for the next downturn, and are they growing or shrinking. A thin cushion is how a soft year becomes a crisis.1

On trade-offs

What got cut or paused to balance this?

When the books balance, something usually gave. Which projects or services were paused, and who in the district feels it. Say it out loud.1

On vendors

Who are our biggest vendors, and why?

The handful of companies that get the most county money deserve the most scrutiny. What do they provide, how were they chosen, and how do they perform.6

On growth

Is spending growing faster than revenue?

The single best early-warning sign. If the gap between the two is widening, the time to act is now, not after the next one-time fix runs out.1

Plain Words

The terms, in plain English.

Government budgeting hides behind jargon. Here is what the words actually mean.

Operating budget
The money to run day-to-day services for the year, about $2.1 billion for the county in FY2026. Separate from one-time capital projects.1
General fund
The main, flexible pot of money inside the budget that pays for core services, funded largely by sales and property taxes.1
Structural deficit
When ongoing spending is set to outrun ongoing revenue, year after year. A one-time transfer hides it for a year but does not fix it.1
One-time funds
Money you can spend only once, like a capital reserve. Useful for a one-year gap, dangerous if used to cover recurring costs.1
Capital projects
One-time investments in buildings, roads, and equipment, as opposed to ongoing operating costs. The column the county tapped to balance.1
Procurement (RFP)
How the county buys goods and services, through public bids and requests for proposals, under a state law that requires open competition.6
Ethics in Government Law
Nevada's law, NRS Chapter 281A, enforced by the Nevada Commission on Ethics, governing conflicts of interest and disclosure for officials.7
Financial disclosure
The annual statement commissioners must file revealing certain financial interests, so the public can spot potential conflicts.7
Fiscal year
The county's budget year, which runs July 1 to June 30, not the calendar year. FY2026 began July 1, 2025.1
Reserves
Savings a government keeps for emergencies and revenue dips. Healthy reserves are what let a county absorb a soft year without cutting services or raising taxes.1
All-funds budget
The full total the commission oversees, about $10.1 billion, bundling the operating budget with capital and separate enterprises like the airport and the hospital. The operating slice inside it is about $2.1 billion. We cite both.12
Open data
Public information posted in a downloadable, reusable form. The county runs an open-data hub, a foundation a full spending dashboard could build on.5
Appropriation
Money the board formally sets aside for a specific purpose when it adopts the budget. Spending outside appropriations is not allowed without board action.3
Supermajority
More than a simple majority. Some tax actions require a supermajority of the seven-member board, which is why no single commissioner can move them alone.8
Public checkbook
A searchable online record of government spending by vendor, department, or contract. The county does not yet run one for its own spending. Building it is part of Manny's plan.
County Manager
The board's appointed chief executive who runs day-to-day operations and presents the budget. The board sets policy and adopts the budget; the manager carries it out.3
Audit
An independent review of whether money was spent as intended and reported accurately. Useful only if its findings are read and acted on.
Conflict of interest
When a personal financial stake could improperly influence an official decision. Nevada's ethics law requires disclosure and, at times, stepping aside from the vote.7
One-time vs ongoing
The most important distinction in a budget. Ongoing costs need ongoing revenue; one-time money should fund one-time needs. Confusing the two is how gaps hide.1
Questions

Straight answers about the county's money.

The things people actually ask, answered plainly and with sources.

