HomeMy WebLinkAbout03-24-2022 REOC Agenda PacketCity of San Luis Obispo, Agenda, Planning Commission
Agenda
REVENUE ENHANCEMENT OVERSIGHT COMMISSION
Thursday, March 24, 2022
5:30 p.m. REGULAR MEETING Council Hearing
990 Palm Street
San Luis Obispo, CA
CALL TO ORDER Chair Jeanette McClure
ROLL CALL : Commissioners Christopher Ellwood, Matt Quaglino, Tony Skapinsky, and
Vice-Chair Jim Hamari
PUBLIC COMMENT: At this time, people may address the Committee about items not on the
agenda. Persons wishing to speak should come forward and state their name and address.
Comments are limited to three minutes per person. Items raised at this time are generally referred
to staff and, if action by the Committee is necessary, may be scheduled for a future meeting.
CONSIDERATION OF MINUTES
1.Minutes of the Revenue Enhancement Oversight Commission of January 26, 2022
BUSINESS ITEMS
2.2020-21 Annual Community Report and Citizen Oversight Meeting
Recommendation: Review and take public testimony on the FY 2020-21 Local Revenue
Measure Annual Community Report.
3.FY 2022-23 Supplemental Budget Preparation
Recommendation: Review the FY 22-23 Local Revenue Measure (LRM) budget allocations
as adopted in the 2021-23 Financial Plan and modified with the Mid-Year Budget Review.
Packet Page #1
Revenue Enhancement Oversight Commission Agenda for March 24, 2022
PRESENTATIONS
COMMENT AND DISCUSSION
ADJOURNMENT
The next Regular Meeting of the Revenue Enhancement Oversight Commission is scheduled
for May 12, 2022.
The City of San Luis Obispo wishes to make all of its public meet ings accessible to the
public. Upon request, this agenda will be made available in appropriate alternative formats to
persons with disabilities. Any person with a disability who requires a modification or
accommodation in order to participate in a meeting should direct such request to the City Clerk’s
Office at (805) 781-7100 at least 48 hours before the meeting, if possible. Telecommunications
Device for the Deaf (805) 781-7107.
Meeting audio recordings can be found at the following web address:
http://opengov.slocity.org/weblink/1/fol/61028/Row1.aspx
Packet Page #2
DRAFT Minutes – Revenue Enhancement Oversight Commission Meeting of Thursday, January 26,
2022
Minutes - DRAFT
REVENUE ENHANCEMENT OVERSIGHT COMMISSION
Wednesday, January 26, 2022
Regular Meeting of the Revenue Enhancement Oversight Commission
CALL TO ORDER
A Regular Meeting of the San Luis Obispo Revenue Enhancement Oversight Commission was
called to order on Wednesday, January 26, 2022, at 5:30 pm by Chair McClure, via
teleconferencing.
ROLL CALL
Present: Commissioners Christopher Ellwood, Matt Quaglino, Tony Skapinsky, and Chair
Jeanette McClure
Absent: Vice-Chair Jim Hamari
Staff: Natalie Harnett, Principal Budget Analyst
Brigitte Elke, Finance Director who also served as Recording Secretary
PUBLIC COMMENT ITEMS NOT ON THE AGENDA
None.
--End of Public Comment--
APPROVAL OF MINUTES
1.Consideration of Minutes of the Regular Revenue Enhancement Oversight Commission
Meeting of October 28, 2021.
ACTION: UPON MOTION BY COMMISSIONER SKAPINSKI SECONDED BY
COMMISSIONER QUAGLINO, CARRIED 4-1-0, the Revenue Enhancement Oversight
Commission approved the Minutes of the Regular Revenue Enhancement Oversight
Commission Meeting of October 28, 2021 as presented.
BUSINESS ITEMS
2.Annual Audit Review FY 2020-21
The City’s Finance Director, Brigitte Elke, provided a PowerPoint presentation on the Annual
Audit Review and responded to Commissioner inquiries.
Public Comment
None
Packet Page #3
DRAFT Minutes – Revenue Enhancement Oversight Commission Meeting of January 26, 2022 Page 2
3.FY 2021-22 Second Quarter Local Revenue Measure Review
The City’s Principal Budget Analyst, Natalie Harnett, provided a PowerPoint presentation and
responded to Commissioner inquiries. This was a receive and file item.
Public Comment
None
4.Proposed Local Revenue Measure Uses for Mid-Year Budget Review
The City’s Principal Budget Analyst, Natalie Harnett, provided a PowerPoint presentation
proposed mid-year budget recommendations and responded to Commissioner inquiries.
Public Comment
None
ACTION: UPON MOTION BY COMMISSIONER SKIPINSKY, SECONDED BY
COMMISIONER QUAGLINO, CARRIED 4-1-0 to recommend the proposed mid-year capital
and operating expenditures as referenced in the report to City Council.
COMMENT AND DISCUSSION
5.Staff Updates - none
6.Commission Communications - none
ADJOURNMENT
The meeting was adjourned at 6:33 p.m. The next Regular Revenue Enhancement Oversight
Commission meeting is scheduled for March 2022, in the Council Hearing Room, 990 Palm Street,
San Luis Obispo, California.
APPROVED BY THE REVENUE ENHANCEMENT OVERSIGHT COMMISSION: 3/24/2022
Packet Page #4
Revenue Enhancement Oversight Commission
Agenda Report Meeting Date:
3/24/2022
Item Number: 2
DATE: March 24, 2022
FROM: Brigitte Elke, Finance Director
Prepared By: Natalie Harnett, Principal Budget Analyst
SUBJECT: FY 2020-21 LOCAL REVENUE MEASURE YEAR ANNUAL COMMUNITY
REPORT AND REPORT-IN-BRIEF
RECOMMENDATION
1.Review and take public testimony on the FY 2020-21 Local Revenue Measure (LRM) Annual
Community Report and Report-in-Brief.
DISCUSSION
Background
Chapter 3.15 of the Municipal Code (the Essential Services Transactions [ Sales] and Use Tax)
includes specific citizen oversight and fiscal accountability provisions. One of these provisions
requires an annual community report and an Annual Citizen Oversight Meeting:
Annual Community Report. A written report shall be reviewed at a public hearing by the Revenue
Enhancement Oversight Commission, and a summary will be provided annually to every household in
the community detailing how much revenue is being generated by the measure and how funds are being
spent (MC 3.15.040.E). A copy of the “Report-in-Brief”(Attachment B) will be sent to all households with
the April utility billing cycle.
Annual Citizen Oversight Meeting. The REOC shall hold an annual essential services community forum
for the purpose of taking input from residents and community members on preferences for the use of the
revenues generated by the essential services tax.
Annual Community Report
The FY 2020-21 Annual Community Report (Attachment A) and Annual Report-in-Brief (Attachment B)
highlight the revenue and uses of the Local Revenue Measure for the fiscal year covering the time from July 2020
to June 2021. It is important to note that Measure G-20 passed in November 2020 and Fiscal Year 2020-21 marked
the first year that the City collected additional revenue due to the increase in the tax rate, which went into effect
on April 1, 2021. This additional revenue was not assumed in the adopted revenue forecast and was therefore not
programmed into the LRM expenditure budget. At the time that Measure G-20 passed, there was an immediate
need to invest in additional economic recovery efforts to support businesses and homeless services to assist the
community's most vulnerable. Therefore, on December 8, 2020, Council approved the recommendation to allocate
$3,425,000 from the anticipated revenue from the augmented local transaction and use tax for economic recovery
and community assistance efforts to aid in the recovery of COVID-19 (Attachment A – page 6).1
1 The REOC took action on this recommendation on December 3, 2020. (12/03/20 Agenda Packet).
Packet Page #5
City of San Luis Obispo, Title, Subtitle
City of San Luis Obispo, Title, Subtitle
Item #2 FY 2020-21 Annual Community Report
Local Revenue Measure Uses
The table below shows a summary of LRM expenditures2. Detailed LRM audited financial statements
can be found in the 2020-21 Annual Comprehensive Financial Report.
2020-21 Expenditure Type Amount
1 Operating (26%) Originally programmed budget $2,369,931
2 Capital (74%) Originally programmed budget $6,848,464
3 Sub-total $9,218,395
4 Investment into Economic Recovery
Funded through additional revenue after passage of Measure G-20 $3,425,000
5 Grand Total $12,643,395
Local Revenue Measure Uses by Priority
Expenditures are broken into the following categories: 1) Open Space Preservation, 2) Bicycle and
Pedestrian Improvements, 3) Traffic Congestion Relief/Safety Improvements, 4) Public Safety, 5)
Neighborhood Street Paving, 6) Code Enforcement, 7) Flood Protection, 8) Parks and Recreation/Senior
Programs and Facilities, and 9) Other Vital Services and Capital Projects.
