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As fit citizens, neighbors and running mates, we are tyranny fighters, water-game professionals, WPIAL and PIAA bound, wiki instigators, sports fans, liberty lovers, world travelers, non-credentialed Olympic photographers, UU netizens, church goers, open source boosters, school advocates, South Siders, retired and not, swim coaches, water polo players, ex-publishers and polar bear swimmers, N@.
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The City of Pittsburgh's financial situation is bleaker than was previously known, Mayor Corey O'Connor explained at a press conference on Thursday, during which he announced his intention to "reopen" the 2026 budget to ensure it reflects the city's true financial condition. While he was unwilling to concede that serious cuts to city spending are necessary, he will eventually be forced by financial reality to do so.
While the city is burdened by structural financial difficulties, Thursday's announcement was less about that and more about the discovery of new forms of financial mismanagement and malfeasance committed by the Gainey administration. O'Connor was careful not to mention his predecessor, and declined multiple invitations offered by reporters to accuse Ed Gainey of deceiving City Council and the public — and of leaving O'Connor "holding the bag."
But that is clearly what happened, and what was implied by pointedly calling the press conference a "transparent and honest update on the City's financial position."
How we got here, though, is less germane than what must be done now. O'Connor's press conference was highly detailed about the nature of the problem, but less so about the the solution. The truth is that everything but core city services must be considered for the chopping block.
Here are the key numbers revealed on Thursday. The 2025 budget, as passed at the end of 2024, was supposed to have a $3 million surplus. It ended up, with final audits still pending, at a $8.6 million deficit. This was caused in large part, as the Post-Gazette Editorial Board argued strenuously last year, by knowingly underbudgeting for city worker overtime, especially in public safety.
But it turns out — and this was only hinted at by O'Connor — that the deficit should have beenmuch higher. That's because the Gainey administration put off some required expenditures, including paying major invoices, until the new year. That is, until O'Connor took office.
For instance, at the end of the presser, Office of Management and Budget Deputy Director Rea Price described nearly $2 million in legal and fleet maintenance invoices that had been left unpaid, keeping them off the 2025 books. It is also our understanding that the $9 million in "City healthcare contributions" in the O'Connor administration's list of "underfunded items" refers to unpaid bills for employee health services, which the city pays because it is self-insured.
Other tricks deployed to downplay the city's financial distress include using Parks Trust Fund monies to fund everyday operations as opposed to long-term upgrades, as we have previously criticized, as well as underfunding some city-worker retirement obligations.
Altogether, this means that the 2025 budget deficit had been kept artificially low. Many of those bills are now due, meaning that the 2026 budget is also out of whack, as is the entire five-year financial forecast.
The O'Connor administration estimates that the current budget understates city obligations by more than $40 million over the next five years. And this is the budget that was fixed by City Council, including a 20% tax hike. Without that infusion of revenue, at the first proposed trajectory the city's reserves would have been completely drained by 2030.
This problem is easier to describe than to fix. We were encouraged that O'Connor identified growing the city's economy and population as a key part of the solution, but that is a long-term goal, not a short-term fix. O'Connor also stated that the city "is not currently considering new taxes, layoffs or cuts to critical city services."
The mayor is right to rule out new taxes: The city got a 20% boost in December, and can't go back to the property tax well for at least several years. O'Connor's team should investigate other revenue generation options, but state law severely restricts cities' tax-levying powers.
Layoffs are more complicated. Termination of existing employees is governed in many cases by union contracts, one of whose main purposes is to make it difficult to ditch workers. These rules also make it difficult to make decisions based on merit rather than, for instance, seniority. This means layoffs are time-consuming, potentially expensive and risky, in that they can result in real losses to productivity and efficiency.
What O'Connor can do much more easily is eliminate budgeted positions that have remained unfilled, with minimal or no bad effects for city services. This is somewhat fake, in that the city isn't saving money, but it is streamlining its budget to better reflect reality.
As for "critical city services," the word "critical" is doing a lot of work. Clearly, while the financial situation is dangerous, actually gutting core services is neither necessary nor prudent. The question is: What counts, and what doesn't, as a "critical city service"?
This is where the hard decisions must be made. The truth is that during the optimistic years after emerging from Act 47 state oversight, followed by the influx of federal pandemic relief funds, the city took on several non-core responsibilities. A good example was spending $3 million in federal money on a "Food Justice Fund" while ambulances were breaking down.
These attempts to intervene in the broader social fabric of the city are well-intentioned, and may be valuable — but they are not "critical." As the O'Connor administration looks for areas to cut back, the low-hanging fruit should be the newly minted trust funds that drain city resources for unclear benefits.
