By Claire Elise Thompson for Grist.
Broadcast version by Danielle Smith for Keystone State News Connection reporting for the Solutions Journalism Network-Public News Service Collaboration

Governments the world over have made a lot of great-sounding climate commitments. In Pittsburgh, for example, an ambitious plan adopted in 2018 outlines objectives like 100 percent renewable energy in municipal facilities by 2030, a fossil-free fleet, and zero-waste operations. But setting goals is one thing. Implementing the programs and infrastructure needed to reach them is another - and that work costs money.

"We had a large, ambitious agenda, but very little resources that went alongside it," says Grant Ervin, Pittsburgh's former chief resilience officer who oversaw creation of the 2018 plan. "Following the completion of our resilience strategy and our climate action plans, we were asking the question: Where is the money to help implement these different initiatives that we had identified?"

Answering that was tricky for this midsize post-industrial city, which was designated as "financially distressed" from 2003 until early 2018. For Ervin, the challenge went beyond raising funds for new initiatives. He wanted to ensure the city's spending - all of its spending - aligned with its climate and equity promises. "If we're going to address the climate challenge," he remembers thinking, "we're going to have to start to leverage our existing resources to do the things that we know we need to do."

For Steel City, that meant scrutinizing its entire spending plan through a climate lens with the help of a method called priority-based budgeting.

The challenge: budgeting for a cause

There are several ways an organization can slice its budget. One common approach is incremental budgeting, wherein the previous year's budget provides the baseline for the next, with incremental adjustments. It's easy to imagine how that might lead to inefficiencies when line items get carried over year after year.

Priority-based budgeting, on the other hand, maps every single dollar a city spends to a specific program - everything from "rodent baiting" to recycling collection - then scores each one according to how it achieves the city's priorities. Although the method could be used in the private sector, it was developed for local governments, which work toward the common good rather than a profit margin.

"There are so many societal objectives that are really up to local governments to mount a charge to try to solve," says Chris Fabian, who developed the approach to budgeting around 2010. After years in the public sector, he saw that municipal budgets were not designed to reveal how much money was going toward objectives like climate action, equity, or resilience. Such efforts were often bundled into many different line items, making accountability difficult. He wanted to develop a system that would help cities see how they could redistribute resources to finance their top priorities - from general goals like fostering safe, healthy communities to specific projects like addressing homelessness.

Fabian cofounded the software and consulting company ResourceX in 2015 and has since helped over 300 local governments across the U.S. and Canada adopt priority-based budgeting. Common priorities the company helps cities advance include equity, safety, and thriving economies. "It does vary," Fabian says. "If you go into some conservative communities, they might not feel that they have a role in economic vitality. They're like, 'The business sector should figure it out on their own.' Whereas other places invest heavily in visitors bureaus and convention centers and so on."

Climate, he says, is something of a new focus for the municipalities he and his team work with. In 2020, Pittsburgh became the first to use the process to develop a climate-first budget for the entire city.

Pittsburgh's goal: a zero-carbon budget

When Ervin worked for the city of Pittsburgh, he visited towns around the world to learn how they were integrating climate priorities into their spending. Although some Scandinavian cities employ "carbon budgeting" - a greenhouse-gas accounting system that resembles a fiscal plan - Ervin never found an example of a comprehensive financial plan that accounted for climate and equity priorities.

"One of the things that we had as a goal was to eventually have a zero-carbon budget" - one that wouldn't cause any net increase in carbon emissions - says Will Bernstein, who became an advisor to Pittsburgh through its participation in Bloomberg Philanthropies' American Cities Climate Challenge, and is now the city's climate and energy manager. "But we didn't really know exactly how to get there in terms of understanding the budget, and how you construct that and how you measure that." With the help of a $50,000 grant from the challenge, Pittsburgh hired ResourceX to pursue its goal.

"They reached out and said, 'We found you guys through a Google search,'" Fabian recounts, "'and it seems like you might have the tool that we're looking for, to get budget alignment toward a priority. Have you ever done it on climate?'"