2 Including funding obligated on purchase orders.
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City of San Luis Obispo, Title, Subtitle
City of San Luis Obispo, Title, Subtitle
Item #2 FY 2020-21 Annual Community Report
Local Revenue Measure Uses by Type: Operating ($2.4M)
The table below breaks down the LRM operating budget allocations for FY 20-21 by category. The
largest use of the funding was for preservation of essential services and public safety. Examples of these
costs include funding for positions such as police officers, open space rangers and flood control staff.
Local Revenue Measure Uses by Type: Capital ($ 6.8M)
Total capital expenditures include the budget for FY 2020-21 and carryover funding from past fiscal
years. This is typical of capital improvement projects that usually span over multiple years. Project
phases don’t always align with fiscal years, and project schedules are subject to variables that cause
delays to even the best planned timetables. Budgeted funds for capital projects carry over year to year
until the project is completed. The total amount of local revenue measure carryover for capital projects
currently underway in FY 2020-21 is approximately $1.9M. Specific details on which capital projects
are carrying a balance are included in Attachment A. Any funding remaining once projects are completed
will be transferred into a Local Revenue Measure Completed Projects account. This funding could be
used for other approved Local Revenue Measure projects that end up costing more than what was
budgeted (subject to City Manager approval) or be reprogrammed to other capital projects that meet
Local Revenue Measure priorities subject to REOC and City Council approval.
6%
9%
5%
28%
8%
13%
28%
3%
2020-21 Operating Use ($2.4M)
Open Space Preservation
Bicycle and Pedestrian Improvements
Traffic Congestion Relief
Public Safety
Neighborhood Street Paving
Code Enforcement
Creek and Flood Protection
Parks and Landscape Maintenance
Packet Page #7
City of San Luis Obispo, Title, Subtitle
City of San Luis Obispo, Title, Subtitle
Item #2 FY 2020-21 Annual Community Report
Local Revenue Measure Revenues
Audited revenues from the local half-percent sales tax totaled $12.8 million in FY 2020-21. This is an
42% increase from the adopted budget (developed before the passage of Measure G) and an overall
40% increase from the FY 2019-20 actual. The adopted revenue budget for FY 2021-22 is $25.8 million.
Year-to-date for the City has received about $14.5 million and is on track to meet its revenue projection.
The Local Revenue Measure has generated over $100 million to protect and maintain essential services
and facilities since its original adoption in 2006.
ATTACHMENTS
1. FY 2020-21 Local Revenue Measure Annual Community Report
2. FY 2020-21 Local Revenue Measure Annual Community Report-in-Brief
5%
4%
8%
31%
28%
0%7%
8%
9%
2020-21 Capital Use ($6.8M)
Open Space Preservation
Bicycles and Pedestrian Improvements
Traffic Congestion Relief/Safety Improvements
Public Safety
Neighborhood Street Paving
Code Enforcement
Flood Protection
Parks & Recreation/Senior Programs and Facilities
Other Vital Services and Capital Projects
Packet Page #8
Streets Reconstruction and Resurfacing
The Local Revenue Measure helps fund the annual
resurfacing and reconstruction of local streets. New
road designs will help improve bicycle safety and
promote multi-modal transportation. SPOTLIGHT PROJECT
MARSH STREET BRIDGE REPLACEMENT
PAGE 9
Learn about the City's milestone projects that included
the replacement of the 100-year old Marsh Street
Bridge.
HOW DID WE SPEND REVENUES?
PAGE 7
Read about how Local Revenue Measure funds were
spent in 2020-21
LOCAL REVENUE MEASURE
ANNUAL COMMUNITY REPORT
Fiscal Year 2020-21
CITY OF SAN LUIS OBISPO 1
Specific roadway improvements for
2020-21 included the installation of
buffered bike lanes as well as
pedestrian crossing beacons along
High and Nipomo Street.
Local Revenue Measure funding was used to replace the Meadow
Park pedestrian bridges and re-surface the pedestrian pathways.
The project addressed sever cracking, rutting and potholes along
the pathways. This project was completed in November 2021.
2
This report highlights the revenue and uses of the Local Revenue
Measure for the time frame beginning July 2020 and ending June
2021. At the time of budget adoption, the forecasted revenue
projection was about 10% lower than the pre-pandemic forecast. In
light of the reduced revenue forecast, all LRM-funded projects
were evaluated and prioritized based on how they supported
essential services to the community and aided economic recovery
from Covid-19 impacts.
The Revenue Enhancement Oversight Commission (REOC) will
continue its oversight role on the use of the Local Revenue
Measure to support accountability, transparency, and public
engagement efforts. The Local Revenue Measure continues to
be a vital resource to deliver the community's highest priorities
and support San Luis Obispo's economic stability, recovery and
resiliency. Community members can learn more about the Local
Revenue Measure by visiting www.slocity.org/localrevenue.
3
Rangers funded by the Local Revenue Measure have been working
hard to unveil the City's latest trail project, Miossi Open Space. The
260 acre property currently has 3.1 miles of trail with an additional
3+ miles planned for the future. The trail includes a 12-foot wide
panoramic informational sign on the Open Space that allow users to
learn more about the nine sisters (Morros) history.
The Local Revenue Measure is a 1.5 percent local sales tax approved
by City voters in November 2020 and went into effect on April 1, 2021. It
replaced the previous .5 percent local sales tax approved by City voters
in November 2006. It helps protect and maintain operating services and
public infrastructure identified by the community such as
community safety, creek protection, addressing homelessness,
keeping public areas safe and clean, retaining local businesses,
youth/senior services, streets, open space/natural areas and other
vital services and facilities.
LOCAL REVENUE MEASURE BALLOT MEASURE
(MEASURE G20)4
The Local Revenue Measure helps fund road
work that makes city streets and pedestrian
crossings safer for the community.
"To protect the City of San Luis Obispo’s financial stability; maintain
fire/community safety, health emergency/disaster preparedness;
protect creeks from pollution; address homelessness; keep public
areas clean/ safe; retain local businesses; maintain youth/senior
services, streets, open space/natural areas, and other general
services, by extending voter- approved funding at a 1.5¢ (1.5%)
rate, providing approximately $21,600,000 annually until ended by
voters; requiring audits/ all funds used locally."
REVENUES 5
One of the major uses of Local Revenue Measure is for
annual asset maintenance, including the cost of
maintenance vehicles and equipment such as the
Street Sweeper. All City streets are swept on a regular
basis. Visit our interactive website to see the street
sweeping schedule: www.slocity.org/living/maps/street-
sweeping.
The Local Sales Tax revenue totaled $12.8 million in 2020-21, amounting to approximately 14.6 percent of general fund revenue. At the
time of budget adoption, the revenue projection was $7.3 million. Fiscal Year 2020-21 marked the first year that the City collected
additional revenue due to the increase in the tax rate (Measure G-20), which went into effect on April 1, 2021. The Local Revenue
Measure has generated more than $100 million since its original adoption in November 2006.MillionsFISCAL YEAR (JULY 1-JUNE 30)
Increase due to the new tax rate from
Measure G-20 (effective April 1, 2021).
Create Grant Funding Opportunities for Tenant Improvements (TIs)$2,000,000
Expand the SLO City Small Business Relief Grant Program $500,000
Increase Efforts to Support Downtown Vitality $425,000
Implement an Economic Development "Shop Local" Incentive $200,000
Homeless Service Support & Coordination $300,000
Total Investment $3,425,000
INVESTMENT INTO ECONOMIC RECOVERY 6
Add a little bit of body text
At the time that Measure G20 passed, there was an immediate need to invest in additional economic recovery efforts to support
businesses and homeless services to assist the community's most vulnerable. The additional revenue collected from the increased
tax rate had not been included in the adopted budget. Therefore; on December 8, 2020 Council approved the recommendation to
allocate $3,425,000 from the anticipated first quarter revenue from the augmented local transaction and use tax for economic
recovery and community assistance efforts to aid in the recovery of Covid-19.
Investment in Economic Development Efforts and
Homeless Services
23%
NEIGHBORHOOD
STREET PAVING
$2.12M
$617,000
PARKS AND
RECREATION/SENIOR
PROGRAMS AND
FACILITIES
7%
$1.1M
FLOOD
PROTECTION
12%
$302,000
CODE
ENFORCEMENT
3%
$655,000
TRAFFIC CONGESTION
RELIEF/SAFETY
IMPROVEMENTS
7%
$2.78M
PUBLIC SAFETY
30%
$265,000
BICYCLE AND
PEDESTRIAN
IMPROVEMENTS
5%
$502,000
OPEN SPACE
PRESERVATION
6%
$645,000
OTHER VITAL SERVICES
AND CAPITAL PROJECTS
7%
$3.4 M**
COVID-19 ECONOMIC
RECOVERY AND
PUBLIC HEALTH AND
SAFETY
LOCAL REVENUE MEASURE USES IN 2020-21
2020-21 Local Revenue Measure funds were used on the following Council-adopted priorities:
The Local Revenue Measure funded two Code
Enforcement Officers and one Code Enforcement
Technician focused on promoting health and safety in
neighborhoods and increasing awareness of City
policies.