The Housing Opportunity Fund and the Stop the Violence Fund each consume $10 million a year, though the latter is only getting $5 million this year, due to the budget crunch. The social goods these funds aim at are worthwhile, but affordable housing and violence prevention can also be achieved by other means.
We'd love to see the O'Connor administration look for creative ways to make a difference in these areas, such as private-sector and philanthropic partnerships, without draining $20 million from the city's coffers each year.
With better management in previous years, these funds might have been sustainable. But now the bills have to be paid.
First Published: March 15, 2026, 4:00 a.m.
Pillars of Team Success: Consistency, Trust, Adaptability, and Coach Leadership
Episode #94 of Heavy or Not, we hear from elite coach Harkai Hunor’s playbook for building a winning team culture. Learn the concrete steps you can apply to any sport or organization today.
What you’ll learn:
The seven non‑negotiable pillars of on‑court discipline and consistency.
Why off‑court community building is as crucial as X’s and O’s.
Quick‑win tactics for gaining player trust and boosting performance.
How to adapt coaching philosophy to players, leagues, and local culture.
The coach’s ultimate role: embodying the culture and earning respect through character.
In a WAFSU.org seminar, international coach Harkai Hunor explains why the real work of coaching happens off the court—through consistency, culture, mentorship, and the small psychological moves that help athletes believe in themselves. Drawing on experience coaching in eight different countries, he shares practical lessons about building team culture, developing players, motivating teams, and avoiding the biggest mistakes young coaches make.
If you coach athletes, or plan to, this talk is packed with ideas you can apply immediately.
or on Substack at:

Lifeguard Recruiting Campaign: Serve, Train, and Inspire While Safeguarding Water Activities Nationwide
We also share a visual preview of the ISCA Senior Cup teams.
Those with an audio only feed are missing out on the graphics of the short film and the logos of the teams.
What it really takes to be a lifeguard – training, skills, and purpose
How to apply through your local lifeguard agency (USLA & Ben Carlson Memorial and Scholarship Fund)
Watch the full video on YouTube at https://YouTube.com/@ucanswim
Fortune segment: “Don’t expend energy trying to be someone you’re not” and its link to Mental Skills for Young Athletes, https://swimisca.com
Sneak peek of the ISCA Senior Cup 2026 team logos (to gather in St. Petersburg, FL)
Education, Safety Barriers, and Collaborative Funding Initiatives
In episode #92, we break down the stark reality of drowning worldwide and explore practical steps to keep kids and communities safe around water. We also discuss emerging grant opportunities in Florida and how local leaders can turn them into sustainable swimming programs.
Listen in as Barry and Mark aim to make an impact around the water.
Eye‑opening drowning statistics and the WHO’s top recommendations for prevention.
Why barriers, constant supervision, and basic survival swimming are essential for children of all ages.
How Florida’s new grant program aims to get every child in the state to learn to swim and what it means for local clubs.
Strategies for building multi‑stakeholder coalitions—councils, First Nations, schools, and sponsors—to fund and manage community pools.
Tips for linking high‑school pools to instructor training, revenue generation, and sponsor outreach to create lasting impact.
Water saves lives, but it can also silently kill – 23,000 drownings a year in the WHO European Region, 63 per day.
Prevention starts with barriers and constant supervision for children; a moment’s lapse can be fatal.
Teaching basic survival swimming to all ages builds confidence, not Olympic ambition, and saves lives.
Lifeguard and bystander rescue training must prioritize personal safety; one rescue shouldn’t become two victims.
Coordinated community plans—schools, councils, First Nations, sponsors—turn grants and facilities into lasting drowning‑prevention programs.
In this episode, I break down what’s really happening, how you can take action, and why this affects every program in the country.
If you care about swimming, broadcasting, or protecting women’s sports, you cannot skip this episode. I’m unboxing a new book Mental Skills for Young Athletes, calling out a blundering hurd issue, seeking bio insights for WPIAL athletes and asking YOU to help shape the future Hall of Fame Tribute for the class of 2026.
Pointer:
Jackie Johnson, a voice for women's sports at Facebook reels at https://www.facebook.com/jackie.johnston.5220.
https://SwimISCA.com for the book, Mental Skills for Young Athletes
WPIAL Show Insights at https://ISCA.blue
Upload for Hall of Fame Tributes to https://UCANSwim.WeTransfer.com
Broken Hurd.
Kate Lundsten
Matt Kredich
Ray Looze
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