Over a period of roughly three months in the fall of 2020, city officials tracked nearly every dollar in the $600 million operating budget to a specific program, then scored each program against Pittsburgh's climate and equity priorities. Of 27 departments, only four did not participate in the process. Then, in early 2021, over 50 representatives from those departments joined a series of workshops to pitch ideas for where costs could be cut and revenue generated, and how that money could finance the city's climate goals. Pittsburgh identified $41 million that could be reallocated toward climate and equity initiatives. However, those dollars didn't move right away - and some still haven't.

"Sometimes it's difficult to see a one-to-one transition," says Patrick Cornell, deputy director of Pittsburgh's Office of Management and Budget. The goal of a priority-based budget isn't necessarily to kill any program that doesn't score highly and move the money to ones that do. It's an iterative process, more akin to what Ervin hoped to do with the budget: see where the city's spending might be running counter to its climate objectives, and how that could be fixed over time - whether by ending a program, or changing the way work gets done.

One example of a relatively straightforward shift is electrifying the city's fleet. "Currently, any sedans that need to be replaced are being replaced with electric," says Rebecca Kiernan, assistant director of the Department of City Planning, who leads the sustainability and resilience division. But, she adds, the budget is always tight, and the city was already decades behind in updating its fleet. She and her team are also accelerating the EV transition with the help of federal money. This year, the city is getting eight electric recycling trucks, with funding from the American Rescue Plan and the EPA's Targeted Airshed Grants Program. "Those are gonna be our first [electric] heavy-duty fleet vehicles. So that's really exciting," Kiernan says.

Eliminating paper contracts - something Ervin called "master of the obvious" - is an example of changing the way work gets done. A city ordinance approved in November 2021 requires the use of electronic signatures for all city business. Not only did that free up around $50,000 a year by Kiernan's estimate, it reduced waste.

Priority-based budgeting: one tool in the box

Pittsburgh enacted its first priority-based spending plan in 2022, a $615 million operating budget that provided, among other things, the money to create Bernstein's position. The city is still quite a ways off from having a zero-carbon budget. But the priority-based approach appears to have staying power. The city will continue working with ResourceX for at least another three years, aiming to get closer with each iteration to a budget that reflects its climate and equity goals.

Prior to working with the American Cities Climate Challenge, Cornell wouldn't have considered priority-based budgeting much more than a fad. "Different things become popular depending on what major cities are doing, or what is new in the thrilling world of municipal budgeting," he says. And he admits that some departments found the process more intuitive than others. But he and his team have gotten behind the approach - so much so that he took up the mantle of pitching it to the new administration when the mayor's office changed hands in 2022. Everyone was keen to keep going with it. "We're able to think more holistically about different programs that residents are concerned about," he says.

And the city has also used that holistic thinking as an opportunity to communicate more openly with residents. In the fall of 2022, Pittsburgh launched a public-facing tool that allows anyone to explore the city's new priority-based budget and see how various city-funded programs benefit residents. "That's a brave act," says Erik Fabian, Chris's brother and the business development manager at ResourceX. "It's transparent - some programs are more aligned than others. So that's being communicated, and putting the city in a position of accountability."


Claire Elise Thompson wrote this article for Grist.


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A grant from the federal government is helping improve transportation planning options in the Puget Sound region.

The nonprofit Hopelink received a $519,000 Innovative Coordinated Access and Mobility Project grant, a program created through the Bipartisan Infrastructure Law passed in 2021.

Staci Sahoo, director of mobility management for the nonprofit Hopelink, said the funds will support the second phase in the development of its online tool, the Find a Ride Trip Planner. She pointed out different transportation resources each have their own avenues for signing up.

"We're so excited for is to make it as seamless as we possibly can with all the systems diverging," Sahoo explained. "How do we bring it all into one tool so that somebody just has to apply, just has to sign up one time?"

Sahoo noted the ultimate goal of the Find a Trip Planner tool is to create a seamless process for the booking and payment of transportation. Many people currently need to work across different apps and tools to navigate the process. The planner provides transportation options across King, Pierce and Snohomish Counties.