7
**One-time amount which was un-budgeted at the time of
budget adoption. See page 6 for detail.
LOCAL REVENUE MEASURE USES IN 2020-21 8
Local Revenue Measure uses fall into two categories: operating programs and
capital programs.
Operating Uses: $2.4M // 26%
Capital Uses: $6.8M // 74%
To fund positions that provide community services
Examples of operating expenditures include funding for positions such as police officers,
open space rangers and flood control staff.
For every
$1 of revenue
generated by the Local Revenue Measure,
approximately
70¢ is paid by visitors
and
30¢ is paid
by City residents
( based on 2019 data)
To fund construction and investment in equipment
Examples of capital expenditures include construction of major projects like the Marsh
Street Bridge Replacement as well as the maintenance of City infrastructure.
The Local Revenue Measure helps fund fire fuel
reduction and flood control efforts. Rangers and
flood control staff are instrumental in making sure
that creeks are clear of debris.
PROJECT SPOTLIGHT 9
To highlight the historical significance of the original
bridge, energy-efficient LED fixtures were installed
that replicate the original kerosene fixtures that were
lit along the bridge every evening. The guardrails
mimic the historical structure as well.
Marsh Street Bridge Replacement
In January 2021, the City completed the Marsh Street Bridge
Replacement Project, which significantly improved the safety of a
major connection to Downtown San Luis Obispo. Revitalization of
the bridge is part of the City's ongoing efforts toward Downtown
Vitality.
The bridge, located between Osos and Santa Rosa Street at the San
Luis Obispo Creek crossing, has stood for over a hundred years and
was determined to be structurally deficient in 2008. Replacement of the
bridge was achieved thanks to the diligence and collaboration of many
agencies, contractors, and City staff.
PLANNED AND RECENTLY COMPLETED LOCAL
REVENUE MEASURE USES
10
The Local Revenue Measure is a critical revenue source for community investment. The City is committed to completing projects that maintain
infrastructure and support the delivery of essential services to residents and businesses.
Planned completion:
Spring 2022
Annual Downtown
Pavement Improvements
Completed November
2021
Sinsheimer Irrigation and
Stadium Drainage Completed December
2021
Laguna Lake Dredging
Planned completion:
Summer 2022
Orcutt/Tank Farm
Roundabout
Planned completion:
Spring 2022
Railroad Safety Trail
(Taft to Pepper)
The Downtown Pavement Improvements project is a
multi-million dollar project that will remove and replace
asphalt, fix damaged curbs and gutters, upgrade ADA
ramps, and apply slurry seal and striping.
Completed December
2021
Mission Plaza Railing
Add a subheading
Storm Drain System Replacement
Broad and Leff Culvert Repair
Foothill Storm Drain Repair
Bullock Lane CMP Replacement
Creek and Flood Protection (FTE = 6)
Subtotal
CAPITAL PROJECTSOPERATING PROGRAMS
Project Title 2020-21
(BUDGET)
2020-21
(ACTUAL)
2020-21
(BUDGET&
CARRYOVER)
2020-21
(ACTUAL)
Subtotal $ 521,322 $ 450,391$ 667,282 $ 667,282
10,000
93,269
79
36,380
65,907 65,907
352,146 348,025
667,282 667,282
FLOOD PROTECTION
LOCAL REVENUE MEASURE SUMMARY
FOR THE FISCAL YEAR ENDED JUNE 30, 2021 11
OPEN SPACE PRESERVATION
295,455
152,922
Urban Forest Annual Asset Maintenance
$ 448,224 $ 350,029$ 152,922 $ 152,922
28,597
670
17,600
3,673
15,962
292,655
15,962
104,537 23,142
Laguna Lake Dredging and Sediment Management
Open Space Acquisition
Enhanced Open Space
Open Space Maintenance
Open Space Preservation (FTE = 2)152,922
Subtotal
12
Add a subheadingAdd a subheading
578,968
106,126
49,125
149,469
497,068
12,032
25,149
Subtotal $ 898,688 $ 543,029$ 112,237 $ 112,237
15,000 8,780
Traffic Congestion Relief (FTE = 1)112,237 112,237
Traffic Congestion Relief/ Safety Improvement
CITY OF SAN LUIS OBISPO // LOCAL REVENUE MEASURE SUMMARY
FOR THE FISCAL YEAR ENDED JUNE 30, 2021
CAPITAL PROJECTSOPERATING PROGRAMS
2020-21
(BUDGET)
2020-21
(ACTUAL)
2020-21
(BUDGET&
CARRYOVER)
2020-21
(ACTUAL)
The Local Revenue Measure helps fund
Public Art Projects throughout the City.
This aerial image shows several of the
Neighborhood Greenway Art Projects,
each conducted by local artists.
Traffic Safety Report Implementation
Transportation Safety & Operations
Neighborhood Traffic Improvements
Orcutt/Tank Farm Roundabout
South Street Median Landscaping
13
2,117,092663,940
Public Safety
906,401
42,706
230,762
164,791
24,520
123,271
115,381
42,706
687,237
136,561
24,520
119,796
165,250
396,851
23,849
165,250
324,803
23,849
400,000 400,000
Subtotal $ 2,555,390$ 663,940
76,989 76,989
Police Station Replacement Study & Design
Police Patrol Vehicle Replacements (5)
Fire Stations Building Maintenance
IT Replacements and Improvements
Public Safety Battery Backup
Radio Handhelds
ECC Equipment Replacement
Community Safety Emergency Response Communication Equipment
KVEC Tower
Tait Radio System Upgrade
Air Compressor Replacement - Station 1
Public Safety (FTE = 4)663,940 663,940
LOCAL REVENUE MEASURE SUMMARY
FOR THE FISCAL YEAR ENDED JUNE 30, 2021
Add a subheadingCAPITAL PROJECTSOPERATING PROGRAMS
2020-21
(BUDGET)
2020-21
(ACTUAL)
2020-21
(BUDGET&
CARRYOVER)
2020-21
(ACTUAL)
The Local Revenue Measure is used to replace aging
Public Safety vehicles and equipment, including IT
equipment. It also funds three Patrol Officers and a
Sergeant.