It has two honest answers, and that is the point. The commission oversees a full all-funds budget of about $10.1 billion, every county fund including operations, capital, and large enterprises like the airport and the hospital. The day-to-day operating budget inside that, the part that runs core services, is about $2.1 billion. Both are real; they just measure different things, which is exactly why a plain public breakdown matters.12
In May 2025 the county used about $56 million in one-time capital funds to close a gap and protect services, rather than cut. That was a reasonable move for a single tough year. The honest caution is that a one-time transfer does not fix a structural gap, and staff said more might be needed if revenue keeps sliding.1
Partly. The county posts budget books, agendas, and open data online. What it does not yet offer is a searchable, line-by-line spending checkbook, so following a single contract or department today means reading PDFs. Closing that gap is part of Manny's plan.25
Not freely. The state sets the ceilings. The county can adjust some local taxes within those caps, often needing a supermajority, as it did with the 2015 police sales-tax increment. Anyone promising to simply slash or hike your taxes from a county seat is overstating the office.8
Nevada's Ethics in Government Law, NRS Chapter 281A, enforced by the Nevada Commission on Ethics, governs conflicts of interest, and commissioners file financial disclosures. Manny's view is that the law is the floor, and easy public access to it is the standard.7
The facts and figures are nonpartisan and sourced to the county's own budget, the Review-Journal, and state law. The plan at the end is Manny's. This page is published by the campaign as voter education, with the committee disclaimer in the footer. For more on the area, see the District E field guide.
Because the full all-funds budget, about $10.1 billion, bundles in operations plus capital and separate enterprises like the airport and the hospital that have their own revenue. The commission oversees all of it, so $10.1 billion is fair to cite. The roughly $2.1 billion operating slice is the part that runs core services. We show both so the scope is never ambiguous.12
This page does not accuse anyone of wrongdoing. The 2025 one-time transfer was a reasonable move to protect services. The point is about discipline and openness going forward: match spending to revenue, tie it to results, and make it easy to see.1
A searchable website where anyone can look up county spending by department, vendor, or contract, in plain language, without reading a several-hundred-page PDF. Other governments run them. It is mostly a matter of publishing data the county already keeps.2
Myth vs Reality

Four things people get wrong.

Money and government attract easy slogans. Here are four common ones, and what the sourced picture shows.

Myth

"A commissioner can just cut my taxes."

Reality: the state sets the tax ceilings. The county acts within them, often needing a supermajority. Anyone promising to simply slash taxes from a county seat is overstating the office.8

Myth

"The budget is balanced, so we're fine."

Reality: it was balanced in 2025 with a one-time transfer as revenue softened. Balanced on paper is not the same as structurally sound. The distinction is the whole point.1

Myth

"It's all already public anyway."

Reality: budget PDFs and agendas are online, but there is no searchable line-by-line checkbook. Posted is not the same as findable.2

Myth

"Transparency means more bureaucracy."

Reality: a public spending dashboard is mostly publishing data the county already keeps. Other governments do it. It is a choice, not a burden.

Myth

"One commissioner can fix the whole budget."

Reality: a commissioner is one of seven votes. The honest power is to set the standard, ask the right questions, and build a majority for discipline and openness.3

Myth

"Cutting waste pays for everything."

Reality: trimming waste matters, but it is not a magic wand for a structural gap. Real responsibility means matching ongoing spending to ongoing revenue, not just a slogan about waste.1

Myth

"The commissioner runs the day-to-day."

Reality: the board sets policy and adopts the budget; a County Manager runs operations. The commissioner's power is the vote, the priorities, and the questions, not the org chart.3

Myth

"Tying spending to outcomes is just paperwork."

Reality: it is the difference between knowing a program works and hoping it does. Outcomes reporting is how you justify a dollar to the person who earned it.

Close To Home

What this means for District E.

Budgets feel distant until you realize they are the reason your park gets maintained, your road gets paved, or it does not. Accountability is most personal in a working district like this one.

District E spans working neighborhoods across Paradise, Sunrise Manor, Whitney, and Winchester.9 When the county budget is tight, it is districts like this that feel the trade-offs first, in the services that get trimmed and the projects that get paused. Every other fight on this site, affordability, homelessness and safety, and the Commercial Center, runs on the same county dollars this page is about.

That is why Manny treats fiscal responsibility and transparency as the foundation under everything else. You cannot fund beds, fix a center, or build housing if the books are a mystery and the money is mismanaged. To understand the district itself, read the District E field guide.

Why it lands here

Trade-offs hit working districts first

When the budget tightens, the projects and services that get paused are often in the working neighborhoods that can least absorb the hit. District E has a direct stake in disciplined budgeting.1

The through-line

Every other promise runs on this

Beds, housing, a revitalized center: all of it is paid for out of the same county budget. Get the money right and open, and every other commitment becomes believable.

The Bigger Picture

The thread through everything.

Accountability is not one issue among many. It is the foundation the others stand on. Get the money right and open, and every other promise becomes credible.

A campaign can promise beds, housing, and revitalized neighborhoods all day long. None of it means anything if the county cannot show where the money went or whether it worked. That is why Manny, a businessman, keeps coming back to the same plain idea: spend it like it is your own, tie it to results, and put the books where anyone can see them.

With discipline and openness

  • A budget that is balanced for real, not just for a year.
  • Spending tied to results residents can check.
  • Contracts that earn their place on performance.
  • A public that can follow its own money.

