Using this scenerio what other information may be needed or wanted to make a prudent decision about what to do with the unanticipated revenue?

Scenario University County has a \$1.1 billion budget. General purpose revenues such as property and sales taxes fund $238.7 million, or 21.7% of this total. The budget was adopted in early July with a good deal of contentiousness and dozens of general employee layoffs due to constrained resources. Although no public safety employees lost their jobs, the tumultuous budget adoption hearing witnessed inadequate funding for county facilities, community development, desperately needed automation, salary and benefits settlements, and divisive split votes by the elected policymakers on almost every final budget decision. Belatedly (after county budget adoption), the state unexpectedly restored previously reduced, discretionary funding of $12.6 million to the county. The state has not committed to maintaining the funding beyond the current fiscal year. Additionally, due to a robust real estate market, an extra unanticipated $16.0 million in property tax revenue was realized at year-end, after the budget hearing concluded. This revenue was not appropriated in the county's adopted budget. University County now faces the issue of what to do with the combined $28.6 million. University County has set a noticed public meeting to consider what action, if any, to take with respect to the new revenues. As identified in the table below, various public representatives, county staff, and elected policymakers will present their respective ideas about what to do with the unanticipated revenues. The print media will report extensively on the process and resolution of the unanticipated revenue issues. Following the public discussion, the elected policymakers will provide direction to the county manager. Table 1-Stakeholder Roles Exercise 13 Post-Budget Adoption Unanticipated Revenue