$ 663,940 $ 2,117,576
14
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373
1,921
Active Transportation Plan
Add a subheadingCAPITAL PROJECTSOPERATING PROGRAMS
2020-21
(BUDGET)
2020-21
(ACTUAL)
2020-21
(BUDGET&
CARRYOVER)
2020-21
(ACTUAL)
BICYCLE AND PEDESTRIAN IMPROVEMENTS
Sidewalk Replacement
Railroad Safety Trail: Taft Street to Pepper Street
Bicycle Facility Improvements
Anholm Neighborhood Greenway Plan
Downtown Renewal
Street Lights Annual Asset Maintenance 80,891
66,637
105,911
186,313
7,743
1,921
373
17,903
69,205
1,700
53,673 53,566
Pedestrian Crossing Improvements 32,810 32,092
Pedestrian Safety Improvements on Montery at Buena Vista 30,000 10,766
Pedestrian Crosswalk Beacon on Ramona 50,000 15,000
Bike and Pedestrian Quick Build Projects 41,575 41,575
Subtotal $ 215,023 $ 215,023 $ 667,354 $ 264,878
Neighborhood Greenways Public Art 24,250 13,034
Bicycle and Pedestrian Improvements (FTE = 1.6)215,023 215,023
LOCAL REVENUE MEASURE SUMMARY
FOR THE FISCAL YEAR ENDED JUNE 30, 2021
15
PARKS AND RECREATION/ MAINTAIN COMMUNITY SERVICES & FACILITIES
130,513 130,513
112,861 64,338
20,000
10,900
89,673
20,000
10,555
89,673
251,751 235,357
$ 615,698 $ 550,436$ 66,954 $ 66,954Subtotal
Swim Center Building Maintenance and Equipment Replacement
Parks Major Maintenance & Repairs
Islay Hill Park Playground Equipment Replacement
Meadow Park Pedestrian Bridges and Pathways
Laguna Lake Golf Course Annual Asset Maintenance
Mission Plaza Restroom Replacements and Enhancements
Parks and Landscape Maintenance (FTE = 1)66,954 66,954
Add a subheadingAdd a subheadingCAPITAL PROJECTSOPERATING PROGRAMS
2020-21
(BUDGET)
2020-21
(ACTUAL)
2020-21
(BUDGET&
CARRYOVER)
2020-21
(ACTUAL)
NEIGHBORHOOD STREET PAVING
474,214
1,369,734
416,055
1,366,928
$ 2,013,648 $ 1,928,049$ 189,527 $ 189,527
169,700 145,066
Street Reconstruction and Resurfacing
Marsh Street Bridge Replacement
Subtotal
Higuera Street Paving
Neighborhood Street Paving (FTE = 2)189,527 189,527
INCLUDES IMPROVEMENTS TO BIKE LANES
LOCAL REVENUE MEASURE SUMMARY
FOR THE FISCAL YEAR ENDED JUNE 30,2021
CODE ENFORCEMENT
$ 302,046
302,046
$ 302,046
302,046Code Enforcement (FTE = 3)
Subtotal
16
$ 4,480,509 $ 4,069,560
381,934
61,265
70,650
32,226
202,482
61,265
275,407
53,320
32,025
22,307
3,425,000
87,949
69,149
149,854
3,425,000
3,366
68,384
128,486
Subtotal
Facilities Annual Asset Maintenance Account
City Facilities HVAC Replacements
Multi-site Energy Management
Fleet Replacements Annual Asset Maintenance
City Hall Fireline Replacement
Downtown Cleaning Equipment
Fleet Services Vehicle Lift
Facility Parking Lot Maintenance
Economic Recovery and Public Health and Safety COVID-19 (See Slide 6)
OTHER VITAL SERVICES AND CAPITAL PROJECTS
TOTAL LOCAL REVENUE MEASURE USES $ 12,210,833 $ 10,273,464$ 2,369,931 $ 2,369,931
Add a subheadingCAPITAL PROJECTSOPERATING PROGRAMS
2020-21
(BUDGET)
2020-21
(ACTUAL)
2020-21
(BUDGET&
CARRYOVER)
2020-21
(ACTUAL)
LOCAL REVENUE MEASURE SUMMARY
FOR THE FISCAL YEAR ENDED JUNE 30,2021
PRIORITIES SET BY THE CITY COUNCIL FOR FY 2020-21 INCLUDE:
17
Add a subheading
17
CITIZENS' REVENUE ENHANCEMENTCITIZENS' REVENUE ENHANCEMENT
OVERSIGHT COMMISSIONOVERSIGHT COMMISSION
Volunteer Residents Serve on the
Commission
The Revenue Enhancement Oversight
Commission (REOC) reviews, reports, and
makes recommendations directly to the City
Council regarding the revenue and
expenditures of the City's general purpose,
half-percent sales tax. The REOC consists of
five members who must be residents and
registered voters of the city.
Jeanette McClure - Chair
Jim Hamari - Vice Chair
Tony Skapinsky - Commissioner
Christopher Ellwood - Commissioner
Matt Quaglino - Commissioner
Open Space Preservation
Bicycle and Pedestrian Improvements
Traffic Congestion Relief/Safety Improvements
Public Safety
Neighborhood Street Paving
CITY OF SAN LUIS OBISPOCITY OF SAN LUIS OBISPO
For more information, please visit:
www.slocity.org/budget
Photography: Kelly Donohue Photography
City of San Luis Obispo
PRIORITIES SET BY THE COUNCIL FOR FY 2020-21 INCLUDED:
Code Enforcement
Flood Protection
Parks and Recreation/Senior Programs and Facilities
Other Vital Services and Capital Projects.
HOW IS YOUR 1.5 PERCENT SALES TAX SPENT
The Local Revenue Measure - also known as Measure
G-20 is a one-and-a-half percent (1.5%) local sales tax
approved by City voters in November 2020. It supports
and maintains essential services and facilities, such as
open space preservation, bike lanes and sidewalks,
public safety, neighborhood street paving and code
enforcement, flood protection, senior programs, and
other services and capital improvement projects vital to
a thriving community.
The adopted community spending priorities help guide
the Citizens' Revenue Enhancement Oversight
Commission (REOC) when making recommendations
to the City Council about Local Revenue Measure
uses. The Council uses the REOC's input, and
additional public feedback, to prioritize use of the Local
Revenue Measure funding as part of the City's two-
year financial plan process.
WHAT IS THE LOCAL REVENUE MEASURE?
ANNUAL COMMUNITY REPORT IN BRIEF
Fiscal Year 2020-21 (July 2020-June 2021)
This report in brief highlights the revenue and uses of
the Local Revenue Measure from July 2020 and
ending June 2021.
The REOC will continue its oversight role on the use of
the Local Revenue Measure to support accountability,
transparency, and public engagement efforts. The
Local Revenue Measure continues to be a vital
resource to deliver the community's highest priorities
and support San Luis Obispo's economic stability,
recovery and resiliency. Community members can lean
more about the Local Revenue Measure by visiting
www.slocity.org/ localrevenue.
2020-21 Local Revenue Measure funds were used on the following Council-adopted priorities:
Economic Recovery and Public Health and Safety COVID-19
Miossi Open Space
At the time that Measure G20 passed, there was an immediate need to invest in additional economic
recovery efforts to support businesses and homeless services to assist the community's most
vulnerable. The additional revenue collected from the increased local sales tax rate had not been
included in the adopted budget as it became effective on April 1, 2021. On December 8, 2020 Council
approved the allocation of $3,425,000 from the augmented local transaction and use tax for economic
recovery and community assistance efforts.
One of the major uses of Local Revenue Measure is for the maintenance of City infrastructure,
including roads, parks, and public facilities. The Local Revenue Measure also helps fund the
vehicles and equipment necessary to maintain the infrastructure. All City streets are swept on a
regular basis. Visit the City's interactive website to see the street sweeping schedule:
https://www.slocity.org/living/maps/street-sweeping
Rangers funded by the Local Revenue Measure have been working hard to unveil the City's latest trail
project in the Miossi Open Space. The 260-acre property currently has 3.1 miles of trail with an
additional 3+ miles planned in the future. Rangers installed a 12-foot wide panoramic informational sign
on the Open Space that allow users to learn more about the nine sisters (Morros) history.
SPENDING HIGHLIGHTS
Asset Maintenance
23%
NEIGHBORHOOD
STREET PAVING
$2.12M
$617,000
PARKS AND
RECREATION/SENIOR
PROGRAMS AND
FACILITIES
7%
$2.78M
PUBLIC SAFETY
30%
$265,000
BICYCLE AND
PEDESTRIAN
IMPROVEMENTS
5%
$1.1M
FLOOD
PROTECTION
12%
$302,000
CODE
ENFORCEMENT
3%
$502,000
OPEN SPACE
PRESERVATION
6%
$645,000
OTHER VITAL SERVICES
AND CAPITAL PROJECTS
7%
$655,000
TRAFFIC CONGESTION
RELIEF/SAFETY
IMPROVEMENTS
7%$3.4 Million**
COVID-19 ECONOMIC RECOVERY
AND PUBLIC HEALTH AND SAFETY
**One-time amount which was un-
budgeted at the time of budget
adoption.
REVENUES
Local sales tax revenue totaled $12.8 million in 2020–21, accounting for
approximately 14.6 percent of general fund revenue. The Local Revenue Measure
has generated more than $100 million since its original adoption in November 2006.
For every $1 of revenue generated by the Local Revenue Measure, approximately 70¢ is paid by
visitors and 30¢ is paid by City residents.
$12.8M
Streets Resurfacing
and Reconstruction
The Local Revenue Measure helps fund the annual
resurfacing and reconstruction of local streets. New
road designs will help improve bicycle safety and
promote multi-modal transportation. Specific roadway
improvements for 2020-21 included the installation of
buffered bike lanes as well as pedestrian crossing
beacons along High and Nipomo Street.
PROJECT SPOTLIGHT
Operating Uses ($2.4M // 26%) – To fund positions that provide community services
Examples of these costs include funding for positions such as police officers, open space rangers and
flood control staff.
Capital Uses ($6.8M // 74%) – To fund construction and investment in infrastructure & equipment
Examples of capital expenditures include construction of major projects like the Marsh Street Bridge
Replacement as well as the maintenance of City road and park infrastructure.
(This information was based on 2019 data and may change in the current and future fiscal years due to the impacts of the COVID-19 pandemic on our community.)
Marsh Street Bridge
In January 2021, the City completed the Marsh Street Bridge Replacement Project, which significantly improved the safety of a major connection to
Downtown San Luis Obispo. Revitalization of the bridge is part of the City's ongoing efforts toward Downtown Vitality. The bridge, located between
Osos and Santa Rosa Street at the San Luis Obispo Creek crossing, has stood for over a hundred years and in 2008 was determined to be structurally
deficient. Replacement of the bridge was achieved thanks to the diligence of many agencies, contractors, and City staff.