Sahoo stressed finding transportation can be hard especially for people who may have mobility issues. However, the tool could help them identify resources for transportation.

"An individual who uses a mobility device, a person who identifies as low vision or blind, they're likely eligible for a lot more services than they realize," Sahoo observed. "That's what we're trying to help connect them with."

Sahoo added the tool has also helped to identify gaps in transportation services. For example, Snoqualmie Valley recently launched service on the weekend.

"Our first priority is the end user, the person who will be using the tool," Sahoo asserted. "We've already seen benefits on actually increasing services because we're able to more easily see what's lacking."

The Find a Ride Trip Planner was among 17 projects selected to receive an Innovative Coordinated Access and Mobility Project grant. The Federal Transit Administration distributed a combined $7.8 million to the projects.


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Half a century after the goal was first conceived, Indianapolis and Evansville are now officially connected via an interstate highway.

The I-69 and I-465 interchange is opening this week on the southwest side of Indianapolis, as the sixth and final section between the two cities. Crews broke ground on the I-69 extension in 2008 in southwest Indiana, but the dream of an interstate connecting Evansville to Indianapolis spanned decades.

Gov. Eric Holcomb said the project completes a major economic vision for Indiana.

"The cost of not doing this far exceeded the cost of doing it," Holcomb contended. "This was an investment in us, this was an investment in our future, this was an investment in realizing our potential."

According to the Indiana Department of Transportation, I-69 features more than 26 miles of new interstate, more than 35 new lane miles of local access roads, 39 new bridges and 35 rebuilt or replaced bridges and the elimination of 14 traffic signals. It also reduces travel time from Indianapolis to Martinsville by 11 minutes.

Former Vice President and Gov. Mike Pence spoke at the opening of the highway, telling those in attendance that the project has been dreamed about in Indiana since before the end of World War II.

"It required patience, determination, vision and unwavering commitment," Pence emphasized. "Since 1944, I'm told, citizens, transportation planners, elected officials always looked forward to this day."

Crews are working on the finishing touches. I-69 now runs continuously from the Canadian border to Evansville. It will eventually go all the way to the Mexican border.


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Concerns about environmental and economic disruption by the proposed "Corridor H" four-lane highway project have led dozens of small businesses in two West Virginia towns to call for an alternative route.

The towns of Thomas and Davis cradle Blackwater Falls State Park and are surrounded by state parks, a national forest, two wilderness areas and a national wildlife refuge.

Matt Marcus, manager of Blackwater Bikes in Davis, said he is worried the highway will decrease foot traffic and dollars to independent businesses that are the backbone of the local economy.

"People are coming here to get away from the city and the highways," Marcus contended. "These trails will be negatively affected with the proximity of the road, road noise, the light pollution at night."

Critics of the Corridor H plan said a northern route would avoid the towns and help reduce the effects of a highway. Supporters of the project argued it will open up remote areas in Grant, Hardy and Tucker counties to economic development and boost travel into West Virginia from other states.

Linda Reeves, owner of The Studio Gallery in Thomas, recently signed a letter along with other business owners, expressing deep concerns about the economic impact of the proposed 10-mile Corridor H route. She said she has watched the region blossom since she opened her business in 2010.

"Things were pretty depressed here," Reeves recounted. "Then people came in and saw the possibilities and the beauty of these two towns and the charm of them, and started to revitalize, rent out spaces and start businesses and did very well."

Marcus added the state's Draft Environmental Impact Statement for the project has not been publicly released but he anticipates it will be under review by the Federal Highway Administration.

"Our letter to Pete Buttigieg, we have not received an answer from that yet," Marcus emphasized. "Although we are hopeful, because the Secretary of Transportation has stated that he does not want to see communities divided by the highways."

The towns are adjacent to the Blackwater River, flagged earlier this year by the group American Rivers as one of the country's most endangered waterways. It cited threats from the Corridor H project, including construction pollution, unearthing acid mine drainage into headwater streams and disrupting wildlife habitat.


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