Without them

  • One-time fixes stacked until the gap is too big to hide.
  • Money spent with no way to know if it worked.
  • Contracts that survive on inertia and relationships.
  • A public told to just trust it, again.
Get Involved

How to weigh in.

It is your money. Here is the nonpartisan way to follow it and be heard, no matter who you support.

01

Watch the budget votes

The board adopts the budget and approves major contracts in public. Agendas, minutes, and video are posted online by the county.4

02

Read the budget

The county posts its budget books online. Dense, but public. Start at the Sources section, which links straight to them.2

03

Check the ethics filings

Commissioners file financial disclosures under Nevada's ethics law. They exist precisely so the public can spot conflicts.7

04

Know your district

Confirm you live and vote in District E, and read the District E field guide for the full lay of the land.

The Short Version

If you remember five things.

The whole initiative, distilled. Each line is backed by the sources below.

The money
The commission oversees about $10.1 billion all funds, of which roughly $2.1 billion is operating. Mostly your taxes.12
The balance
In 2025 the county used a one-time $56 million transfer to balance as revenue softened. A patch, not a structural fix.1
The transparency
Budget books and agendas are online, but there is no searchable, line-by-line spending checkbook.2
The limits
A commissioner adopts the budget and approves contracts, but the state sets tax ceilings and it is one of seven votes.38
Manny's plan
Tie spending to outcomes, judge contracts on performance, publish a real public checkbook, and answer the phone.

That is accountability in five lines. None of it requires a new tax. It requires discipline, openness, and a commissioner willing to be held to the numbers in public.

Sources & Method

Every figure, shown its work.

Public money deserves public sourcing, and an honest note about the numbers we would not print.

  1. Las Vegas Review-Journal, "Economic slowdown causes Clark County to plug $56M budget deficit" (May 2025): the ~$2.1 billion FY2026 operating budget, the ~$56 million one-time capital-fund transfer, the ~$27.8 million structural deficit plus ~$26 million shortfall, the ~43% sales / ~38.6% property revenue mix, and finance staff's warning. reviewjournal.com
  2. Clark County Finance, budget documents (budget books online, FY2009-10 through the current year), including the full all-funds budget the commission adopts, about $10.1 billion. clarkcountynv.gov budgets
  3. Clark County Board of County Commissioners: seven members, the County Manager as chief executive, and the annual appropriated budget. clarkcountynv.gov commissioners
  4. Clark County meeting agendas, minutes, and video (online agenda portal). clarkcountynv.gov agendas
  5. Clark County GIS open-data hub (downloadable county data). clarkcountygis hub
  6. Clark County Purchasing and Contracts / Business Opportunities, operating under the Nevada Local Government Purchasing Act (NRS Chapter 332) with open competition. clarkcountynv.gov purchasing
  7. Nevada Commission on Ethics and the Nevada Ethics in Government Law, NRS Chapter 281A. ethics.nv.gov
  8. Las Vegas Review-Journal and Las Vegas Sun: the 2015 "More Cops" sales-tax increment, authorized by the Legislature and adopted by a supermajority of the County Commission. lasvegassun.com
  9. Clark County, District E composition (Paradise, Sunrise Manor, Whitney, Winchester, and part of the City of Las Vegas). clarkcountynv.gov District E

How we handled the budget number. We cite both, on purpose. The commission oversees a full all-funds budget of about $10.1 billion, the figure for the total it is responsible for. Inside that, the roughly $2.1 billion operating budget for FY2026 is the part that runs everyday services, sourced to the county and the Review-Journal. Showing both is the honest way to talk about a budget this layered, and the gap between them is itself the transparency point.

Patch versus plan. The $56 million transfer is presented as what it was: a reasonable one-time move to protect services in a soft year, paired with the honest caveat that one-time money does not close a structural gap. We are not accusing anyone of wrongdoing. We are making a point about discipline.

Powers, not promises. We label what a commissioner controls (the budget, contracts, transparency policy) and what the state controls (the tax ceilings). Accountability starts with being honest about which is which.

A note from Manny
Spend it like it is your own. Then show the receipts.
Smart management. Earned trust.

I have run businesses. You do not stay open by hiding the numbers from yourself or papering over a bad year and hoping. You match what you spend to what you bring in, you judge every contract by whether it delivers, and you keep the books where anyone can see them. The county's money is yours. The least it owes you is a clear answer to where it went, and a phone that gets picked up when you ask. Try me. Seven oh two, two seven seven, one oh seven two.

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