To highlight the historical significance of the
original bridge, energy-efficient LED fixtures
were installed that replicate the original
kerosene lamps that were lit along the bridge
every evening. The guardrails mimic the
historical structure as well.
CITY OF SAN LUIS OBISPO // For a complete list of 2020-21 Local Revenue Measure uses, view the full report at slocity.org/localrevenue
USES
Revenue Enhancement Oversight Commission
Agenda Report Meeting Date:
3/24/2022
Item Number: 3
DATE: March 24, 2022
FROM: Brigitte Elke, Finance Director
Prepared By: Natalie Harnett, Principal Budget Analyst
SUBJECT: FY 2022-23 SUPPLEMENTAL BUDGET PREPARATION
RECOMMENDATION
1.Review the FY 22-23 Local Revenue Measure (LRM) budget allocations as adopted in the 2021-23
Financial Plan and modified with the Mid-Year Budget Review.
DISCUSSION
Background
As the City moves towards the second year of the 2021-23 Financial Plan, staff will begin preparation
of the FY 22-23 Supplemental Budget for Council appropriation. Although the City follows a two-year
financial plan, Council approval is required for each year of the budget cycle in order to appropriate the
funding. The LRM budget allocations presented in the Financial Plan (see Attachment A) were guided
by community input received during the financial planning process (November 2020 to May 2021).
Therefore, the Supplemental Budget focuses on changes in financial position and needed adjustment to
the approved second year budget. It provides an opportunity for staff to true-up budget allocations,
update fiscal forecasts, work program objectives and timelines, and make minor changes for the second
year as needed.
The purpose of this report is to provide the Revenue Enhancement Oversight Committee (REOC) the
LRM budget allocations presented in the Financial Plan and modified with the Mid-Year Budget Review.
Because so many changes were approved at the FY 2021-22 Mid-Year Review (see Attachment B),
departments were instructed not to request any Significant Operating Budget Changes (referred to as
“SOBCs”) with the supplemental budget. Staff recommend that any excess revenue over expenditures
for the Local Revenue Measure at the end of FY 2021-22 should be prioritized to replenish the capital
reserve which was depleted over the last nine months.
Staff will return to the REOC on May 12, 2022, to present the recommended LRM budget appropriations
for FY 2022-23.
ATTACHMENTS:
A.2021-23 Financial Plan Appropriations
B.Approved 2021-22 Mid-year Adjustments
Packet Page #28
2021‐222022‐232021‐222022‐23Protect Financial Stability1 Fire Policy Research Software (Lexipol)11,169 9,369 E2 Fire Injury Reduction Program18,000 18,000E3 Application Systems Specialist (1 FTE)105,312110,384 E4 Financial Specialist ‐ Accounting (1 FTE)73,882 77,281E5 Accounting Assistant (1 FTE)68,004 71,106E6 Half‐Time Technology Project Manager (.5 FTE)52,444 54,669ESubtotal328,811 340,809 ‐ ‐ Community Safety and Emergency Preparedness7General Plan ‐ Safety Element Environmental Review25,000 ‐ C8Police Records Reporting Software15,400 ‐ D9Emergency Response Live ‐ Fire Training Improvements20,045 17,57010Fire Intern Program22,691 23,257‐‐ D11Fire Recruitment Academy Support and Supplies29,000 ‐ D12Fire Emergency Operations Center Training (Emergency Management Services)30,000 30,00013Police ‐ Public Safety Equipment Replacement and Supplies12,600 70,88114Fire Equipment Replacement (PPE, AED, etc.)177,499 15Fire Inspection Management Software (Mobile Eyes)12,200 12,20016Fire Technical Rescue Team Expansion17,850 9,150 C17Open Space and Creeks Hazardous Tree Removals20,000 20,000C18Fire Training/Safety Captain (1 FTE)191,276191,276 19Community Safety and Emergency Preparedness (Firefighters, 2; Downtown Police Patrol Officers, 3, Downtown Sergeant, 1): FTE 6936,747 1,003,483 E20Initial Design Study ‐ Police Station Replacement100,000 300,000 21Police ‐ Information Technology (Storage Area Network (SAN), Computer Aided Dispatch Hardware, Security Cameras, Interview Recording System)446,000 316,000 22Police Evidence Storage Bldg. and Police Range ‐ Roof Replacement5,000 47,200 23Fire Station #1 Administration Bldg. Roof Replacement270,000‐ 24Fire Station #1 Roof Access Ladders50,000 ‐ 25Fire Station # 2 Parking Lot Maintenance45,000 ‐ 26Fire Station #3 & #4 Remodel Space Study and Design25,000 75,000 D27Fire Station #4 Exterior Paint‐27,500 28Fire Hydrant Replacement40,000 40,000 29Facility Roll Up Door Replacements ‐ Various Locations17,000 15,000 30Police ‐ Fleet Replacement (Patrol Hybrid SUV, 2/YR; Motorcycles; SNAP SUV, 1; Investigations SUV, 1)220,000 235,000 Project TitleOperating ProgramsCapital Improvement PlanMCG2021‐23 Local Revenue Measure ExpendituresThe following uses of local sales tax revenue are consistent with Council goals and objectives, the spending priorities of voter‐approved Local Revenue Measure (Measure G‐20), and the recommendations of the Citizens' Revenue Enhancement Oversight Commission (REOC). The categories listed were developed and approved by the REOC.#MCG Key: E: Economic Recovery, Resiliency and Fiscal Sustainability; D: Diversity, Equity, and Inclusion (DEI); H: Housing and Homelessness; C: Climate Action, Open Space and Sustainable Transportation. *Light gray shaded projects are one-time funded.Attachment A: LRM Budget Allocations (2021-23 Financial Plan)Packet Page #29
2021‐222022‐232021‐222022‐23Project TitleOperating ProgramsCapital Improvement PlanMCG#31Fire ‐ Fleet Replacement (1/2 ton truck, 1; Heavy Duty Truck, 1; Heavy Duty Truck w/ Utility Bed, 1; Compact Truck, 1; Open Space Rescue Truck, 1)275,000 465,000 32Radio Handhelds & Mobiles (Police and Fire)116,758 ‐ 33Uninterruptible Power Supplies 42,465 ‐ 34VMware Infrastructure Upgrade110,250‐ 35Pipe Inspection Software & Licenses23,500 ‐ 36911 Phone System Replacement250,000‐ Subtotal1,332,809 1,555,316 2,035,973 1,520,700 Creek and Flood Protection 37 Creek and Flood Protection ( Wastewater Collection Operators and Supervisor, Environmental Compliance Inspectors, Stormwater Management, Environmental Programs Manager): FTE 6 632,567 659,031 C38 Storm Drainage Infrastructure Replacement (multiple locations)850,000 500,000 C39 Woodbridge Groundwater Runoff Diversion10,000 175,000 C40 Creek Trash Capture 50,000 50,000 C41 Pismo/Johnson/San Luis Creek Bank Stabilization50,000 ‐ CSubtotal632,567 659,031 960,000 725,000 Address Homelessness 42 Homelessness Strategic Plan35,000 ‐ H43Expansion of 40 Prado Homeless Services Center Bed Capacity 63,826 63,826 H44 Housing and Homelessness Contract Services Support117,000 117,000 H45 Mobile Crisis Unit (Paramedic and Social Worker Pilot Program)300,000 300,000 H46 CAT Team Social Worker125,188 116,188 H47Parks and Open Space Environmental Clean‐Up Resources65,000 70,000 HSubtotal706,014 667,014 ‐ ‐ Safe and Clean Public Areas48Increased Trash and Recycling Services in Public Spaces125,000 125,000 E49Additional Landscape Maintenance Contract Services55,000 65,000 E50Safe and Clean Public Areas (Parks Maint. Specialist): FTE 178,271 82,650 E51Bob Jones Trail and Railroad Safety Trail Solar Lighting100,000 1,350,000 C52Mission Plaza Concept Plan Implementation (Phase 1 ‐ Restroom Replacement and Kiosk Café)‐ 1,035,000 E53Mission Plaza Railing replacement80,000 ‐ E54Downtown Safety Enhancement (street bollards)400,000 ‐ E55Curb Ramps and Sidewalks Replacement (various locations)50,000 150,000 C56Sidewalk Replacement and Installation (includes street trees)100,000 100,000 C57Street and Pathway Lighting (various locations)75,000 75,000 CSubtotal258,271 272,650 805,000 2,710,000 Economic Development and Business Retention 58 Arts, Culture and Community Partner Support50,000 25,000E59 Business Promotions and Communication Support80,000 E60 Open SLO ‐ Downtown Dining Temporary Staffing13,688 27,375‐‐ EMCG Key: E: Economic Recovery, Resiliency and Fiscal Sustainability; D: Diversity, Equity, and Inclusion (DEI); H: Housing and Homelessness; C: Climate Action, Open Space and Sustainable Transportation. *Light gray shaded projects are one-time funded.Attachment A: LRM Budget Allocations (2021-23 Financial Plan)Packet Page #30
2021‐222022‐232021‐222022‐23Project TitleOperating ProgramsCapital Improvement PlanMCG#61 Economic Development Program Support50,000 25,000E62 Economic Development Data Tracking and Reporting30,000 30,000E63 New Economic Development Strategic Plan‐100,000 E64 Support for Underserved/Underrepresented Community Businesses‐150,000 D65 TBD Business Retention/Recovery Programs500,000250,000 E66 Zoning Regulations Update for Downtown Uses and Flexible Outdoor Spaces Citywide 125,000‐ E67 Holiday Activation Support in Downtown for Lighting and Other Features150,000150,000 E68 Downtown Zig‐Zag Lighting250,000‐ E69 Downtown Public Art Installations200,000‐ E70 Additional Banner Arms, Bench Arm Rests, Signs100,000 25,000 E71 Downtown Renewal (Open SLO: Supplemental funding for Curbside Parklets)200,000 ‐ E72 Annual Public Art Maintenance and Projects (Utility Box Beautification, Small Public Art Projects, Maintenance) 92,500 92,500 ESubtotal998,688 757,375 842,500 117,500 Youth/Senior Services and Recreation Facilities 73 One‐Time Aquatics Supplemental Staff due to COVID‐19 Protocols62,000 ‐ 74SLO Swim Center Minor Capital Maintenance and Operating Costs (Electricity conversation for solar)55,000 55,000 75Swim Center Supplies (pool chemicals, etc.)25,000 25,000 76Youth Services Staffing Resources (Equivalent to 1.5 FTEs)93,227 132,045 ‐ ‐ 77 Youth/Senior Services and Recreation Facilities (Parks Maint. Specialist): FTE 1 72,932 77,425 78 Parks and Recreation Master Plan Implementation200,000 200,000 79 DeVaul Ranch Playground Equipment Replacement60,000 ‐ 80 Vista Lago Mini Park Playground Equipment Replacement50,000 ‐ 81 Mitchell Park Playground Equipment Replacement‐ 100,000 82 Cheng Park Revitalization300,000 ‐ D83 Meadow Park Pathways Refurbishment250,000 ‐ 84Orcutt Area ‐ Linear Park Planning and Construction‐ 815,000 H85 North Broad Street Neighborhood Park Construction175,000 ‐ 86 Mission Plaza Arbor Refurbishment15,000 70,000 87 Jack House Arbor refurbishment‐ 7,500 88 Meadow Park Exercise/Par Course Equipment Replacement‐ 20,000 89 Parks Play Area Surfacing30,000 30,000 90 Santa Rosa Park Barbecue Replacements‐ 7,500 MCG Key: E: Economic Recovery, Resiliency and Fiscal Sustainability; D: Diversity, Equity, and Inclusion (DEI); H: Housing and Homelessness; C: Climate Action, Open Space and Sustainable Transportation. *Light gray shaded projects are one-time funded.Attachment A: LRM Budget Allocations (2021-23 Financial Plan)Packet Page #31
2021‐222022‐232021‐222022‐23Project TitleOperating ProgramsCapital Improvement PlanMCG#91 Poinsettia Creek Walk Pathway Refurbishment200,000 ‐ 92 Laguna Lake Golf Course Maintenance20,000 20,000 93 Sinsheimer Park Hardscape Replacement135,000 ‐ 94 Concrete Bench & Table Replacement Various Locations15,000 15,000 95 Hydration Stations Various Parks and Facilities15,000 15,000 C96 Railroad Safety Trail Fencing350,000 ‐ 97Parking Lot Maintenance ‐ (Meadow Park; Ludwick Community Center; Islay Park; Laguna Lake Park; Santa Rosa Park; French Park; City Facilities)130,000 205,000 98 Ludwick Community Center ‐ Roof and Solar Replacement‐ 40,000 C99 Swim Center Furnaces Replacement‐ 40,000 100 Ludwick and Senior Center ‐ Exterior Paint and Shell Rehabilitation‐ 30,000 101 Water Stations and Supply Lines25,000 25,000 102 Sinsheimer Stadium Irrigation and Drainage Replacement650,000 ‐ 103 Irrigation Mainline Leak Repair15,000 15,000 104 Parks Major Maintenance ‐ ADA Transition Plan Implementation 20,000 20,000 D105Park Maintenance ‐ Fleet Replacement: (Mower, 1; Tractor, 1; Trailers, 4;) 75,000 108,000 106Parks and Recreation ‐ Fleet Replacement: (Golf Mower, 1; Golf Trailer, 1; P&R Trailer, 1; Minivan, 1; Dump Trailer, 1; Masticator, 1)139,000 103,000 107 Swim Center ‐ Pool Automatic Vacuum‐ 18,000 108 Swim Center Olympic Pool Thermal Blankets5,000 ‐ 109 Swim Center Bath House Ceiling5,000 ‐ 110 Swim Center Therapy Pool Boiler85,000 ‐ 111 Swim Center Pool Water Chemical Regulator50,000 ‐ 112 Jack House Windows Walk Railing100,000 ‐ Subtotal308,159 289,470 3,114,000 1,904,000 Street Maintenance and Transportation (includes bicycle and pedestrian improvements) 113 Accessibility and Process Improvement Support Services 34,000 12,000114 Mobility as a Service Study25,000 ‐ C115 One‐Time Streetlight and Signal Electrical Costs60,000 ‐ 116 Supplemental Street and Parklet Sweeping 250,000250,000 E117 Transportation Interns30,350 31,071C118 Additional Street Operator for Maintenance of Streets and Right of Way78,312119 Increased Asphalt and Concrete Budget60,000 60,000MCG Key: E: Economic Recovery, Resiliency and Fiscal Sustainability; D: Diversity, Equity, and Inclusion (DEI); H: Housing and Homelessness; C: Climate Action, Open Space and Sustainable Transportation. *Light gray shaded projects are one-time funded.Attachment A: LRM Budget Allocations (2021-23 Financial Plan)Packet Page #32
2021‐222022‐232021‐222022‐23Project TitleOperating ProgramsCapital Improvement PlanMCG#120 Increased Budget for Signals and Street Light Equipment and Electricity 25,000 25,000121 Street Maintenance and Transportation (Engineering, Streets Maintenance, Active Transportation) FTE 4.60 532,105 557,962 122 Prado Road Interchange (YR 1 PA/ED Phase & YR 2 Design Phase)500,0001,910,000 H123 California & Taft Roundabout Construction300,0002,720,000 C124 Pavement Management (Downtown areas)2,404,647 2,425,000 125 Active Transportation Plan Implementation205,000 305,000 C126 21‐22 Sealing Project Complete Street Components200,000 200,000 127 Concrete Street ‐ Monterey ‐ CA to Santa Rosa‐800,000 128 Prado Road Bridge & Road Widening 427,780 146,573 H129 Streets Maintenance ‐ Fleet Replacement (F550 with Hooklift, 1; F550 with Utility Bed and Crane, 1; Axle Kneeling Trailer, 1; Asphalt Zipper,1) 390,000‐ 130 Buchon‐Santa Rosa Intersection Improvements‐250,000 131 Madonna Inn Frontage Bike Pathway (Madonna to Fernandez)150,000 132 Neighborhood Traffic Improvements75,000 75,000 C133 Bridge Maintenance ‐100,000 134 Railroad Safety Trail from Cal Poly to Taft Street‐50,000 135 Engineering Pickup, 2; 3 Yr. Temp66,000 ‐ 136 Transportation Safety & Operations 30,000 30,000 C137 Traffic Signs & Striping Maintenance25,000 25,000 C138 Pedestrian and Bicycle Pathway Inventory and Pavement Condition Index Study20,000 ‐ 139 Anholm Neighborhood Greenway Plan Implementation ‐ Phase II2,450,000 ‐ C140 South Street Median Landscaping240,000‐ 141 Avila Ranch ‐ Buckley Extension Class I Bike Lane120,000‐ C142 Transportation Monitoring & Modeling Update70,000 Subtotal1,016,455 1,014,345 7,453,427 9,256,573 Open Space/Natural Areas Preservation and Maintenance143ECOSLO partnership ‐ SLO Stewards, Tree Planting & Maint., Green Business, Creek Clean Up20,000 20,000C144Fuel Reduction Crew Tools and PPE4,500 C145Sustainability & Natural Resources Analyst62,753 62,753‐‐ C146Sustainability & Natural Resources Intern/ Urban Forest Master Plan Intern‐13,613‐‐ C147Fuel Reduction Crew (4000 Supplemental Staff Hours)60,140 61,589C148Open Space Vegetation Management and Fuel Reduction20,000 20,000C149New Ranger Maintenance Worker (1 FTE)70,854 74,105C150Ranger Services Staffing Resources (Equivalent to 2 FTEs)84,561 92,421C151Open Space/Natural Areas Preservation and Maintenance (2 FTE Ranger Maintenance Workers ) 169,599 159,196 C152Laguna Lake Dredging and Sediment Management Project Implementation840,000‐ C153 Open Space Acquisition250,000 250,000 C154 Open Space Maintenance60,000 80,000 C155 Open Space Fencing25,000 25,000 CMCG Key: E: Economic Recovery, Resiliency and Fiscal Sustainability; D: Diversity, Equity, and Inclusion (DEI); H: Housing and Homelessness; C: Climate Action, Open Space and Sustainable Transportation. *Light gray shaded projects are one-time funded.Attachment A: LRM Budget Allocations (2021-23 Financial Plan)Packet Page #33
2021‐222022‐232021‐222022‐23Project TitleOperating ProgramsCapital Improvement PlanMCG#156 Urban Forest Maintenance175,000 175,000 C157 Urban Forest Master Plan140,000‐ CSubtotal492,407 503,677 1,490,000 530,000 Other Services and Projects158 CIP Interns5,000 5,900 E159 Contract Heavy Equipment Mechanic85,220 89,065 160 Fleet Intern20,991 18,398 161 City Fleet Vehicle Repairs20,000 20,000 162 Increased Contract Funds for Specialized Mechanic Services50,000 50,000 163 Funding for Increased Cost of Facilities Maintenance Materials and Supplies 30,000 30,000 164 Electric Vehicle Charing Stations (Various City Facilities, Including Parks and Rec and Corp Yard) 100,000 100,000 C165 City Hall Landing Repair60,000 ‐ 166 Council Hearing Room Modification and Functionality Improvements‐ 130,000 167 Information Technology Room Heat Pump Replacements20,000 ‐ 168 Energy Management Controls Upgrade75,000 50,000 169 Citywide Wireless System Replacement‐ 70,641 170 City Storage Area Network (SAN)‐ 178,136 171 Major Facility Maintenance ‐ ADA Transition Plan Implementation10,500 10,500 172 Fleet Maintenance Stationary Generator (200kw)100,000 ‐ 173 Facilities Maintenance 3/4 ton Pickup with Utility Bed‐ 60,000 174 Capital Projects Engineering Staff500,000 1,000,000 175 Roundabout Public Art Installations300,000 400,000 ESubtotal211,211 213,363 1,165,500 1,999,277 Total6,285,392 6,273,051 17,866,400 18,763,050 MCG Key: E: Economic Recovery, Resiliency and Fiscal Sustainability; D: Diversity, Equity, and Inclusion (DEI); H: Housing and Homelessness; C: Climate Action, Open Space and Sustainable Transportation. *Light gray shaded projects are one-time funded.Attachment A: LRM Budget Allocations (2021-23 Financial Plan)Packet Page #34
ITEM #3 – ATTACHMENT B: MID-YEAR BUDGET ALLOCATIONS
Detail on next page
Budget Request (all operating)FY 21-22 FY 22-23 Ongoing*
(if applicable)
Available Balance 1,531,000$ 1,304,870$ 1,582,987$
1 CAPSLO Programming - Railroad Square Safe Parking 64,633$ -$ -$
2 Housing/Homelessness Contract Position 40,000$ 80,000$ -$
3 Converting Contract Homelessness Response Manager to FTE (1 FTE)-$ -$ 120,000$
4 Centralized Resident Inquiry Platform 40,000$ 40,000$ 40,000$
5 Emergency Manager (1 FTE)38,627$ 143,061$ 159,141$
6 Contract Volunteer Coordinator (1 FTE)32,850$ 101,508$ -$
7 Community Services Coordinator (1 FTE)-$ 9,728$ 10,621$
8 Public Safety Customer Engagement 17,000$ 12,000$ 12,000$
9 Facilities Additional Contract Funding $- 25,000$ 25,000$
10 Additional Pruning/Watering 200,000$ 200,000$ 200,000$
11 Additional Streets Maintenance Staff (3 FTE)60,750$ 243,000$ 243,000$
12 Parks Maintenance Beautification Gardner (1 FTE)48,600$ 97,200$ 100,116$
13 Increase in Mission Plaza Maintenance 27,000$ 27,000$ 27,000$
14 Additional Pressure Washing 25,000$ 25,000$ 25,000$
15 Supplemental Overtime for Farmer's Market Support 15,000$ 15,000$ 15,000$
16 Parks Additional Contract Funding -$ 40,000$ 40,000$
17 Mobile Data Computers 14,200$ -$ -$
18 Accelerate New Streets Position -$ -$ -$
19 Additional Supplies for Downtown Maintenance Program -$ 25,000$ 25,000$
20 Mobile Crisis Unit (MCU) (1 FTE)-$ -$ 300,000$
Total 623,660$ 1,083,497$ 1,341,878$
Remaining for allocation at later date (line 1 - line 22)907,340$ 221,373$ 241,109$
*estimated costs beginning in FY 23-24ID Ongoing Local Revenue Measure
Local Revenue Measure FY21 one-time Fund Balance
Budget Request FY 21-22
Available Balance 1,964,773$
21 Mission Plaza Landscape and Lighting Improvements Construction (CAPITAL)275,000$
22 Reimbursement Agreement for 600 Tank Farm (CAPITAL)1,545,000$
23 Golf Course Pro Shop Flood Damage Repairs (CAPITAL)120,000$
Total 1,940,000$
Remaining for allocation at later date (line 24 - line 28)24,773$ LineReallocation of Cerro San Luis Greenway Project Budget
Budget Request FY 21-22
Original Project Budget (LRM Portion)1,705,225$
24 Higuera Corridor Complete Street Design 250,000$
25 Pedestrian Crossing Improvements 226,971$
Total 476,971$
Remaining for allocation at later date 1,228,254$ LinePacket Page #35
ITEM #3 – ATTACHMENT B: MID-YEAR BUDGET ALLOCATIONS
ID# Budget Request
1 CAPSLO Programming - Railroad Square Safe Parking
Adding funds to CAPSLO's contract for the continuation of the low barrier pilot parking program at
Railroad Square. Contract will be extended to June 30, 2022.
2 Housing/Homelessness Contract Position
2 year contract position to assist the Housing Policy and Programs division. Will directly report to
the Homelessness Response Manager and expire June 2023 (at the end of FY23). Budgeted at the
top of an Admin Assistant II to offer flexibility in hiring the ideal candidate
3 Converting Contract Homelessness Response Manager to FTE (1 FTE)
No fiscal impact as a result of this request - Convert the contract Homelessness Response Manager
to a permanent position. Salary is currently in the contract services account and needs to be
moved to Regular salaries for the remainder of FY22 and for all of FY23. Ongoing salary to be put in
Regular salaries in the next Financial Plan.
4 Centralized Resident Inquiry Platform
This request is for a platform that would enhance the way issues are identified, responded to, and
tracked. By organizing these requests, this allows staff to respond to effectively and efficiently and
has tracking and metric capabilities. This will more easily provide data on incoming requests and
response rates. Having this data will help provide and improve performance measures and the
ability to update staff internally on progress. It would allow staff to in theory have more time to do
other tasks and assignments as once operational it should save time; allow for repeat use of
materials and provide long term operational efficiencies. An RFI was published, and bids were
received by seven vendors providing limited fiscal information. Two of the seven vendors supplied
potential costs that ranged from $6,500 to $30,000 annually. Next steps include demos and
internal stakeholder communication, thus the $40k is a conservative placeholder.
5 Emergency Manager (1 FTE)
To maintain the high level of community response and preparedness service in alignment with
Measure G-20 priorities and to help meet the growing impacts of climate change including
increased risk to fire, flood, heat and drought related emergencies the department is a seeking a
full time 40-hour Staff Emergency Manager. Staff attempted to fill some emergency manager
responsibilities utilizing contract services and continues to learn that a dedicated staff member is
needed to deliver on the work products necessary for an all-inclusive Emergency Management
Program for the organization and community. A job description for this position is in draft status
and near complete after consultation with Human Resources. The position will be responsible for
directing City-wide all-hazards emergency/disaster worker training, preparedness, response,
mitigation, and recovery activities for natural, environmental, humanmade and other emergencies
impacting the City. Responsibilities will include mandatory management of the City’s Emergency
Plan (Comprehensive Disaster Leadership Plan (CDLP)), Local Hazard Mitigation Plan (LHMP) and
Community Wildfire Protection Plan (CWPP); conduct emergency preparedness training for City
employees (NIMS/SIMS/emergency worker prep); Serve as liaison with local, state and federal
agencies to ensure compliance; Assist the City Manager, acting as Emergency Services Director,
with development and presentation of critical incident updates to the Disaster Council; maintain
emergency operations center (EOC) preparedness and readiness; conduct community emergency
preparedness forums; assist in the administration of Fuel Reduction efforts. Presently the Fire
Chief is coordinating the Emergency Management Division work and has limited bandwidth to
increase and improve the program without increased resources as necessary to meet City Goals of
resiliency and disaster preparedness.
Packet Page #36
ITEM #3 – ATTACHMENT B: MID-YEAR BUDGET ALLOCATIONS
6 Contract Volunteer Coordinator (1 FTE)
The City relies on community volunteers to support a variety of services within different
Departments (general community events, garden and trail maintenance, public art, internships).
Over the years, there has been a significant increase in request and inquiries for volunteer services
to support the community and City services. A centralized volunteer program would ensure
marketing, recruitment, tracking of hours, risk management, recognition events, and globalized
program area support would be achieved through coordinating with service groups, academic and
other community partners. It is recommended that P&R have direct oversight of the position as
the Department hosts a variety of volunteer opportunities and collaborates across City
departments. As the position and needs fulfilled by this position may evolve, it is recommended as
a contract position at which time reassessment of City-wide needs can be determined. Per
Finance's guidance, since this request is for a contract position, the contract should only extend
through the end of the Financial Plan (June 2023). The fully loaded costs are estimated at $30,417
for March-June of FY2022 ($67k base + COLA & benefits); and $93,989 (adjusting FY22 amount by
3% increase).
7 Community Services Coordinator (1 FTE)
The Local Revenue Measure G included funding to increase Senior programming for the
community. The SLO Senior Center has been operating under the guidance of a volunteer Senior
Executive Board with a Parks and Recreation staff member serving in a liaison role. The Senior
Board is requesting additional day-to-day staff support in managing the Senior Center which would
benefit both the City and the senior community. The coordinator position would provide an
anticipated 20-25 hours per week of direct support to enhance programming, provide a sense of
security to the Senior Center members and rehabilitate the relationship and programming
opportunities with the Senior Center Board. The coordinator would also oversee the current 5
locations (and the pending addition of 2 additional locations) for the Community Gardens
program, manage the expanding Contract Class program, and support the Community Services
Division (global community events). The oversight of the Community Gardens and Contract
Classes, as well as community event support, have historically been managed by two Recreation
Specialists (part time, limited benefit temporary positions); however, these programs require a
more consistent level of professionalism, community outreach, safety and risk management,
contract oversight, and maintenance that exceeds the expectations of a part-time position.
Combining two supplemental positions into one full-time position will allow for consistent
management and appropriate support of the Senior Center programs and expanded and
innovative Contract Classes and Community Gardens programs. Funds would be transferred from
Temporary Salaries to Regular Salaries, as funding for this position will be covered (fully for FY 22 /
partially for FY 23) through the already two budgeted positions. Overage amount for FY 23 should
be supported through the LRM funds directed towards Senior Programming and there will be no
fiscal impact for FY 2022. For FY 2023, the fully loaded costs of this full-time role is estimated at
$93,989, the merging of the two part-time roles are estimated combined to be $84,981, total FY
2023 fiscal impact would be $9,007.
8 Public Safety Customer Engagement
Utilizing new technology, information can be sent via text to reporting parties that call 9-1-1.
Callers will receive information regarding their incident and provide updates on officer arrival
times or delays. This software can also gather feedback via surveys. This tool provides a direct
opportunity for the community to provide helpful feedback when dealing directly with public
safety.
9 Facilities Additional Contract Funding
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ITEM #3 – ATTACHMENT B: MID-YEAR BUDGET ALLOCATIONS
The additional contract funding will be used for rain getter cleaning and for technical repairs.
Gutter cleaning in time consuming and a high liability to the City and contracting out these services
will allow staff to be more responsive and limit liability. Also, as senior technicians leave the
program for various reasons, recruitment of qualified technicians has been challenging, which is
resulting in a higher use of contractors for some of the more complex mechanical systems.
10 Additional Pruning/Watering
This request is to supplement existing salary savings to keep contractor working full-time through
the end of FY, as we are one full cycle behind. Currently we have 125K left which will get us
through February. The plan is to have two crews going at one time, area pruning by contractor to
get caught up in cycle.
11 Additional Streets Maintenance Staff (2 FTE)
Additional staff is needed to enhance downtown cleanliness and staffing for downtown events
including but not limited to the weekly farmer’s market. The activation of downtown has resulted
in a more proactive approach to keeping the downtown clean and safe. The department is
struggling to support these additional work efforts along with staff's original workload. This
request will cover a downtown maintenance coordinator who will plan and supervise the work of 1
full time downtown maintenance technician and 2 supplemental downtown maintenance
technicians.
12 Parks Maintenance Beautification Gardner (1 FTE)
This position will work in all Parks and City Facilities maintained by the Parks Maintenance
Program. This position will focus strictly on beatification by planting and maintaining ornamental
plantings.
13 Increase in Mission Plaza Maintenance
Request is for maintenance costs associated with landscaping, lighting and other aesthetic
improvements related to Mission Plaza improvements.
14 Additional Pressure Washing
This request is to expand coverage area in Downtown for pressure cleaning.
15 Supplemental Overtime for Farmer's Market Support
Want to keep deployment responsibility for Farmer's Market barricades with more experienced
full time staff.
16 Parks Additional Contract Funding
The additional contract service funding will be used to fund expanded landscaping request, along
with the installation and maintenance of landscaping along protected bike and pedestrian paths.
17 Mobile Data Computers
The police department was given approval to over hire two police officer positions. Two mobile
data computers are needed for these positions and staff is requesting to purchase two spares.
Total purchase would be for 4 MDCs.
18 Accelerate New Streets Position
No cost request to accelerate the addition of the Streets Maintenance Operator that is funded in
the 22-23 fiscal year. Program salary savings will be used to fund the request.
19 Additional Supplies for Downtown Maintenance Program
As the downtown cleaning and maintenance program expands, these funds will be used for
operating material and supplies for the program.
20 Mobile Crisis Unit (MCU) (1 FTE)
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ITEM #3 – ATTACHMENT B: MID-YEAR BUDGET ALLOCATIONS
This was a previously approved one-time budget addition for the 2021-23 Financial Plan. This
request is to make the MCU ongoing and convert 1 contract EMT into an ongoing FTE.
21 Mission Plaza Landscape and Lighting Improvements Construction (CAPITAL)
Improvements to include up lighting for trees in the plaza, new light standards, and relandscaping.
22 Reimbursement Agreement for 600 Tank Farm (CAPITAL)
Reimbursement due to developer per reimbursement agreement for roundabout at Santa Fe and
Tank Farm
23 Golf Course Pro Shop Flood Damage Repairs (CAPITAL)
The recent storm (December 2021) caused flood damage to the Laguna Lake Golf Course Pro Shop.
Seeking one-time emergency repair funding to restore the shop to its prior condition.
24 Higuera Corridor Complete Street Design (CAPITAL)
Appropriate a portion of the fund reserve from $1.7M Cerro San Luis Greenway Urban Greening
Grant to fund PS&E for a complete street project along the Higuera Corridor between Marsh St.
and LOVR. ATC ranked this as highest priority Tier 1 project in Active Transportation Plan. High-
level concept design and feasibility analysis currently underway but need additional funding for
final design and construction. This request would fund final design and consultant support for
planned grant application with upcoming Caltrans Active Transportation Program (Cycle 6). Staff
plans to return at FY2022-23 Budget Supplement to request construction funding.
25 Pedestrian Crossing Improvements (CAPITAL)
Additional funding needed to proceed with construction of Pedestrian Crossing Improvements
project in 2022. Project will provide enhanced ped/bike crossings with flashing beacons at several
high-priority intersections identified in ATP, including Johnson/Sydney and South/King. Cost
estimates at 90% design have increased beyond initial funding resources due to (a) unanticipated
ADA improvements required, (b) increases in construction costs, (c) design revisions to
Johnson/Sydney Crossing due to community feedback, and (d) design direction from ATC.
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